16th census of the United States: 1940. Census of business: 1939. Retail trade. Commodity sales. Eating places, drinking places, cigar stores, cigar stands, liquor stores (packaged goods)

At head of title: U.S. Dept. of Commerce. Jesse H. Jones, Secretary. Bureau of the Census. J.C. Capt, Director ..

16th census of the United States: 1940. Census of business: 1939. Retail trade. Commodity sales: book stores; news dealers; stationery stores; gift, novelty, souvenir shops; office, store appliance and equipment dealers; office, store, school supply dealers; scientific, medical instrument and supply dealers.

At head of title: U.S. Dept. of Commerce. Jesse H. Jones, Secretary. Bureau of the Census. J.C. Capt, Director ..

16th census of the United States: 1940. Census of business: 1939. Retail trade. Commodity sales: motor-vehicle dealers (new); accessory, tire, battery dealers; used-car dealers.

At head of title: U.S. Dept. of Commerce. Jesse H. Jones, Secretary. Bureau of the Census. J.C. Capt, Director ..

16th census of the United States: 1940. Census of business: 1939. Retail trade. Commodity sales: drug stores.

Cover title.

16th census of the United States: 1940. Census of business: 1939. Retail trade. Commodity sales. General merchandise group.

At head of title: U.S. Dept. of Commerce. Jesse H. Jones, Secretary. Bureau of the Census. J.C. Capt, Director ..

How to run a retail lumber business at a profit; plans, methods, and cost figures for cutting down expenses and increasing sales

Mode of access: Internet.

Costs, merchandising practices, advertising and sales in the retail distribution of clothing /

Mode of access: Internet.

Retail Installment Sales Act.

Mode of access: Internet.

Sales Finance Agency Act, Motor Vehicle Retail Installment Sales Act, Retail Installment Sales Act; Rules and regulations governing the execution and enforcement of the Illinois Finance Agency Act, effective ...

Mode of access: Internet.

Leadership propensity and sales performance among sales personnel and managers in a speciality retail store setting

We propose that specialty store managers, as well as outside sales personnel attached to the store, have selling responsibilities. In addition, we propose that sales personnel, as well as store managers, should have a propensity for leadership, which reflects an individual's enduring disposition to exhibit leadership within the context of his or her organizational roles. In two studies, we develop a new individual difference measure of propensity to lead and investigate its nomological validity within a specialty retail store environment. As predicted, leadership propensity was predictive of self-rated sales performance and a proclivity to identify prospects through cold calls to close sales, to reveal customer orientation, and to exhibit organizational citizenship behavior. We found that propensity to lead did not differ between salespeople and retail store managers, but we found that the respondent's role moderated the relationship between propensity to lead and supervisor performance ratings. Study limitations and managerial implications of this heretofore unidentified trait of salespeople are discussed.

Survey of trace elements (Al, As, Cd, Cr, Co, Hg, Mn, Ni, Pb, Se, and Si) in retail samples of flavoured and bottled waters

Concentrations of eleven trace elements (Al, As, Cd, Cr, Co, Hg, Mn, Ni, Pb, Se, and Si) were measured in 39 (natural and flavoured) water samples. Determinations were performed using graphite furnace electrothermetry for almost all elements (Al, As, Cd, Cr, Co, Mn, Ni, Pb, and Si). For Se determination hydride generation was used, and cold vapour generation for Hg. These techniques were coupled to atomic absorption spectrophotometry. The trace element content of still or sparkling natural waters changed from brand to brand. Significant differences between natural still and natural sparkling waters (p<0.001) were only apparent for Mn. The Mann–Whitney U-test was used to search for significant differences between flavoured and natural waters. The concentration of each element was compared with the presence of flavours, preservatives, acidifying agents, fruit juice and/or sweeteners, according to the labelled composition. It was shown that flavoured waters generally increase the trace element content. The addition of preservatives and acidifying regulators had a significant influence on Mn, Co, As and Si contents (p<0.05). Fruit juice can also be correlated to the increase of Co and As. Sweeteners did not provide any significant difference in Mn, Co, Se and Si content.

