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the Appendix 6. Features of sphere of retail trade and their influence nja a competitiveness in branches and competitiveness of retail businesses.

Features of retail trade Influence of the given features on a competitiveness and competitiveness
1. Features

The retail

Consumers:

- At enough

The big

The emotional

Making,

Connected with

Interaction

Directly with

The end user, rationality of behaviour very much

It is high

The more low level of a distributive chain, the bolshee quantity of alternative bids acts to the retail dealer, especially careful analysis and selection should be made to the retail dealer that should aggravate a competitive situation. Necessity of constant monitoring and analytics becomes one of conditions of management of competitiveness
- Acquisition not the goods, and business Retail trade for today concerns a category "service", that unequivocally raises requests to a represented complex of additional services THAT raises costs of the retail consumer, aggravating thereby a competitive situation. For preservation of competitive items there is a necessity of an establishment of effective interaction with the supplier (more often with the manufacturer - creation private label)
- Most complete of the existing

Dependence from

The own

Consumers

The information acts directly "first-hand", that retail dealer who is able to fulfil the first requests of the end user, unequivocally raises the competitiveness. But the one who can catch in advance tendencies in change of demand of the end user, react to them and by that to warn requirements of the clients, that becomes the most competitive.
- Combination

Economic and consumer characteristics

Forms requests of an optimum combination of economic and consumer characteristics (GOST or THAT, working lives or storages, etc.)
- Business globalisation The tendency to globalisation has led recently mass developments of networks that creates big enough dependence as from the supplier (at change of a profile of activity of the supplier - for example to cancellation

distribjutorskogo agreements, as consequence suffers


The retail business), and from end users, at incorrectly certain task force (it is wrong quoted prices) exists loss enough the big group of consumers that creates necessity as much as possible precisely to define źthe client╗
- Propensity to

Specialisations

Will create requests to granting of as much as possible wide range of the "" specialisation that aggravates a competitiveness. Causes of accurate allocation of requirements of end users of the given task force and formation of compromise "average" range.
- Very high professionalism of the top echelon in

Combination to low level of linear workers (sellers)

"Legibility" of buyers in qualities ^ realised production that aggravates a competitiveness raises. ’-for increase by competitiveness it is necessary ’ * • effectively to operate a parity "price/kachsstvo". That creates the auxiliary condition on level of linear workers which should understand production so well that could is given reason to prove to the end user an optimality of the given parity
Kollektivnost decision-making Causes of the account of opinion of all members of group of decision-making that raises competitiveness level since the competitiveness interpersonal joins.
Availability

Own expenses for business management

Causes requirement for the demand line of credit, expressed in certain requests to the supplier (term of delivery). Strengthens a competitiveness for reception of the best terms of delivery. For competitiveness increase it is necessary to transfer the given requirement on the supplier.
2. Features of the market

Resellers:

ź╗
The big

Quantity

Consumers

Causes in accurate definition of own target consumers, creation of the certain universal shop meeting requests of any of end users is not possible, thus it is necessary to solve a dual problem - as satisfaction of the greatest possible quantity of consumers to combine with real possibility of satisfaction of their requirements
Close relations of the seller and the consumer Causes of constant monitoring of requirements of end users, allows to keep constantly a hand on pulse real, and frequently and potential requirements, any change of demand directly directly will affect activity finance results
The geographical

Concentration

Buyers

By estimations of agency Nielsen of 40 % of end users daily acquire a foodstuff in the shops possessed no more than in 200м from the own

At home
Primacy of demand Demand of retail dealers bases on demand of ultimate consumers that gives the chance to retail network operators to act in a role of a regulator of a market demand, organising own production, or placing orders at existing factories - manufacturers
Narrowness of the market It is caused by necessity of more complete concentration on own target consumers, the market it is artificial zauzhaetsja, or there is the parallel business focused on other category of end users, as an example commercial network ź7 Continent╗ which was integrated into a network including 3 components can serve: ź5 stars╗ - hypermarkets for "premium" categories of consumers, ź7 Continent╗ - a category of consumers with the income above an average, ź7 steps╗ - a category źshop at the house╗, consumers with an income average level
Transparency

