Fresh produce markets have existed since ancient times. Pictured, market in Retail markets and shops have a very ancient history, dating back to antiquity. Over the centuries, retail shops were transformed from little more than 'rude booths' to the sophisticated shopping malls that we know today.

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Retailing involves the process of selling or to customers through multiple to earn a profit. Retailers satisfy demand identified through a. Some of the earliest retailers were itinerant. The term 'retailer' is typically applied where a service provider fills the small orders of a large number of individuals, who are end-users, rather than large orders of a small number of, or government clientele. Generally refers to the act of products.

Sometimes this is done to obtain, including necessities such as food and clothing; sometimes it takes place as a activity. Recreational shopping often involves (just looking, not buying) and browsing: it does not always result in a purchase.

Modern retailers typically make a variety of decisions including the type of, the to be served, the optimal assortment,, supporting services and the store's overall market positioning. Once the strategic retail plan is in place, retailers devise the retail mix which includes product, price, place, promotion, personnel and presentation.

In the, an increasing number of retailers are seeking to reach broader markets by selling through multiple channels, including both and. Digital technologies are also changing the way that pay for goods and services. Retailing support services may also include the provision of credit, delivery services, advisory services, stylist services and a range of other supporting services.

Retail shops occur in a diverse range of types and in many different contexts – from in through to large, indoor. May restrict traffic to pedestrians only. Sometimes a shopping street has a partial or full to create a more comfortable shopping environment – protecting customers from various types of weather conditions such as extreme temperatures, winds. Forms of non-shop retailing include online retailing (a type of electronic-commerce used for business-to-consumer ( B2C) transactions) and. Contents • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Etymology [ ] Retail comes from the Old French word tailler, which means 'to cut off, clip, pare, divide' in terms of tailoring (1365).

It was first recorded as a noun with the meaning of a 'sale in small quantities' in 1433 (from the Middle French retail, 'piece cut off, shred, scrap, paring'). As in the French, the word, retail, in both Dutch and German, also refers to the sale of small quantities of items. History [ ] See also:. Phoenician merchants traded across the entire Mediterranean region Retailing in antiquity [ ] Retail markets have existed since ancient times. Archaeological evidence for trade, probably involving barter systems, dates back more than 10,000 years. As civilizations grew, barter was replaced with retail trade involving coinage. Selling and buying is thought to have emerged in Asia Minor (modern Turkey) in around the 7th millennium BCE.

Gharipour points to evidence of primitive shops and trade centres in Sialk Hills in Kashan (6,000 BCE), Catalk Huyuk in modern-day Turkey (7,500–5,700 BCE), Jericho (2,600 BCE) and Susa (4,000 BCE). Open air, public markets were known in ancient Babylonia, Assyria, Phoenicia and Egypt.

These markets typically occupied a place in the. Surrounding the market, skilled artisans, such as metal-workers and leather workers, occupied permanent premises in alleys that led to the open market-place. These artisans may have sold wares directly from their premises, but also prepared goods for sale on market days. In markets operated within the, an open space where, on market days, goods were displayed on mats or temporary stalls.

In, trade took place in the. Rome had two forums; the and. The latter was a vast expanse, comprising multiple buildings with shops on four levels. The Roman forum was arguably the earliest example of a permanent retail shop-front. In antiquity, exchange involved via or and systems were commonplace.

The, noted for their seafaring skills, plied their ships across the Mediterranean, becoming a major trading power by the 9th century BCE. The Phoenicians imported and exported wood, textiles, glass and produce such as wine, oil, dried fruit and nuts. Their trading skills necessitated a network of colonies along the Mediterranean coast, stretching from modern day Crete through to Tangiers and onto Sardinia The Phoenicians not only traded in tangible goods, but were also instrumental in transporting culture.

The Phoenician's extensive trade networks necessitated considerable book-keeping and correspondence. In around 1500 BCE, the Phoenicians developed a consonantal alphabet which was much easier to learn that the complex scripts used in ancient Egypt and Mesopotamia. Phoenician traders and merchants were largely responsible for spreading their alphabet around the region.

Phoenician inscriptions have been found in sites at a number of former Phoenician cities and around the Mediterranean, such as (in present-day ) and in. Grand Bazaar, Istanbul (interior). Established in 1455, it is thought to be the oldest continuously operating covered market In the Graeco-Roman world, the market primarily served the local peasantry.

Local producers, who were generally poor, would sell small surpluses from their individual farming activities, purchase minor farm equipment and also buy a few luxuries for their homes. Major producers such as the great estates were sufficiently attractive for merchants to call directly at their farm-gates, obviating the producers' need to attend local markets. The very wealthy landowners managed their own distribution, which may have involved exporting and importing. The nature of export markets in antiquity is well documented in ancient sources and archaeological case studies.

The Romans preferred to purchase goods from specific places: oysters from Londinium, cinnamon from a specific mountain in Arabia, and these place-based preferences stimulated trade throughout Europe and the middle East. Markets were also important centres of social life. The rise of retailing and marketing in England and Europe has been extensively studied, but less is known about developments elsewhere. Nevertheless, recent research suggests that China exhibited a rich history of early retail systems. From as early as 200 BCE, Chinese packaging and branding was used to signal family, place names and product quality, and the use of government imposed product branding was used between 600 and 900 CE. Eckhart and Bengtsson have argued that during the Song Dynasty (960–1127), Chinese society developed a consumerist culture, where a high level of consumption was attainable for a wide variety of ordinary consumers rather than just the elite. The rise of a led to the commercial investment in carefully managed,, symbolic brands, and sophisticated brand concepts.

Retailing in Medieval Europe [ ]. The Row, Chester, Cheshire, England, c. 1895; a unique medieval shopping arcade In Medieval England and Europe, relatively few permanent shops were to be found; instead customers walked into the tradesman's workshops where they discussed purchasing options directly with tradesmen. In 13th century London, mercers and haberdashers were known to exist and grocers sold 'miscellaneous small wares as well as spices and medicines' but fish and other perishables were sold through markets, costermongers, hucksters, peddlers or other type of itinerant vendor. In the more populous cities, a small number of shops were beginning to emerge by the 13th century. In, a medieval covered shopping arcade represented a major innovation that attracted shoppers from many miles around. Known as ' this medieval shopping arcade is believed to be the first of its kind in Europe.

Fragments of Chester's Medieval Row, which is believed to date to the mid-13th century, can still be found in Cheshire. In the 13th or 14th century, another arcade with several shops was recorded at Drapery Row in Winchester. The emergence of street names such as Drapery Row, Mercer's Lane and in the medieval period suggests that permanent shops were becoming more commonplace. A typical 17th century shop, with customers being served through an opening onto the street Medieval shops had little in common with their modern equivalent.

As late as the 16th century, London's shops were described as little more than 'rude booths' and their owners 'bawled as loudly as the itinerants.' Cox and Dannehl suggest that the shopper's experience was very different. Glazed windows, which were rare during the medieval period, and did not become commonplace until the eighteenth century, meant that shop interiors were dark places. Outside the markets, goods were rarely out on display and the service counter was unknown. Shoppers had relatively few opportunities to inspect the merchandise prior to consumption.

