Locational research has long been concerned with industrial plants and the site selection of retail stores. The major determinants and decision processes now seem to be fairly well understood. Con sequently, the research frontier in retailing has shifted to a higher spatial level, the location of stores in the regional and national context. Certainly, stores tend to be found where the population is, but beyond this obvious truth it is by no means outright clear how retailing companies with different formats and home bases perceive space and how space affects their performance, if at all. When the question is put this way, what appears trivial at first undergoes a change and seems now complex enough to be worth a closer look. It need not be true, to cite the most obvious of examples, that regions which are attractive as places of living for high-school and college students, the custom ary data base, are also worthwhile from the business point of view. No attempt is made here to pen etrate the topic at analytical depth. The ambition is simply to discover, with the help of numerous descriptive examples, whether any order does exist in the high-level spatial behavior of retailing companies.

Locational research has long been concerned with industrial plants and the site selection of retail stores. The major determinants and decision processes now seem to be fairly well understood. Con sequently, the research frontier in retailing has shifted to a higher spatial level, the location of stores in the regional and national context. Certainly, stores tend to be found where the population is, but beyond this obvious truth it is by no means outright clear how retailing companies with different formats and home bases perceive space and how space affects their performance, if at all. When the question is put this way, what appears trivial at first undergoes a change and seems now complex enough to be worth a closer look. It need not be true, to cite the most obvious of examples, that regions which are attractive as places of living for high-school and college students, the custom ary data base, are also worthwhile from the business point of view. No attempt is made here to pen etrate the topic at analytical depth. The ambition is simply to discover, with the help of numerous descriptive examples, whether any order does exist in the high-level spatial behavior of retailing companies.

This title describes the state of the art in all areas of spatial marketing, discussing the various constituents which make up the geography of markets. Demand varies according to location and can be measured according to revenue, the number of households, spending patterns and lifestyles. Supply is also dependent on position, because prices, services, products and available shops rely on location, while the difference between supply and demand is the rationale for the role of the trader. The book also covers the way geographic techniques help to solve marketing problems and contains chapters written by contributors with extensive experience in this field; given that it is crucial for companies to direct their marketing correctly at their target audience, this will be indispensable reading for those involved in this area.

Retail shelf management means cost-efficiently aligning retail operations with consumer demand. As consumers expect high product availability and low prices, and retailers are constantly increasing product variety and striving towards high service levels, the complexity of managing retail business and its operations is growing enormously. Retailers need to match consumer demand with shelf supply by balancing variety (number of products) and service levels (number of items of a product), and by optimizing demand and profit through carefully calibrated prices. As a result the core strategic decisions a retailer must make involve assortment sizes, shelf space assignment and pricing levels. Rigorous quantitative methods have emerged as the most promising solution to this problem. The individual chapters in this book therefore focus on three areas: (1) combining assortment and shelf space planning, (2) providing efficient decision support systems for practically relevant problem sizes, and (3) integrating inventory and price optimization into shelf management.

Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.

This book is devoted to the dynamic development of retailing. The focus is on various strategy concepts adopted by retailing companies and their implementation in practice. This is not a traditional textbook or collection of case studies; it aims to demonstrate the complex and manifold questions of retail management in the form of twenty lessons, where each lesson provides a thematic overview of key issues and illustrates them via a comprehensive case study. The examples are all internationally known retail companies, to facilitate an understanding of what is involved in strategic retail management and illustrate best practices. In the third edition, all chapters were revised and updated. Two new chapters were added to treat topics like corporate social responsibility as well as marketing communication. All case studies were replaced by new ones to reflect the most recent developments. Well-known retail companies from different countries, like Tesco, Zalando, Hugo Boss, Carrefour, Amazon, Otto Group, are now used to illustrate particular aspects of retail management.

Amazon disrupts everything it touches and upends any market it enters. In the era of its game-changing dominance, how can any company compete? We are just witnessing the start of the radical changes in retail that will revolutionize shopping in every way. As Amazon and other disruptors continue to offer ever-greater value, customers' expectations will continue to ratchet up, making winning (and keeping) those customers all the more challenging. For some retailers, the changes will push customers permanently out of their reach--and their companies out of business. In The Shopping Revolution, Barbara E. Kahn, a foremost retail expert and professor at The Wharton School, examines the companies that have been most successful during this wave of change, and offers fresh insights into what we can learn from their ascendance. How did Amazon become the retailer of choice for a large portion of the US population, and how can other companies work with them or compete with them? How did Walmart beat out other grocers in the late 1990s to become the leader in food retailing, and how must they pivot to hold their leadership position today? How did Warby Parker make a dent in the once-untouchable Luxottica's lucrative eyewear business, and what can that tell start-ups about how to unseat a Goliath? How did Sephora draw customers away from once-dominant department stores to become the go-to retailers for beauty products, and what can retailers learn from their success? How are luxury and fast-fashion retailers competing in the ever-changing, fickle world of fashion? Building on these insights, Kahn offers a framework that any company can use to create a competitive strategy to survive and thrive in today's--and tomorrow's--retail environment. The Shopping Revolution is a must-read for those in the retailing business who want to develop an effective strategy, entrepreneurs looking at starting their own business, and anyone interested in understanding the changing landscape in which they are shopping. Barbara E. Kahn is Patty and Jay H. Baker Professor of Marketing at The Wharton School at the University of Pennsylvania. She served two terms as the Director of the Jay H. Baker Retailing Center. Prior to rejoining Wharton in 2011, Barbara served as the Dean and Schein Professor of Marketing at the School of Business Administration, University of Miami (from 2007 to 2011). Before becoming Dean at UM, she spent 17 years at Wharton as Silberberg Professor of Marketing. She was also Vice Dean of the Wharton Undergraduate program. She is the author of Global Brand Power: Leveraging Branding for Long-Term Growth and co-author of The Grocery Revolution: The New Focus on the Consumer, which documented the changes in the grocery business in the mid-1990s when Walmart became a force in the industry.