The market

The information is received freely (the half-internal prices, motivational programs), that creates possibility produblirovat all actions of the competitor, in very big degree raises competition
3. A demand duality: end users and jobbing consumers Causes an additional competitiveness to jobbing dealers, retail shops of a format "diskaunter" and źcash&carry╗ successfully compete for the consumer to jobbing dealers, thus offering considerably bolshee quantity of additional services and conveniences
4. Fulfilment of a role of the communication

Link

Consists in:

The operative and regular tax of the market information

Ability to have corresponding effect on the manufacturer

Ability to "train" higher levels of distribution according to the received information also supplies higher speed of reaction to market changes, than at competitors so raises competitiveness.

5. Retail trade owing to practically perfect competitiveness in the market is a basis of market self-regulation Causes at retail dealers or to position own commercial networks as class shops "premium" - for possibility to charge price on production which differs from developed on the market, or to develop źpsychological range╗, the prices on which are kept at level srednerynochnyh, that is artificial forces the consumer to do a conclusion that the given shop realises production under "reasonable prices", thus indemnification of the missed benefit is made at the expense of higher extra charge on

The class goods "premium" which are not elastic under the price
6. Absence of own production,

Possibility

Output źwithout factory╗

Gives additional possibilities for improvement of own competitive item by creation of own trade marks on a product - the leader of sales in the given network, thus the production volume is accurately certain by a sales volume in the given network that allows to avoid occurrence of excessive expenses for warehouse logistics and preparation for realisation, there is a mutually advantageous tandem - the manufacturer - the seller where each receives own benefit

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A source: Batsanina Irina Aleksandrovna. Improving the competitiveness of enterprises on the basis of improving the organization of distribution logistics. Thesis for the degree of candidate of economic sciences. Moscow - 2005. 2005

More on topic the Appendix 6. Features of sphere of retail trade and their influence nja a competitiveness in branches and competitiveness of retail businesses.:

  1. 3.1 Features of construction and functioning of marketing logistics of retail trade enterprises as tool of increase of competitiveness
  2. 3.1 Features of construction and functioning of marketing logistics of retail trade enterprises as tool of increase of competitiveness
  3. 2. A substantiation of directions and methods of increase of competitiveness of retail trade enterprises on the basis of approaches to competitiveness as element of functioning of marketing logistics
  4. a substantiation of directions and methods of increase of competitiveness of retail trade enterprises on the basis of approaches to competitiveness as element of functioning of marketing logistics
  5. the Appendix 10. An estimated scale of elements of competitiveness of retail trade enterprise.
  6. Hierarchical structure of rates of competitiveness of the enterprises of retail trade
  7. 2.3 Management of competitiveness of retail trade enterprises
  8. Management of competitiveness of retail trade enterprises
  9. 1. An estimation of competitiveness of retail trade enterprise.
  10. Concept of competitiveness of the enterprises of retail trade and definition of making elements
  11. 2.1 Concepts of competitiveness of the enterprises of retail trade and definition of making elements
  12. 2.2 Researches of existing evaluation procedures of competitiveness of the enterprises and working out of a complex technique of increase and an estimation of competitiveness for trade enterprises
  13. Research of existing methods of valuation of competitiveness of the enterprises and working out of a complex technique of increase and an estimation of competitiveness for trade enterprises
  14. the Appendix 15 Simplified model of planning within the limits of the retail trade enterprise
  15. Specificity of management competition in retail trade
  16. II. FORMATION And FEATURES of the MODERN CONTROL SYSTEM of QUALITY of SERVICES In RETAIL TRADE
  17. 1.1 Place of retail trade in system of economic mutual relations
  18. 1.1 Place of retail trade in system of economic mutual relations