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This empirical study aims to examine luxury fashion retailers' localised multiple channel distribution strategies in China.

Through case studies of 15 participating retailers, qualitative data were collected from 33 semi-structured interviews.

Strong impacts of internationalisation strategies, distribution strategies and channel length towards multiple channel retailing are revealed. Multi-channel retailing is widely employed by firms who have entered China and further developed their businesses through local partnerships and adopted a selective distribution strategy via relatively longer channels. Omni-channel retailing is only suitable for the few retailers using an exclusive distribution strategy through direct marketing and wholly owned customer relationship management. As a dynamic transformation from multi- to omni-channel retailing, cross-channel retailing is adopted by those who are withdrawing from local partnerships and shifting to wholly owned expansions and operations in host markets.

The results are potentially challenged by relatively small sample size.

Practitioners are suggested to adapt multiple channel retailing to their international expansion strategies, distribution strategies and channel length in the host markets.

This paper contributes to the literature in both multiple channel retailing and international retailing by offering insights into the motives, development patterns and suitability of multiple channel retailing in the international retail marketing context.

This study reduces carbon emission in logistics distribution to realize the low-carbon site optimization for a cold chain logistics distribution center problem.

This study involves cooling, commodity damage and carbon emissions and establishes the site selection model of low-carbon cold chain logistics distribution center aiming at minimizing total cost, and grey wolf optimization algorithm is used to improve the artificial fish swarm algorithm to solve a cold chain logistics distribution center problem.

The optimization results and stability of the improved algorithm are significantly improved and compared with other intelligent algorithms. The result is confirmed to use the Beijing-Tianjin-Hebei region site selection. This study reduces composite cost of cold chain logistics and reduces damage to environment to provide a new idea for developing cold chain logistics.

This study contributes to propose an optimization model of low-carbon cold chain logistics site by considering various factors affecting cold chain products and converting carbon emissions into costs. Prior studies are lacking to take carbon emissions into account in the logistics process. The main trend of current economic development is low-carbon and the logistics distribution is an energy consumption and high carbon emissions.

Emphasizing the critical role of technology-enabled distribution in tourism, this study, a viewpoint, aims to highlight the potential of democratized technologies in readdressing the competitive imbalance between small- and medium-sized tourism enterprises (SMTEs) and their larger peers in today’s online marketplace. By enhancing competitiveness and performance, democratized technologies can strengthen the resilience, sustainability and competitive position of the SMTEs on which tourism depends, helping to support the Horizon 2050 agenda and UN’s Sustainable Development Goals.

Examining the development of online and electronic distribution in tourism, the viewpoint identifies the key challenges to the successful use of technology-based distribution systems by SMTEs, as well as highlights the trend toward democratized technologies as a potential solution to help improve technology take-up and performance.

With no/low initial capital or operating costs, and little need for technical expertise, democratized technologies have the potential to overcome two of the three key challenges limiting the successful adoption and use of distribution technologies by SMTES. The key blockage remains one of managerial awareness and acceptability. With informal organization structures, little managerial or technical training and an ingrained reluctance to change, SMTE managers remain unfamiliar of the possibilities offered by this developing trend. While this challenge could be addressed by awareness building and training, in the longer run, it is likely that more substantial progress will arise from generational change in SMTE management, with digitally native successors more likely to exploit this development to improve competitiveness and performance.

Emphasizing the pivotal role that democratized technology can potentially play in redressing the competitive imbalance between SMTEs and their larger peers in the distribution space, this viewpoint serves as a call for action for tourism businesses to re-examine their approach to technology adoption and leverage democratized technologies to address current deficiencies in their distribution approach, helping to improve competitiveness and performance, thus supporting the Horizon 2050 initiative and furthering the UN’s Sustainable Development Goals.

