Showing papers in "International Journal of Retail & Distribution Management in 1974"
TL;DR: Bejam as discussed by the authors is one of the companies responsible for this kitchen revolution and developed the idea of a new type of "shop" -the home freezer centre which would not only sell frozen food but the freezer to go with it.
Abstract: This is the story of an unusual company The UK has traditionally been backward, in comparison with other European countries, in its ownership of home freezers But the last couple of years have seen a significant upsurge in ownership figures from 78% of families in 1972 to an estimated 10% at the end of 1973 This last figures represents nearly two million homes Bejam is one of the companies responsible for this kitchen revolution Emerging from the obscurity of a single warehouse in North London some five or six years ago, they developed the idea of a new type of ‘shop’ — the home freezer centre which would not only sell frozen food but the freezer to go with it They now have 72 centres, a newly‐completed 2½m cu ft coldstore at Milton Keynes — and the average freezer owner spends £15 to £20 every time she visits a Bejam store Laurence Don told the story of this enterprising company at a recent conference organised by Capel‐Cure Carden
11 citations
TL;DR: Kirchner et al. as discussed by the authors found that the greatest contraction occurred amongst co-operative shops, and that not only the number of independents has declined, but also of multiple outlets, though naturally this is offset by a concentration of trade in larger multiple stores.
Abstract: That the total number of retail outlets in the UK is declining is not news. But what sort of retailers are disappearing? And in which parts of the country? David Kirby indicates that, surprisingly, not only the number of independents has declined, but also the number of multiple outlets, though naturally this is offset by a concentration of trade in larger multiple stores. The greatest contraction occurred amongst co‐operative shops.
10 citations
TL;DR: In this paper, an approach to channel management which considers all the functions, activities and institutions comprising a distribution channel is presented. But this approach does not consider all influences within a distributive process.
Abstract: Continued inflation at a high rate for some time seems to be inescapable. In this situation management must bring ever closer attention to bear on the issue of cost control, and particularly cost‐benefit analyses of their operations. One activity likely to come under close scrutiny is that of distribution. For some time physical distribution has been subject to rigorous examination in terms of “total” costs and “system/cost benefits”. By expanding the analysis to include channel considerations it is possible to consider all influences within a distributive process. This article therefore seeks to determine an approach to channel management which considers all the functions, activities and institutions comprising a distribution channel.
8 citations
TL;DR: In this paper, the authors considered the overall distribution network including the determination of the number of warehouses and their siting, and they now consider warehouse design and how this design should be matched to the throughput.
Abstract: Warehousing is a waste of time and money. Goods that are in store are idle goods and the longer they stay in storage the more they cost. The less warehousing, then, the better. A few companies have managed to organise a retailing operation without own warehousing by direct scheduling from manufacturer or supplier to the retail outlet. However, for the vast majority a warehouse is necessary in order to provide a buffer between supply and demand, to take advantage of bulk purchasing and to guarantee a service level to the customer on a reasonable number of products. Clearly, a warehouse should be scientifically sited and designed. It is at the hub of a distribution network and as such must be a highly efficient unit if it is not to wreck the entire system. In previous articles (RDM Jan/Feb and May/June 1974), the authors considered the overall distribution network including the determination of the number of warehouses and their siting. They now consider warehouse design and, more particularly, how this design should be matched to the throughput.
6 citations
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TL;DR: In this article, the authors argue that, in current methods of site location, there are significant deficiencies; particularly, an overemphasis on achieving sales maximisation which may not necessarily yield maximum profits.
Abstract: Arguably the largest investment any retail distribution company can make is to open a new location. In a current situation where opening a new superstore can cost in the region of £1–£1½m, it is clearly vital to identify and examine all the factors involved in such a decision. The writer argues that, in current methods of site location, there are significant deficiencies; particularly, an over‐emphasis on achieving sales maximisation which may not necessarily yield maximum profits. The ideal approach is to ‘model’ the entire system and to establish that alternative which offers the optimum design which will maximise profits. A subsequent article will deal with the construction of this basic model.
