Titlebook: European Retail Research; 2012, Volume 26, Iss Hanna Schramm-Klein Book 2013 Springer Fachmedien Wiesbaden 2013

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Developing a Value Chain for Fashion Retailers: Activities for Competitiveness,retailing companies. A model of value chain activity for fashion retailers, based upon Porter’s value chain, has been developed. The model is theoretical and the concepts drawn from the literature. For future research, empirical studies may consider its application in the fashion retailing sector.

小卒

,What’s the Buzz about the Store? A Comparative Study of the Sources of Word of Mouth and Customer Squally important for growth. Contrary to the previous literature, which has maintained that unique and extreme features drive WOM, it is rather common factors such as value for money, quality and range of goods that encourage WOM.

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Antigen

Circuit Structure and Clustering,qually important for growth. Contrary to the previous literature, which has maintained that unique and extreme features drive WOM, it is rather common factors such as value for money, quality and range of goods that encourage WOM.

輪流

Hanna Schramm-KleinPublication in the field of economic studies?.Includes supplementary material:

GRE

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Fibrin

Nijhoff International Philosophy Seriesearch and business topic, the branding literature appears to neglect change management. Our research bridges this gap through the development of brand identity as the main driver of organizational renewal. In the article we provide insights into brand-driven leadership for change which have been dev

情愛

Diagnosis, Planning, and Working Protocolsransactional and experienced values on patronage intentions. Further, in the past, merchandise and emotional value perceptions were mostly investigated as two separate issues. This study uses exploratory and confirmatory methodology to examine the interrelations among store environment, value conten

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饒舌的人

Trends and Developments in DSD,1990 and 2010, this paper aims to draw a picture of the evolution of trade promotion practice. We find that “l(fā)oyalty” promotions, i.e. loyalty schemes and clubs that have literally flourished in consumer markets, have been adopted in B2B contexts. This has the potential for aligning supplier and dis