Many stores had openings onto the street from which they served customers. Outside the major cities, most consumable purchases were made through markets or fairs. Markets were held daily in the more populous towns and cities or weekly in the more sparsely populated rural districts.

Markets sold fresh produce; fruit, vegetables, baked goods, meat, poultry, fish and some ready to eat foodstuffs; while fairs operated on a periodic cycle and were almost always associated with a religious festival. Fairs sold non-perishables such as farm tools, homewares, furniture, rugs and ceramics. Market towns dotted the medieval European landscape while itinerant vendors supplied less populated areas or hard-to-reach districts. Peddlers and other itinerant vendors operated alongside other types of retail for centuries. The political philosopher, compared the convenience of markets/fairs to that of the intinerant peddlers: 'The contrivance of fairs and markets was early had recourse to, where consumers and producers might periodically meet, without any intermediate agency; and this plan answers tolerably well for many articles, especially agricultural produce.

But were inconvenient to buyers who have other occupations, and do not live in the immediate vicinity. And the wants of the consumers must either be provided for so long beforehand, or must remain so long unsupplied, that even before the resources of society admitted of the establishment of shops, the supply of these wants fell universally into the hands of itinerant dealers: the pedlar, who might appear once a month, being preferred to the fair, which only returned once or twice a year.' A fish market by Joachim Beuckelaer, c. 1568 Blintiff has investigated the early Medieval networks of market towns across Europe, and suggests that by the 12th century there was an upsurge in the number of market towns and the emergence of merchant circuits as traders bulked up surpluses from smaller regional, different day markets and resold them at the larger centralised market towns. Market-places appear to have emerged independently outside Eruope.

The in is often cited as the world's oldest continuously-operating market; its construction began in 1455. The Spanish conquistadors wrote glowingly of markets in the Americas. In the 15th century the () market of was the largest in all the. English market towns were regulated from a relatively early period. The English monarchs awarded a charter to local Lords to create markets and fairs for a town or village. This charter would grant the lords the right to take tolls and also afford some protection from rival markets. For example, once a chartered market was granted for specific market days, a nearby rival market could not open on the same days.

Across the boroughs of England, a network of chartered markets sprang up between the 12th and 16th centuries, giving consumers reasonable choice in the markets they preferred to patronise. A study on the purchasing habits of the monks and other individuals in medieval England, suggests that consumers of the period were relatively discerning. Purchase decisions were based on purchase criteria such as consumers' perceptions of the range, quality, and price of goods. This informed decisions about where to make their purchases and which markets were superior. Today, traders and showmen jealously guard the reputation of these historic market charters. Braudel and Reynold have made a systematic study of these European market towns between the thirteenth and fifteenth century.

Their investigation shows that in regional districts markets were held once or twice a week while daily markets were common in larger cities. Gradually over time, permanent shops with regular trading days began to supplant the periodic markets, while peddlers filled in the gaps in distribution. The physical market was characterised by transactional exchange and the economy was characterised by local trading. Braudel reports that, in 1600, goods travelled relatively short distances – grain 5–10 miles; cattle 40–70 miles; wool and wollen cloth 20–40 miles.

Following the European age of discovery, goods were imported from afar – calico cloth from India, porcelain, silk and tea from China, spices from India and South-East Asia and tobacco, sugar, rum and coffee from the New World. English essayist,, writing in 1711, described the exotic origin of produce available to English society in the following terms: 'Our Ships are laden with the Harvest of every Climate: Our Tables are stored with Spices, and Oils, and Wines: Our Rooms are filled with Pyramids of China, and adorned with the Workmanship of Japan: Our Morning's Draught comes to us from the remotest Corners of the Earth: We repair our Bodies by the Drugs of America, and repose ourselves under Indian Canopies. My Friend Sir ANDREW calls the Vineyards of France our Gardens; the Spice-Islands our Hot-beds; the Persians our Silk-Weavers, and the Chinese our Potters. Nature indeed furnishes us with the bare Necessaries of Life, but Traffick gives us greater Variety of what is Useful, and at the same time supplies us with every thing that is Convenient and Ornamental.' Luca Clerici has made a detailed study of ’s food market during the sixteenth century. He found that there were many different types of reseller operating out of the markets. For example, in the dairy trade, cheese and butter was sold by the members of two craft guilds (i.e., cheesemongers who were shopkeepers) and that of the so-called ‘resellers’ (hucksters selling a wide range of foodstuffs), and by other sellers who were not enrolled in any guild.

Cheesemongers’ shops were situated at the town hall and were very lucrative. Resellers and direct sellers increased the number of sellers, thus increasing competition, to the benefit of consumers.

Direct sellers, who brought produce from the surrounding countryside, sold their wares through the central market place and priced their goods at considerably lower rates than cheesemongers. The retail service counter was an innovation of the eighteenth century Retailing in the 17th, 18th and 19th centuries [ ] By the 17th century, permanent shops with more regular trading hours were beginning to supplant markets and fairs as the main retail outlet. Provincial shopkeepers were active in almost every English market town. These shopkeepers sold general merchandise, much like a contemporary convenience store or a general store.

For example, William Allen, a mercer in Tamworth who died in 1604, sold spices alongside furs and fabrics. William Stout of Lancaster retailed sugar, tobacco, nails and prunes at both his shop and at the central markets. His autobiography reveals that he spent most of his time preparing products for sale at the central market, which brought an influx of customers into town. As the number of shops grew, they underwent a transformation. The trappings of a modern shop, which had been entirely absent from the sixteenth and early seventeenth century store, gradually made way for store interiors that are more familiar to modern shoppers. Prior to the eighteenth century, the typical retail store had no counter, display cases, chairs, mirrors, changing-rooms, etc. However, the opportunity for the customer to browse merchandise, touch and feel products began to be available, with retail innovations from the late 17th and early 18th centuries.

Josiah Wedgewood was one of the English entrepreneurs who held expansive displays in his private home or in rented premises Outside the major metropolitan cities, few stores could afford to serve one type of clientele exclusively. However, gradually retail shops introduced innovations that would allow them to separate wealthier customers from the 'riff raff.' One technique was to have a window opening out onto the street from which customers could be served.

This allowed the sale of goods to the common people, without encouraging them to come inside. Another solution, that came into vogue from the late sixteenth century was to invite favoured customers into a back-room of the store, where goods were permanently on display. Yet another technique that emerged around the same time was to hold a showcase of goods in the shopkeeper's private home for the benefit of wealthier clients. Samuel Pepys, for example, writing in 1660, describes being invited to the home of a retailer to view a wooden jack.

The eighteenth century English entrepreneurs, and, both staged expansive showcases of their wares in their private residences or in rented halls. Savitt has argued that by the eighteenth century, American merchants, who had been operating as importers and exporters, began to specialise in either wholesale or retail roles. They tended not to specialise in particular types of merchandise, often trading as general merchants, selling a diverse range of product types. These merchants were concentrated in the larger cities. They often provided high levels of credit financing for retail transactions. The original Toad Lane Store, Rochdale, Manchester; one of Britain's earliest co-operative stores While the arcades were the province of the bourgeoisie, a new type of retail venture emerged to serve the needs of the working poor.

