Retailing Management Analysis, Planning and Control

The purpose of this book is to explore the implementation issues of strategic and operational retailing management decisions. It does so first by examining how the retail business functions and the structural influences on decision making. Retailing is a customer-led business. An understanding of customer decision making, influences and motivations are essential components. The book develops some alternative methods for making this a more effective activity. Resource allocation, costing and managing resource allocation to achieve corporate performance are essential activities in the implementation process. Recent developments in management accounting are introduced to facilitate decision making. A worked case study/example illustrates the concepts introduced.

Acknowledgements - Understanding How the Business Makes Decisions - PART 1: UNDERSTANDING THE BUSINESS - Customer Expectations, Retail Response - Managing Gross Margins - Managing Operating Margins - Managing the Cash Generation Activity - Strategic and Operating Economics of the Business - An Integrated Approach for Management Decision Making - The Retail Business as Component in the Supply Chain - The Retail Business as an International Business - PART 2: UNDERSTANDING CUSTOMER EXPECTATIONS - Deriving Target Customer Group Characteristics - Interpreting Customer Expectations - Allocating Resources to Meet Customer Expectations and Create Added Value for the Customer - Customer and Corporate Productivity: Measuring Customer Satisfaction and Corporate Performance - PART 3: MANAGING THE BUSINESS TO ACHIEVE RESULTS - Key Decision Areas: Objectives, Strategy Options and the Role of Shopping Missions - Managing the Implementation Process - PART 4: RETAIL DECISION MAKING IN ACTION: EXAMPLES FROM THE RETAIL SECTION - Implementing Retailing Management Decisions: Recent Examples - Implementing Retailing Management Decisions: Fleetwood Ltd - Bibliography - Index