这篇观点论文强调了技术驱动的分销在旅游业中的关键作用, 强调了民主化技术在重新解决中小旅游企业（SMTEs）与其大型同行在当今在线市场中的竞争失衡方面的潜力。通过提高竞争力和绩效, 民主化技术可以加强旅游业所依赖的SMTE的韧性、可持续性和竞争地位, 有助于支持地平线2050议程和联合国可持续发展目标。

该观点论文考察了在线和电子分销在旅游业的发展, 确定了SMTE成功使用基于技术的分销系统的关键挑战, 并强调了将民主化技术作为帮助提高技术使用率和性能的潜在解决方案的趋势。

由于没有/较低的初始资本或运营成本, 也几乎不需要技术专业知识, 民主化技术有可能克服限制SMTES成功采用和使用分销技术的三个关键挑战中的两个。关键的障碍仍然是管理意识和可接受性。由于非正式的组织结构、很少的管理或技术培训以及根深蒂固的不愿改变, SMTE的管理人员仍然不熟悉这一发展趋势所提供的可能性。虽然这一挑战可以通过提高认识和培训来解决, 但从长远来看, SMTE管理的代际变革可能会带来更大的进展, 数字原生继任者更有可能利用这一发展来提高竞争力和绩效。

强调民主化技术在纠正SMTE与其在分销领域的大型同行之间的竞争失衡方面可能发挥的关键作用, 本文呼吁旅游企业采取行动, 重新审视其采用技术的方法, 并利用民主化技术来解决其分销方法中的当前缺陷, 帮助提高竞争力和绩效, 从而支持地平线2050倡议, 推动联合国的可持续发展目标。

Haciendo hincapié en el papel fundamental de la distribución posibilitada por la tecnología en el turismo, este punto de vista destaca el potencial de las tecnologías democratizadas para corregir el desequilibrio competitivo entre las Pequeñas y Medianas Empresas Turísticas (PYMETs) y sus homólogas de mayor tamaño en el mercado online actual. Al mejorar la competitividad y el rendimiento, las tecnologías democratizadas pueden reforzar la resistencia, la sostenibilidad y la posición competitiva de las PYMETS de las que depende el turismo, contribuyendo así a apoyar la agenda Horizonte 2050 y los Objetivos de Desarrollo Sostenible de la ONU.

Examinando el desarrollo de la distribución online y electrónica en el turismo, el punto de vista identifica los desafíos clave para el uso exitoso de los sistemas de distribución basados en la tecnología por parte de las PYMETs, así como destaca la tendencia hacia las tecnologías democratizadas como una solución potencial para ayudar a mejorar la adopción y el rendimiento de la tecnología.

Con unos costes iniciales de capital o de funcionamiento nulos o bajos, y poca necesidad de conocimientos técnicos, las tecnologías democratizadas tienen el potencial de superar dos de los tres retos clave que limitan la adopción y el uso con éxito de las tecnologías de distribución por parte de las PYMETs. El bloqueo clave permanece en la concienciación y la aceptación por parte de los directivos. Con estructuras organizativas informales, escasa formación técnica o de gestión y una arraigada reticencia al cambio, los directivos de las PYMETs permanecen desconocedores de las posibilidades que ofrece esta tendencia en desarrollo. Aunque este reto podría abordarse mediante la concienciación y la formación, a largo plazo es probable que surjan progresos más sustanciales del cambio generacional en la gestión de las PYMETs, con sucesores nativos digitales más propensos a explotar este desarrollo para mejorar la competitividad y el rendimiento.

Haciendo especial hincapié en el potencial y fundamental papel que la tecnología democratizada puede desempeñar a la hora de corregir el desequilibrio competitivo entre las PYMETs y sus homólogas de mayor tamaño en el espacio de la distribución, este punto de vista sirve de llamada a la acción para que las empresas turísticas reexaminen su enfoque de la adopción de tecnología y aprovechen las tecnologías democratizadas para subsanar las deficiencias actuales en su enfoque de la distribución, ayudando a mejorar la competitividad y el rendimiento, apoyando así la iniciativa Horizonte 2050 y fomentando los Objetivos de Desarrollo Sostenible de la ONU.