3 citations
TL;DR: In this article, the authors examined the trends in working and trading hours in EEC countries, and the effect on turnover, and found that trading hours are increasing but working hours are diminishing.
Abstract: The pattern of flexible trading hours, with one or two late‐night openings, is now generally accepted in the UK, as it has been in most EEC countries. But now there is clear evidence from most of these countries of a growing separation between working and trading hours — trading hours are increasing but working hours are diminishing. We also need to look more closely at the effect of extended trading hours; evidence is emerging that Saturday afternoon is losing ground as a crucial sales period, and is being replaced by late‐nights. This article examines the trends in working and trading hours in EEC countries, and the effect on turnover. It has been written by an Italian research worker currently based in Oxford, who has spent the last nine months talking to retail managements and to trade unions on working conditions in large‐scale retailing in EEC countries. He has visited several countries in the course of his research and the project has been funded by the Italian retail group, La Rinascente. A future article will deal with bargaining structures, and wages and earnings.
2 citations
TL;DR: In this article, Gordon Wills adopts the role of devil's advocate and offers sharp criticisms of the typical "marketing man" whose awareness of the distribution function is sadly limited.
Abstract: Not so much a function, more a way of thinking about the business, is one of Gordon Wills' descriptions of PDM. In a characteristically witty and informative talk recently at a seminar organised by the Centre for PDM, he adopted the role of devil's advocate and offered sharp criticisms of the typical ‘marketing man’, whose awareness of the distribution function is sadly limited. “The marketing man must seek information about responses to levels of service”, says Gordon Wills. “He can tell you all about responses to advertising or to prices — but what does he know about service levels?”. And he went on to ask: is 100% service level always justified in terms of the investment and distribution costs it entails? The accounting side of the business also came in for some criticism. In Gordon Wills' view, accountancy is the Achilles Heel of the physical distribution philsophy; accountants have not taken sufficient interest in the costs of distribution. Traditionally they have been more concerned with costs of production and of course more recently with marketing costs. Cost accounting in distribution, in his own phrase, is a nightmare and if any one factor is going to hold back the progress of the physical distribution concept in industry, it is this. Following is a condensed version of the paper Gordon Wills delivered at the seminar.
2 citations
TL;DR: In this paper, the importance of the overall approach, whether for auditing a system here and now or planning for the 1990's, is emphasised, in order to find the most suitable, flexible and cheapest distribution network.
Abstract: Which factors need to be examined in planning the most suitable, flexible and cheapest distribution network? Certain elements can be juggled with in working towards the solution: the type of transport, frequency of delivery, service levels — even the numbers and locations of supply points. In this article, Geoffrey Butcher emphasises the importance of the overall approach, whether for auditing a system here and now or planning for the 1990's. In future articles he will discuss transport and warehouse design.
2 citations
TL;DR: In this article, the second in a series arising from the study of manpower structure carried out by the Institute of Manpower Studies for the DITB, the flow of people both out of and into companies in the industry is considered.
Abstract: Distribution has for years been handicapped by problems of high labour turnover and mobility. In this article, the second in a series arising from the study of manpower structure carried out by the Institute of Manpower Studies for the DITB, the flow of people both out of and into companies in the industry is considered. Sepcifically, information is presented on labour wastage, and sources and levels of recruitment for various occupations in the industry. The background to this study, which was completed in 1973, was originally outlined in this magazine (May 1973), and in our last issue (Sept/Oct), the main features of employment in the industry were examined. Prior to the main results the author looks at the statistics available nationally which in themselves highlight the need for improved information on manpower flows in distribution. A further article in the series will follow shortly.
2 citations
TL;DR: For many retailers, research is something they undertake because they have a vague feeling they ought to do so, rather than because they anticipate any concrete benefits as mentioned in this paper, which is the kind of attitude which prompted large retail organisations, years ago when the magic of electronic data processing first appeared on the horizon, to order expensive computers and then use them for paying wages.
