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Previous research argues that customer switching costs play an important role in the firm’s ability to retain customers and achieve competitive advantage. Research also indicates that in the increasingly networked environment, switching costs are changing in important ways. Despite switching costs’ recognized role in contributing to competitive advantage and its increasingly strategic characteristics in the expanding networked environment, we find a lack of coherence and completeness in the conceptual tools and models developed to understand its role and help effectively to manage the phenomenon. In this paper we attempt to address these needs by expanding and refining the conceptualization of customer switching costs and developing a more useful and comprehensive framework for managers.

This research examines recent changes in retail distribution and the implications of such changes on the logistical support to stores in Scotland. As increasing volumes of stock are channelled through warehouses controlled by retailers, stock is being centralised in large regional distribution centres (RDCs) serving wide geographical markets. Scotland is geographically marginal to the mainstream operations of most British retailers; the research therefore focused upon the current pattern of retail distribution facilities in Scotland and the future demand for sites by retailers and third party contractors acting on their behalf. Data were collected by personal interview and postal questionnaire from a total of 63 multiple retailers and 23 distribution companies. Most retail multiples supply their Scottish outlets from RDCs in England, either by a direct trunk haul or via intervening transhipment or demountable points. There has been a tendency for both manufacturers and retailers to withdraw stockholding from Scotland and serve the Scottish market from warehouses in England. Many of these companies, however, continue to require a break‐bulk operation north of the border. While the main phase of RDC development appears to be over, particularly in the grocery trade, it is likely that significant new investment in distribution facilities in Scotland will occur in the near future. Seventeen of the retailers in the survey expected to undertake some form of distribution development by 1995, eight of them anticipated setting up an RDC. In aggregate terms this translates into warehouse demand for around 80,000 square metres and approximately 20‐25 hectares of land. Although this and past investment has created thousands of jobs, job losses have also occurred through various displacement effects, most notably the rationalisation of retailers′ supply systems, the decimation of manufacturers′ depot networks and the closure of contractors′ common user depots.

The nature of retailing in Singapore has changed significantly over the past three decades, reflecting the growing affluence of the population and the influx of tourists, particularly those from Japan. A major influence in these changes has been the Government which has arranged for the development of planned shopping centres in both the central area and the suburban new towns. However, in the 1990s a further wave of change is coming: the nature of retailing is changing as a result of an economic downturn and the growing number of foreign retailers operating on the island. In addition, the Government has decided to shake up the small shop sector and to allow major retail developments in the suburban areas. The net result is likely to be a further period of upheaval and it is by no means certain that Singaporean retailers are going to be winners this time.

The general trend of shopping centre location over the last few years has been to move back into town centres. The writer of this article, who has recently returned from a five week tour in the United States and Canada, here discusses whether major retail developments can stand alongside office and residential functions in the future of the American city. He gives particular attention to the Eaton Centre in Toronto and to centres in Houston, Texas.

The retail revolution swing from traditional distribution to e-tailing services and unprecedented increase in internet adoption insist practitioners to diversely plan warehousing strategies. More than practically required storage space has been identified as wastes, and also it does not improve performance. An organized framework integrating storage design policies, operational performance and customer value improvement for retail-distribution management is lacking. Therefore, the purpose of this paper is to develop broad guidelines to design the “just-right” amount of forward area, i.e., “lean buffer” answering the following questions: “What should be lean buffer size? How effective the forward area is? As per demand variations, which storage waste (SKU) should be allocated with how much storage space? What is the amount of storage waste (SW)? How smooth the material flow is in between reserve-forward area?” for storage allocation in cosmetics distribution centers.

After forecasting static storage allocation between two planning horizons, if a particular SKU is less or non-moving, then it will cause SW, as the occupied location can be utilized by other competing SKUs, and also it impedes material flow for an instance. A dynamically efficient and self-adaptive, knapsack instance based heuristics is developed in order to make effective storage utilization.

The existing state-of-the-art under study is supported with a distribution center case, and the study investigates the need of a model adopting lean management approach in storage allocation policies along with test results in LINGO. The sensitivity analysis describes the impact of varying demand and buffer size on performance. The results are compared with uniform and exponential distributed demands, and findings reveal that the proposed heuristics improves efficiency and reduce SWs in forward-reserve area.

The presented model demonstrates a novel thinking of lean adoption in designing storage allocation strategy and its performance measures while reducing wastes and improving customer value. Future research issues are highlighted, which may be of great help to the researchers who would like to explore the emerging field of lean adoption for sustainable retail and distribution operations.

Problems concerning operational inefficiencies of goods delivery and reception to retail outlets located on the high street are frequently said to stem from deficiencies in the transport infrastructure. These deficiencies are often made worse by poor organisation and management of the facilities available, and this has repercussions on the environment in which people shop. In an effort to alleviate pressure put on the retail environment by conflicting transport uses, planning authorities have implemented schemes which enable pedestrians and vehicles to be segregated. Hence they have created traffic‐free pedestrianized areas and shopping centres. The exclusion of vehicles from these sensitive areas has meant that other arrangements have had to be made to enable goods vehicles to service shops. These usually take the form of specially designed off‐loading areas, remote from major Pedestrian concentrations.

The purpose of this paper is to assess the benefits of integrating IT tracking and routing systems into last-mile distribution operations. The paper also demonstrates the role of field experiments as a valid approach for improving the rigour of logistics research.

The study employs a field experiment approach. Data were collected before and after the experimental treatment from 16 participating vehicles, which were used as inputs and outputs to calculate vehicles' efficiencies using data envelopment analysis.

Through employing manipulation and random assignment to investigate causality in naturally occurring contexts, the study results show statistical evidence for the role of vehicle tracking and routing systems in enhancing fleet efficiency. Furthermore, results show that field experiment is an appropriate method for capital budgeting of deploying IT systems in the distribution function.

Distribution managers can use a field experiment setup to assess the potential impact of installing IT solutions prior to large-scale implementation or prior to purchasing.

The study fills a gap in the literature through the application of a field experiment approach to establish causality relationships in distribution and logistics research. This study should encourage new research on the role of field experimentation in evaluating the benefits gained from, and the capital budgeting of, the modern disruptive technologies in supply chains.

Managing supply‐chain operations is critical to any company’s ability to compete effectively. Success in today’s markets depends on the ability to balance a stream of products and processes to stay competitive. Companies are constantly evaluating every area of operations to ensure that productivity and cost objectives are realistic and attainable. Research has been carried out to investigate the measurement systems used in today’s distribution centers. Five distribution centers in the Pacific Northwest were selected for this study. The characteristics of these five distribution centers and their measurement systems are discussed in this paper. A cross‐case analysis is provided, which gives a view of a typical measurement system used in today’s distribution centers.

The internal layout of a shopping centre and the spatial relationships of the individual shop units within it are important, to retailers and planners alike. However, relatively little work has been done on analysing the behaviour of pedestrians within shopping centres. To remedy this a week‐long observation study was undertaken in the Park Centre, Belfast; the results are here described by Stephen Brown.

This article focuses on recent proposals for a major revision of planning policies for Nottingham's City Centre. It has however wider significance in that it indicates a marked shift in the relationship between the local planning authority for one of Britain's leading centres and the retail community.