Free Download Retailing Management, 9th Edition by Michael Levy, Barton Weitz, Dhruv Grewal PDF Online
|
Adobe Pdf Download
Pdf Download Free For Windows 7
The primary objective in the ninth edition of Retailing Management is to inform students about the exciting new developments in the retail industry. Retailing has evolved into a high tech, global, growth industry. Retailers like Wal-Mart, Home Depot, Amazon, Starbucks, and Kroger are some of the most admired and sophisticated businesses in the world. The developments in the industry are providing challenging and rewarding opportunities for students interested in retailing careers and companies supporting the retail industry such as IBM, Procter & Gamble, and Google.
In preparing this edition, the authors focused on five important developments: (1) the use of big data and analytical methods for decision making, (2) the application of social media and smart phones for communicating with customers and enhancing their shopping experience, (3) the issues involved in utilizing a mobile channel and providing a seamless multichannel experience for customers, (4) the engagement in corporate social responsibility activities - the consideration of society when making business decisions, and (5) the impact of globalization on the retail industry.
We are pleased to announce the addition of Professor Dhruv Grewal, The Toyota Chair of Commerce and Electronic Business, and Professor of Marketing at Babson College to the Retailing Management author team. Dhruv brings years of academic experience to the project, as evidenced by dozens of retailing-related articles that he has co-authored. He also co-edited the Journal of Retailing from 2001 to 2007 with Michael Levy, a close colleague and collaborator for over 20 years.
Sample questions asked in the 9th edition of Retailing Management:
Ruth Diamond, president of Diamond Furriers, was concerned that sales in her store appeared to have flattened out. She was considering establishing a different method for compensating her salespeople. Diamond was located in an affluent suburb of Nashville, Tennessee. Ruth’s father had founded the company 40 years earlier, and she had grown up working in the business. After his retirement in 1980, she moved the store into an upscale shopping mall not far from its previous location, and sales boomed almost immediately, rising to just over $1 million in five years. However, once it reached that sales volume, it remained there for the next three years, making Ruth wonder whether her salespeople had sufficient incentive to sell more aggressively. Diamond’s staff was all women, ranging in age from 27 to 58 years. There were four full-timers and four part-timers (20 hours a week), all of whom had at least three years of experience in the store. All of them were paid at the same hourly rate, $10, with liberal health benefits. Employee morale was excellent, and the entire staff displayed strong personal loyalty to Diamond. The store was open 78 hours a week, which meant that there was nearly always a minimum staff of three on the floor, rising to six at peak periods. Diamond’s merchandise consisted exclusively of fur coats and jackets, ranging in price from $750 to more than $5,000. The average unit sale was about $2,000. Full-timers’ annual sales averaged about $160,000, and the part-timers’ were a little over half of that. Diamond’s concern about sales transcended her appreciation for her loyalty toward her employees. She asked them, for example, to maintain customer files and call their customers when new styles came in. Although some of them were more diligent about this than others, none of them appeared to want to be especially aggressive about promoting sales. She began to investigate commission systems and discussed them with some of her contacts in the trade. All suggested lowering the salespeople’s base pay and installing either a fixed or a variable commission rate system. One idea was to lower the base hourly rate from $10 to $7 and let them make up the difference through a 4 percent commission on all sales, to be paid monthly. Such an arrangement would allow them all to earn the same as they currently do. However, she also realized that such a system would provide no incentive to sell the higher-priced furs, which she recognized might be a way to improve overall sales. So she also considered offering to pay 3 percent on items priced below $2,000 and 5 percent on all those above. Either of these systems would require considerable extra bookkeeping. Returns would have to be deducted from commissions. And she was also concerned that disputes might arise among her people from time to time over who had actually made the sale. So she conceived of a third alternative, which was to leave the hourly rates the same but pay a flat bonus of 4 percent of all sales over $1 million and then divide it among the salespeople on the basis of the proportion of hours each had actually worked. This “commission” would be paid annually, in the form of a Christmas bonus. This case was prepared by Professor David Ehrlich, Marymount University. DISCUSSION QUESTIONS 1. What are the advantages and disadvantages of the various alternatives Ruth Diamond is considering? 2. Do you have any other suggestions for improving the store’s sales? 3. What would you recommend? Why?
