Titlebook: Managing Retail Productivity and Profitability; David Walters,Dominic Laffy Book 1996 David Walters and Dominic Laffy 1996 business.manage

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Book 1996an be improved simply by rationalising low performing stores, merchandise ranges and by reducing the number of suppliers and employees. However, this is not necessarily a long term solution. The purpose of this text is to propose a means by which a more proactive approach may be taken to improving b

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Kookaburra Holdings Plc automotive, home entertainment, office equipment and a variety of mix merchandise offer. In addition to the retailing activities there are support companies in retail finance (a store credit card) and property operations.

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Productivity and Profitability Decisions and Information Requirementsations). Given that these are important and within the decision-making process are assumed to be so, they will be reflected in both the response options and in the corporate expectations emerging at this stage of the process.

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Productivity and Profitability: Planning and Controlerformance measurement perspective to include dedicated resources and to consider performance as a ‘return on investment’. The earlier discussion considered the different viewpoints of productivity and profitability. This chapter considers how the model developed in Chapter 6 may be applied across a range of strategic and operational decisions.

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Managing the Margin Spreadetween the gross margin and the operating margin, was an important feature in performance management because it indicates how well the gross margin covers the operating costs of the business and contributes towards profit.