Wrote about the rise of the retail store, which he witnessed first-hand in the mid-nineteenth century. Stuart Mill locates these co-operative stores as part of a broader which was prominent in the industrial city of Manchester and in the counties of Yorkshire and Lancashire. He documents one of the early co-operative retail stores in in Manchester, England, 'In 1853, the Store purchased for £745, a warehouse (freehold) on the opposite side of the street, where they keep and retail their stores of flour, butcher's meat, potatoes, and kindred articles.' Stuart Mill also quoted a contemporary commentator who wrote of the benefits of the co-operative store: 'Buyer and seller meet as friends; there is no overreaching on one side, and no suspicion on the other. These crowds of humble working men, who never knew before when they put good food in their mouths, whose every dinner was adulterated, whose shoes let in the water a month too soon, whose waistcoats shone with devil's dust, and whose wives wore calico that would not wash, now buy in the markets like millionaires, and as far as pureness of food goes, live like lords.'

Retailing in the modern era [ ]. Department stores, such as of France, appeared from the mid nineteenth century The modern era of retailing is defined as the period from the industrial revolution to the 21st century.

In major cities, the emerged in the mid to late 19th century, and permanently reshaped shopping habits, and redefined concepts of service and luxury. The term, 'department store' originated in America. In 19th century England, these stores were known as emporia or warehouse shops. A number of major department stores opened across the USA, Britain and Europe from the mid nineteenth century including; Harrod's of London in 1834; Kendall's in Manchester in 1836; of London in 1909; Macy's of New York in 1858; in 1861; in 1867; in 1902; of France in 1852 and of France in 1905. Other twentieth century innovations in retailing included chain stores,, (pyramid selling or network marketing, c.

1930s) and (cyber-peddling). Many of the early department stores were more than just a retail emporium; rather they were venues where shoppers could spend their leisure time and be entertained. Some department stores offered reading rooms, art galleries and concerts. Most department stores had tea-rooms or dining rooms and offered treatment areas where ladies could indulge in a manicure.

The fashion show, which originated in the US in around 1907, became a staple feature event for many department stores and celebrity appearances were also used to great effect. Themed events featured wares from foreign shores, exposing shoppers to the exotic cultures of the Orient and Middle-East. In 1963, opened the first hypermarket in St Genevieve-de-Bois, near Paris, During this period, retailers worked to develop modern retail marketing practices. Pioneering merchants who contributed to modern retail marketing and management methods include:,,,,,,,,, brothers and William Filene and.

For example, Edward Filene, a proponent of the scientific approach to retail management, developed the concept of Automatic bargain Basement. Although Filene's Basement was not the first ‘bargain basement’ in the U.S., the principles of ‘automatic mark-downs’ generated excitement and proved very profitable.

Under Filene's plan, merchandise had to be sold within 30 days or it was marked down; after a further 12 days, the merchandise was further reduced by 25% and if still unsold after another 18 days, a further markdown of 25% was applied. If the merchandise remained unsold after two months, it was given to charity. Filene was a pioneer in employee relations. He instituted a profit sharing program, a minimum wage for women, a 40-hour work week, health clinics and paid vacations. He also played an important role in encouraging the Filene Cooperative Association, 'perhaps the earliest American company union'.

Through this channel he engaged constructively with his employees in collective bargaining and arbitration processes. Montgomery Ward is credited with developing catalog sales and mail-order systems. His first catalog which was issued in August 1872 consisted of an 8 in × 12 in (20 cm × 30 cm) single-sheet price list, listing 163 items for sale with ordering instructions for which Ward had written the copy. He also devised the catch-phrase 'satisfaction guaranteed or your money back' which was implemented in 1875. Shopping mall in Warsaw, Poland Throughout the twentieth century, a trend towards larger store footprints became discernible.

The average size of a U.S. Supermarket grew from 31,000 square feet in 1991 to 44,000 square feet in 2000. In 1963, Carrefour opened the first hypermarket in St Genevieve-de-Bois, near Paris, France. By the end of the twentieth century, stores were using labels such as 'mega-stores' and 'warehouse' stores to reflect their growing size. In Australia, for example, the popular hardware chain, Bunnings has shifted from smaller 'home centres' (retail floor space under 5,000 square metres) to 'warehouse' stores (retail floor space between 5,000 and 21,000 square metres) in order to accommodate a wider range of goods and in response to population growth and changing consumer preferences. The upward trend of increasing retail space was not consistent across nations, and led in the early 21st century to a 2-fold difference in square footage per capita between the United States and Europe.

As the 21st century takes shape, some indications suggest that large retail stores have come under increasing pressure from online sales models and that reductions in store size are evident. Retail strategy [ ].

Retailers make many strategic decisions – store type, market served, product assortment and customer services The distinction between “strategic” and “managerial” decision-making is commonly used to distinguish 'two phases having different goals and based on different conceptual tools. Strategic planning concerns the choice of policies aiming at improving the competitive position of the firm, taking account of challenges and opportunities proposed by the competitive environment.

On the other hand, managerial decision-making is focused on the implementation of specific targets.' In retailing, the strategic plan is designed to set out the and provide guidance for retail decision-makers and provide an outline of how the product and service mix will optimize customer satisfaction. As part of the strategic planning process, it is customary for strategic planners to carry out a detailed environmental scan which seeks to identify trends and opportunities in the competitive environment, market environment, economic environment and statutory-political environment. The retail strategy is normally devised every 3– 5 years by the chief executive officer. The strategic retail analysis typically includes following elements.

The retailer also considers the overall strategic position and retail image * Market analysis Market size, stage of market, market competitiveness, market attractiveness, market trends * Customer analysis, demographic, geographic and psychographic profile, values and attitudes, shopping habits, brand preferences, analysis of needs and wants, media habits * Internal analysis Other capabilities e.g. The retail marketing mix or the 6 Ps of retailing See also;;;; and Once the strategic plan is in place, retail managers turn to the more managerial aspects of planning. A retail mix is devised for the purpose of coordinating day-to-day tactical decisions. The retail marketing mix typically consists of six broad decision layers including product decisions, place decisions, promotion, price, personnel and presentation (also known as physical evidence). The retail mix is loosely based on the, but has been expanded and modified in line with the unique needs of the retail context.

A number of scholars have argued for the modified marketing mix with the inclusion of two new Ps, namely, Personnel and Presentation should be added to the marketing mix since these contribute to the customer's unique retail experience and are the principal basis for retail differentiation. Yet other scholars argue that the Retail Format (i.e. Retail formula) should be included. The modified retail marketing mix that is most commonly cited in text-books is often called the 6 Ps of retailing (see diagram at right). Product [ ] See The primary product-related decisions facing the retailer are the product assortment (what product lines, how many lines and which brands to carry); the type of customer service (high contact through to self-service) and the availability of support services (e.g. Credit terms, delivery services, after sales care). These decisions depend on careful analysis of the market, demand, competition as well as the retailer's skills and expertise.

Product assortment [ ]. A typical supermarket carries an assortment of between 30,000 and 60,000 different products The term product assortment refers to the combination of both product breadth and depth. The main characteristics of a company's product assortment are: (1) the length or number of products lines the number of different products carried by a store (2) the breadth refers to the variety of product lines that a store offers. It is also known as product assortment width, merchandise breadth, and product line width.: (3) depth or number of product varieties within a product line the number of each item or particular styles carried by a store (4) consistency how products relate to each other in a retail environment.