How would you like to spend your vacation? Playing in a laser arcade, rock climbing, practicing your aim in a pistol shooting range, or trying out your archery skills? If that sounds great, you’re probably among the millions of people who drive for hours just to visit one of Bass Pro Shops’ stores. Made to look something like hunting lodges, the stores also feature massive product displays, aided by a professional sales staff who use all the products in their own, outdoorsy lifestyles. Behind the deep product assortment, the stores’ decor is enhanced by massive indoor waterfalls, aquariums, and mounted wildlife. But a cool look isn’t all there is to Bass Pro Shops. Shoppers can enjoy free activities, like making their way up the rock climbing wall or challenging their friends to a round of laser tag in the attached arcade. In soundproof rooms, surrounded by shatter-resistant glass, they can pretend to be Dirty Harry—or Katniss Everdeen, if they prefer bows and arrows. For those not quite as practiced, on-hand experts offer advice about how to sight a gun or draw a bow. It might not be a surprise to learn that customers of Bass Pro Shops tend to be men, who otherwise proclaim just how much they hate shopping. Even a man whose wife claims that in their 35-year marriage, he’d joined her only twice on shopping trips, gets in the spirit at Bass Pro Shops, calling himself, “a kid in a candy store here.” Although these customers might drive hundreds of miles to get to them, the stores reflect their environment. In northcentral Alabama, the Leeds store spreads across 120 acres, including a mile-long entryway that moves slowly through the surrounding nature park, including three bridges and a four-acre lake. But one lake isn’t enough in this fish-loving area, so an 18,500-gallon aquarium inside the store features fish native to Alabama, and a 3,500-gallon trout pond allows shoppers to test out the fishing equipment available in the store. Fishing too tame for you? Then how about the NASCAR ride simulator that mimics nearby Talladega Speedway? It’s waiting outside the store, too. More than 100 million people annually visit Bass Pro Shops, compared with 60 million visitors to Disney World in Orlando. The excitement generated in a Bass Pro Shops’ store cannot be equaled by other channels. Sources: www.bassproshop.com ; Tom Bailey Jr., ”Bass Pro to Open ‘Newest Generation’ Megastore in Little Rock,” McClatchy–Tribune Business News , June, 15, 2012; “Outdoors Lovers Find Their ‘Disneyland’ in Stores Such as Bass Pro Shops,” Sacramento Bee , September 23, 2009; “Retailer Scores by Luring Men Who Hate to Shop,” The Wall Street Journal , December 17, 2002. DISCUSSION QUESTIONS What are the pros and cons of Bass Pro Shops’ exciting store environment from the perspective of consumers? From the perspective of Bass Pro Shops?
