Perakendecilik, mağazacılık ve Türkiye uygulamaları
Başlık çevirisi mevcut değil.
- Tez No: 75243
- Danışmanlar: DOÇ. DR. TUFAN VEHBİ KOÇ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 125
Özet
ÖZET Günümüzde perakendecilik sektörü dünyada oldukça deneyim kazanılmış ve olgunlaşma dönemine girmiş bir sektör olarak tanımalanabilir. İkinci Dünya Savaşı'nın ardından yeniden yapılanma sürecine girilmiş ve yeni yönetim modelleri uygulama çalışmaları yapılmıştır. Temelde; ihtiyaç sahibi tüketicilere, üretim veya tedarikçilerden satınalma süreçleri sonucu elde edilen ürünlerin sunulması olarak özetlenebilecek perakendecilik; talepler arttıkça farklı formatlar ve uzmanlık alanlarına ayrılarak faaliyet göstermeye devam etmiştir. Dünyada sektör içinde büyük rekabet yaşanması, şirketlerin fark yaratmak ve tüketicinin tercihini kazanmak için arayışlar içine girmesine yol açmıştır. Teknoloji ve bilgisayar sistemleri yoğun olarak kullanılmaya başlanmış; böylece hem operasyonel işlemler daha hızlı ve düşük maliyetlerle gerçekleştirilmiş, hem de müşteriler veri ambarlarında izlenerek oluşabilecek talep ve ihtiyaçları tahmin edilmeye çalışılmıştır. Gelecekte globalleşen dünya içinde perakendecilerin sundukları ürünler ve fiyatlar arasında büyük farklar olma olasılığı düşük gözükmektedir; mağazaların yerleşimi, verilen hizmet seçenekleri ve doğru zamanda doğru ürünü müşteriye sunma gibi konularda yapılan çalışmalar avantajlı konuma gelmelerini sağlayacaktır. Önümüzdeki yüzyılda özellikle konfeksiyon mağazaları ve çok bölümlü mağazalarda ürün dışında gerçekleştirilen faaliyetler, teknolojinin de etkin kullanımı ile büyük önem kazanacaktır. Türkiye'de perakendeciliğin hemen hemen tüm formları için gelişme potansiyeli olduğu yapılan araştırmalar sonucu ortaya çıkmaktadır. Yabancı perakendecilerin de pazara girmesi ile gelişme evresine giren sektörde çeşitli firmalar faaliyet göstermektedir. Çok bölümlü mağazacılığın lider firmalarından biri; dünya standartlarım yakalamak, mağaza operasyonel süreçlerini iyileştirmek ve sonuç olarak müşterisine değer sunmak üzere, yabancı bir danışmanlık şirketinin de işbirliği ile mağazalarındaki temel faaliyetlerin iş akışlarım çıkarmış ve hem müşteri hem de personel açısından işlemleri yalınlaştırmak için bir proje başlatmıştır. Bu projede değişiklik gerektiren temel işlemin Paket Fişi ile Satınalma sistemi olduğu ortaya çıkarılmıştır. Bu sisteme alternatif geliştirmek için problemin tanımı, avantaj ve dezavantajları listelenmiştir. Yeni önerilen uygulama seçenekleri, kritik faktörleri ve maliyetleri üzerinde çalışılmıştır. Uygulama başlangıcının yeri ve zamanı belillenerek, pilot sistem için detaylar belirlenmiştir. Uygulamanın işleyişi bir süre kontrol altında tutulup, sonuçlan ortaya çıkarılmıştır. Bu sonuçlardan yararlanılarak, sistemin belirli modifikasyonlar ile diğer mağazalarda da uygulanması karan alınmıştır. Vİİİ
Özet (Çeviri)
SUMMARY RETAILING, STORES AND APPLICATIONS IN TURKEY Many of the companies in today's global world, try to have some studies about offering goods to the end users. To offer products that answer customers' request; between demanded quality and price range and merchandised at suitable places are the basic characteristics of retailing. In the past, customers only went to stores in order to purchase their needs. As time goes by they got aware of their purchasing power and they had started to request special products for themselves and other service alternatives. After retailers understood that they should have the interest of customers in order to be preferred; they used information technology and objected to analyse customers purchasing behaviour. When customer's purchasing behaviour known in detail, then future's requests of that customer could be estimated and the need for implementing a flexible operational system appeared. The leaders of retailing sector, did not only stay at their market; they also had some attends to try their chance in foreign countries. Technology, speed of distribution activities and good relationships between manufacturers and suppliers help these retailers to manage the stores that opened at foreign countries. Stores are the only points in retiling sector that have one to one correspondence with customers. Altough there are some retailers which haveactivities at different formats, companies which should follow up all kinds of development are stores. RETAILING Retailing is an activity of enormous economic significance in every Western European country. In Britain, over two million people are employed in retailing, representing nearly 10 per cent of all employees. A further 1.2 employed in wholesaling activities, which means that the distributive trades account for over 15 per cent of the employed population. Retail sales exceeded 75,000 million Pound by 1987, over 44 per cent of total expenditure by consumers. Retailing is also a very visible form of economic activity, and one that exerts a major influence upon the lives of consumers. In spite of its scale and importance, the retailing industry was not initially at the forefront in embracing the marketing concept. In the 1960s this could be attributed to the fragmented nature of the industry, characterised by a very large number of small organisations. The industry became rapidly more concentrated, and major ixretailers wielded their new-found powerthrough aggressive buying, high-budget advertising campaigns or elaborate store design. The use of marketing weapons, however, does not always indicate that the marketing concept is being applied. It is only in relatively recent years that many retailers have taken an enlightened and integrative view of their marketing activities. The marketing concept may be simply expressed as the identification and satisfaction of consumer needs and wants, at a profit. The application of this concept is not a simple matter; neither is it a problem that can be solved just by appointing a marketing department. It involves the development of a philosophy that must be pervade all sections of the organisation, from chief executive to the most junior