For a retailer, finding the right balance between breadth and depth can be a key to success. An average supermarket might carry 30,000–60,000 different product lines (product length or assortment), but might carry up to 100 different types of toothpaste (product depth). Specialty retailers typically carry fewer product lines, perhaps as few as 20 lines, but will normally stock greater depth. Costco, for example, carries 5,000 different lines while carries just 1,400 lines per store. Discount grocery retailer,, has successfully trimmed the number of product lines it carries to about 1,400 Large assortments offer consumers many benefits, notably increased choice and the possibility that the consumer will be able to locate the ideal product. However, for the retailer, larger assortments incur costs in terms of record-keeping, managing inventory, pricing and risks associated with wastage due to spoiled, shopworn or unsold stock. Carrying more stock also exposes the retailer to higher risks in terms of slow-moving stock and lower sales per square foot of store space.

On the other hand, reducing the number of product lines can generate cost savings through increased stock turnover by eliminating slow-moving lines, fewer stockouts, increased bargaining power with suppliers, reduced costs associated with wastage and carrying inventory, and higher sales per square foot which means more efficient space utilisation. When determining the number of product lines to carry, the retailer must consider the store type, store's physical storage capacity, the perishability of items, expected turnover rates for each line and the customer's needs and expectations. Self-service is a more cost efficient way to deliver goods Customer service and supporting services [ ] is the 'sum of acts and elements that allow consumers to receive what they need or desire from [the] retail establishment.' It is important for a sales associate to greet the customer and make himself available to help the customer find whatever he needs. Retailers must decide whether to provide a full service outlet or minimal service outlet, such as no-service in the case of vending machines; self-service with only basic sales assistance or a full service operation as in many boutiques and specialty stores.

In addition, the retailer needs to make decisions about sales support such as customer delivery and after sales customer care. Retailing services may also include the provision of credit, delivery services, advisory services, exchange/ return services, product demonstration, special orders, customer loyalty programs, limited-scale trial, advisory services and a range of other supporting services. Retail stores often seek to differentiate along customer service lines. For example, some department stores offer the services of a stylist; a fashion advisor, to assist customers selecting a fashionable wardrobe for the forthcoming season, while smaller boutiques may allow regular customers to take goods home on approval, enabling the customer to try out goods before making the final purchase. The variety of supporting services offered is known as the service type.

At one end of the spectrum, self-service operators offer few basic support services. At the other end of the spectrum, full-service operators offer a broad range of highly personalised customer services to augment the retail experience. When making decisions about customer service, the retailer must balance the customer's desire for full-service against the customer's willingness to pay for the cost of delivering supporting services. Self-service is a very cost efficient way of delivering services since the retailer harnesses the customers labour power to carry out many of the retail tasks.

However, many customers appreciate full service and are willing to pay a premium for the benefits of full-service. A sales assistant's role typically includes greeting customers, providing product and service-related information, providing advice about products available from current stock, answering customer questions, finalising customer transactions and if necessary, providing follow-up service necessary to ensure customer satisfaction. For retail store owners, it is extremely important to train personnel with the requisite skills necessary to deliver excellent customer service. Such skills may include product knowledge, inventory management, handling cash and credit transactions, handling product exchange and returns, dealing with difficult customers and of course, a detailed knowledge of store policies.

The provision of excellent customer service creates more opportunities to build enduring customer relationships with the potential to turn customers into sources of referral or retail advocates. In the long term, excellent customer service provides businesses with an ongoing and may lead to a competitive advantage. Customer service is essential for several reasons. Firstly, customer service contributes to the customer's overall retail experience. Secondly, evidence suggests that a retail organization which trains its employees in appropriate customer service benefits more than those who do not. Entails instructing personnel in the methods of servicing the customer that will benefit corporations and businesses. It is important to establish a bond amongst customers-employees known as.

Counter service is associated with full service retail outlets and allows the salesperson to provide expert advice Types of customer service [ ] There are several ways the retailer can deliver services to consumers: •, where goods are out of reach of buyers and must be obtained from the seller. This type of retail is common for small expensive items (e.g. Jewellery) and controlled items like medicine and liquor.

It was common before the 1900s in the United States and is more common in certain countries like India. [ ] • Click and Commute, where products are ordered online and are picked up via a drive through. • Ship to Store, where products are ordered online and can be picked up at the retailer's main store •, where goods are shipped directly to consumer's homes or workplaces. • from a printed catalog was invented in 1744 and was common in the late 19th and early 20th centuries. Ordering by was common in the 20th century, either from a catalog, newspaper, or a local restaurant, for immediate service (especially for ), remaining in common use for food orders.

Internet shopping – a form of delivery – has eclipsed phone-ordering, and, in several sectors – such as books and music – all other forms of buying. There is increasing competitor pressure to deliver consumer goods – especially those offered online – in a more timely fashion. Large online retailers such as are continually innovating and as of 2015 offer one-hour delivery in certain areas. They are also working with drone technology to provide consumers with more efficient delivery options., including and television, are also used to generate telephone orders. Started gaining significant market share in developed countries in the 2000s. • sales, where the salesperson sometimes travels with the goods for sale.

•, where goods may be handled and examined prior to purchase. • or, where intangible goods, such as music, film, and electronic books and subscriptions to magazines, are delivered directly to the consumer in the form of information transmitted either over wires or air-waves, and is reconstituted by a device which the consumer controls (such as an; see ). The digital sale of models for also fits here, as do the media leasing types of services, such as. Place [ ] Place decisions are primarily concerned with consumer access and may involve location, space utilisation and operating hours.

Sellers of souvenirs are typically located in high traffic areas such as this London souvenir stand situated near a railway station on a busy street corner Location [ ] Also see Retail stores are typically located where market opportunities are optimal – high traffic areas, central business districts. Selecting the right site can be a major success factor. When evaluating potential sites, retailers often carry out a trade area analysis; a detailed analysis designed to approximate the potential patronage area.

Techniques used in trade area analysis include:; and Drive time analyses. In addition, retailers may consider a range of both qualitative and quantitative factors to evaluate to potential sites under consideration: * Macro factors Macro factors include market characteristics (demographic, economic and socio-cultural), demand, competition and infrastructure (e.g.

The availability of power, roads, public transport systems) * Micro factors Micro factors include the size of the site (e.g. Availability of parking), access for delivery vehicles Pricing strategy and tactics [ ]. A price tag is a highly visual and objective guide to value The broad pricing strategy is normally established in the company's overall strategic plan. In the case of chain stores, the pricing strategy would be set by head office. Broadly, there are six approaches to pricing strategy mentioned in the marketing literature: Operations-oriented pricing: where the objective is to optimise productive capacity, to achieve operational efficiencies or to match supply and demand through varying prices. In some cases, prices might be set to de-market. Revenue-oriented pricing: (also known as profit-oriented pricing or cost-based pricing) – where the marketer seeks to maximise the profits (i.e., the surplus income over costs) or simply to cover costs and.

