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An analysis of the strength, weaknesses, opportunities and threats (S.W.O.T) gives a retailer perspective about the market and their own business allowing them to capitalize on the conditions. Once the (SWOT) is evaluated, the retailer sales strategy will account for both controllable and uncontrollable variables. Examples of controllable variable are: location, retail pricing of products and advertising. Examples of uncontrollable variables are: advances in technology, competition, and economic conditions. Succe... ... middle of paper ... ...omotion.
Dennis, C., Fenech, T. and Merrilees, B. (2004): “e-Retailing”, Routledge, Taylor and Francis Group, London. 7. Doolin, B., Dillon, S., Thompson, F. and Corner, J.L. (2005): “Perceived risk, the internet shopping experience and online purchasing behaviour: A New Zealand perspective”, Journal of Global Information Management”, vol 13(2), ABI/INFORM Global, Pp.
American Economic Review, 99(2), 1-21. doi:10.1257/aer.99.2.1 Delener, N., Ventilato J. M. (2008). Immigration and the U.S. economy: A strategic perspective. Proceedings Of The Northeast Business & Economics Association, 155-159. Retrieved from EBSCOhost. Griswold, D. T. (2012).
Integrating adaptation and standardisation in international marketing , the AdaptStand modelling process. Journal of Marketing Management, 19(3/4), pp. 283-305. Vrontis , D., Thrassou, A. & Lamprianou, I., 2009. International marketing adaptation versus standardisation of multinational companies.
Customer Service in retail store TOPIC –1 CUSTOMER EXPECTATION AND PERCEPTION IN ORGANISED RETAIL SECTOR.Name of the author – Dharmesh Motwani.Year - 2012 – 13, Volume – 2.ISSN 2277-1166.Page – 145. Observation – In this competitive world, retailers needs to ensure that quality services are delivered to retain the customers and improve the services as per the customer convenience, accordingly strategy must be developed. To attract more customer retail sector must be well organized as there is personal interaction and physical aspects involved that affects customer perception and if customer are happy they are satisfied with services. To sustain in this global economy, retailers have to develop new strategies. Retailers must know to persuade
Introduction As consumers, we are quite familiar with the consumer market and the channels that they operate under. Although the question that needs to be asked is whether business-to-business markets distinguishes itself from the consumer market? Does the approach to consumer markets differ in any way? Business-to-business markets operate under considerably more channels than the consumer market, ultimately the demand of the consumer is crucial if business-to-business markets were to be successful. Products would start out as raw materials and then the process of extraction would begin, there are a number of channels that may need to exist before the consumer could pick the product off the shelf.
Customer Relationship Management Introduction Marketing has evolved substantially with the advent of technology. Technology has not only introduced additional communication channels to marketers but also allow them to collect large amounts of data and analyse it efficiently to improve segmentation, communication within segments and designing products to meet the needs of customers. Technology provides customers with more power since they are now able to easily compare offerings from various organizations and selecting the offer with the highest perceived customer value. In order to remain competitive organizations need to understand their customers better, but Maklan, Knox, and Ryals (2008) argues that it is increasingly difficult to understand customers with traditional marketing methods and that “traditional market research is in danger of being left behind by new practises in sales, marketing and R&D.”(p.221). Customer relationship management (CRM) is one such new practice explained as “an approach based on maintaining positive relationships with customers, increasing customer loyalty, and expanding customer lifetime value” (King & Burgess, 2008,p.421).
Journal of Global Marketing 10(4): 7 - 22. Mayer, K. J. and D. J. Teece (2008). "Unpacking strategic alliances: The structure and purpose of alliance versus supplier relationships." Journal of Economic Behavior & Organization 66(1): 106-127.