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To study the use of “Quick Links”, a common navigational element, in the context of an academic library website.

Transaction log files and web server logs are analyzed over a four‐year period to detect patterns in Quick Link usage.

Provides information about what Quick Links have been used over time, as well as the relationship of Quick Link usage to the rest of the library website. Finds generally that Quick Link usage is prevalent, tilted toward a few of the choices, and is drawn largely from the library homepage as referral source.

Log analysis does not include IP referral data, which limits the ability to determine different patterns of use by specific locations including services desks, off‐campus, and in‐house library usage.

This paper is useful for website usability in terms of design decisions and log analysis.

This paper targets a specific website usability issue over time.

Notes the concern that the launch of a new technological product into a European market can cause to the management of a company. Suggests that a close examination of the traditional planning process and a deeper understanding of the management devices that are used in marketing can indicate a clear strategy path to the company.

The purpose of this paper is to analyze the fast food market and customer attitudes in Russia, and outline successful and questionable strategies of the Western fast food companies in their attempt to penetrate the Russian market.

The objective has been achieved by reviewing the first Russian entry of the Belgian‐French fast food chain “Quick” by applying qualitative research method that included observational research, surveying, and interviewing customers and employees of the company both in Paris and Moscow. The topic has been approached by comparing “Quick's” strategies with the other mainly US‐based fast food chains that operate currently in Russia. The subject scope of the paper covers fast food sector development and trends under the early recession conditions of entry.

It was found that luxury or more upscale (“healthy”) positioning strategy of the new entrant “Quick” into the fast food market in Russia is not working. The company also exhibited a poor location strategy and possibly entered into an inefficient strategic alliance with the Russian partner Tashir group. Some meaningful adjustments are also required for the supply chain structure of “Quick” chain in Russia.

The paper is analyzing the experiences of the new entrant in Russia. It contains new ideas for the fast food sector in the country, and Russian‐foreign equity type joint ventures. This paper presents interest for the needs of the international executives and global marketing specialists.

Presents a case study on quick response practices in a supply chain within the Australian textiles, clothing and footwear (TCF) industry, conducted as part of a government‐led project aimed at improving the performance of the Australian TCF industry towards becoming more internationally competitive. Details of the Australian TCF Industry Quick Response Program are provided, which comprised six major activities: assessing company commitment and readiness; formulation of supply chain clusters; roundtable meetings; workshops and seminars; implementation of quick response techniques and technologies; and audits to assess improvements. The supply chain consists of Myer/Grace Brothers (retailer), Diana Ferrari (shoe manufacturer), Burrowes (shoe components supplier), and Packer Tannery (leather supplier). The activities undertaken within this supply chain are discussed and some of the key lessons learnt from this case study are highlighted.

By analyzing and discussing the case, students should be able to identify macro environmental factors that impact business decision-making; apply Michael Porter’s five forces framework; evaluate sources of synergy; understand the concept of disruptive innovation; choose sources of competitive advantage; apply the value proposition canvas; and apply tenets of Blue Ocean strategy.

The grocery retail market in India accounts for nearly 70% ($608bn) of the total retail market ($883bn). The brick-and-mortar multi-tiered distribution network for groceries encompasses a million wholesalers and distributors and 12 million retail outlets. These retail outlets serve as customer touch points where bulk of grocery shopping is done. The online grocery industry is a miniscule $5.5bn. High incomes, change in purchase behaviour, inclination towards speed and convenience on the demand side and alacrity on the supply side have paved the way for new format, quick commerce. Trends and forecasts suggest that quick commerce, a high cash burn business, will grow exponentially. Zomato has jumped onto the quick commerce bandwagon with the acquisition of loss-making Blinkit. The case analyses the quick commerce industry through the lens of Michael Porter’s five forces framework and the Blue Ocean strategy. It elaborates the profitability drivers of the industry and also examines the sources of synergy from the acquisition.

This case is suitable for a class on strategy in postgraduate-level courses. It can be used in a session on entrepreneurship and innovation.

Teaching notes are available for educators only.

CSS 11: Strategy.