Walmart is known for its low prices—and for driving its vendors to tears to get them. Now it is pressuring its vendors to also supply it with environmentally friendly merchandise, with labels to prove it. In the future, merchandise sold at Walmart will have the environmental equivalent of nutritional labels, providing information on the product’s carbon footprint, the amount of water and air pollution used to produce it, and other environmental issues. To measure how a vendor’s products are doing, Walmart has developed a sustainability index that simultaneously takes several issues into consideration. Walmart has laid out three goals that it aspires to achieve: to use 100 percent renewable energy, to reduce its waste production to zero, and to market products that will sustain both customers and the environment. These are very lofty aspirations that have resulted in multiple, concrete goals. Walmart is also requiring that its top 200 factories become 20 percent more energy efficient by 2012, a feat that many experts believe may be impossible, even with Walmart’s help. Initial results are promising, though. For example, Jiangsu Redbud Dyeing Technology in China has cut its coal consumption by one-tenth and is attempting to cut its toxic emissions to zero. Walmart hasn’t always been touted as such a good corporate citizen, though. In the 1990s, it came to light that workers at some factories producing clothing for Walmart were subjected to inhumane conditions. More recently, two government organizations accused Walmart of buying from 15 factories that engage in abuse and labor violations, including child labor, 19-hour shifts, and below-subsistence wages. Walmart and other companies have also been accused of dumping hazardous waste in Oklahoma City. Some wonder why Walmart is attempting to position itself as the retail industry’s sustainability leader. Certainly, initiatives that show that it is a good corporate citizen enhance its image. But Walmart expects that these initiatives will be good for business as well. Its customers, especially those born between 1980 and 2000, are increasingly concerned about how the products they use affect the environment and the people who produce them. Also, Walmart believes that many of these initiatives will help streamline supply chain processes and, therefore, provide additional financial benefits to its suppliers and customers. Faded Glory products score well on Walmart’s sustainability index. Sources: “Beyond 50 Years: Building a Sustainable Future,” Walmart 2012 Global Responsibility Report; http://sustainabilitycases.kenexcloud.org/about ; http://corporate.walmart.com/global-responsibility/environmentsustainability/sustainability-index ; Stephanie Rosenbloom, “At Wal-Mart, Labeling to Reflect Green Intent,” The New York Times , July 16, 2009; Stephanie Rosenbloom, “Wal-Mart to Toughen Standards,” The New York Times , October 22, 2008; and Adam Aston, “Wal-Mart: Making Its Suppliers Go Green,” BusinessWeek , May 18, 2009. DISCUSSION QUESTIONS Is Walmart trying to be a good corporate citizen with its sustainability initiatives, or is it doing these things just because it is good business?
INTERNET EXERCISE The U.S. Census Bureau tracks key population characteristics, such as age, gender, disability, employment, income, language, poverty, and race. Go to the U.S. Census Bureau home page at http://factfinder2.census.gov/faces/nav/jsf/pages/index.xhtml , and, using the Population Finder, look up key demographic data for your state. Explain which factors would be most important for retailers considering this location to evaluate.
In preparing this edition, the authors focused on five important developments: (1) the use of big data and analytical methods for decision making, (2) the application of social media and smart phones for communicating with customers and enhancing their shopping experience, (3) the issues involved in utilizing a mobile channel and providing a seamless multichannel experience for customers, (4) the engagement in corporate social responsibility activities - the consideration of society when making business decisions, and (5) the impact of globalization on the retail industry.
We are pleased to announce the addition of Professor Dhruv Grewal, The Toyota Chair of Commerce and Electronic Business, and Professor of Marketing at Babson College to the Retailing Management author team. Dhruv brings years of academic experience to the project, as evidenced by dozens of retailing-related articles that he has co-authored. He also co-edited the Journal of Retailing from 2001 to 2007 with Michael Levy, a close colleague and collaborator for over 20 years.
