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Catana Adina
Annals of the University of Oradea : Economic Science , 2012,
Abstract: In order to observe the impact of the economic crisis of consumera€ s behaviour on the Romanian retail market, I focused my research on the evolution of consumption expenditure of households. I studied aspects from European Union and Romania. The study is based on the research taken in the project of PhD research with the theme: The impacts of Economic Integration on Romanian Retail. I used data from Eurostat, the Romanian Statistical Institution, specialised studies etc.
The Retail Romanian Market and the Functional Integrated Commercial Centers  [PDF]
Ionica SOARE,Ludmila Daniela MANEA
Annals of Dun?rea de Jos University. Fascicle I : Economics and Applied Informatics , 2007,
Abstract: The Romanian trade is passing through a transforming process, both for what the nature of the involved economic agents are concerned and the methods, techniques, knowledge etc. necessary for the activities within this economic field. Many of the favourable changes have been produced both under the influence of the large foreign retail groups (especially the European ones), present at themoment on the Romanian market too, and the impact of certain legislativeregulations applicable in this field. Right from the beginning of the “postDecember” period, there was an imperative need as far as the trade developmentwas concerned, as well as the creation of an urban framework that should offeroptimal conditions to carry out trading activities. The implementation of the foreignretail groups (including the large commercial centers) has brought to our countrythe practices and commercial policies encountered in the civilized world, imposing at the same time the practice of the real competition, accompanied by a series of more or less favourable consequences, both at the local and national level. By the mid of March 2008, the hypermarket and supermarket type of market chains, discount and cash & carry markets (over 40) is going through an extension process, a fact which is to be observed in the huge number of markets in Romania, the Romanian market being open for the foreign investments.
Predi?…??can Mariana,Roiban Roxana Nadina
Annals of the University of Oradea : Economic Science , 2012,
Abstract: Change is a constant in everyday life confronting organizations to continuously adapt their strategy, structure, processes, and culture in order to survive and stay competitive on the market. Implementing organizational change is one of the most important skills required for managers and in the meantime the most difficult one. The forces driving change within an organization, that can be either external or internal, are those that propel a company forward towards change and in order to identify the need for change and make the proper changes, managers have to develop a tool that allows them to analyze how does the environment influence their business activities. A vision for change will clarify the directions in which the organization needs to move, starting from its current state and taking in consideration the existing opportunities and threats from the environment that allow to move to a future desired state. The purpose of this paper is to identify the concern for change in the Romanian small and medium sized enterprises by presenting and explaining the past and present influences of the main external forces that have determined the need for change in the last 3-5 years and to make recommendations about future possible changes that have to be performed by managers for a better harmonization with the environment. The research method used for this study is the interview on a sample that contains some of the most relevant SMEa€ s from the western side of Romania, from different industries. We analyzed the main external forces that had an impact on the small and medium sized enterprises and how were they generating the need for organizational change, in order to see which present and future changes are required.
Measuring Romanian do-it-yourself retail chain’s efficiency during the economic crisis
Mónika-Anetta Alt
Tr?i?te/Market , 2012,
Abstract: The purpose of this study is to measure Romanian do-it-yourself retailers’ efficiency during the period of 2007-2010. The sample encompassed all do-it-yourself retail chains in Romania present in the market during the given period, that is 10 chains in all. For the purpose of the analysis, the Data Envelopment Analysis (DEA) method was used. The DEA model includes three variables, namely, two inputs (fixed assets and the average number of employees) and one output (turnover). The results of the DEA analysis show a high level of efficiency in the Romanian do-it-yourself market during the period of the economic crisis. The mean score of technical efficiency varied between 0.829 and 0.904. According to the results, the domestic do-it-yourself retailer Dedeman outperformed the international competition during the analyzed period. Dedeman was also one of the best performers in the market in 2010. The well-performing companies' market penetration and development strategies are discussed briefly. The study seems to have been the first to apply performance measurement by means of the DEA in the Romanian do-it-yourself market.
Lucr?ri ?tiin?ifice : Management Agricol , 2008,
Abstract: The analysis of the Romanian agricultural and food products performance on the foreign markets, applying the classification method by the main categories of products that had positive or negative trade balance, reveals the competitive advantages and disadvantages respectively of the agri-food trade, at the level of traded groups of products. The yearly variations of exports, imports and trade balance indicate a fluctuating evolution of the agri-food foreign trade, both in correlation with the variations in the agricultural supply, the performance deficiencies of the agri-food sector, which induced disequilibria on the export market, and with the effect of political changes upon the trade flows.
