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Using panel data on gasoline and grocery transactions in Korea, the purpose of this paper is to empirically explore the effect of a retail chain store’s establishment of on-site fuel sales. The empirical analyses present strong empirical evidence that the sale of fuel had statistically and economically significant effect on retail store traffic and revenue in the short run. However, the effect did not remain significant in the longer run. To explain the dramatic decrease in the effect of the fuel sale, the authors consider the enhanced competition in the local gasoline retail industry and examine cross-sectional price variations at the station level. The results suggest that the increased competition led to the reduction in the price dispersion across stations and thereby to an increase in consumer welfare.

Using a linear specification that has traditionally been used to model retail chain data, the authors developed a series of difference-in-differences models. This technique is ideal for estimating the effect of a treatment in the presence of possible selection bias and has been widely employed in many social-science studies on policy intervention.

In a certain environment, introducing fuel sales did not increase retail chain store traffic or revenue in the long run, despite having statistically and economically significant effects in the short run. The results document empirical evidence of myopic management in a common marketing practice, which often leads to a negative impact on the firm value in the long run.

The span of data and sample size were limited to meet the company’s data protection policy.

Considering that many of developed countries are characterized by a gasoline retail environment similar to that which is investigated in this paper, the authors believe that the implications of the results are particularly valid for practitioners and policy makers.

The findings document empirical evidence of myopic management in a common marketing practice, which often leads to a negative impact on the firm value in the long run. Marketing researchers should make efforts in establishing metrics to help identify myopic management decision.

This paper addresses an interesting and practical issue related to the effects of the introduction of gasoline sales by a supercenter store on its store traffic.

The purpose of this paper is to investigate empirically how information and communication technologies (ICT) can contribute to reduction of CO₂ emissions in road freight transport and to identify opportunities for further improvements.

This research adopts a multiple case study approach with three leading UK grocery retailers as exemplars of fast-moving consumer goods retailers, conducted using multiple data collection techniques including interviews, system demonstrations, onsite observations and the use of archive information.

ICT solutions have a direct positive impact on CO₂ emissions reduction but opportunities to further reduce CO₂ emissions are perceived as lying beyond retailers’ own distribution networks. These opportunities are not fully utilised due to the complexities of collaborative ICT provisions and retailers’ reluctance to share information with competitors.

A limitation of the study is that it is exploratory and only three cases were examined. Even though these three retailers represent over 60 per cent of the UK grocery retail sector, other retailers may deploy significantly different ICT applications.

The research provides an overarching insight for businesses on how to leverage the existing and emerging information technologies for environmental and economic benefits.

While sustainability issues have received increasing attention recently, the role of ICT in freight transport for CO₂ emissions reduction has not been investigated in depth and its impact is largely unknown. This research advances understanding about how ICT contributes CO₂ emissions reductions and provides a framework for further investigation.

This case describes a real family that has been running a labor-intensive business since 1992. The father, Phil Mason, runs the business with the help of his wife and two of his sons in southwestern Rhode Island. The business is a franchisee of ServiceMaster Clean. In 2006, the franchise employed 20 full-time employees and was the 50th largest ServiceMaster Clean franchise among the approximately 1,200 franchises located in the United States. Annual revenue is approximately $2.5 million. In late 2005, one of Phil℉s sons began researching the biodiesel industry. As he was growing weary of the labor-intensive nature of his franchise business, Phil fully researched the industry himself. By the middle of 2006, Phil was convinced that he could profitably manufacture biodiesel in his spare warehouse space. In July 2006, he formed Mason Biodiesel, LLC and financed the $1.5 million start-up costs through a combination of personal savings and bank debt.

According to the Department of Commerce, start-up, small, and family businesses are among the fastest growing areas of employment. Even under the best economic environment, starting a business is risky. To reduce the risks and to establish their own businesses, an increasing number of entrepreneurs and corporate converts are buying franchises.

Franchising has enjoyed a major increase in popularity during the early 1990s, fueled largely by the growing pool of available candidates made possible by significant corporate and government downsizing. According to the Department of Commerce, franchising accounts for nearly one-third of all U.S. retail sales and employs over 7 million people.

If an individual has the motivation, skills, capital, leadership, entrepreneurial spirit, and risk-taking attributes required to start and manage a business, franchising provides a structured alternative to accomplish this objective. Franchising encompasses both high risks and high rewards. While it is not for everyone, franchising represents a method to start and/or transition into your own business.

This refereed article describes the why, what, and how of franchising. It discusses the driving forces for franchising from both the franchiser's and franchisee's perspective, what it takes to be a franchisee, how to become an educated businessperson, what to do once you have selected a franchise, the do's and don'ts, the risks and rewards, and how to sell a franchise.

The Covid-19 pandemic has a strong effect on societies, business and consumers. Governments have taken measures to reduce the spread of the pandemic, such as social distancing and lockdowns. The latter has also resulted in a temporary closure of physical stores for “non-essential” retailing. Covid-19 thus has a profound impact on how people live. The period of relative isolation, social distancing and economic uncertainty changes the way we behave. New consumer behaviors span all areas of life, from how we work to how we shop to how we entertain ourselves. These shifts have important implications for retailers. This paper aims to discuss the potential structural effect on shopping behavior and retailing when Covid-19 measures are no longer needed and society moves back to a normal situation.

The paper synthesizes empirical and conceptual literature on the consequences of COVID-19 and introduces a conceptual framework along with a set of predictions that can be investigated with empirical data.

This study suggests that Covid-19 shapes both consumer needs and behavior and how retailers respond to these changes. Moreover, it suggests that this will not only affect market outcomes (i.e. retail sales and market share online) but also firm outcomes (i.e. customer experience, firm sales) and importantly the competition between online and offline retailers.

In the conceptual framework, this study aims to advance knowledge on longer-term outcomes (vs immediate outcomes such as panic buying) and how COVID-19 is changing the competitive landscape of retail.

David Hartstein started KaBloom in 1998 with the goal of creating “the Starbucks of Flowers.” He successfully built brand recognition for the gardenlike shops, but problems plagued the young organization. Nearly three years and one recession later, KaBloom failed to live up to Hartsteinʼs forecast of exponential growth. This case has been designed for a graduate-level course in entrepreneurship/innovation. Students can compare franchising with other business models, examine the impact of organizational structure and leadership styles on business effectiveness, relate issues of supply chain management and logistics to environmental changes, and recognize the impact of innovation on business sustainability.