Sample questions asked in the 9th edition of Retailing Management:
Ruth Diamond, president of Diamond Furriers, was concerned that sales in her store appeared to have flattened out. She was considering establishing a different method for compensating her salespeople. Diamond was located in an affluent suburb of Nashville, Tennessee. Ruth’s father had founded the company 40 years earlier, and she had grown up working in the business. After his retirement in 1980, she moved the store into an upscale shopping mall not far from its previous location, and sales boomed almost immediately, rising to just over $1 million in five years. However, once it reached that sales volume, it remained there for the next three years, making Ruth wonder whether her salespeople had sufficient incentive to sell more aggressively. Diamond’s staff was all women, ranging in age from 27 to 58 years. There were four full-timers and four part-timers (20 hours a week), all of whom had at least three years of experience in the store. All of them were paid at the same hourly rate, $10, with liberal health benefits. Employee morale was excellent, and the entire staff displayed strong personal loyalty to Diamond. The store was open 78 hours a week, which meant that there was nearly always a minimum staff of three on the floor, rising to six at peak periods. Diamond’s merchandise consisted exclusively of fur coats and jackets, ranging in price from $750 to more than $5,000. The average unit sale was about $2,000. Full-timers’ annual sales averaged about $160,000, and the part-timers’ were a little over half of that. Diamond’s concern about sales transcended her appreciation for her loyalty toward her employees. She asked them, for example, to maintain customer files and call their customers when new styles came in. Although some of them were more diligent about this than others, none of them appeared to want to be especially aggressive about promoting sales. She began to investigate commission systems and discussed them with some of her contacts in the trade. All suggested lowering the salespeople’s base pay and installing either a fixed or a variable commission rate system. One idea was to lower the base hourly rate from $10 to $7 and let them make up the difference through a 4 percent commission on all sales, to be paid monthly. Such an arrangement would allow them all to earn the same as they currently do. However, she also realized that such a system would provide no incentive to sell the higher-priced furs, which she recognized might be a way to improve overall sales. So she also considered offering to pay 3 percent on items priced below $2,000 and 5 percent on all those above. Either of these systems would require considerable extra bookkeeping. Returns would have to be deducted from commissions. And she was also concerned that disputes might arise among her people from time to time over who had actually made the sale. So she conceived of a third alternative, which was to leave the hourly rates the same but pay a flat bonus of 4 percent of all sales over $1 million and then divide it among the salespeople on the basis of the proportion of hours each had actually worked. This “commission” would be paid annually, in the form of a Christmas bonus. This case was prepared by Professor David Ehrlich, Marymount University. DISCUSSION QUESTIONS 1. What are the advantages and disadvantages of the various alternatives Ruth Diamond is considering? 2. Do you have any other suggestions for improving the store’s sales? 3. What would you recommend? Why?
How would you like to spend your vacation? Playing in a laser arcade, rock climbing, practicing your aim in a pistol shooting range, or trying out your archery skills? If that sounds great, you’re probably among the millions of people who drive for hours just to visit one of Bass Pro Shops’ stores. Made to look something like hunting lodges, the stores also feature massive product displays, aided by a professional sales staff who use all the products in their own, outdoorsy lifestyles. Behind the deep product assortment, the stores’ decor is enhanced by massive indoor waterfalls, aquariums, and mounted wildlife. But a cool look isn’t all there is to Bass Pro Shops. Shoppers can enjoy free activities, like making their way up the rock climbing wall or challenging their friends to a round of laser tag in the attached arcade. In soundproof rooms, surrounded by shatter-resistant glass, they can pretend to be Dirty Harry—or Katniss Everdeen, if they prefer bows and arrows. For those not quite as practiced, on-hand experts offer advice about how to sight a gun or draw a bow. It might not be a surprise to learn that customers of Bass Pro Shops tend to be men, who otherwise proclaim just how much they hate shopping. Even a man whose wife claims that in their 35-year marriage, he’d joined her only twice on shopping trips, gets in the spirit at Bass Pro Shops, calling himself, “a kid in a candy store here.” Although these customers might drive hundreds of miles to get to them, the stores reflect their environment. In northcentral Alabama, the Leeds store spreads across 120 acres, including a mile-long entryway that moves slowly through the surrounding nature park, including three bridges and a four-acre lake. But one lake isn’t enough in this fish-loving area, so an 18,500-gallon aquarium inside the store features fish native to Alabama, and a 3,500-gallon trout pond allows shoppers to test out the fishing equipment available in the store. Fishing too tame for you? Then how about the NASCAR ride simulator that mimics nearby Talladega Speedway? It’s waiting outside the store, too. More than 100 million people annually visit Bass Pro Shops, compared with 60 million visitors to Disney World in Orlando. The excitement generated in a Bass Pro Shops’ store cannot be equaled by other channels. Sources: www.bassproshop.com ; Tom Bailey Jr., ”Bass Pro to Open ‘Newest Generation’ Megastore in Little Rock,” McClatchy–Tribune Business News , June, 15, 2012; “Outdoors Lovers Find Their ‘Disneyland’ in Stores Such as Bass Pro Shops,” Sacramento Bee , September 23, 2009; “Retailer Scores by Luring Men Who Hate to Shop,” The Wall Street Journal , December 17, 2002. DISCUSSION QUESTIONS What are the pros and cons of Bass Pro Shops’ exciting store environment from the perspective of consumers? From the perspective of Bass Pro Shops?
