简介：Recentyears,theMarketingScienceInstituteconsideredmarketingperformancemeasurement(MPM)apriorityinmarketingresearchandmanagerialpractice.Severalcontributionsonthesametopichavebeenproposedinliterature.Theabilitytomeasurethemarketingperformanceisconsidered,acognitivegapthatdeterminedadecreaseofmarketingrelevancewithinfirmandorganizations.Basedonrelevantliteratureonretailingandanexplorativecasestudy,itwillbeproposedaconceptualandpragmaticmodeltoinvestigateMPMforaconsumergoodsretailer.Themodelisaimedtoidentifyantecedentsof“shareofpurchase”,“shareofwallet”,and“shareofvisit”.AnearlytestofthemodelhasbeencarriedoutonthreeItalianleadingchains:Superò,amasterfranchiseeofSMASpa(ownedof27smallsupermarketsundercontroloftheFrenchAuchanGroup),Decò-Multicedi(theGroupisamulti-channelcompanybasedonnetworkoffiveAdHoccash&carrycenters,253DecòoutletsandthreeAyokapetshops)locatedinCampaniaRegion.“U2”(theoutletslabelofUnesSpa,FiniperGroup,operatingmostlyinnorthernItaly,withachainofmorethan190directandfranchisesupermarkets).

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简介：ThispaperaddressesthesupplychainengineeringanditsapplicationinChina’sretailingindustry.Basedontheapproachesofsystemsengineering,weproposetheconceptofsupplychainengineering,whichappliestheideaofsupplychainmanagementtotheengineeringpracticesthroughtheadvancedinformationandmanagementtechnology,tointegratethesupplychainsystemandoptimizeitsoperations.WethenillustratetheapplicationofthesupplychainengineeringinChina’sretailingindustry.Insuchpractices,wedevelopedthevirtualretailingenterprisemodeandtheFROM-SCMsystem,anddesignedthesalesassistantetc.SuchtheoryandpracticesaresuccessfullyappliedinMeiyijia,whichhastransformedMeiyijiafromatraditionalretailertoamodernserviceenterprise,andtheprofitsareresultedfromtheservicefeesratherthanthetraditionalsurplusbetweenbuyingandsellingprices.NowMeiyijiahasbuiltanecosystemwiththeretailerinthecore,theheadquarterastheserviceplatform.ThesuccessofMeiyijiainrecentyearsshowstheeffectivenessofthesupplychainengineering.

简介：Nowadayslow-carbondevelopmenthasbecomeahotissueofthewholeworld.Thisarticlefirstintroducesthebackgroundoflow-carboneconomy,andthenexplainstheimportanceofretailingcompaniesinsocialeconomyandthereasonswhytheyshouldoperateinlow-carbonmode.Morespecifically,low-carbonoperationcannotonlyimprovethecompetitivenessofaretailingcompanybyreducingoperationcostandformattinggoodcorporateimage,butalsobenefitthewholesocietybyreducingenvironmentpollutionandpromotinglow-carbonconsumptionandproduction.Onlybyadoptinglow-carbonoperationpatterncanretailingcompaniesconfrontthefierceinternationalcompetition.Toillustratetheabovepointofview,severalcasesoffamouswesternretailingcompanieswillbeanalyzedinthisessay.Tesco,Wal-MartandCarrefourarealltypicalexamplesinlow-carbonoperationbecausetheyallhavegreatgreenandsustainabilityinitiatives.Basedontheadvancedexperiencesoftheabove-mentionedcompanies,thisessaydiscussesthelow-carbonoperationways,puttingforwardsomevaluablesuggestionsonthisproblem.Fromatechnicalperspective,retailingcompaniesshouldadoptadvancedtechnologiesrelatingtolow-carbonoperation.Ontheotherhand,managementlevelofretailingcompaniesshouldbeenhancedtoensuretheapplicationeffectoflow-carbontechnologies.Retailingcompaniesshouldimprovetheabilityofinternalmanagementtoexcavatetheinternalpotentialandbuildgreensupplychaintocorporatewithstrategicpartners.Finally,thisarticlegivestheconclusionofthewholeanalysis.