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Palgrave Macmillan

Managing Retail Productivity and Profitability

  • Book
  • © 1996

Overview

Authors:
  1. David Walters
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    You can also search for this author in PubMed   Google Scholar

  2. Dominic Laffy
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Table of contents (12 chapters)

  1. Front Matter

    Pages i-xx
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  2. Exploring Concepts and Models in Productivity and Profitability

    1. Front Matter

      Pages 1-1
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    2. Developments in Retailing and Retail Management

      • David Walters, Dominic Laffy
      Pages 3-40

    3. Productivity, Profitability and Performance: Introduction to Issues for Cash Flow and Productivity

      • David Walters, Dominic Laffy
      Pages 41-78

    4. Profitability and Productivity: Decision Areas

      • David Walters, Dominic Laffy
      Pages 79-100

    5. Managing the Margin Spread

      • David Walters, Dominic Laffy
      Pages 101-119

    6. Managing the Asset Base

      • David Walters, Dominic Laffy
      Pages 120-133

    7. Modelling Performance Options

      • David Walters, Dominic Laffy
      Pages 134-160

    8. Productivity and Profitability: Planning and Control

      • David Walters, Dominic Laffy
      Pages 161-174

  3. Productivity and Profitability, Planning and Control: Decisions and Information

    1. Front Matter

      Pages 175-175
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    2. Productivity and Profitability Decisions and Information Requirements

      • David Walters, Dominic Laffy
      Pages 177-197

    3. Productivity and Profitability Planning and Control: Decision Types

      • David Walters, Dominic Laffy
      Pages 198-240

  4. Applying the Productivity/Profitability Model: Three Case Studies

    1. Front Matter

      Pages 241-242
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    2. Doleys Plc

      • David Walters, Dominic Laffy
      Pages 243-258

    3. Kookaburra Holdings Plc

      • David Walters, Dominic Laffy
      Pages 259-269

    4. Floorwise Plc

      • David Walters, Dominic Laffy
      Pages 270-280

  5. Back Matter

    Pages 281-290
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Keywords

About this book

Managing productivity and profitability in retailing has taken on a particular role since the onset of the recession of the late 1980s. Productivity can be improved simply by rationalising low performing stores, merchandise ranges and by reducing the number of suppliers and employees. However, this is not necessarily a long term solution. The purpose of this text is to propose a means by which a more proactive approach may be taken to improving both productivity and profitability. The book develops a model based upon management ratios typically used in retailing businesses for planning and control purposes. The model encourages the use of existing performance data to evaluate overall company productivity and profitability together with performance characteristics of individual functions. An additional feature of the approach is the facility to explore the impact of changes to the retail offer suggested by customer research responses. To facilitate the use of the concepts and the model used, a disk is also available, containing the application of the model to a number of the case studies and a facility for the user to input their own data.

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