Customer-oriented pricing: where the objective is to maximise the number of customers; encourage cross-selling opportunities or to recognise different levels in the customer's ability to pay.: (also known as image-based pricing) occurs where the company uses prices to signal market value or associates price with the desired value position in the mind of the buyer. The aim of value-based pricing is to reinforce the overall positioning strategy e.g. Premium pricing posture to pursue or maintain a luxury image.: where the marketer sets prices in order to build or maintain relationships with existing or potential customers. Socially-oriented pricing: Where the objective is to encourage or discourage specific social attitudes and behaviours. High tariffs on tobacco to discourage smoking. The technique used by most retailers is.

This involves adding a amount (or percentage) to the retailer's cost. Another common technique is. This simply involves charging the amount suggested by the manufacturer and usually printed on the by the manufacturer. Pricing tactics [ ] See also. Retailers must also plan for mode of payment When decision-makers have determined the broad approach to pricing (i.e., the pricing strategy), they turn their attention to pricing tactics. Tactical pricing decisions are shorter term prices, designed to accomplish specific short-term goals.

The tactical approach to pricing may vary from time to time, depending on a range of internal considerations (e.g. The need to clear surplus inventory) or external factors (e.g. A response to competitive pricing tactics). Accordingly, a number of different pricing tactics may be employed in the course of a single planning period or across a single year. Typically store managers have the necessary latitude to vary prices on individual lines provided that they operate within the parameters of the overall strategic approach. Retailers must also plan for customer preferred payment modes – e.g., cash, credit, lay-by, Electronic Funds Transfer at Point-of-Sale (EFTPOS).

All payment options require some type of handling and attract costs. If credit is to be offered, then credit terms will need to be determined. If lay-by is offered, then the retailer will need to take into account the storage and handling requirements. If cash is the dominant mode of payment, the retailer will need to consider small change requirements, the number of cash floats required, wages costs associated with handling large volumes of cash and the provision of secure storage for change floats. Large retailers, handling significant volumes of cash, may need to hire security service firms to carry the day's takings and deliver supplies of small change. A small, but increasing number of retailers are beginning to accept newer modes of payment including PayPal and Bitcoin.

For example, Subway (US) recently announced that it would accept Bitcoin payments. Everyday Low Prices' are widely used in supermarkets Everyday low prices (EDLP) refers to the practice of maintaining a regular low price-low price – in which consumers are not forced to wait for discounting or specials. This method is extensively used by supermarkets. High-low pricing High-low pricing refers to the practice of offering goods at a high price for a period of time, followed by offering the same goods at a low price for a predetermined time. This practice is widely used by chain stores selling homewares.

The main disadvantage of the high-low tactic is that consumers tend to become aware of the price cycles and time their purchases to coincide with a low-price cycle. Loss leader A is a product that has a price set below the. Loss leadering is widely used in supermarkets and budget-priced retail outlets where it is intended to generate store traffic. The low price is widely promoted and the store is prepared to take a small loss on an individual item, with an expectation that it will recoup that loss when customers purchase other higher priced-higher margin items. In service industries, loss leadering may refer to the practice of charging a reduced price on the first order as an inducement and with anticipation of charging higher prices on subsequent orders. Xbox price bundle price Price bundling Price bundling (also known as ) occurs where two or more products or services are priced as a package with a single price. There are several types of bundles: pure bundles where the goods can only be purchased as package or mixed bundles where the goods can be purchased individually or as a package.

The prices of the bundle is typically less than when the two items are purchased separately. Price bundling is extensively used in the personal care sector to prices cosmetics and skincare. Price lining Price lining is the use of a limited number of prices for all product offered by a business.

Price lining is a tradition started in the old stores in which everything cost either 5 or 10 cents. In price lining, the price remains constant but quality or extent of product or service adjusted to reflect changes in cost. The underlying rationale of this tactic is that these amounts are seen as suitable for a whole range of products by prospective customers. It has the advantage of ease of administering, but the disadvantage of inflexibility, particularly in times of or unstable prices. Price lining continues to be widely used in department stores where customers often note racks of garments or accessories priced at predetermined price points e.g.

Separate racks of men's ties, where each rack is priced at $10, $20 and $40. Promotional pricing Promotional pricing is a temporary measure that involves setting prices at levels lower than normally charged for a good or service. Promotional pricing is sometimes a reaction to unforeseen circumstances, as when a downturn in demand leaves a company with excess stocks; or when competitive activity is making inroads into market share or profits. Extensive use of the terminal digit 'nine' suggests that psychological pricing is at play Psychological pricing is a range of tactics designed to have a positive psychological impact. Price tags using the terminal digit '9', ($9.99, $19.99 or $199.99) can be used to signal and bring an item in at just under the consumer's. Psychological pricing is widely used in a variety of retail settings.

Personnel and staffing [ ] Because patronage at a retail outlet varies, flexibility in is desirable. Is sold, which, using known patterns of customer patronage, more or less reliably predicts the need for staffing for various functions at times of the year, day of the month or week, and time of day.

Usually needs vary widely. Conforming staff utilization to staffing needs requires a flexible workforce which is available when needed but does not have to be paid when they are not,; as of 2012 70% of retail workers in the United States were part-time. This may result in financial problems for the workers, who while they are required to be available at all times if their work hours are to be maximized, may not have sufficient income to meet their family and other obligations. Selling and sales techniques [ ] Also see. One of the most well-known cross-selling sales scripts comes from McDonald's. 'Would you like fries with that?' Retailers can employ different techniques to enhance sales volume and to improve the customer experience: Add-on, Upsell or Cross-sell.

Upselling and cross selling are sometimes known as suggestive selling. When the consumer has selected their main purchase, sales assistants can try to sell the customer on a premium brand or higher quality item (up-selling) or can suggest complementary purchases (cross-selling). For instance, if a customer purchases a non-stick frypan, the sales assistant might suggest plastic slicers that do not damage the non-stick surface.

Selling on value Skilled sales assistants find ways to focus on value rather than price. Selling on value often involves identifying a product’s unique features. Adding value to goods or services such as a free gift or buy 1 get 1 free adds value to customers where as the store is gaining sales Know when to close the sale Sales staff must learn to recognise when the customer is ready to make a purchase. If the sales person feels that the customer is ready, then they may seek to gain commitment and close the sale. Experienced sales staff soon learn to recognise specific verbal and non-verbal cues that signal the client's readiness to buy. For instance, if a customer begins to handle the merchandise, this may indicate a state of buyer interest.

Clients also tend to employ different types of questions throughout the sales process. General questions such as, 'Does it come in any other colours (or styles)?' Indicate only a moderate level of interest. However, when clients begin to ask specific questions, such as 'Do you have this model in black?' Then this often indicates that the prospect is approaching readiness to buy. When the sales person believes that the prospective buyer is ready to make the purchase, a trial close might be used to test the waters. A trial close is simply any attempt to confirm the buyer's interest in finalising the sale.

An example of a trial close, is 'Would you be requiring our team to install the unit for you?' Or 'Would you be available to take delivery next Thursday?' If the sales person is unsure about the prospect's readiness to buy, they might consider using a 'trial close.'