member of the store staff. Systems must be established for monitoring consumers' perceptions and motivations and for assessing changes in the marketing environment. Internally, an integrative structure must be developed which delivers a co-ordinated response to these opportunities and challenges, at a suitable rate of return. STORES A store can be defined as a big shop or place which types of the same product and/or different products at each department, are sold. Also at stores products and services have the prices both cash or in term and marketing, production, finance, research&development, human resources, management activities occur. Stores are the last point of marketing activities. Products and services get ready after various steps and they are offered at stores. It can be described as just“ to create a world”. This is a world that effects customers who follow quality, speed and use at all kinds of places, gives chance to know the product, make them feel relaxed, and most of all as today's words“ helps to make them happy”. The first step of this creative effort is, to offer the products and services that are really requested by customers, to have a good variety of items and quality confidence. THE FUTURE OF RETAILING When looking back at where the retailing industry was five years ago, it would have been difficult to accurately predict where it is today. Clearly, whatever shape the future takes, it will be the inevitable result of the forces and trends at work in the industry right now. These trends not only lat the foundation and provide the groundwork industry, they also provide the energy and momentum to propel industry behaviour and performance. Currently there are some identifiable trends in the retail indusrty of the future. Altough department stores can not claim the market share they held in past decades, recent performance statistics clearly indicate thatthey are outperformaing apparel specialty stores on several measures of sales and profit growth. This performance reflects a business substantially restructured and reengineered, made up of several very strong nameplates showing very atractive profit performance. The return of this segment demonstrates that no other area of retail business has the quality and quantity of resources, talent, adaptability and penchant for strategic change.Today, large discount department store outlets generate hundreds of billions of dollars of sales annually. This is a mature of indusrty operating at a very high level of saturation. The indusrty is also dominated by three companies which together control about 80% of the market. The leaders in this industry will continue to pay more attention to each other then to the broader issues of strategic innovation and independent corporate growth. Whether it is through simple organic growth, or through moving to new markets seeking incremental sales, or through acquirng dominant competitors in target markets, it takes no time at all for categories to be killed and for industries to consolidate. The industry is giving rise to stores such as the new Baby Category Killers, Computer Category Killers and Travel Service Catyegoryy Killers. Specialty apparel stores' sales growth rates are well below their department store competitors. This is due to a few factors: Todayîs shopper is more deliberate, demanding and time-pressed. At the same time, markets are saturated with excellent stores, and new space to provide growth in shopping centers is nearly unattainable. The speciality apparel retailershave never faced such strategic challenges and, therefore, appear ill-equipped to be the significant drivers of change in the industry. The retail industry is proving that bigger is, in fact better. Size is being amassed trough combinations and consolidations, mergers and acquisitions, or organic growth. The opprtunity to spread fixed costs and to amortize assets over ever- expanding bases of operation is driving many of the strategic trends in the retailing business today. Retail executives have recently been forced to refocus their attention on their business operations management. This reflects their desire to constantly improve earnings and profitability, even in a slow-growth economy. In particular, retailers have watched their competitors going through a restructuring and reengineering phase which, in many cases, has finally resulted in financial stability and a consistent increase in earnings. Technology is clearly a catalyst of the many advances in the retail industry and is no longer simply an add-on-tool. Indeed, companies are integrating technology into their day-to-day operations. Technology will be essential for improved decision making, and finally as a means to vastly improve customer service as the industry develops effective in-store systems. It is accepted in the industry that progress results from the joint efforts of partners in the supply chain working together for the enhanced benefit of the customer. These efforts can uncover hidden profit opportunities and powerfully impact the customer market. Consumer confidence in the quality and fashion offered by retail stores is stronger than it has ever been. Today, the perception of the retail brand is often stronger and more credible than the manufacturer's brand name. This shift of channel power will XIgreatly affect the market, and will strengthen further as companies' investments in resources and first-rate marketing talent increase. The need to invest and manage for the benefit of the shopper is today very much accepted. Customer service is not only found in the form of well-trained and attentive personal service, but also in the form of well-managed inventory systems and store operations. Customers will continue to demand a high level of customer service from the industry and technology will help maintain that level. These trends will inevitably lead to new challenges and opportunities facing the industry in the next century. The retail industry of the 21st century will be global, personal, electronic and scaled well beyond what we can imagine today. Clearly, the