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On the basis of corporate wholesale and hypermarket stores, this study aims to investigate the relationship between energy consumption, physical building characteristics and operational sales performance and the impact of energy management on the corporate environmental performance.

A very unique dataset of METRO GROUP over 19 European countries is analyzed in a sophisticated econometric approach for the timeframe from January 2011 until December 2014. Multiple regression models are applied for the panel, to explain the electricity consumption of the corporate assets on a monthly basis and the total energy consumption on an annual basis. Using Generalized Additive Models, to model nonlinear covariate effects, the authors decompose the response variables into the implicit contribution of building characteristics, operational sales performance and energy management attributes, under control of the outdoor weather conditions and spatial–temporal effects.

METRO GROUP’s wholesale and hypermarket stores prove significant reductions in electricity and total energy consumption over the analyzed timeframe. Due to the implemented energy consumption and carbon emission reduction targets, the influence of the energy management measures, such as the identification of stores associated with the lowest energy performance, was found to contribute toward a more efficient corporate environmental performance.

In the context of corporate responsibility/sustainability of wholesale, hypermarket and retail corporations, the energy efficiency and reduction of carbon emissions from corporates’ real estate assets is of emerging interest. Besides the insights about the energy efficiency of corporate real estate assets, the role of the energy management, contributing to a more efficient corporate environmental performance, is not yet investigated for a large European wholesale and hypermarket portfolio.

The purpose of this paper is twofold: first, to explore the complexities of regularly implemented as well as irregularly occurring – sometimes improvised – instore logistics processes related to products which are declared unsaleable; and second, to identify the challenges and opportunities in managing instore logistics processes related to unsaleable products in grocery stores.

The authors apply an embedded case study approach. Within each case, i.e. dominant store format, the authors investigate the instore logistics processes of 32 retail and wholesale stores and focus further on those processes related to products declared unsaleable. The case study research methodology comprises in-depth interviews with store and category managers, point of sale observations and secondary data research.

The authors identified four different specific instore logistics processes depending on the residual product value of unsaleable products. The analysis of these processes suggests that establishing more efficient return, disposal, recycling, and most importantly, redistribution processes leads to various benefits such as cost savings, more effective and efficient operations, better use of resources and waste reduction, while at the same time supporting charitable institutions and people in need.

The contribution of this research are: first, to provide a better understanding of different ways of seeing and handling unsaleable products; and second, to reveal the significant importance of focusing on instore logistics beyond the point of sale with respect to the economic, ecological and social benefits to retailers, wholesalers and their stakeholder groups.

Studies concerning Soviet taxation demonstrate a diversity of opinions on the nature of turnover taxes. Four major views on the subject have emerged: (1) turnover taxes are simply a sales (excise) tax on articles' of consumption sold to the Soviet consumer; (2) not all turnover taxes are a sales tax, some of them are a substitute for rent on production of certain industrial materials; (3) in addition to being a sales (excise) tax on consumer goods and rent on some industrial materials, there exists a third type of turnover tax which is levied on agricultural production of the peasantry; (4) turnover taxes are a portion of the surplus product produced in industry and agriculture.

We review the Japanese distribution system, its positives and negatives, its cultural heritage, and discuss the implications for the future for it.

The aim of this chapter is to highlight the importance of sustainable development, especially its environmental component in trade and retail sector of the Republic of Serbia. Due to a number of factors, such as increased consumer awareness on the importance of eco-products, new statutory and legal regulations, and increased competition, retail chains are increasingly oriented to the concept of sustainable development, in particular promoting its environmental component, eco-products, and eco packaging. Trade, especially retail, plays an important role in linking producers and consumers, and society as a whole. In this way, trade has a good overview of all the changes occurring in the environment, production, and consumer needs. Changes in the environment further stimulate trade to operate in accordance with the principles of sustainable development, including all its dimensions. In this regard, special attention is paid to the protection of working and living environment, as components of sustainable development. The chapter includes a review of literature in the field of sustainable development and application of this concept in the trade and retail sector. The theoretical aspect of the research focuses on conceptualization of sustainable development and its environmental component in trade and retail. With reference to theoretical research on the implementation of environmental component of sustainable development in trade, empirical research has been conducted from two aspects. First, analysis focuses on the performance and socio-economic importance of trade sector of the Republic of Serbia, as well as the number of ISO 14001 certificates in trading companies. Second, analysis shifts to the largest trading companies in the Republic of Serbia, based on available secondary data on the implementation of the concept of sustainable development and its environmental component.

