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Learning Resource Centre Monthly Bulletin |
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Learning Resource Centre Monthly Bulletin |
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| New Books |
RT 399 Beyond Piggly Wiggly : Inventing the American Self By Lisa C. Tolbert | RT 400 Tame Your Tiger : How to Stop Your Product Busines By Catherine Erdly | RT 401 Resurrecting Retail : The Future of Business in a By Doug Stephens |
| Click Here to learn about the Recent Books added to our collection on different topics of Management. |
| Articles |
| Adapting Business Models in the Age of Omnichannel Transformation: Evidence from the Small Retail Businesses in Australia. By Baldivia, Michael Journal of Theoretical & Applied Electronic Commerce Research. Mar2025, Vol. 20 Issue 1, p1. 26p. Abstract :Due to the advent of digitalization, the retail business has seen major changes in recent decades, including e-commerce and multichannel retailing. Customers have witnessed the development of new and digitized channels, as well as solutions such as digital marketplaces, social media touchpoints, and augmented reality applications. During the COVID-19 pandemic, as most of the physical brick-and-mortar retailers were forced to close, more consumers turned to digital channels such as apps, websites, social media platforms, etc. Small retail businesses, which account for a sizable share of the retail industry, have also faced challenge of seamless retailing in the era of digitization. This concept of seamless retailing is called omnichannel retailing, and it aims to integrate all the retail channels and touchpoints. The goal for small retailers is to make the transformation to omnichannel. The purpose of this study is to investigate how small retail businesses are changing their business models in the age of omnichannel transformation. Through a qualitative study of small retailers, this research provides empirical insights on business model changes and adaptive skills. The findings show that small businesses can implement complex changes in their business models through adaptive behaviors. This study also identifies areas in their business models and adaptive capabilities that require additional consideration and improvement to support the ongoing omnichannel transformation. | |||
| Fulfillment flexibility strategy for dual-channel retail networks. By Zhong, Yuanguang IISE Transactions. Jan2025, Vol. 57 Issue 1, p104-117. 14p. Abstract :Flexibility design has been widely adopted in practice as a competitive strategy to respond effectively to uncertainties. In this article, we analyze the fulfillment flexibility for dual-channel retail networks, in which the firms should fulfill both online demands from retailing platforms and in-store offline demands. In particular, by setting the order of fulfillment, we find that a dual-channel retail network can be equivalently transformed to an online retail network with stochastic inventory and demand. By implementing copositive programming, we obtain an asymptotic robust lower bound for the ratio of expected sales to fully flexible expected sales under a K-chain design. This bound only depends on the partial moment information and support set of demands, rather than the complete demand distribution information. Interestingly, we derive the optimality of a K-chain in symmetric balanced networks and the performance of the K-chain under different distributions is robust. In addition, numerical experiments are conducted to further deliver some insights for practitioners. The uncertainties of in-store demand or inventory will reduce the expected sales while both fulfillment flexibility and safety inventory can be used to enhance the performance of a retail system. Finally, we find that the correlation coefficient between in-store demand and online demand will affect the decision-making significantly. | |||
| How Retailers Change Ordering Strategies When Suppliers Go Direct. By Van Crombrugge Journal of Marketing. Mar2025, Vol. 89 Issue 2, p141-162. 22p. Abstract :This study empirically investigates whether and to what extent suppliers` decisions to start selling directly to end consumers provoke reactions in the ordering strategy of downstream channel partners, such as independent multibrand retailers. Using a multimethod approach that combines transactional data, survey data, and a scenario-based experiment, the authors demonstrate that retailers tend to exit these relationships after a direct channel introduction, as exhibited by their strategic decisions to order fewer distinct stockkeeping units (SKUs), accompanied by higher wholesale prices per unit. On average, retailers decrease the number of distinct SKUs ordered by 15 (or 18.75%) and pay a higher average wholesale price by €.79 (or 20.84%). Yet the responses also differ across retailers, reflecting moderating impacts of retailer power, expertise, and relationship quality. Retailer power emerges as a robust moderating factor, with more powerful retailers indicating a lower propensity to exit the relationship. Expertise and relationship quality have more nuanced influences on retailers` ordering strategies. The multimethod approach serves to reveal the underlying mechanisms of these moderating effects, such that both rational (coercive power and switching costs) and emotional (conflict and confidence) considerations are in play. | |||
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| News |
| Marico Q4 results: Cons PAT jumps 8% YoY to Rs 343 crore, revenue up 20% By Economic Times; May 2, 2025 |
| Ashish Dikshit appointed as MD of Aditya Birla Lifestyle Brands By Economic Times; May 2, 2024 |
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