retail industry is about to embark on a new era that will bring unprecedented change and growth. However, the new business opportunities brought on by the latest trends will not necessarily be open to new entrepreneurs. These opportunities will require massive amounts of capital, long-term staying power, and intellectual, managerial and creative talent-all at once, in the same organisation. Only the largest, deepest-resourced, strongest-capitalized and strategically agile retail firms will be able to participate. And, even for them, it will be a chancy endeavor. A LOOK INTO RETAILING'S FUTURE As this millennium winds down and a new one approaches, the retail industry is entering one of the potentially most creative periods in its history. Technologies unimaginable even just a few short years ago are continuing to transform not only operations but organisations as well. In the process, they are starting to recapture some of that retailing magic of yesteryear, once again striving to zero in on what their customers really want and to deliver it as efficiently, yet pleasantly, as possible. Among the top priorities for retailers in each and every segment is the need and desire to better understand their customers -not just what they are buying but to get inside their minds. As a result, a new measurement of retail success is emerging, related to how well a company is succeeded in owning specific customers. Instead of relying primarily upon evaluations based on market share, the emphasis is shifting to quantifying how well the company is doing building customer share - securing and keeping the majority of a customer's business. Moreover, taken to the extreme, by understanding customers' individual needs a retailer is able to buy primarily what it is almost assured will be sold. To accomplish this goal, retailers are relying more and more upon database marketing, concentrating on getting the right customers in their door and then building a continuing relationship. These customer databases are becoming a critical and valuable corporate asset. And they are not exclusively the province of the industry's“big guns”. Rather, once armed with consumer databases of their own, even nipping away at the market share of the industry leaders. XIIAt the same time, many of the industry's biggest players, led indeed by Wal-Mart, are beginning to invest heavily in data warehouses. In these warehouses, more detailed information is not only being collected and analysed but utilised as a key decision enabling tool for merchants and others throughout the organisation. Returns on these investments increasingly will come through more efficient buying better attuned to real consumer behaviour and more efficient marketing. Ways to reward shoppers while they are actually in the store will be developed along with other loyalty building incentives. Some of this development will also take place via the Internet. Already more retailers, including nonstore merchants, are starting to explore the potential of the Internet for targeting individual customers, eliciting customer feedback, cross-selling of various merchandise categories and ongoing relationship building. Still, as important as the role of technology will continue to be, in order to be truly customer- focused, retailers will find that they also have to be more creative in the recruitment and utilisation of human resources. As for the physical retail environment itself, there are further changes ahead. One example is the ability of retailers to present differentiated offers to different customers based on their different past, current and potential value. Not only does this idea no longer seem so far-fetched, but some Web-based merchants are already on the verge of doing exactly that. In the stores themselves, this may translate to providing the most valued customers differentiated service offerings such as special fitting areas, special waiting areas, or even different registers for different customers. Not even the most successful retailer today can be content with maintaining the status quo. all will continue to redefine who they are and what they do, moving away from the current definition of retailing to become truly customer driven distributors. AN APPLICATION FROM TURKEY Although retailing sector in Turkey is very young when it is compared with other sectors, the development phase is very clear and very fast. Rapid economic growth over the last decade, coupled with exposure to western brands and lifestyles, has created an environment intrinsically receptive to the modernisation of a large but fragmented and unsophisticated retail sector. This process has gathered pace in the 1990s and with the arrival of Metro and the hypermarket giants, Carrefour and Promodes, seems set to accelerate during the remainder of the decade. Department stores offering a very wide range of products including clothing and footwear, household goods, furniture and fundshings, as well as electrical goods, have a strong potential in Turkey. The concept of full-lined department store is very underdeveloped. The success of superstores and hypermarkets point to strength of consumer acceptance, and, indeed, demand for one-stop shopping in a modern, attractive environment. Most of the existing shopping areas do not offer large stores suitable xuifor the introduction of the department store format, for this reason, they will evolve in tandem with new shopping centres, anchoring many of these new developments. Çarşı Stores is one of the leading department stores in Turkey, The company is in the sector as Çarşı name since 1981, and announced about department stores at 1991 with their Maslak store. Now it has seven stores in Turkey mostly in Istanbul. A project with a consultant company had been made on 1997-1998 about improving operational activities in stores. The result of this project was changing all selling procedures of the company made at the stores, and implementing a new format which was designed and developed by a team from the company. XIV
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