Search results

Food quality and safety issues have always been imperative topics discussed by people. The anti-tampering of blockchain technology and the transparency of information make it possible to improve food traceability and safety quality. How to effectively apply blockchain traceability technology to food safety has great research significance for improving food safety and consumer quality trust.

The paper aims to analyze the differences in product quality levels and market participants’ profits before and after the use of blockchain-driven traceability technology in the food agricultural product supply chain (SC) in the dynamic game frameworks of supplier-led and retailer-led modes, respectively, and explores the willingness, social welfare and consumer surplus of each member of the agricultural product SC to participate in the blockchain. Besides, We investigate the SC performance improvement with the mechanism of central centralized decision-making and revenue-sharing contract, compared to the SC performance in dynamic games.

The results are obtained as follow: The adoption of blockchain traceability technology can help improve the quality of food agricultural products, consumer surplus and social welfare, but the application and popularization of technology is hindered by traceability technology installment costs. Compared with the supplier leadership model, retailer-led food quality level, customer surplus and social welfare are higher.

How to effectively apply blockchain traceability technology to food safety has great research significance for improving food safety and consumer quality trust.

Food quality and safety issues have always been hot topics discussed by people. The anti-tampering of blockchain technology and the transparency of information make it possible to improve food traceability and safety quality.

The research results enrich the theories related to food safety and quality, and provide a valuable reference for food enterprises involved in the decision-making exploration of blockchain technology.

Based on the characteristics of blockchain technology, the demand function is adjusted and the product loss risk of channel members is transferred through a Stackelberg game SC composed of agricultural products suppliers and retailers.

• •

  We introduce two features of blockchain: quality trust and product information tracking.

• •

  The willingness of each member of the supply chain to use blockchain for product traceability was explored.

• •

  The overall traceability effect of the retailer-led blockchain is better than that of the manufacturer-led blockchain.

• •

  The cost of blockchain technology is a barrier to its adoption.

• •

  Blockchain brings higher consumer surplus and social welfare.

We introduce two features of blockchain: quality trust and product information tracking.

The willingness of each member of the supply chain to use blockchain for product traceability was explored.

The overall traceability effect of the retailer-led blockchain is better than that of the manufacturer-led blockchain.

The cost of blockchain technology is a barrier to its adoption.

Blockchain brings higher consumer surplus and social welfare.

The purpose of this paper is to investigate the impact of demand information sharing on products’ greening levels with downstream competition. Specifically, this study examine two types of green products, “development-intensive” (DI) and “marginal-cost intensive” (MI), in a two-echelon supply chain where the manufacturer produces substitutable products, and competing retailers operate in a market with uncertain demand.

The authors adopt the manufacturer-led Stackelberg game-theoretic framework and consider a multistage game. This study consider how retailers receive private signals about uncertain demand and decide whether to share this information with the manufacturer, who then decides whether to acquire this information at a certain given cost. This paper considers backward induction and Bayesian Nash equilibrium to solve the model.

The authors find that in the absence of competition, information sharing is the only equilibrium and improves the greening level under DI, whereas no-information sharing is the only equilibrium and improves the greening level under MI, an increase in downstream competition drives higher investment in greening efforts by the manufacturer in both DI and MI and the manufacturer needs to offer a payment to the retailers to obtain demand information under both simultaneous and sequential contract schemes.

This paper contributes to the literature by examining how the nature of products (margin intensive green product or development intensive green product) influences green supply chain decisions under information asymmetry and downstream competition.

This paper aims to study how the timing of these decisions affects the total profit and the individual profits of the two agents.

This paper study a supply chain for a network good where there is a manufacturer and a retailer. The manufacturer determines its wholesale price and its share in the retailer’s advertising cost while the retailer decides the retail price and the advertising cost.

This paper finds that a stronger network externality leads to higher prices and higher advertising efforts. This increases the profits of both manufacturer and retailer, but the manufacturer’s share of advertising costs depends on the order in which the supply chain enterprise make their decisions, the strength of network externality and the effect of advertising determines which decision timeline results in a higher price and greater advertising effort. The manufacturer prefers the price decision to be made before the advertising decision, while the retailer prefers these decisions to be made simultaneously.

