Mkt312-Final-Set3

Front 1

manufacturer/national brand
-disad/adva

Back 1

designed, produced, and marketed by a vendor and sold by many retailers
-advantages:more desired by customers, resell excessive merchandise, dont need skills and people to promote
-disadvantages: lower margins, vulnerable to competitive pressures

Front 2

private-label brand/store brand
-dsiad./adva

Back 2

developed by retailer and only sold in retailer's outles
-advantages:unique merchandise not available at competitive outlets, difficult for customers to compare price w/ competitiors, higher margins
-disadvantages:need to develop expertise in developing and promoting brand, unable to sell excess merchandise, typically less desirable for customers

Front 3

licensed brand

Back 3

developed by licensee and right sold to iether manufacturer or retailer (university apparel)

Front 4

bargain branding

Back 4

no-frills product at a discoutn price

Front 5

copycat branding

Back 5

imitates the manufacturer brand in appearancea and trade dress

Front 6

premium branding

Back 6

private label at a comparable manufacturer-brand quality

Front 7

parallel branding

Back 7

private labels that closely imitate the trade dress and product attirutes of leading manufacturer brands but adds an "invitation to compare" on the product

Front 8

domestic sourcing

Back 8

-higher cost of merchandise
-shorter lead times-easier to use quick response systems
-easier to cotnrol human rights issues and quality control
-customer prefernces for domestic manufactured products

Front 9

intl sourcing

Back 9

-lower cost
-longer lead times
-more cotnrol problems

Front 10

guidelines ofr face-to-face negotiations

Back 10

-separate people from problem
-insist on objective criteria to evaluate performance
-invent options for mutual gain
-let the other party do the talking
-know how far to go

Front 11

consortium exchange

Back 11

retail exchange that is owned by serveral firms within one industry

Front 12

objectives of communication program

Back 12

longterm:build brand image, create loyalty
short-term:increase traffic, increase sales

Front 13

brands

Back 13

distinguishing name, symbol such as a logo that identifieds the products or services offered by a seller and differentiates those products and services from those offered by competitiors

Front 14

brand names provide value to retailer

Back 14

-attract customers
-build loyalty
-higher prices leading to higher gross margin
-reduced promotional expenses
-facilitiates entry into new mareks

Front 15

brand names provide value to customers

Back 15

-promises consistent quality
-simplifies buying process
-reduces time and effort searchgin for information about merchandise/retailer

Front 16

building a valuable brand

Back 16

-heighten barnd awareness
-develop favorable associations
-consistent reinforcemnt
-create emotional connections
-to create brand equity

Front 17

create brand awareness

Back 17

-memorable name
-repeated exposure
-symbols
-event sponsorship

Front 18

retail communication mix

Back 18

-advertising
-public relations
-sales promotion
-salespeople
-store atmosphere

Front 19

steps to launch a retail communicatio program

Back 19

-set objectives
-detmerine a budget
-allocate the budget
-implement and evaluate the mix

Front 20

aided recall

Back 20

when consumers indicate they know the brand when the name is presneted to them

Front 21

top-fof-mind awareness

Back 21

highest level of awareness, arises when consumers mention a brand name first when they are asked about the type of retailer, a merchandise category , or a type of service

Front 22

margianl analysis

Back 22

based on the economic principle that firms should increase communication expenditures so long as each additional dollar spent generates more than a dollar of additional contribution

Front 23

objective-and-task method

Back 23

detmerines the budget required to undertake specific tasks for accomplishing communication objectives

Front 24

rule-of-thumb method

Back 24

afforadable budgeting method, percentage of sales method (fixed percentage of forecast sales), competitive partiy method(retailer's share of communication expenses equals its share of the market)

Front 25

high-assay principle

Back 25

alloate budget to areas that will yield greatest return

Front 26

costs controlled by store managers

Back 26

-labor
-energy, heating, lighting
-maintenance
-inventory, shrinkage

Front 27

task performance behavior

Back 27

store manager's efforts at plannign, organizing, motivating, evaluating, and coordinating store employees' activities

Front 28

group maintenance bheaviors

Back 28

acitivities store managers undertake to make sure that employees are satisfied and work well toegher

Front 29

autocratic leaders

Back 29

make all decisions on their own and thaen announce them to employees

Front 30

democratic cleaders

Back 30

seek information and opinions from employees and bases decisions on this info

Front 31

transformational leaders

Back 31

get peopel to transcend their personal needs for the sake of the group or organization

Front 32

extrinsic rewards

Back 32

reward provided by either the employee's manager or the firm-such as compensation, promotion, and recognition

Front 33

intrinsic rewards

Back 33

rewards employees get personally from doign their job well

Front 34

a la carte plans

Back 34

give effective emmployes a choice of rewards for good performance

Front 35

drawing account

Back 35

receive weekly check based on estimated annual income

Front 36

trade ooff in store design

Back 36

ease of locaging merchandise for planned purchases vs. exploration of store, impulse purchases

Front 37

grid layout

Back 37

long gondolas in repetitive pattern
-easy to locate merchandise
-doesn't encourage customers to explore store
-allows more merchandise to be displayed
-cost efficient
-GROCERY STORES

Front 38

racetrack layout

Back 38

-loop with a major aisle that has access to deparments and store's multiple entrances
-draws customers around the store
-provides different site lines and encourages exploration, impulse buying
-used in dept. stores

Front 39

free-form (Boutique) layout

Back 39

-fixtures and aisles arranged asymmetrically
-plesant relaxing ambiance doesn't come cheap-small store experience
-inefficient use of space
-more susceptilbe to shoplifting-salespeopel can not veiw adjacent spaces

Front 40

display areas

Back 40

-end caps
-promotionaisle
-freestandign fixtures
-pos areas
-walls

Front 41

designing a webpage

Back 41

-simplicity matters
-getting around
-prioritize
-design layout based on what you want to accomplish
-follow the standards of the industry leaders

Front 42

store design should be

Back 42

-consistent with image and startegy
-positively influence consumer behavior
-consider costs versus value
-should be flexible
-reconigze needs of the disabled

Front 43

butt-brush effect

Back 43

shoppers dont like to shop when their personal space is invaded

Front 44

allow a transition zone

Back 44

allow some space b/t the entrance of a store and a product gives it more time in the shopper's eye as he or she approaches it

Front 45

planogram

Back 45

diagram created from photographs, computer output, etc. show where every SKU should be.

Front 46

idea-oriented presentation

Back 46

method of presenting merchandise based on a psecific idea or the image of the store

Front 47

vertical merchandising

Back 47

presented vertically using walls and high gondolas (

Front 48

tonnage merchandising

Back 48

display technique in whcih large quantities of merchandise are displyaed

Front 49

frontal presentation

Back 49

method of dispallying merchandise in which the retailer exposes as much of the product as possible to catch the customer's eye

Front 50

perceived service cues

Back 50

-reliability
-tangibility
-empathy
-responsiveness
-assurance

Front 51

knowledge gap

Back 51

knowing what the customer wants
-close by customer research, more interactions b/t managers and customers, better communications b/t managers and service providers

Front 52

standards gap

Back 52

setting service goals
-close:high quality service commitment, define the role of service providers, innovative solutions, set service goals, measure service performance

Front 53

delivery gap

Back 53

meeting and exceedign service goals
-close: information and training, instrument and emotional support, internal communications, reduce conflicts, empower employees, providing incentives

Front 54

communications gap

Back 54

communicating the servic epromise
-close:realistic commitments, managing customer expectations

Front 55

service recovery

Back 55

-listen to customer
-provide fair solution
-resolve problem quickly

Front 56

instrumental support

Back 56

appropriate systems and equipment to deliver the service desire by customers

Front 57

emotinoal support

Back 57

invovles demonstrating a concern for the well-being of others

Front 58

distributive fairness

Back 58

customer's perception of the benefits received compared to their costs (inconvenienc eor loss)

Front 59

procedural fairness

Back 59

perceived fairness of the process used to resolve complaints