Determinants of retail store choice: An empirical analysis by Dr. Namrata Sandhu sandhunamrata@gmail.com Dilpreet Singh mail.dilpreet@gmail.com and Richa Dhall asmi2ice@gmail.com Abstract Purpose of research: The current study makes an attempt to establish the most important determinants of retail store choice. Methodology: A well drafted and pretested questionnaire was conveniently administered to 200 respondents in Tricity (Chandigarh‚ Mohali‚ Panchkula). The data was collected
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MARKS : 80 COURSE :MRM SUB : RETAIL MANAGEMENT N. B. : 1) BOTH CASE STUDIES carries equal marks. 2) All questions are compulsory CASE NO. 1 THE OUTLOOK FOR SOFT GOODS SPECIALITY STORES Introduction Soft goods specialty retailers are on a quest to grow‚ with the high-growth ``stars’’ working to maintain momentum by rolling out successful concepts nationally while investing in new concepts that offer long-term promise. The less stellar performers are
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businessman Sanjiv Goenka in Kolkata. Although the mall is under-construction and expects to open by next year‚ it has already leased out 50‚000 sq. ft. of space to luxury brands like Bottega Veneta‚ Bally‚ Burberry‚ Rolex‚ Porsche Design and Jimmy Choo. Pankaj Renjhen‚ MD‚ retail services‚ at property consultant Jones Lang LaSalle feels that the mall will not only attract shoppers from the entire east India‚ but also from Bangladesh. Apart from this‚ Louis Vuitton also plans to have its presence in cities
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Hansel and Gretel is a retail shop located in Dzowulu that sells candy to its customer. Since the beginning of the year‚ Hansel and Gretel has being experiencing a fall in their sales which is most retail shops sometimes experience. The firm can increase their sales through the use of many strategies such as location retail‚ promotional retail‚ diversification retail‚ relationship retail and pricing retail strategies. Retail Location Strategy The location of a shop is one of the most important
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inflow of Foreign Direct Investment‚ or FDI. FDIs require a business relationship between a parent company and its foreign subsidiary. Foreign direct business relationships give rise to multinational corporations. For an investment to be regarded as an FDI‚ the parent firm needs to own at least 10 percent of the ordinary shares of its foreign affiliates. The investing firm may also qualify for an FDI if it owns voting power in a business enterprise operating in a foreign country. Types of FDI FDIs
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Retail in London: Working Paper F International Comparisons of Retail March 2006 copyright Greater London Authority March 2006 Published by Greater London Authority City Hall The Queen’s Walk London SE1 2AA www.london.gov.uk enquiries 020 7983 4000 minicom 020 7983 4458 ISBN 1 85261 842 6 Cover photographs © Macy’s‚ Zara and Hayley Madden This publication is printed on recycled paper. For more information about this publication‚ please contact: GLA Economics telephone 020 7983 4922 email
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Parkson Retail’s plans stay intact Posted on 19 April 2013 - 05:37am Kang Siew Li sunbiz@thesundaily.com Print PETALING JAYA (April 19‚ 2013): The vision‚ direction and strategic business plans of Parkson Retail Group Ltd (PRGL) and Parkson Retail Asia Ltd (PRA) will stay the course‚ outgoing executive director and managing director Datuk Alfred Cheng Yoong Choong said‚ despite him stepping down from his post at both companies effective May 31. "There’s no change in vision‚ direction or
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ON INDIAN RETAIL INDUSTRY AND RETAIL SUPPLY CHAIN Submitted by: Supervisor: RAHUL RAJA DR. RAJESHWARI MALIK Enrol No. 03914901711 ASSOCIATE PROFESSOR BBA (G) 3rd Semester DEPARTMENT OF BUSINESS ADMINISTRATION
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The case describes Tesco’s ’Steering Wheel’ strategy and explains how it enabled the company to emerge as the largest retail chain in the UK. In 1997‚ Terry Leahy (Leahy) took over as CEO of Tesco. He aimed to make Tesco a ’Value Retailer.’ Leahy named the strategy he wanted to adopt as ’The Tesco Way’ which comprised of the company’s core purpose‚ values‚ principles‚ goals and the Balanced Scorecard. Tesco adapted the Balanced Scorecard approach to meet its own requirements renaming it the Steering
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Case Study 1 – Thorntons PLC To: Equity Fund Manager Date: 16 January 2013 From: Ivor Addict Subject: Thorntons plc Note: Introduction (note: some comments are obtained from reviewing the company’s website and that the use of company and group both refer to Thorntons group. The footnotes are only included to provide an indication as to where the information came from‚ they are not intended to be comprehensive. Some of the comments have been included to aid understanding
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