Although this paper studies the price and advertising decision-making order preferences of channel members based on network externalities, this research can also be expanded from the following aspects based on network effects. First, network externality affects advertising cooperation between both parties in the situation such that the pricing power of retail prices is transferred from the retailer to the manufacturer and the retailer relies on revenue sharing (revenue sharing contract, nonwholesale price contract. Second, the manufacturer dominates the issues in the supply chain, but in reality, a retailer can also be the dominator or there are no dominators (Nash equilibrium). Finally, it is possible to consider pricing and advertising decisions in situations where two manufacturers or retailers compete.

When the price is reasonable, advertising investment is the main determinant of product sales. The greater the intensity of network externalities the more retailers will be willing to invest in advertising. An increase in the intensity of network externalities may not necessarily enhance manufacturers’ motivation or cooperative advertising, but it depends on the decision-making sequence. The strength of network externalities determines the decision-making sequence preferences of supply chain channel members whose preferences vary leading to conflicts of interest.

The impact of cooperative advertising or decision sequence on corporate decision-making has not been considered. To fill this gap, the paper integrates network externality and supply chain cooperative advertising models, focusing on the impact of network externality on pricing and advertising decisions, as well as on the sequence of decisions.

This study analyzes how small French retailers are adapting their front-office to the digitalization of their business environment.

The qualitative study focuses on dynamic capabilities of 27 independent French retailers, in a wide variety of sectors.

The digitalization of small retailers does not date from the pandemic health crisis. Small retailers are willing, agile and organized to make controlled progress, ranging from the visibility on social networks to online sales with its specific logistical constraints. Even if their presence on marketplaces is trickier to implement, it represents the culmination of the digitalization process, once their online store has been launched. The digital transformation of independent retailers should be less radical than for large retailers.

By distinguishing between the concepts of adaptive, absorptive and innovative capabilities, this research highlights strong differences between small retailers, that is SMEs, and larger companies. In terms of adaptive capabilities, it confirms that small retailers are not embracing digitalization as a fad, but because of real changes in the market, and particularly in demand. In contrast to large companies, small retailers drive it more around external objectives linked to their intimate knowledge of changing customer behavior (customer centricity). In terms of absorptive capabilities, the success or failure of digital transformation weighs directly on the entrepreneur's shoulders, but is less hampered by technological legacy. Despite interviews only conducted in the Paris region, it converges with professional studies carried out on a larger scale in France. Its widespread use is certainly easier in countries at the same stage of commercial development.

In terms of innovative capabilities, independent retailers need to focus on four key areas: reinventing the in-store experience; increasing visibility on social networks; creating an online store; being present in one or two marketplaces or creating a common platform with other local merchants.

This research is one of the first to analyze the digital transformation experienced by small structures. It draws on the concept of dynamic capabilities, well-suited to technologically and commercially dynamic markets. It puts into perspective studies carried out in other countries on less diversified types of shops. Unlike other studies examining the front office, it does not exclude stores and SEO in marketplaces.

The present study considers how clothing and shoe retailers in New Zealand, Portugal and Hungary manage promotion campaigns and looks at the objectives that are most important to these retailers as well as the marketing activities that are undertaken to reach these objectives. Change‐of‐season sales are found to be the most frequently used sales type by the retailers studied and these sales are linked with objectives of moving a volume of stock and activities such as co‐ordination of media across all forms. Secondary sales types include Christmas and general sales, and these are linked with other promotional objectives and activities such as increasing profit and dollar sales, and stock management.

Explores the future development of the “big five” UK grocery retailers and their response to the challenges of the next decade. Presents the results of a survey of manufacturers, analysts and retailers, in which saturation and internationalization are the key themes. Recounts how UK grocery retailers have not been in the forefront of international retail activity – both non‐food UK retailers, and continental European food retailers, have established stronger international profiles. Suggests that the prospect of a saturated UK grocery market faces the “big five”, and addresses the question: when will opportunities in the UK become marginal, and how will retailers react to that prospect?