The salesperson can use several different techniques to close the sale; including the ‘alternative close’, the ‘assumptive close’, the ‘summary close’, or the ‘special-offer close’, among others. Promotion [ ] One of the unique aspects of retail promotions is that two brands are often involved; the store brand and the brands that make up the retailer's product range. Retail promotions that focus on the store tend to be ‘image’ oriented, raising awareness of the store and creating a positive attitude towards the store and its services. Retail promotions that focus on the product range, are designed to cultivate a positive attitude to the brands stocked by the store, in order to indirectly encourage favourable attitudes towards the store itself.

Some retail advertising and promotion is partially or wholly funded by brands and this is known as co-operative (or co-op) advertising. Presentation [ ] See.

Simplified servicescapes model The environment in which the retail service encounter occurs is sometimes known as the retail servicescape. The store environment consists of many elements such as smells, the physical environment (furnishings, layout and functionality), ambient conditions (lighting, temperature, noise) as well as signs, symbols and artifacts (e.g. Sales promotions, shelf space, sample stations, visual communications).

Collectively, these elements contribute to the perceived retail servicescape or the overall atmosphere and can influence both the customer's cognitions, emotions and their behaviour within the retail space. Retail designers pay close attention to the front of the store, which is known as the decompression zone. This is usually an open space in the entrance of the store to allow customers to adjust to their new environment. An open-plan floor design is effective in retail as it allows customers to see everything. In terms of the store's exterior, the side of the road cars normally travel, determines the way stores direct customers. New Zealand retail stores, for instance, would direct customers to the left.

In order to maximise the number of selling opportunities, retailers generally want customers to spend more time in a retail store. However, this must be balanced against customer expectations surrounding convenience, access and realistic waiting times.

The overall aim of designing a retail environment is to have customers enter the store, and explore the totality of the physical environment engaging in a variety of retail experiences – from browsing through to sampling and ultimately to purchasing. The retail service environment plays an important role in affecting the customer's perceptions of the retail experience.

The retail servicescape includes the appearance, equipment, display space, retail counters, signage, layout and functionality of a retail outlet. Pictured: food court The retail environment not only affects quality perceptions, but can also impact on the way that customers navigate their way through the retail space during the retail service encounter. Layout, directional signage, the placement of furniture, shelves and display space along with the store's ambient conditions all affect patron's passage through the retail service system. Layout refers to how equipment, shelves and other furnishings are placed and the relationship between them.

In a retail setting, accessibility is an important aspect of layout. For example, the grid layout used by supermarkets with long aisles and gondolas at the end displaying premium merchandise or promotional items, minimises the time customers spend in the environment and makes productive use of available space. The gondola, so favoured by supermarkets, is an example of a retail design feature known as a merchandise outpost and which refers to special displays, typically at or near the end of an aisle, whose purpose is to stimulate or to complement other products in the vicinity. For example, the meat cabinet at the supermarket might use a merchandise outpost to suggest a range of marinades or spice rubs to complement particular cuts of meat. As a generalisation, merchandise outposts are updated regularly so that they maintain a sense of novelty. According to Ziethaml et al., layout affects how easy or difficult it is to navigate through a system. Signs and symbols provide cues for directional navigation and also inform about appropriate behaviour within a store.

Functionality refers to extent to which the equipment and layout meet the goals of the customer. For instance, in the case of supermarkets, the customer's goal may be to minimise the amount of time spent finding items and waiting at the check-out, while a customer in a retail mall may wish to spend more time exploring the range of stores and merchandise. With respect to functionality of layout, retail designers consider three key issues; circulation – design for traffic-flow and that encourages customers to traverse the entire store; coordination – design that combines goods and spaces in order to suggest customer needs and convenience – design that arranges items to create a degree of comfort and access for both customers and employees. The way that brands are displayed is also part of the overall retail design.

Where a product is placed on the shelves has implications for purchase likelihood as a result of visibility and access. Products placed too high or too low on the shelves may not turn over as quickly as those placed at eye level. With respect to access, store designers are increasingly giving consideration to access for disabled and elderly customers. Navigational floor signs are commonly used in complex environments such as shopping malls and department stores Through sensory stimulation retailers can engage maximum emotional impact between a brand and its consumers by relating to both profiles; the goal and experience. Purchasing behavior can be influenced through the physical evidence detected by the senses of touch, smell, sight, taste and sound. Supermarkets offer taste testers to heighten the sensory experience of brands. Coffee shops allow the aroma of coffee to waft into streets so that passers-by can appreciate the smell and perhaps be lured inside.

Clothing garments are placed at arms' reach, allowing customers to feel the different textures of clothing. Retailers understand that when customers interact with products or handle the merchandise, they are more likely to make a purchase. Within the retail environment, different spaces may be designed for different purposes. Hard floors, such as wooden floors, used in public areas, contrast with carpeted fitting rooms, which are designed to create a sense of homeliness when trying on garments., retailer of sleep ware, is renowned for using scented candles in retail stores.

Ambient conditions, such as lighting, temperature and music, are also part of the overall retail environment. It is common for a retail store to play music that relates to their target market. Studies have found that 'positively valenced music will stimulate more thoughts and feeling than negatively valenced music', hence, positively valenced music will make the waiting time feel longer to the customer than negatively valenced music. In a retail store, for example, changing the background music to a quicker tempo may influence the consumer to move through the space at a quicker pace, thereby improving traffic flow.

Evidence also suggests that playing music reduces the negative effects of waiting since it serves as a distraction. Jewellery stores like have dim lighting with a view to fostering a sense of intimacy.

The design of a retail store is critical when appealing to the intended market, as this is where first impressions are made. The overall servicescape can influence a consumer’s perception of the quality of the store, communicating value in visual and symbolic ways. Certain techniques are used to create a consumer brand experience, which in the long run drives store loyalty.

People who shop for pleasure are known as recreational shoppers. The recreational shopper has its origins in the grand shopping arcades of the late eighteenth century.

Pictured: The gentry in a lace shop, c.1888 Babin et al. Carried out some of the earliest investigations into shopper motivations and identified two broad motives: utilitarian and hedonic. Utilitarian motivations are task-related and rational.

For the shopper with utilitarian motives, purchasing is a work-related task that is to be accomplished in the most efficient and expedient manner. On the other hand, hedonic motives refer to pleasure. The shopper with hedonic motivations views shopping as a form of escapism where they are free to indulge fantasy and freedom. Download Bmw Etk 2011 Installationsanleitung there. Hedonic shoppers are more involved in the shopping experience.

Many different shopper profiles can be identified. Retailers develop customised segmentation analyses for each unique outlet.

However, it is possible to identify a number of broad shopper profiles. One of the most well-known and widely cited shopper typologies is that developed by Sproles and Kendal in the mid-1980s. Sproles and Kendall's consumer typology has been shown to be relatively consistent across time and across cultures. Their typology is based on the consumer's approach to making purchase decisions. • Quality conscious/Perfectionist: Quality-consciousness is characterised by a consumer’s search for the very best quality in products; quality conscious consumers tend to shop systematically making more comparisons and shopping around. • Brand-conscious: Brand-consciousness is characterised by a tendency to buy expensive, well-known brands or designer labels. Those who score high on brand-consciousness tend to believe that the higher prices are an indicator of quality and exhibit a preference for department stores or top-tier retail outlets.

