Strategic Planning In Retailing

Overview:  This section contains manuscripts discussing strategic planning in retail.

Barley, Thomas B., John F. P. Konarski, “Centralized Retail Management: A New Approach to the Revitalization of the Central Business District”,ACRA, Spring 1986.The research report outlines a study of CBD redevelopment and revitalization, and the elements that lead to success in these projects.

Dickinson, Roger, Charles Ferguson and Sumit Sircar, “Critical Success Factors and Retail Management”, February 1984.An analysis of the concept of Critical Success Factors and how they might be applied to retail management analysis. This is an update of the earlier item # M Dic 83.

Dickinson, Roger, Charles Fergusen, and Sumit Sircar“Discount Rates and Retail Management”,ACRA, Winter 1983.Defines and examines the advantages of critical success factors in terms of their retail decision making applications. Applications discussed in detail are (1) avoidance of pitfalls, (2) goals and objectives, (3) planning, (4) organization, (5) other decision making, and (6) small business.

Feinberg, Richard A., Donna Doscica, and Stephen Recobs, “Strategic Planning in Retailing: Findings From a Survey of the Top 100 Department Stores”,ACRA, Winter 1984.The results of a survey of the Presidents of the top 100 department stores which asked about their perception of key issues facing retailing, the role and character of strategic planning in their organization, and the time frame they use for strategic planning. The findings indicate that the Presidents see retailing as different from other businesses, have a shorter planning horizon and generally do not see themselves as involved in planning.

Fiorito, Susan,  Laforge, Raymond and Greenwood, Kathryn, ACRA, Winter 1985.The purposes of this article are to report the results of a study that identified patterns in marketing strategies of small apparel retailers, and investigate the relationship between those marketing strategy variables and two financial performance measures.

Hansen, Morman E, “Retailing and Competitive Strategy in the 1980's”,ACRA, April 1992 Dallas.This paper centers on those factors of uniqueness in approach, or competitive strategy, which can be identified to separate the companies who can be said to have emerged successfully and are now poised to continue their earlier gained success in the '90's.

Hensel, James S“The New Role of Store Management in a Marketing Oriented Retail Firm”,AMA's 1986 Winter Conference.This paper focuses on the pivotal role the store management function plays in the retail company's pursuit of marketing prowess. The store manager's job will need to be restructured to emphasize intelligence gathering, strategy/plan formulation and implementation, and customer encounter management activities.

Omura, Glen and M. Bixby Cooper, “Are Strategic Planning Techniques Useful in Retailing?”,ACRA, Winter 1983 .A study of corporate strategic planning using the market attractiveness approach (based on company's competitive position and prospects for market profitability). Utilizes Dayton Hudson as an example of a retailing organization using this approach.

Omura, Glenn S, “Marketing Oriented Frameworks for Retailing Strategy Development”,
ACRA, Winter 1984.A collection of six conceptual illustrations dealing with retail strategy development. Retail strategy is related to the market orientation, the retail life cycle, corporate direction, the market/merchandise match, and time frame. A useful presentation for an advanced retailing course.

Patton, Charles R. and William W. Thompson, “Why the Big Cover-Up? The Trend Toward "Blind Subsidiary" Dealer Brands”,ACRA/NRMA, Winter 1989.The paper discusses the growing use of blind subsidiaries, those wholly owned by the parent retailer, but not acknowledged on the labels.

Patton, Charles R., “Wholesaler Labels - An Alternative to Supermarket Private Labels”,ACRA, April 1992 Dallas.Medium sized chains and independent supermarkets are at a disadvantage in that they rarely can compete with a larger chain's well established private label programs. In recent years, many of this first group have turned to wholesalers to supply a label which only they, or a small group of stores, will carry in a market. The wholesaler can accept this restriction because he often has several labels which are suitable for this use. The cost is also considerably lower than developing a complete private label program for a smaller size supermarket group.
The paper also discusses in some detail the most successful wholesaler-sponsored labeling program, Topco Associates, and how they have handled competitive situations in some markets.

Petto, Anthony C, “Factors Influencing the Success of Small Business Retailing Seminars”,ACRA, Winter 1985.A description of the design and development of a small business retailing seminar along with an analysis of the evaluations of the participants based on several demographic and experience criteria.

Swinyard, William and Kenneth D. Struman, “Segmentation and Retail Markets: Promises and Prospects for Two Methods” ,ACRA, Spring 1986.A discussion of management driven vs. market driven approaches to market segmentation. The use of market driven segmentation is illustrated by examples for the restaurant industry, but is applicable to most retail marketing situations.

Topol, Martin T. and Mel Fisher, “Changing Demographics and Retail Investment Decisions: A Macro-Level Perspective”.This paper explains the impact of changing demographics on the retail market. It is a study of population characteristics in relation to effects on demand and supply.