Improving retail banking staff incentive systems

This Work Project seeks to analyze the viability, utility and best way of implementing mechanisms of double accounting and of insertion of low (or null) sales objectives in an incentives program. The main findings are that both processes are possible and to a certain extent advisable, although in very specific ways and with some limitations. Double accounting processes are especially effective between different segments and networks and should have a greater impact in the first evaluation periods of each case and the null objectives, albeit usable, are recommended to be always substituted by positive objectives, even if quite small. Moreover, it is concluded that the formal structure of the incentives program influences significantly these concepts, namely concerning the duration of the evaluation periods and the interaction of the objectives of different entities for both the vertical (hierarchic) and horizontal (individual and collective) levels.

Firms, destinations, and aggregate fluctuations

This paper uses a database covering the universe of French firms for the period 1990-2007 to provide a forensic account of the role of individual firms in generating aggregatefluctuations. We set up a simple multi-sector model of heterogeneous firms selling tomultiple markets to motivate a theoretically-founded decomposition of firms' annualsales growth rate into different components. We find that the firm-specific componentcontributes substantially to aggregate sales volatility, mattering about as much as thecomponents capturing shocks that are common across firms within a sector or country.We then decompose the firm-specific component to provide evidence on two mechanismsthat generate aggregate fluctuations from microeconomic shocks highlighted in the recentliterature: (i) when the firm size distribution is fat-tailed, idiosyncratic shocks tolarge firms directly contribute to aggregate fluctuations; and (ii) aggregate fluctuationscan arise from idiosyncratic shocks due to input-output linkages across the economy.Firm linkages are approximately three times as important as the direct effect of firmshocks in driving aggregate fluctuations.

Merchandising Strategies and Retail Performance for Seasonal Fashion Products

This study presents mathematical methods for evaluation of retail performance with special regard to product sourcing strategies. Forecast accuracy, process lead time, offshore / local sourcing mix and up front / replenishment buying mix are defined as critical success factors in connection with sourcing seasonal products with a fashion content. As success measures, this research focuses on service level, lost sales, product substitute percentage, gross margin, gross margin return on inventory and mark down rate. The accuracy of demand forecast is found to be a fundamental success factor. Forecast accuracy depends on lead time. Lead times are traditionally long and buying decisions are made seven to eight months prior to the start of the selling season. Forecast errors cause stockouts and lost sales. Some of the products bought for the selling season will not be sold and have to be marked down and sold at clearance, causing loss of gross margin. Gross margin percentage is not the best tool for evaluating sourcing decisions and in the context of this study gross margin return on inventory, which combines profitability and assets management, is used. The findings of this research suggest that there are more profitable ways of sourcing products than buying them from low cost offshore sources. Mixing up front and inseason replenishment deliveries, especially when point of sale information is used for improving forecast accuracy, results in better retail performance. Quick Response and Vendor Managed Inventory strategies yield better results than traditional up front buying from offshore even if local purchase prices are higher. Increasing the number of selling seasons, slight over buying for the season in order to

Utilizing analytic modelling process in industrial retail context

Nykypäivän monimutkaisessa ja epävakaassa liiketoimintaympäristössä yritykset, jotka kykenevät muuttamaan tuottamansa operatiivisen datan tietovarastoiksi, voivat saavuttaa merkittävää kilpailuetua. Ennustavan analytiikan hyödyntäminen tulevien trendien ennakointiin mahdollistaa yritysten tunnistavan avaintekijöitä, joiden avulla he pystyvät erottumaan kilpailijoistaan. Ennustavan analytiikan hyödyntäminen osana päätöksentekoprosessia mahdollistaa ketterämmän, reaaliaikaisen päätöksenteon. Tämän diplomityön tarkoituksena on koota teoreettinen viitekehys analytiikan mallintamisesta liike-elämän loppukäyttäjän näkökulmasta ja hyödyntää tätä mallinnusprosessia diplomityön tapaustutkimuksen yritykseen. Teoreettista mallia hyödynnettiin asiakkuuksien mallintamisessa sekä tunnistamalla ennakoivia tekijöitä myynnin ennustamiseen. Työ suoritettiin suomalaiseen teollisten suodattimien tukkukauppaan, jolla on liiketoimintaa Suomessa, Venäjällä ja Balteissa. Tämä tutkimus on määrällinen tapaustutkimus, jossa tärkeimpänä tiedonkeruumenetelmänä käytettiin tapausyrityksen transaktiodataa. Data työhön saatiin yrityksen toiminnanohjausjärjestelmästä.