• Recreation-conscious/ Hedonistic: Recreational shopping is characterised by the consumer’s engagement in the purchase process. Those who score high on recreation-consciousness regard shopping itself as a form of enjoyment. • Price-conscious: A consumer who exhibits price-and-value consciousness. Price-conscious shoppers carefully shop around seeking lower prices, sales or discounts and are motivated by obtaining the best value for money • Novelty/fashion-conscious: characterised by a consumer’s tendency to seek out new products or new experiences for the sake of excitement; who gain excitement from seeking new things; they like to keep up-to-date with fashions and trends, variety-seeking is associated with this dimension. • Impulsive: Impulsive consumers are somewhat careless in making purchase decisions, buy on the spur of the moment and are not overly concerned with expenditure levels or obtaining value. Those who score high on impulsive dimensions tend not to be engaged with the object at either a cognitive or emotional level.

• Confused (by over-choice): characterised by a consumer’s confusion caused by too many product choices, too many stores or an overload of product information; tend to experience information overload. • Habitual / brand loyal: characterised by a consumer’s tendency to follow a routine purchase pattern on each purchase occasion; consumers have favourite brands or stores and have formed habits in choosing; the purchase decision does not involve much evaluation or shopping around. Some researchers have adapted Sproles and Kendall's methodology for use in specific countries or cultural groups. Consumer decision styles are important for retailers and marketers because they describe behaviours that are relatively stable over time and for this reason, they are useful for market segmentation. Retail format: types of retail outlet [ ] The retail format (also known as the retail formula) influences the consumer's store choice and addresses the consumer’s expectations. At its most basic level, a retail format is a simple, that is; a location where goods and services are exchanged. In some parts of the world, the retail sector is still dominated by small family-run stores, but large are increasingly dominating the sector, because they can exert considerable buying power and pass on the savings in the form of lower prices.

Many of these large retail chains also produce their own private labels which compete alongside manufacturer brands. Considerable consolidation of retail stores has changed the retail landscape, transferring power away from wholesalers and into the hands of the large retail chains. In Britain and Europe, the retail sale of goods is designated as a.

The European Service Directive applies to all retail trade including periodic markets, street traders and peddlers. Retail type by product [ ] Retail stores may be classified by the type of product carried: Food retailers Retailers carrying highly perishable foodstuffs such as meat, dairy and fresh produce typically require cold storage facilities. Consumers purchase food products on a very regular purchase cycle – e.g. Daily, weekly or monthly. Softline retailers Softline retailers sell goods that are consumed after a single use, or have a limited life (typically under three years) in they are normally consumed.

Soft goods include, other,,,, and. Grocery and convenience retail Grocery stores, including supermarkets and hypermarkets, along with convenience stores carry a mix of food products and consumable household items such as detergents, cleansers, personal hygiene products. Consumer consumables are collectively known as fast-moving-consumer goods (FMCG) and represent the lines most often carried by supermarkets, grocers and convenience stores. For consumers, these are regular purchases and for the retailer, these products represent high turnover product lines. Grocery stores and convenience stores carry similar lines, but a convenience store is often open at times that suit its clientele and may be located for ease of access.

Hardline retailers Retailers selling consumer durables are sometimes known as hardline retailers –,,,,,, etc., and parts for them. Goods that do not quickly wear out and provide utility over time. For the consumer, these items often represent major purchase decisions. Consumers purchase durables over longer purchase decision cycles.

For instance, the typical consumer might replace their family car every 5 years, and their home computer every 4 years. Specialist retailers Specialist retailers operate in many industries such as the arts e.g. Green grocers,,,,,.

Types of retail outlet by product type •. The, first opened in 1892 and is now a heritage listed shopping arcade Arcade A shopping arcade refers to a group of retail outlets operating under a covered walkway. Arcades are similar to shopping malls, although they typically comprise a smaller number of outlets. Shopping arcades were the evolutionary precursor to the shopping mall, and were very fashionable in the late nineteenth century. Stylish men and women would promenade around the arcade, stopping to window shop, making purchases and also taking light refreshments in one of the arcade's tea-rooms.

Arcades offered fashionable men and women opportunities to 'be seen' and to socialise in a relatively safe environment. Arcades continue to exist as a distinct type of retail outlet. Historic nineteenth century arcades have become popular tourist attracations in cities around the world., also known as penny arcades in the US, are more modern incarnation of the eighteenth and nineteenth century shopping arcade. Marks & Spencer Original Penny Bazaar, Yorkshire 2013 The term, ' can have multiple meanings. It may refer to a Middle-Eastern market place while a 'penny bazaar' refers to a retail outlet that specialises in inexpensive or discounted merchandise. In the United States a bazaar can mean a 'rummage sale' which describes a charity fundraising event held by a churche or other community organization and in which either donated used goods are made available for sale.

Boutique A is a small store offering a select range of fashionable goods or accessories. The term, 'boutique', in retail and services, appears to be taking on a broader meaning with popular references to retail goods and retail services such as boutique hotels, boutique beers (i.e. Craft beers), boutique investments etc. [[File:Inside a new store.jpg thumb Australia's Officeworks is a category killer, retailing everything for the home office or small commercial office – stationery, furniture, electronics, communications devices, copying, printing and photography services, coffee, tea and light snacks]] Category killer By supplying a wide assortment in a single category for lower prices a retailer can 'kill' that category for other retailers. A category killer is a specialist store that dominates a given category. Toys 'R' Us, established in 1957, is thought to be the first category killer, dominating the children's toys and games market.

For a few categories, such as electronics, home hardware, office supplies and children's toys, the products are displayed at the centre of the store and a sales person will be available to address customer queries and give suggestions when required. Rival retail stores are forced to reduce their prices if a category killer enters the market in a given geographic area. Examples of category killers include and Australia's (hardware, DIY and outdoor supplies) and (stationery and supplies for the home office and small office).

Some category killers redefine the category. For example, Australia's Bunnings began as a hardware outlet, but now supplies a broad range of goods for the home handyman or small tradesman, including kitchen cabinetry, craft supplies, gardening needs and outdoor furniture. Similarly Officeworks straddles the boundary between stationery supplies, office furniture and digital communications devices in its quest to provide for all the needs of the retail consumer and the small, home office. The concept store in San Francisco immerses consumers in the Apple user experience with 6K Video Wall, user stations, free wi-fi, tech desk and more Chain store is one of a series of stores owned by the same company and selling the same or similar merchandise. Chain stores aim to benefit from volume buying discounts and achieve cost savings through economies of scope (e.g. Centralised warehousing, marketing, promotion and administration) and pass on the cost savings in the form of lower prices.

Concept store Concept stores are similar to specialty stores in that they are very small in size, and only stock a limited range of brands or a single brand. They are typically operated by the brand that controls them. The limited size and offering of L'OCCITANE's stores is too small to be considered a specialty store. However, a concept store goes beyond merely selling products, and instead offers an immersive customer experience built around the way that a brand fits with the customer's lifestyle. Examples include Apple's concept stores, 's concept store in Japan.

Co-operative store A; also known as a co-op or coop, is a venture owned and operated by consumers to meet their social, economic and cultural needs. Convenience store A provides limited amount of merchandise at above average prices with a speedy checkout. This store is ideal for emergency and immediate purchase as it often operates with extended hours, stocking every day. A department store has multiple floors and multiple spaces and is said to be an 'elaborate' servicescape' Department store are very large stores offering an extensive assortment of both 'soft' and 'hard' goods which often bear a resemblance to a collection of specialty stores. A retailer of such store carries a variety of categories and has a broad assortment of goods at moderate prices.

