Retail Store Operations

Retail operations are those activities that support the buying,selling,promotion and control functions of a retail business. Retail operations include stock management, maintenance,sales policies, customer service and general management of the shop. Plans and strategies

Tasks need to be performed

Store administration

Determining business hours Security of store premises

Implementation of health and safety norms

Staffing and scheduling Maintaining store premises

Store Atmosphere
Positive ambience

Shelves

Smell

Eatables

Unnecessary dumpings

Cash handling
Speedy clearance Tracking daily cash flow Application of computerized point of sale system,electronic cash management system

Five-finger discount

$35 million/d ay

TRIAL

BLACKOUT

CCTV/RFI D

EXPENSIVE PRODUCTS

Treat as assets Assistance Feedback Oversell

Refund and Returns

Refund policy Never be rude

Exchange timing

Visual Merchandising

Frequency
Lighting

Location
Interior designing

Inventory and Stock management

Out of stock
Warehouse Display

Information technology

Operators of retail store

Store manager Assistant store manager Floor manager

Department manager and supervisors

Admin managers Receiving mangers Inventory managers Customer service managers

Retail Logistics
Logistics is the total process of planning, implementing, and coordinating the physical movement of merchandise from manufacturer (wholesaler) to retailer to customer in the most timely, effective, and cost-efficient manner possible.

oProcurement oMovement oStorage

oMaterials oParts oFinished goods

Retail logistics transformation

Increased control over secondary distribution Restructured logistical systems Adoption of Quick Response (QR) Rationalization of primary distribution (factory to warehouse) Increased return flow of packaged material and handling equipment for recycling/reuse Introduction of Supply Chain Management (SCM) and Efficient Consumer Response (ECR)

Increased control over secondary distribution

Retailers have increased their control

over secondary distribution (warehouse to

shop) by channelling of their centres an increasing through In some proportion distribution supplies (DCs).

sectors such as food this process is now virtually complete.

They

depend

heavily

on

information

technology (IT), particularly the large integrated stock replenishment systems that control the movement and storage of an enormous number of separate products.

Restructured logistical systems

Retailers have reduced inventory and generally improved efficiency through development of composite distribution (the distribution of mixed temperature items through the same distribution centre and on the same vehicle) In the case of mixed retail businesses common stock rooms have been developed, where stock is shared across a number of stores, with demand deciding to which store it is allocated.

Adoption of Quick Response (QR)

The aim has been to cut inventory levels and improve the speed of product flow. This has involved reducing order leadtime and moving to a more frequent delivery of smaller consignments both internally (between DC and shop) and externally (between supplier and DC). This has greatly increased both the rate of stock-turn and the amount of product being cross-docked, rather than stored at DCs.

Rationalization of primary distribution (factory to warehouse)

Partly as a result of QR pressures and have partly as a result of

intensifying

competition,
their

retailers
control

extended

upstream of the DC (that is, from the DC to the manufacturer). In an effort to improve the utilization of their logistical assets, many have integrated their secondary and

primary distribution operations and

run them as a single network system. This reduces waste and improves efficiency.

Increased return flow of packaged material and handling equipment for recycling/reuse
Retailers have become much more heavily involved in this reverse logistics operation. This trend has

been reinforced by the introduction of the EU packaging directive. Although

the

United

Kingdom
Germany,

currently
in this

lags
field,

behind

other

European

countries,

particularly

there remain opportunities to develop new forms of reusable container and new reverse logistics systems to manage their circulation.

Introduction of Supply Chain Management (SCM) and Efficient Consumer Response (ECR)
With improved begun to efficiency of their own closely with

logistics operations, many retailers have collaborate suppliers to maximize the efficiency of the retail supply chain as a whole. SCM (and within and this, ECR) provides can a management framework within which retailers suppliers more effectively coordinate their activities. The underpinning technologies for SCM and ECR have been well established in the United Kingdom, so conditions have been ripe for such developments.

International Retailing
When one refers to International Retailing, there are several dimensions of the trade that needs to be considered before attempting to come up with an apt description of the business.

Financial Investment
Area Supply chain Store design

Modes of Market Entry

Non Controlling Interest

Setting up International stores as a part of internal

expansion Merger or Takeover Franchise Model Joint Venture

Typology for international expansion

Global Multinational Transnational

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