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Factors Affecting Retail Strategy Development and Implementation
DC Field | Value | Language |
---|---|---|
dc.contributor.author | 朴命鎬 | - |
dc.date.accessioned | 2010-02-11T03:37:01Z | - |
dc.date.available | 2010-02-11T03:37:01Z | - |
dc.date.issued | 1994-06 | - |
dc.identifier.citation | 경영논집, Vol.28 No.1/2, pp. 204-224 | - |
dc.identifier.issn | 1229-0491 | - |
dc.identifier.uri | https://hdl.handle.net/10371/54487 | - |
dc.description | 1994-06 | - |
dc.description.abstract | Retailers are accustomed to planning for the short term because of their historical
merchandising orientation (Cornwall, 1984). As a result, they have been less likely to pursue the tenets of formal competitive strategy development and implementation than other sectors of the economy (Park and Mason, 1988). However, in markets now characterized by maturity, overcapacity, intense price competition and an essential sameness among stores, new ways of thinking about the future are required and are emerging (Wortzel, 1987). Only a limited number of studies have empirically explored the issue of retail strategy development. Burt(l978) found that high quality planning is significantly associated with a high level of performance and the absolute rate of return on invested capital. | - |
dc.language.iso | ko | - |
dc.publisher | 서울대학교 경영대학 경영연구소 | - |
dc.subject | 204-224 | - |
dc.title | Factors Affecting Retail Strategy Development and Implementation | - |
dc.type | SNU Journal | - |
dc.contributor.AlternativeAuthor | 박명호 | - |
dc.citation.journaltitle | 경영논집 | - |
dc.citation.endpage | 224 | - |
dc.citation.number | 1/2 | - |
dc.citation.pages | 204-224 | - |
dc.citation.startpage | 204 | - |
dc.citation.volume | 28 | - |
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