Red lentils are one of the widely consumed food items in South Asia and this has created an enormous market opportunity for all players in the chain. Therefore, the purpose of this paper is to examine the most valued attributes of red lentils and to assess how consumer preferences vary across store type and by socio-demographic factors. Thereby, it was aimed to identify value chain interventions that are required to meet the consumer demand.

Sri Lanka was selected as the study location because of its significance as an importer. Through an intercept survey of 300 consumers in three store types, consumption pattern and preference for four attributes of red lentils, namely, size, colour, visual quality and price were collected. Data were also collected from retail and wholesale stores and from a processor. Conjoint analysis was used to analyse the consumer data.

A majority of the respondents consumed red lentils on a daily basis. Consumer preference rankings showed that consumers place a significantly greater level of importance on visual quality than other attributes. Trade-off patterns were different across store types and by socio-demographic factors. Grocery shoppers were willing to trade-off packaging to price while the reverse was true for supermarket shoppers. Retail and wholesale purchases were driven by quality.

Findings highlight that chain effectiveness could be enhanced by offering bigger sized lentils while assuring quality.

This research uses a consumer driven assessment in identifying required value chain interventions.

This paper aims to provide a history of relational perspectives in marketing practice from the nineteenth through to the twentieth century.

This paper engages in a systematic reading of published histories of retailing practice using the key attributes of transaction and relationship marketing as a conceptual framework to interrogate whether earlier practitioners were committed to either approach.

This paper supplements the studies conducted in other domains that undermine the idea that relational practices were rejected in favor of transaction-type approaches during the industrialization of the USA and Canada.

The content of this paper provides textbook authors with a means to fundamentally revise the way they discuss relationship marketing. It has a similar pedagogic utility.

This paper studies the writings of practitioners known to be pioneers of retailing to unravel their business philosophies, comparing and contrasting these to known attributes of relationship marketing. It deals with an historical period that has not previously been studied in this level of detail by marketing historians.

Provides insights into the distribution system of consumer goods in Saudi Arabia. The investigation derives information from both secondary and primary sources and centres on three distribution dimensions, namely structure, operation and behaviour. Finds that structural characteristics are inextricably linked to the idiosyncratic demographic, economic and sociocultural environment of the Kingdom, and that operating elements are greatly affected by environmental forces, as well as by rising competitive pressures and demanding customers. Behavioural aspects reveal the powerful role of distributors/agents and wholesalers in the distribution scene, as well as signs of channel conflict and competition. Overall, the study demonstrates that the Saudi distribution system is unique, complex and transient, and one where traditional and modern elements coexist. A thorough understanding of this system, therefore, is critical in gaining a foothold in such a lucrative but difficult market.

The purpose of this paper is to critically examine the underlying reasons for the recent slow‐down in the rate of sales growth for the world's largest retailer, its implications for the economic valuation of this enterprise, and its future as a cohesive organization.

Wal‐Mart's comparative or same store sales growth over the last five years are contrasted with two of its key rivals Target and Costco, and the source and momentum of its core US growth record are examined over the last decade.

The results of the investigation indicate that Wal‐Mart has entered a new phase in its evolution as an enterprise, and the future rates of its growth will be limited to 3‐4 percent per annum in comp, and 10‐12 percent in total sales, excluding any acquisitions. This “new normal” is in part due to the extreme market share of Wal‐Mart in many of its trading areas, and the changing competitive landscape that was in no small part “created” in reaction to Wal‐Mart's own market power.

The analysis and its conclusions are of interest to retailing students and scholars who have been following the Wal‐Mart enterprise throughout the years, as well as retailing and merchandising analysts who have been struggling to define a new valuation model for the world's largest retail company. The paper is also of interest to retail market strategist as it illustrates that there are potential and natural limits to growth in all competitive arenas, and sources of new growth will always have to be sought in new product‐market spaces.

During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values.

The case is a field-research case and was funded as part of a sabbatical to study leadership at EILEEN FISHER Inc. The primary goal of the long-term project was to research and write cases on socially minded women leaders through an inclusive conceptual lens. Extensive planning with the Chief Culture Officer at EILEEN FISHER resulted in an 18-month deep dive with over 40 in-depth interviews, extensive observation of many different teams and meetings particularly the monthly Leadership Forums, thorough review of internal communications as well as review of other secondary research.

This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. This case can also be used for a retail management course to look at a values-based organization in the retailing industry. Most retailers in the industry have traditional hierarchical organizations; this case shows that there are alternative business models and newer leadership frameworks that explain EILEEN FISHER's management. Retailers are also impacted by every downturn in the economy and challenge to consumer confidence. This case shows how a retail organization can reshape itself with a new value proposition as a result of a downturn in the economy. It also demonstrates how employees can take action and redefine an organization.