They offer considerable customer service. Destination store A destination store is one that customers will initiate a trip specifically to visit, sometimes over a large area. These stores are often used to ' a shopping mall or plaza, generating foot traffic, which is capitalized upon by smaller retailers. Demographic Retailers that aim at one particular segment (e.g., high-end retailers focusing on wealthy individuals or niche market). Discount department store Target,, North Queensland, Australia Discount store tend to offer a wide array of products and services, but they compete mainly on price. They offer extensive assortments of merchandise at prices lower than other retailers and are designed to be affordable for the market served. In the past, retailers sold less fashion-oriented brands.

However, in more recent years companies such as (Own T.J. Maxx and Marshalls) and are discount store operations increasingly offering fashion-oriented brands on a larger scale. E-tailer The customer can shop and order through the internet and the merchandise is dropped at the customer's doorstep or an. In some cases, e-retailers use drop shipping technique.

They accept the payment for the product but the customer receives the product directly from the manufacturer or a wholesaler. This format is ideal for customers who do not want to travel to retail stores and are interested in. General Store at Scarsdale, Victoria, Australia Hawkers also known as a, or street vendor; is a vendor of merchandise that is readily portable. Hawkers typically operate in public places such as streets, squares, public parks or gardens or near the entrances of high traffic venues such as zoos, music and entertainment venues.

Hawkers are a relatively common sight across Asia. Hypermarkets A (also known as hypermart) provides variety and huge volumes of exclusive merchandise at low margins. The operating cost is comparatively less than other retail formats; may be defined as “a combined supermarket and discount store, at least 200000 square feet (18580 square meters) or larger, that sells a wide variety of food and general merchandise at a low price.” General store A is a store that supplies the main needs of the local community and is often located in outback or rural areas with low population densities. In areas of very low population density, a general store may be the only retail outlet within hundreds of miles. The general store carries a very broad product assortment – from foodstuffs and pharmaceuticals through to hardware and fuel. In addition, a general store may provide essential services such as postal services, banking services, news agency services and may also act as an agent for farm equipment and stock-food suppliers.

A shopping mall in Helsinki Mall A has a range of retail shops at a single outlet. Retail outlets can include food and entertainment, grocery, electronics and fashion located under one roof. Malls provide 7% of retail revenue in India, 10% in Vietnam, 25% in China, 28% in Indonesia, 39% in the Philippines, and 45% in Thailand.

Malls are typically managed by a central management/ marketing authority which ensures that the mall attracts the right type of retailer and an appropriate retail mix. Mom-and-Pop store A small retail outlet owned and operated by an individual or family. Focuses on a relatively limited and selective set of products. Pop-up retail store A store is a temporary retail space that opens for a short period of time, possibly opening to sell a specific run of merchandise or for a special occasion or holiday period. The key to the success of a pop-up is novelty in the merchandise. Retail market is defined as the retail sales of all products, packed and unpacked where the sale is to end users. Globally, different terms may be used to refer to a retail market.

For instance, in the Middle East, a market place may be known as a or A market square is a where traders set up stalls and buyers browse the stores. This kind of market is very ancient, and countless such markets are still in operation around the whole world. A store in Brazil specialises in a single product; walnuts Specialty store A specialty (: speciality) store has a narrow marketing focus – either specializing on specific merchandise, such as toys, footwear, or clothing, or on a target audience, such as children, tourists, or plus-size women. 3ivx Mpeg-4 Codec Download on this page. Size of store varies – some specialty stores might be retail giants such as,, and, while others might be small, individual shops such as. Such stores, regardless of size, tend to have a greater depth of the specialist stock than general stores, and generally offer specialist product knowledge valued by the consumer.

Pricing is usually not the priority when consumers are deciding upon a specialty store; factors such as branding image, selection choice, and purchasing assistance are seen as important. They differ from and which carry a wide range of merchandise. Vending machine Vending machine A is an automated piece of equipment wherein customers can drop the money in the machine which dispenses the customer's selection. The vending machine is a pure self-service option. Machines may carry a phone number which customers can call in the event of a fault. Some stores take a approach, while others are 'mid-range' or 'high end', depending on what income level they target. Warehouse club are membership-based retailers that usually sell a wide variety of merchandise, in which customers may buy large, wholesale quantities of the store's products, which makes these clubs attractive to both bargain hunters and small business owners.

The clubs are able to keep prices low due to the no-frills format of the stores. In addition, customers may be required to pay annual membership fees in order to shop. Warehouse store are retailers housed in warehouses, and offer low-cost, often high-quantity goods with minimal services, e.g.

Goods are piled on pallets or steel shelves. Other retail types [ ] Other types of retail store include: • stores – self-service, robotic kiosks located in airports, malls and grocery stores. The stores accept credit cards and are usually open 24/7. Examples include and. • – encompass larger department, discount, general merchandise, and warehouse stores. • Second-hand retail. See also: Some shops sell second-hand goods.

In the case of a shop, the public donates goods to the shop to be sold. In goods can be taken free. • Pawnbrokers Another form is the, in which goods are sold that were used as collateral for loans.

There are also ' shops, which are where a person can place an item in a store and if it sells, the person gives the shop owner a percentage of the sale price. The advantage of selling an item this way is that the established shop gives the item exposure to more potential buyers. Like OLX and Quikr also offer second-hand goods.

Retailers can opt for a format as each provides different retail mix to its customers based on their customer demographics, lifestyle and purchase behaviour. A good format will lend a hand to display products well and entice the target customers to spawn sales. Global top ten retailers [ ] is currently the largest retail market in the world. Monthly Retail Sales, 1992–2010 Since 1951, the has published the Retail Sales report every month. It is a measure of, an important indicator of the US. Retail firms provide data on the dollar value of their retail sales and inventories. A of 12,000 firms is included in the final and 5,000 in the advanced one.

The advanced estimated data is based on a subsample from the US CB complete retail & sample. Central Europe [ ] In 2011, the grocery market in six countries of was worth nearly €107bn, 2.8% more than the previous year when expressed in local currencies. The increase was generated foremost by the discount stores and supermarket segments, and was driven by the skyrocketing prices of foodstuffs. This information is based on the latest PMR report entitled Grocery retail in Central Europe 2012 World [ ]. The two largest supermarkets chains in, and, are cooperatives. National accounts show a combined total of retail and wholesale trade, with hotels and restaurants. In 2012 the sector provides over a fifth of GDP in tourist-oriented island economies, as well as in other major countries such as Brazil, Pakistan, Russia, and Spain.

In all four of the latter countries, this fraction is an increase over 1970, but there are other countries where the sector has declined since 1970, sometimes in absolute terms, where other sectors have replaced its role in the economy. In the United States the sector has declined from 19% of GDP to 14%, though it has risen in absolute terms from $4,500 to $7,400 per capita per year. In China the sector has grown from 7.3% to 11.5%, and in India even more, from 8.4% to 18.7%. Emarketer predicts China will have the largest retail market in the world in 2016. In 2016, became the largest retail market in the world.