Quick fashion formulas can be described as a product/service characterised mainly by its potential to supply retailers with a range renewal service that is produced at short time gaps. The purpose of this paper is to examine the hypothesis that by adopting new quick fashion formulas clothing manufacturers can at least in part integrate the different factors that traditionally contributed to the success of operators in different strategic groups. In the case of the Italian firm analysed here, the range renewal service and consequently the development of a new production management model are integrated with construction of a strong brand identity, which has resulted in increased performance. The development of new quick fashion formulas appears symptomatic of transition from a production‐driven to a market‐driven characterisation of the apparel manufacturing sector. The development and success of quick fashion formulas such as those analysed in this paper may have important implications not only for the evolution of clothing distribution, but indeed for the whole supply chain upstream of the retailer, including textiles manufacturers who produce yarn and fabric.

This paper aims to explore the perceived hedonic and utilitarian value of organic dining along with its antecedents and dining outcomes.

Data were collected from two groups of US consumers who had recently visited a quick-service or upscale restaurant to consume organic menu items. Data were analyzed using factor analysis and hierarchical regression analyses using Hayes’ PROCESS procedure.

Perceived hedonic value has two dimensions (dining-centered excitement and social attention and escapism), as does utilitarian value (tangible value and intangible value). Involvement with organic food is a significant antecedent of perceived value. Satisfaction exhibits various mediating effects on behavioral intention, depending on the value factor considered.

This study contributes to knowledge regarding the perceived dining value of consuming organic food at restaurants. Findings shed light on the importance of understanding perceived value in predicting diners’ behavioral intentions across two restaurant segments. Consumers’ value perceptions of organic dining differ from those related to general organic food shopping.

The findings provide clear ways for restaurants to increase the perceived utilitarian and hedonic value of organic food dishes. This study assists restaurant practitioners in managing customer satisfaction and loyalty by prioritizing the effort invested in developing different value perceptions.

This research is one of the first attempts to delve into consumers’ dining experiences with organic food across two major restaurant segments.

The purpose of this paper was to investigate the relationships between restaurant quality attributes and customer behavioral intentions.

An experimental design was chosen to provide a high level of internal validity. Three separate 3 × 2 factorial design experiments were conducted through 18 separate vignette scenarios for three levels of quality (below average, average and above average) of three common restaurant attributes (food, service and ambience) in two types of restaurants (quick service and upscale).

The results indicated that the type of restaurant moderated the relationship between restaurant service and ambience quality and customer behavioral intentions.

The results of this study suggest that management of quick-service and upscale restaurants should focus on food quality, but establish different resource allocation priorities with respect to service and ambience quality.

This study examined the linearity of the relationships between three common restaurant attributes (food, service and ambience) for three levels of quality (below average, average and above average) in two types of restaurants (quick service and upscale).

Studies the problem of producing a product range with high customer service in the implosive industries. In the implosive industries a wide range of end products are manufactured from a limited number of standard materials. The problem of producing a product range with high customer service is studied within the framework of product range, capacity and customer acceptable lead time. In the existing just‐in‐time literature, strong emphasis is put on set‐up and through‐put time reduction for achieving high product availability with low cost. However, the decision regarding the product range and its implications on production control is not adequately considered. It is proposed that the relevant time scope to consider demand and capacity is the product range cycle. Three cases from the food and paper industry are studied. The cases indicate constraints for achieving quick response capability.

This paper aims to provide an answer to the important question of how can accurate assessment of supply chain practice and performance be conducted? By conducting audits across a sample of value streams it is thereby possible to identify the components of “good practice” via evidence‐based procedures.

Quick scan audit methodology (QSAM) is a site‐based, team‐oriented action research‐led investigative technique for establishing meaningful “snapshots” of value stream behaviour. The participants cover both academic researchers and host organisation staff.

QSAM is found to output repeatable results enabling the transfer of technique between companies, between businesses, between market sectors, and between countries.

Care must be taken when training new auditors and QSAM teams to ensure the required degree of consistency. There is no substitute for operating a “watch one, share one, do one” regimen.

The research purpose is to establish the performance vectors to enable effective value stream health comparisons to be made. Additionally “quick hits” (not “quick fixes”) may well be identified specific to an individual host organisation.

QSAM has already made an important contribution in enabling the gap between case‐based and survey‐based logistics research to be properly bridged.