Over the last few years, distribution developments in non‐food have been considerable. Centralisation and contract distribution have gained favour, and an increasing number of companies are re‐appraising their choice of distribution channels and systems. Just as in food, distribution systems are having to be changed to meet the demands of the consumer.

One of the basic problems hindering effective implementation of the physical distribution management (PDM) concept in many companies today is organisational rigidity. By this is meant the inability and unwillingness of management to respond to the changing demands of new concepts and new techniques inherent in the successful adoption of PDM in existing corporate organisations. This rigidity manifests itself in two related ways: firstly, in the relationships structure within an organisation, and the place of physical distribution relative to other functional areas in management, such as marketing, production, finance, etc., and secondly, in the characteristics of distribution executives and their perceived role within an organisation.

Physical distribution organisations may be defined as organisational units whose duty is to administer economic activities that impact upon the flow of finished goods between points of production and consumption. Physical distribution components occupy a unique role in the organisation. Their mission has been defined as “getting the right assortment of materials to the right location in an efficient manner timely to marketing and manufacturing requirements”. To accomplish this mission there must be continual interaction between suppliers of materials and receivers of materials. Material suppliers can be thought of as the rest of the organisation of which the physical distribution component is a part, primarily the production or manufacturing component. Receivers of materials are the organisation's customers or distribution points. The physical distribution organisation, by virtue of the activities it performs, must deal with both the internal suppliers and the external receivers.

The physical distribution function of a firm is a complex process. It consists of all the activities involved in the flow of goods from the raw material supplier to the final consumer and incorporates the major activity centres of purchasing, warehousing, transportation, order processing, and inventory control. The goal of a firm's distribution operation is to insure that established customer service levels are achieved at a minimum total cost.

This study aims to estimate the firm size distributions that belong to the service sector and manufacturing sector in Korea.

When estimating the firm size distribution, the author considers the following two major factors. First, the firm size distribution can have a gamma distribution rather than traditional accepted distributions such as Pareto distribution or log-normal distribution. In particular, industry-specific enterprises can have different size distributions of the type of gamma distribution. Second, the firm size distribution that is applied to this study’s data set should reflect a number of factors. For example, estimating mixture gamma distribution for firm size distribution should be required and compared, because the total amount of configuration data is composed of small businesses, medium-sized and large companies.

Using 8,230 number of firm data in 2013, the author estimates mixture gamma distribution for the firm size.

From the comparison, empirical results are found for the following characteristics of core firm size distribution: first, the firm size distribution of the manufacturing sector has a longer tail than firm size distribution of the service sector. Second, the manufacturing firm size distribution dominates the entire country firm size distribution. Third, one factor among the three factors that make up the mixed gamma firm size distribution is described for 99 per cent of the firm size distributions. From the estimated firm size distributions of the service sector and manufacturing sector in Korea, the author simply implies the strategy and policy implications for the start-up firm.

The concept of the evolution of the distribution function is used to derive an energy‐scale distribution that is able to describe transport phenomena, including inter‐valley transfer effect, in the scale as small as the energy relaxation time. The energy‐scale distribution is used to study the evolution of electrons in n‐type GaAs under the influence of rapid change in field. Results indicate that, near the peak of strong velocity overshoot or the bottom of pronounced undershoot in the Γ valley caused by the rapid change in field, the energy‐scale distribution can not respond as fast as the distribution function calculated from the Monte Carlo method. The average velocity resulting from the energy‐scale distribution therefore leads to less pronounced overshoot and undershoot than those obtained from the Monte Carlo method. However, since velocity overshoot and undershoot are not pronounced in the L‐valleys, the L‐valley energy‐scale distribution is in excellent agreement with that determined by the Monte carlo simulation.

The lack of a satisfactory theory of personal income distribution is a problem that economists have pondered for most of the twentieth century. In 1912 Irving Fisher wrote: