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59 Cards in this Set

  • Front
  • Back
manufacturer/national brand
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
private-label brand/store brand
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
licensed brand
developed by licensee and right sold to iether manufacturer or retailer (university apparel)
bargain branding
no-frills product at a discoutn price
copycat branding
imitates the manufacturer brand in appearancea and trade dress
premium branding
private label at a comparable manufacturer-brand quality
parallel branding
private labels that closely imitate the trade dress and product attirutes of leading manufacturer brands but adds an "invitation to compare" on the product
domestic sourcing
-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
intl sourcing
-lower cost
-longer lead times
-more cotnrol problems
guidelines ofr face-to-face negotiations
-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
consortium exchange
retail exchange that is owned by serveral firms within one industry
objectives of communication program
longterm:build brand image, create loyalty
short-term:increase traffic, increase sales
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
brand names provide value to retailer
-attract customers
-build loyalty
-higher prices leading to higher gross margin
-reduced promotional expenses
-facilitiates entry into new mareks
brand names provide value to customers
-promises consistent quality
-simplifies buying process
-reduces time and effort searchgin for information about merchandise/retailer
building a valuable brand
-heighten barnd awareness
-develop favorable associations
-consistent reinforcemnt
-create emotional connections
-to create brand equity
create brand awareness
-memorable name
-repeated exposure
-event sponsorship
retail communication mix
-public relations
-sales promotion
-store atmosphere
steps to launch a retail communicatio program
-set objectives
-detmerine a budget
-allocate the budget
-implement and evaluate the mix
aided recall
when consumers indicate they know the brand when the name is presneted to them
top-fof-mind awareness
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
margianl analysis
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
objective-and-task method
detmerines the budget required to undertake specific tasks for accomplishing communication objectives
rule-of-thumb method
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)
high-assay principle
alloate budget to areas that will yield greatest return
costs controlled by store managers
-energy, heating, lighting
-inventory, shrinkage
task performance behavior
store manager's efforts at plannign, organizing, motivating, evaluating, and coordinating store employees' activities
group maintenance bheaviors
acitivities store managers undertake to make sure that employees are satisfied and work well toegher
autocratic leaders
make all decisions on their own and thaen announce them to employees
democratic cleaders
seek information and opinions from employees and bases decisions on this info
transformational leaders
get peopel to transcend their personal needs for the sake of the group or organization
extrinsic rewards
reward provided by either the employee's manager or the firm-such as compensation, promotion, and recognition
intrinsic rewards
rewards employees get personally from doign their job well
a la carte plans
give effective emmployes a choice of rewards for good performance
drawing account
receive weekly check based on estimated annual income
trade ooff in store design
ease of locaging merchandise for planned purchases vs. exploration of store, impulse purchases
grid layout
long gondolas in repetitive pattern
-easy to locate merchandise
-doesn't encourage customers to explore store
-allows more merchandise to be displayed
-cost efficient
racetrack layout
-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
free-form (Boutique) layout
-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
display areas
-end caps
-freestandign fixtures
-pos areas
designing a webpage
-simplicity matters
-getting around
-design layout based on what you want to accomplish
-follow the standards of the industry leaders
store design should be
-consistent with image and startegy
-positively influence consumer behavior
-consider costs versus value
-should be flexible
-reconigze needs of the disabled
butt-brush effect
shoppers dont like to shop when their personal space is invaded
allow a transition zone
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
diagram created from photographs, computer output, etc. show where every SKU should be.
idea-oriented presentation
method of presenting merchandise based on a psecific idea or the image of the store
vertical merchandising
presented vertically using walls and high gondolas (
tonnage merchandising
display technique in whcih large quantities of merchandise are displyaed
frontal presentation
method of dispallying merchandise in which the retailer exposes as much of the product as possible to catch the customer's eye
perceived service cues
knowledge gap
knowing what the customer wants
-close by customer research, more interactions b/t managers and customers, better communications b/t managers and service providers
standards gap
setting service goals
-close:high quality service commitment, define the role of service providers, innovative solutions, set service goals, measure service performance
delivery gap
meeting and exceedign service goals
-close: information and training, instrument and emotional support, internal communications, reduce conflicts, empower employees, providing incentives
communications gap
communicating the servic epromise
-close:realistic commitments, managing customer expectations
service recovery
-listen to customer
-provide fair solution
-resolve problem quickly
instrumental support
appropriate systems and equipment to deliver the service desire by customers
emotinoal support
invovles demonstrating a concern for the well-being of others
distributive fairness
customer's perception of the benefits received compared to their costs (inconvenienc eor loss)
procedural fairness
perceived fairness of the process used to resolve complaints