Walmart is known for its low prices—and for driving its vendors to tears to get them. Now it is pressuring its vendors to also supply it with environmentally friendly merchandise, with labels to prove it. In the future, merchandise sold at Walmart will have the environmental equivalent of nutritional labels, providing information on the product’s carbon footprint, the amount of water and air pollution used to produce it, and other environmental issues. To measure how a vendor’s products are doing, Walmart has developed a sustainability index that simultaneously takes several issues into consideration. Walmart has laid out three goals that it aspires to achieve: to use 100 percent renewable energy, to reduce its waste production to zero, and to market products that will sustain both customers and the environment. These are very lofty aspirations that have resulted in multiple, concrete goals. Walmart is also requiring that its top 200 factories become 20 percent more energy efficient by 2012, a feat that many experts believe may be impossible, even with Walmart’s help. Initial results are promising, though. For example, Jiangsu Redbud Dyeing Technology in China has cut its coal consumption by one-tenth and is attempting to cut its toxic emissions to zero. Walmart hasn’t always been touted as such a good corporate citizen, though. In the 1990s, it came to light that workers at some factories producing clothing for Walmart were subjected to inhumane conditions. More recently, two government organizations accused Walmart of buying from 15 factories that engage in abuse and labor violations, including child labor, 19-hour shifts, and below-subsistence wages. Walmart and other companies have also been accused of dumping hazardous waste in Oklahoma City. Some wonder why Walmart is attempting to position itself as the retail industry’s sustainability leader. Certainly, initiatives that show that it is a good corporate citizen enhance its image. But Walmart expects that these initiatives will be good for business as well. Its customers, especially those born between 1980 and 2000, are increasingly concerned about how the products they use affect the environment and the people who produce them. Also, Walmart believes that many of these initiatives will help streamline supply chain processes and, therefore, provide additional financial benefits to its suppliers and customers. Faded Glory products score well on Walmart’s sustainability index. Sources: “Beyond 50 Years: Building a Sustainable Future,” Walmart 2012 Global Responsibility Report; http://sustainabilitycases.kenexcloud.org/about ; http://corporate.walmart.com/global-responsibility/environmentsustainability/sustainability-index ; Stephanie Rosenbloom, “At Wal-Mart, Labeling to Reflect Green Intent,” The New York Times , July 16, 2009; Stephanie Rosenbloom, “Wal-Mart to Toughen Standards,” The New York Times , October 22, 2008; and Adam Aston, “Wal-Mart: Making Its Suppliers Go Green,” BusinessWeek , May 18, 2009. DISCUSSION QUESTIONS Is Walmart trying to be a good corporate citizen with its sustainability initiatives, or is it doing these things just because it is good business?
INTERNET EXERCISE The U.S. Census Bureau tracks key population characteristics, such as age, gender, disability, employment, income, language, poverty, and race. Go to the U.S. Census Bureau home page at http://factfinder2.census.gov/faces/nav/jsf/pages/index.xhtml , and, using the Population Finder, look up key demographic data for your state. Explain which factors would be most important for retailers considering this location to evaluate.
Pdf Download Adobe Reader
Free Pdf Download
Retail Management BSc Program. Retailing Management, Levy and Weitz. Students are welcome to utilize the 5th through 8th edition of the same text. Retailing Management - Kindle edition by Levy. Download it once and read it on your Kindle device, PC, phones or tablets. Retailing Management's 9th edition places critical and practical emphasis on five exciting new developments in retailing's high tech. Professor Levy has worked in retailing and related disciplines throughout his.