Exlporing deviant consumer behaviour in grocery retailers in the Nelson Mandela Bay municipality
- Authors: Shauza, Babalwa Millennium
- Date: 2014
- Subjects: Consumer behavior -- South Africa , Consumers -- South Africa -- Port Elizabeth , Food -- Quality -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/8747 , vital:26426
- Description: Grocery retailers are faced with many challenges. Among them are competition, employee theft and deviant consumer behaviour (DCB). Deviant consumer behaviour violates generally accepted norms of consumer behaviour in retail settings. There has been a lot of research conducted on DCB and different terms and phases have been used to describe the behaviour, ie “dysfunctional customer behaviour”, (Daunt and Harris, 2012), “aberrant consumer behaviour” (Fullerton and Punj, 1993) and “consumer misbehaviour” (Fullerton and Punj, 1997). However, the research conducted on how the behaviour affects retailers, particularly grocery retailers has been limited. The primary objective of this study was to examine how DCB affects grocery retailers in Nelson Mandela Bay Municipality. More specifically, the relationship between DCB (dependent variable) and independent variables - impact on profits (RPROF), impact on inventory (INV), impact on grocer security (SECU), impact on employees (EMPL), impact on customers (CUST) and measures to minimize or stop DCB (STOP) was established. Questionnaires were used as a measuring instrument. Out of the 100 questionnaires distributed, 70 were usable. The empirical results showed that there is a significant relationship between DCB and the independent variables. Recommendations on how best the stores can deal with DCB were made and measures to minimize or stop DCB were presented. Recommendations for future studies were also presented.
- Full Text:
- Date Issued: 2014
Woolworths Holdings Limited's (WHL) strategic business positioning in the South African clothing and food industry
- Authors: Kuhn, Ralph Ulrich
- Date: 2014
- Subjects: Retail trade -- South Africa , Branding (Marketing) -- South Africa , Food industry and trade -- South Africa , Consumer behavior -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/7793 , vital:24286
- Description: The South African food and clothing retail industry is highly sophisticated and dominated by a few large competitors. The market is unique and has been shaped by abnormal political influences that have created a polarised society. The market holds a high potential owing to the burgeoning young middle class that is also attracting global attention. This necessitates an increase in economies of scale through expansion and acquisition strategies. Woolworths Holdings Limited has experienced significant growth in tough trading conditions whilst many competitors have lost ground. The Woolworths’ brand is primarily aimed at the high-income groupings but also appeals to the burgeoning middle class with their private-label products. The clothing and food divisions also provide a unique appeal that concentrates on the strong brand name to cater to the polarised nature of the market. The Woolworths Holding Limited (WHL) business model aims to offer superior quality at a lower cost than competitors which competitors find difficult to imitate. The apparent paradox is solved through tightly-knit supplier relationships and a culture demanding continuous improvement. The company is uniquely positioned to service the Living Standards Measure (LSM) 8-10 niche market whilst improving efficiencies. The company drives its competitive advantage over competitors through the key competencies of a reputable brand name, a strong sustainability programme, a strong operation and supply chain network, all of which are crucially-supported by superior and innovative technology utilisation. The study analysed the strategic brand positioning with a focus on the introduction of the supermarket concept. The study indicated that the supermarket concept was a reaction from WHL to consumer’s requirements for a one-stop shop aimed at increasing existing customers’ basket spend and drawing similar new clients. An increase in spend is potentially lucrative to WHL, and the strategy is a viable option as long as the company remains focussed on the core principles of the business model.
- Full Text:
- Date Issued: 2014