973 resultados para Retail trade


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Many studies find that agricultural markets in developing countries are poorly integrated spatially. Traders' regional arbitrage plays a key role in integrating markets across space. We investigate the performance of regional arbitrage and the associated obstacles for rice traders in Antananarivo, Madagascar. On the basis of a trader-level biweekly survey spanning 2012–2013, we find that traders are not fully exploiting the regional arbitrage opportunities: most of them fail to purchase from the cheapest district and are paying higher prices than those in the cheapest district. One apparent obstacle is obtaining price information from many different regions. To reduce search costs, we provided regional price information via SMS to randomly selected traders, but found that this had a null-effect on improving arbitrage performance. Traders tend to concentrate on trading with a few fixed districts, even if they are informed about cheaper prices in other new districts, because they worry about quality uncertainty and the trustworthiness of new partners. These findings suggest that not only transmission of price information but also issues related to produce quality and matching prevent the performance of arbitrage and market integration.

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This paper examines if consumers pay a premium for unobservable quality in the absence of quality standards and/or quality grading systems and, if so, how they assess that unobservable quality, using a rice retail market in Madagascar as an example. In Madagascar, the lack of quality standards and/or grading systems for rice makes is considered to be one of the causes of the rice market's spatial disintegration. Thus, quality standards and grading systems will be necessary to increase the market's efficiency. We hypothesize that consumers and retailers use product origin and rice name as observable indictors of unobservable quality and test the hypothesis using hedonic price regressions. We find that the interaction terms of product origin and rice name significantly affect the price after controlling for both observable quality and spatial and temporal price variation, but that the contribution of product origin and rice name to rice price variation is smaller than spatial and temporal factors. We thus conclude that consumers pay a premium for unobservable quality throughout Madagascar. This finding implies that quality standards and/or grading systems will work in the Malagasy market and that improving market infrastructure such as roads and storage will make them even more effective.

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Com este estudo procurou se identificar os resultados produzidos pela aprendizagem do tipo Bottom-Up (BU) em organizações, tendo-se em vista que as variáveis Cultura Organizacional de Aprendizagem (COA), Mecanismos de Coordenação e Integração (MCI) e Liderança (LID) podem interferir na relação entre o método de aprendizagem e os resultados obtidos pela organização. Para se compreender o fenômeno, após uma pesquisa bibliográfica, foi desenvolvido um estudo multicaso pela metodologia proposta por Yin (2009). Foram pesquisadas quatro organizações atuantes em segmentos distintos, nomeadas neste estudo como \"Empresa X\" (setor farmacêutico), \"Empresa Y\" (setor alimentício/franquia), \"Empresa Z\" (indústria e comércio de calçados) e \"Empresa W\" (setor farmacêutico). Nestas empresas foram inquiridos o Diretor, o Vendedor e os responsáveis pelo setor da inovação, produção, comercial, financeiro e RH. Os respondentes foram entrevistados e preencheram um questionário, além de ter existido coleta prévia de dados secundários para maior compreensão dos fatos relacionados às empresas. Como resultado, constatou-se que nos casos analisados, aparentemente existe uma combinação entre o fator MCI e os constructos LID e COA, que possibilita a existência da aprendizagem do tipo BU. Os resultados provenientes desta combinação tendem a se manifestar em termos financeiros, competitivos e mercadológicos. A combinação do fator e os constructos não necessariamente conduzem à inovatividade da organização.

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The economy of breakaway Transnistria is a peculiar combination of the command-and-distribution model inherited from the USSR with elements of a free-market economy which is heavily dependent on Russian energy and financial subsidies. The main pillars of the region’s economy are several large industrial plants, built in the Soviet era, which generate more than half of its GDP (in 2012, Transnistria’s GDP reached around US$1 billion). As a consequence, the condition of each of these companies, whose production is almost exclusively export- -oriented, has a huge impact on the economic situation in Transnistria. This makes the region extremely sensitive to any changes in the economic situation of its key trade partners. This problem is additionally aggravated by the extremely low diversification of Transnistrian exports. The only major economic entity in Transnistria which regularly yields profits and is not so heavily dependent on the external situation is Sheriff. This corporation controls the greater part of the local wholesale and retail trade, as well as a major part of the services sector on the domestic market.

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[no. 1] The chain store and the packing industry, by E. L. Rhoades.--[no. 2] The management of chain meat markets, by E. L. Rhoades.--[no. 3] Chain stores and the independent meat retailer, by E. L. Rhoades.--[no. 4] Advertising of meats by chain grocery companies, by E. L. Rhoades.--[no. 5] Consumption of meat and meat products, with particular reference fo price, by J. H. Cover.

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Mode of access: Internet.

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Cover title: 1958 census of business.

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Cover title: 1954 census of business.

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I. Retail trade-general statistics, part 1.--II. Retail trade-general statistics, part 2, and merchandise line sales statistics.--III. Retail trade-area statistics.--IV. Wholesale trade-general statistics and commodity line sales statistics.--V. Wholesale trade-area statistics.--VI. Service trade-general statistics.--VII. Service trade-area statistics.

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Issues prior to Jan. 1976 have Supt. of Docs. no. C 56.219/3:

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This is a directory of companies that grant franchises with detailed information for each listed franchise.

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"BR-74-13", etc.

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Title from caption.

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Description based on : 1970.