STORE LAYOUT AND ITS IMPACT ON CONSUMER PURCHASING BEHAVIOUR AT CONVENIENCE STORES IN KWA MASHU By Tshepo Peter Tlapana (National Diploma: Marketing; B. Tech: Marketing) Dissertation submitted in partial fulfillment of the requirement for the Masters Degree in Technology (Marketing) Marketing‚ Retail and Public Relations Department‚ Durban University of Technology ____________________________ APPROVED FOR FINAL SUBMISSION AUGUST 2009 _________________ _______________
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MGMT 5083 Analysis and Design of Organization Case Questions Chapter 1 - S-S TECHNOLOGIES INC. OBJECTIVES 1. To acquaint students with the case analysis method. 2. To observe structural and contextual variables in an organizational situation. 3. To redesign an ongoing organization. 4. To develop organizational structure for innovative employees. Like the Xerox case which opens Chapter 1‚ this case can serve as a point of reflection throughout the semester. More advanced
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Marketing Plan: Phase I Creating self-service kiosks in a retail store is the goal of this team. Macy’s‚ Inc.‚ has been chosen as the retail store that will benefit the most from this creation. Even though Macy’s has a history of raising money for charities‚ long-standing customer relationships‚ knowledge of what the customer wants‚ supporting the local communities and promotions for real issues such as heart disease‚ this international chain can always use the help of young minds to suggest easier
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one were to count all customers that visit the mega-store in one week‚ that count would surpass 138 million worldwide. How did the company grow from one store in 1962 to the mega-company that exists today? "We have always stayed true to the Three Basic Beliefs Mr. Sam established in 1962: 1) Respect for the Individual 2) Service to Our Customers and 3) Strive for Excellence" says Lee Scott‚ President and Chief Executive Officer of Wal-Mart Stores‚ Inc. Five years later‚ the Walton brothers (Sam
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the retail of Gateway brand and things had been going smoothly until Gateway closed its retail stores. Not until this time did Wang had the confidence to start the company on his own and distributed the product through Costco and Sam’s Club. Wang won a huge success with the advantage of unexpected low price. The secret of this low price is because the company was operated on razor-thin margins and overhead was kept to a minimum with very low inventory. VIZIO‚Inc has a strategic relationships with
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C H A P T E R S I X The Past and Future of Competitive Advantage CLAYTON M. CHRISTENSEN Competitive advantage is a concept that often inspires in strategists a form of idol worship—a desire to imitate the strategies that make the most successful companies successful. It is interesting‚ however‚ that strategists have viewed precisely opposite factors to be sources of competitive advantage at different points in the histories of a number of industries. For example‚ Henry Ford’s emphasis on
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Expansys CA Expansys is a leading online store which is in the business of selling mobile phones‚ pcs‚ tablets‚ audio devices‚ watches‚ accessories‚ camera smart gadgets etc. They have business mainly in Canada‚ Japan‚ Singapore‚ Hong Kong‚ France‚ Mexico‚ Ireland‚ United Kingdom‚ Belgium‚ Austria‚ Cyprus‚ Bulgaria‚ Czech Republic‚ Estonia‚ Denmark‚ Finland‚ Greece‚ Germany‚ Italy‚ Brazil and Netherlands etc. You can contact Expansy on Twitter‚ Facebook‚ YouTube‚ and through their blogs also. They
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When You’ve Got to Cut Costs A practical guide to reducing overhead by 10%‚ 20%‚ or (wince) 30% by Kevin P. Coyne‚ Shawn T. Coyne‚ and Edward J. Coyne‚ Sr. 74 Harvard Business Review May 2010 HBR.ORG Kevin P. Coyne (kevin@ thecoynepartnership.com) is a professor at Emory University’s Goizueta Business School and a former senior partner at McKinsey & Company. Shawn T. Coyne (shawn@ thecoynepartnership.com) is a consultant specializing in innovation‚ marketing‚ and organizational leadership
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not only from other grocers‚ but also increasingly from various non-traditional vendors including drug stores‚ discount retailers‚ wholesale clubs and internet-based operations. 2）The key Success Factors in Canada On the revenue side‚ growth occurred primarily through horizontal merger and acquisition activity. First‚ it was generally cheaper to acquire a competitor than to open new stores. Acquisition also mitigated risks associated with entering a new market including lack of local knowledge
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oldest‚ could truly be called as the harbinger of modern retail revolution to the masses of India. Today‚ with over 90 stores across the country‚ it is difficult to miss a Big Bazaar hypermarket store in most of the tier-I and tier-II cities across the country. In the past few years‚ the group has grown exponentially as can be seen from the fact that today it operates over 1‚000 stores under several formats across 53 cities‚ occupies seven million sq ft of space‚ and employs over 25‚000 people. It has
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