Analysis on the Mode of Multinational Retail Enterprises Entering Chinese Market
—Take Walmart, Carrefour and Metro as Examples

Yuqi Chang, Jinmiao Hu
Modern Economy (ME) , 2020, DOI: 10.4236/me.2020.111003
Abstract: With the rapid development of the world economy and the increasingly prominent trend of globalization, retail enterprises have gone abroad to the world. But their operation in the Chinese market is not optimistic. This paper mainly researches multinational retail chain development strategy in China, and analyzes their poor performance in Chinese market, then learns from foreign retail chain enterprise development experiences, puts forward some suggestions for Chinese retail enterprises to enter the foreign market, fully explores the competitive advantages of Chinese retail enterprises.
The Effects of Application of Lean Concept in Retail  [PDF]
Radojko LUKIC
Economia : Seria Management , 2012,
Abstract: Lean principles and techniques can be successfully applied in the retail sector. In the retail sector, lean approach improves operational flows. Lean retail encourages manufacturers to produce standard products in accordance with the created (placed) orders from retailers pursuant to the demand of their consumers. Characteristics of the retail market are: strong competition, shorter product life cycle, longer product development time and high sensitivity of demand. In order to be more competitive and profitable today's retailers operate strategically oriented to lower prices and gain exemption from holding unnecessary stocks. Lean retail is an example of best practices of successful operational strategies which management need to accept - to maximize the operating efficiency of the retail process.
Designing Growth Strategies for Romanian Offshore Outsourcing Vendors: Deploying Competitive Intelligence from Indian Software Industry
Risk in Contemporary Economy , 2012,
Abstract: The paper aims to derive growth strategies for three Romanian software developers involved in offshore outsourcing, by deploying competitive intelligence on the top offshore players from India. The paper revolves around two key assumptions. One is that Romanian companies are growing the way Indian companies did few years ago and so it would be important to analyse the strategies that they had adopted to reach their present potential. Second, there is a set of factors common to all industry players whether in India or Romania as the industry is global in nature, so it would really be important to collect information about how are these global competitors planning to mitigate the environmental threats and to take advantage of the opportunities being presented by the changes in the external environment. For the three Romanian companies whose managers accepted to be included in our study, the main strategic option they want to pursue is market penetration. Taking cue from the strategies adopted by their Indian counterparts, the study recommends growth strategies for these Romanian players.
Oana Diaconu,Gheorghe Oprescu,Russell Pittman
Romanian Journal of European Affairs (RJEA) , 2007,
Abstract: Despite efforts made by European Commission to liberalize electricity markets and foster integration, there are still significant barriers to free competition. Until now, Romania was one of the countries that have been compliant to the European Union’s electricity directives, being ahead of several older member states in this area. However, reforms have not started to pay out, suggesting that the model of combining state-owned non-competing generators with private/privatized distributors and suppliers may not be the best model of market deregulation. As a result, Romanian authorities have started to talk about plans to restructure the sector, by re-consolidating the unbundled generation companies and the state-owned distribution companies into one national energy company, aiming to create a national champion, competitive on the regional markets. However, these proposals are based on questionable economics and their adoption will have negative effects on market competition and, thus, on consumers.
Tore Omholt
Asian Academy of Management Journal , 2002,
Abstract: In the last decade, the retail industry in many countries, including some Asian countries has undergone great changes due to a more dynamic and turbulent environment. This amongst other things has led to a concentration of retail functions in out-of-town regional shopping centres. This development can be explained by pointing to the traditional, segmentalist ways of strategic management in the retail sector, which to a large degree has looked upon location as the most important, and in many cases, the only source of competitive advantage. It has also treated the retail centre as a nexus of contracts based in turn on a series of bilateral contracts. These ways are in our opinion no longer able to deal with an increasingly dynamic environment, especially in traditional town centres. We are given some examples, however, where successful strategic response is characterized by extensive market research and intimate consumer knowledge, but these kinds of capabilities or skills seem to be confined to the typical multinational chain organization. One seldom finds innovative town centres or dynamic shopping centres with similar capabilities. Our view is that a dynamic reconfiguration will have to take place and be coordinated in a more multilateral fashion without having to resort to excessive communication and information processing to achieve a transformative reconfiguration. In this paper we have tried to show that an approach based on a socio-cybernetic framework and the development of several types of communicative competences, may be effective for the development of competitive advantage for a retail centre.
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