Suggests that gaps exist between the product ranges or lines offered by manufacturers and the assortments selected and stocked by retailers. Looks at the extent to which differing levels of “product volatility” affect retailers’ selectivity in stocking items from a manufacturer’s line. Provides a limited test of several hypotheses about how the degree of product volatility of the category within which a manufacturer’s line belongs might affect the number of items in the line that will be stocked by a retailer. Analysis of stock‐planning data for two retailers in each of two product categories offers some support for the hypotheses. Interprets these results in light of theories of distribution channel co‐ordination and retailer expertise. They may reflect an alternative explanation for widely observed increases in retailer power.

EFTPoS (electronic fund transfer at point of sale) seen as a potential development in the 1970s, increasingly became a realistic proposition during the 1980s. In 1985, Eftpos UK Ltd, a joint endeavour by banks and building societies, was established to develop a unified clearing system. In advance of national introduction, three cities, Edinburgh, Leeds and Southampton, were chosen to pilot the Eftpos UK Ltd system. These pilot schemes began in late 1989. This article presents survey findings from the Edinburgh pilot scheme. Retailer response was sought before and after the trial to ascertain changing perceptions. The results throw an interesting light on the evolving attitudes of retailers to the system and indicates areas where future marketing of EFTPoS systems should be modified.

The purpose of this paper is to provide a framework to help the manufacturer and the giant retailer to obtain optimal service level, pricing strategy, and market structure in order to maximize their respective profits.

A profit‐maximization model is developed to determine the optimal service level, pricing strategy, and market structure for supply chain players.

Using a profit‐maximization model, it is demonstrated that optimal service level and pricing strategy exist under different market structures in a manufacturer‐giant retailer supply chain. In order to maximize their respective profits, the manufacturer and the giant retailer should cooperatively employ a coordinative market structure as an optimal market structure and a bargaining model can be utilized to implement profit sharing for the manufacturer and giant retailer to optimize their profits. Furthermore, it is also shown that the value of coordinative structure always increases with the customers' sensitivity of service, the number of customers preferring to purchase from giant retailer, and the decreasing price sensitivity.

The study assumes that all supply chain players have perfect market information. However, market information to the supply chain players could be incomplete and asymmetric. It is recommended that future research explores optimal service level and pricing strategy under incomplete and asymmetric information setting.

The paper provides a very useful model framework to study optimum service level, pricing strategy, and market structure for business managers who are working in the manufacturer‐giant retailer supply chain.

The paper fills a conceptual and practical gap for a structured analysis of the current state of knowledge about service level, pricing strategy, and market structures in a manufacturer‐giant retailer supply chain. The paper provides practical, solid advice and business examples that demonstrate the application of the optimal strategies for supply chain management.

The purpose of this paper is to establish an understanding of the development of retailers' views on own label in Taiwan. In particular, the study aims to investigate the extent to which the development of retailers' own label in the region resembles or differs from the historical development of that in the West as documented in the literature.

This study is exploratory in nature and adopts a qualitative approach. Primary data were obtained from managers responsible for own label development strategy in eight key retailers in Taipei through the use of a structured questionnaire with both closed and open‐ended questions. Secondary data from various sources were also used.

The development of retail own label products in Taiwan does not follow the pattern witnessed in the West as described in the literature. Only some of the strategic motives of using own label as stated in existing literature are fully echoed in this study. Furthermore, the progress of most of the retailers studied in Taiwan does not mirror the typical stages of evolution as advocated by Laaksonen and Reynolds.

Many retailers, especially the international ones, believe that use of own label in Taiwan is important. However, an understanding of the development and strategic use of own label by retailers in Taiwan is not yet well established. The current study serves as a first step to fill this gap and sheds some light on the implications for own label development strategies to grocery retailers in Taiwan.