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Evidence of the quick response (QR) impact on retail inventorylevels is presented. QR involves technology‐driven, co‐operativeretailer/supplier relationships. QR enabling…
Evidence of the quick response (QR) impact on retail inventory levels is presented. QR involves technology‐driven, co‐operative retailer/supplier relationships. QR enabling technology includes: point‐of‐sale systems, uniform product/article codes, and electronic data interchange. Using statistical analysis of Canadian chain store inventory data, and a case study on the largest chain store operation in The Netherlands, this study finds that QR is bringing lower inventory levels to retailers. There are two main retail management implications of these findings. First, merchandisers can use QR techniques to reduce inventory levels – but only up to a point. Since stock stimulates sales, retailers should use item/stock‐keeping unit (SKU) level data to study optimal (which may not equal minimum) inventory levels. Second, to reap the full rewards of QR implementation, retailers must share the SKU data with suppliers, and work towards more co‐operative relationships.
Defines and discusses quick response (QR), with its relationship tovendor partnering, short‐cycle manufacturing, demand‐flow manufacturing,“virtual integration”…
Defines and discusses quick response (QR), with its relationship to vendor partnering, short‐cycle manufacturing, demand‐flow manufacturing, “virtual integration”, re‐engineering, just‐in‐time and efficient consumer response as an introduction to the results of a study on which firms are implementing QR and at what stage they are regarding their implementation strategy. The results of the study show that 73 per cent of the responding retailers claimed to be implementing some phase of QR. Implementation is slow, however, with only two of 15 QR components reported to be as much as half‐implemented among the retail respondents.
Discusses the development of quick response techniques in different parts of the world, notably the UK, USA, continental Europe and Japan. While much of the initial work on quick response focused on the fashion sector of business, deals specifically with grocery markets where arguably quick response should be a part of corporate philosophy. Shows that the enabling technologies to implement quick response are in place but success at reducing inventory through the supply chain and in minimizing lead times varies not only from country to country but also between companies in specific countries. The reasons for such variations include the nature of retailer‐supplier relations, the degree of fragmentation or concentration of retail markets, the extent of retail branding and the distribution “culture” evident in different parts of the world.
Quick response (QR) systems are being implemented by retail firms at an ever quickening pace throughout the USA. While dramatic changes occur throughout the retail company…
Quick response (QR) systems are being implemented by retail firms at an ever quickening pace throughout the USA. While dramatic changes occur throughout the retail company adopting QR strategies, it is the buyers and buyers’ assistants that are more affected by these changes than other executives in the retail firm. Therefore, the purpose of this study was to investigate the perceptions, attitudes and opinions of retail buyers toward QR. Over 200 buyers from leading department and specialty store firms that have implemented, or are beginning to implement, QR participated. In general, the findings indicated that buyers had a positive view of QR systems; felt QR would save them time but not reduce the number of buyers currently employed; and that they used technology as an integral part of their job. The study also found several significant factors describing buyers’ perceptions of QR that were related to the size of their organization.
In the ten years since its formulation, quick response has made only limited progress despite its well‐demonstrated benefits to the apparel pipeline. Explores the reasons for the delays in implementation and the current state of the art. Examines the steps necessary for further progress in light of likely developments in technology and consumer‐driven retail strategies.
This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.
During the past decade significant changes have been occurring in the US retail market. Among the principal changes are those in competition, consumers, technology and the…
During the past decade significant changes have been occurring in the US retail market. Among the principal changes are those in competition, consumers, technology and the economy. Changes in these areas are reflected in trends in retail practice. Reviews the underlying changes that have been occurring along with their corresponding retailing trends, which include micromarketing, globalization, new retail formats, quick response and ethnic retailing.
Defines and discusses the level of quick response implementation by fashion retailers, their understanding of quality response (QR) is explored and the processes for…
Defines and discusses the level of quick response implementation by fashion retailers, their understanding of quality response (QR) is explored and the processes for replenishments examined. This exploratory study, based on a survey of fashion retailers trading in the UK, revealed that information technology is particularly important to the large, multiple “own brand” fashion retailers as it enables the various parties in the supply chain to communicate and to respond to demand. Results indicate that retailers have not fully understood the benefits of implementing a QR strategy and perceive it more often as a strategy for internal supply chain management rather than an external supply chain strategy.
The phenomenon of fast fashion is under‐researched academically, yet has received attention in most of the fashion and business press. Therefore, as it would seem timely…
The phenomenon of fast fashion is under‐researched academically, yet has received attention in most of the fashion and business press. Therefore, as it would seem timely, this article aims to present the findings of some exploratory research.
The concept of agile supply chains or supply chain theory is explored with reference to fast fashion requirements. The research was carried out using in‐depth interviews of key informants in the fashion industry.
The major findings of this exploratory research demonstrate a developmental process occurring in supply chain management when fast fashion comes into the equation. This research provides additional complexity on the existing model of supply chain management for the fashion industry.
This paper presents a research agenda for future exploration. There are implications for theoretical perspectives of supply chain management as well as retail operations.
This paper offers insights into the impact of fast fashion on the supply chain and the links in the process which deserve further research attention.
This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing strategy; Customer service; Sales management; Promotion; Product management; Marketing research/customer behavior; Sundry.