Search results

The purpose of this paper is to demonstrate the relationship between strategic remodelling of the retail store and the performance of companies in the retail sector.

The method used was a quantitative and descriptive survey of 93 cases from a sample of 329 retail stores from three chains that had remodelled some of their retail stores.

The results showed that strategic remodelling improved the performance of the stores surveyed, demonstrating the importance of retail store management as a strategic resource that can improve performance and competitiveness. Applying the balanced scorecard (BSC) perspectives, the retail store strategies had a greater influence on the dimension of internal processes than on other dimensions. Specifically, lighting is the redesign strategy that provides the best performance result.

The findings offer support to managers who are considering modifications to the retail store. Decisions about strategies related to external visual communication, internal layout, internal visual communication, fixtures, painting of the store, lighting, location of the store and visual merchandising can make a difference in the pursuit for better performance across a range of dimensions.

This paper contributes to both the retail strategy and marketing literature by evidencing the link between specific retail remodelling strategies and performance using the BSC dimensions.

To identify the instruments and organizational mechanisms that provide the development of the innovative capacities of companies that (i) no longer work with technology-based incubators, and (ii) are associated with the community universities of the state of Rio Grande do Sul.

Empirical research, qualitative approach and descriptive nature, conducted through multiple case studies in 21 companies from IEBTs in the state of Rio Grande do Sul. Data were organized and analyzed through content analysis.

Results show that the development of IC occurred through behaviors and skills, routines and processes and mechanisms of learning and knowledge governance that support the development of product, process and behavioral dimensions. It became evident that the companies that are emerging from IEBTs need innovation capacity to survive in the market. These innovations are related to product, process and behavioral innovations.

The study cannot be generalized to other segments, since it was restricted to a set of IEBT egress companies, with specific realities and based on the perception of the managers of these companies.

The mechanisms and instruments for the development of innovative capacity can be used by companies from different sectors to make them more competitive before the current economic scenario.

It is justified by the scarcity of studies related to the dynamic capacity component (DC) elements, constituting a theoretical gap regarding the innovative capacity.