Search results

Thirteen years ago James Jefferys and his colleague Derek Knee published their book Retailing in Europe, which forecast trends between 1955 and 1970 in retail employment, the number of establishments and retail sales in absolute terms and per person. The estimates, most of which were completed in 1960, related to eighteen European countries as well as Western Europe as an entity. Now, fifteen years later, James Jefferys compares their forecasts (some of them made with the help of the back of an old envelope) with the reality of the current situation.

The Financial Times had a full house for their recent conference on Retailing in Europe. Chaired by Lady Hall, Fellow of Somerville College and an RDM Advisory Board member, and Mr. James Gulliver of Oriel Foods, the conference examined a number of issues of relevance to retailers with a European outlook. Some of the more recent newcomers on the retail scene will continue to develop: specialist discounters will expand fast in their own trades, and more conventional retailers will adopt forms of discount trading. Voluntary groups, already well‐established on the continent, will present UK voluntary groups with opportunities for international marketing. The march of the large‐scale units — hypermarkets or superstores, call them what you will — will certainly not be halted, but in Lady Hall's view it is probably the larger supermarket and multiple groups who will be directly affected by this development rather than the smaller independents. Finally Dr James Jefferys is of the opinion that the continent offers more opportunity for trying out new ideas than the UK. Prospects of further change, he thinks, are very strong indeed.

The long‐awaited NEDO report on the distributive trades in Europe is published this month. It sets out to draw the attention of British distributors to the opportunities resulting from UK membership of the European Economic Community. The booklet examines opportunities for direct expansion by British distributors into other member countries, and also outlines ways in which British distributors could form links with similar organisations in other countries to exchange information or to ensure effective representation of their joint interest within the EEC Commission. The report was initiated by the EDC for the Distributive Trades, who set up a Common Market Working Group to prepare it. Members of this Working Group are listed in the panel opposite; the Chairman was Dr. James Jefferys of the International Association of Department Stores. The bulk of the report consists of a detailed examination of the distributive trade structure in each of the nine member countries of the EEC; this adheres to a regular pattern of a brief description of the retail scene, statistics on manpower and sales, comparative share of sales by form of organisation, and lists of leading retail companies. This section is preceded by an overview of the retail trades and the wholesale trades in Europe, and a description of existing methods of collaboration in European distribution. The third part of the report consists of two case‐studies — a UK company which diversified into Europe, and a French company which expanded into Italy. Finally there are ‘Check lists for Action’ — a list of points for consideration by companies contemplating entry into the EEC; and a suggested method of assessment of how changes in prices of supplies may affect distributors' purchasing policy. In the following pages we confine ourselves to a summary of the first — and most significant — part of the report: present situation and future prospects, an examination of the comparative retail and wholesale structures in the EEC countries, and the opportunities for the UK distributor which are presented. The central section of the report — on ‘Country Studies’ — contains a mass of essential data and statistics, much of it not previously available, which does not easily lend itself to condensation.

EVERYONE today is busily engaged in devising new methods, bringing about economies in motions, and applying incentives, but is enough attention being paid to the maintenance mechanics, from the human aspect, in these applications of work study?

Examines a list of the 50 largest retail firms in Europe in terms of sales. Looks at their differences and similarities and also forecasts their future. Draws valuable lessons for other organizations in the sames marketing areas.

More than twenty British retailers are now proudly displaying their fascias on the other side of the Channel. Other companies certainly have the same idea in mind. What decisions have to be made before this adventurous step is taken? Which is the best country to break into, how should negotiations be conducted? Graham Jackson has undertaken some research and suggests certain guidelines for the European minded British retailer.

Two metropolitan cities of similar size and less than 400 Kilometres apart, yet London and Paris display vastly contrasting patterns of retailing. Retailing, unlike manufacturing industry, has yet to go truly multi‐national in its organisation; but the trends in this direction are clear. Retail organisations in England and France, however, will have to contend with very different patterns of retailing in the two metropolitan cities should they decide to set up in them. The reasons for these differences are partly historical and partly administrative. Since 1945 the outward growth of London has been limited by an extremely powerful system of land‐use planning. This has had the effect of stopping London at the point that its outward growth had reached prior to the outbreak of World War II. By 1938, aided by the development of suburban electric railways in the two decades since 1918, the suburbs of London had sprawled out 19 to 24 Km from the centre. In that year, an Act of Parliament created the Green Belt, which provided a means of restraining further development. The area within the Green Belt is now the province of the Greater London Council, the strategic planning authority for London set up in 1964. Beyond the Green Belt, in the Outer Metropolitan Area, some 40 to 50 Km from Central London, a series of new towns has been built. While Greater London has lost population and jobs since the war, this area beyond the Green Belt has witnessed a major growth of population and jobs in the same period. (Milton Keynes, for instance, is planned to accommodate 500,000 people and by 1977 a covered shopping centre of 84,000 m2 will be open, rising to 172,000 m2 of shopping space by 1991 with 28,000 car parking spaces).

This research provides accounting-ethics authors and administrators with a benchmark for accounting-ethics research. While Bernardi and Bean (2010) considered publications in business-ethics and accounting’s top-40 journals this study considers research in eight accounting-ethics and public-interest journals, as well as, 34 business-ethics journals. We analyzed the contents of our 42 journals for the 25-year period between 1991 through 2015. This research documents the continued growth (Bernardi & Bean, 2007) of accounting-ethics research in both accounting-ethics and business-ethics journals. We provide data on the top-10 ethics authors in each doctoral year group, the top-50 ethics authors over the most recent 10, 20, and 25 years, and a distribution among ethics scholars for these periods. For the 25-year timeframe, our data indicate that only 665 (274) of the 5,125 accounting PhDs/DBAs (13.0% and 5.4% respectively) in Canada and the United States had authored or co-authored one (more than one) ethics article.

Should B&K Distributors implement a Web-based customer portal with an integrated marketing campaign? Asks readers to assist Jim Anfield, business development director for JDA Consulting, and Nancy O'Neil, B&K Distributor's sales VP, in determining the feasibility of this project. They must build the final ROI projections and develop recommendations for B&K's senior management team. Emphasizes the importance of assumptions and the range of possible outcomes. Based on a real-life management decision for a mid-size firm.

To teach ROI analysis best practices for technology project investments, requiring the analysis of several factors to conduct a thorough review of the investment's feasibility.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).