Abstract: For many retailers, research is something they undertake because they have a vague feeling they ought to do so, rather than because they anticipate any concrete benefits. It is the kind of attitude which prompted large retail organisations, years ago when the magic of electronic data processing first appeared on the horizon, to order expensive computers and then use them for paying wages. In this paper Dr Thorpe outlines the ‘external’ areas from which retailers might be expected to benefit from research, such as site selection and logistics of supply, and then of the ‘internal’ areas — merchandising and labour management. This is a summarised version of a paper read at the GDI conference at Zurich.
1 citations
TL;DR: MacLaurin this article states that the large store is the future of the food industry, and argues that the advantages of one massive delivery to a single hypermarket are obvious.
Abstract: “The large store is the future”, states Ian MacLaurin, in a positive affirmation of belief in the superstore. In the hypermarket lies the most practical answer to the problem of reduced costs and lower price. In distribution terms, the advantages of one massive delivery to a single hypermarket are obvious. Apart from the hypermarket, there are other target areas for cost reduction: transport and delivery, packaging, advertising, stock control — even items such as store lighting and administration. In an economic climate where margins are being government‐controlled it becomes not merely desirable but mandatory to examine these areas with the closest possible attention. This is a summary of Ian MacLaurin's paper to the Food Manufacturers' Federation conference at Bournemouth.
TL;DR: In this article, the authors examine the factors that can affect the range of choices and, with particular reference to a practical example, describe a method of determining the costs implied by changing the service level.
Abstract: The problem of what level of service to provide to customers is frequently a source of argument between marketing and distribution personnel This article examines the factors that can affect the range of choices and, with particular reference to a practical example, describes a method of determining the costs implied by changing the service level
TL;DR: In his approach to the performance of retail companies, the financial analyst uses a number of operating ratios such as net profit to sales, return on capital employed, sales per £ of payroll, sales and profits per store, and others as mentioned in this paper.
Abstract: In his approach to the performance of retail companies, the financial analyst uses a number of operating ratios — net profit to sales, return on capital employed, sales per £ of payroll, sales and profits per store, and others. How meaningful are these ratios? And if they give a fair picture of present performance, what indications do they offer for the future? Colin Paterson, speaking at a Capel‐Cure conference, argues that close contact between the analyst and retail management is essential.
TL;DR: In this article, the authors present a summary version of a paper paper delivered to a seminar organised jointly by the Institute of Marketing and the Centre for Physical Distribution Management (CPDM).
Abstract: RHM is one of the principal groups in the food trade who run their distribution on an in‐house basis, and in the view of disinterested observers, it is not only an efficient operation but one which adheres to the “total concept” philosophy of PDM. Bob Beckham's view is that distribution is a customer‐satisfying process in response to a marketing initiative, or a consumer demand, and he warns that it is too easy for the distribution manager to become over preoccupied with the sectional interests of transport costs to the detriment of the overall purpose of the business. This is a summarised version of a paper paper delivered to a seminar organised jointly by the Institute of Marketing and the Centre for Physical Distribution Management.
TL;DR: The view that marketing and buying are inseparable in practice for one provides the base from which the other operates is also supported by the Tesco Managing Director, who argues that marketing is the catalyst which maximises gross profit from turnover.
Abstract: Marketing is the catalyst which maximises gross profit from turnover, and thus marketing and buying are two sides of the same coin. Laurie Leigh, Tesco Managing Director responsible for marketing, buying and distribution takes the view that they are inseparable in practice for one provides the base from which the other operates. But in the past this was not always so.
TL;DR: In this article, Mann examines the situations arising from these two developments and concludes that the public should be consulted during the preparation of town centre development plans; in addition, there are pressure groups who have decided views about the move of retail developments away from traditional shopping locations.
Abstract: Local planning authorities in the UK have developed over the past few years a number of interesting techniques for examining and sometimes measuring the attitudes and opinions of shoppers. There is of course a statutory obligation for local planning authorities to consult the public during the preparation of town centre development plans; in addition there are pressure groups who have decided views about the move of retail developments away from traditional shopping locations. In this paper, the full version of which was given at the recent GDI conference at Zurich, H.R.Mann examines the situations arising from these two developments.