Retail

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Retail

Macy's Herald Square, New York City.

Marketing

Marketing
Marketing management
Key concepts[show]
Promotional content[show]
Promotional media[show]

Retail involves the process of selling consumer goods or services to customers through
multiple channels of distribution to earn a profit. Demand is identified and then satisfied through
a supply chain. Attempts are made to increase demand through advertising. In the 2000s, an
increasing amount of retailing began occurring online using electronic payment and delivery via
a courier or via postal mail. Retailing as a sector includes subordinated services, such as
delivery. The term "retailer" is also applied where a service provider services the small orders of
a large number of individuals, rather than large orders of a small number
of wholesale, corporate or government clientele. Shops may be on residential streets, streets
with few or no houses, or in a shopping mall. Shopping streets may restrict traffic to pedestrians
only. Sometimes a shopping street has a partial or full roof to create a more comfortable
shopping environment - protecting customers from various types of weather conditions such as

extreme temperatures, winds or precipitation. Forms of non-shop retailing include online retailing
(a type of electronic-commerce used for business-to-consumer (B2C) transactions) and mail
order.
Shopping generally refers to the act of buying products. Sometimes this is done to obtain final
goods, including necessities such as food and clothing; sometimes it takes place as
a recreational activity. Recreational shopping often involves window shopping (just looking, not
buying) and browsing: it does not always result in a purchase.
Contents
[hide]

1Etymology

2Retail strategy

3Types of retail outlets

o

3.1Types by products

3.2Types by marketing strategy

3.3Other types

4Global top ten retailers

5Operations
o

5.1Retail pricing

5.2Competition

5.3Staffing

5.4Transfer mechanisms

6Second-hand retail

7Challenges

8Sales techniques

9Customer service

10Statistics for national retail sales

10.1United States

10.2Central Europe

10.3World

11Consolidation

12See also

13References

14Further reading

15External links

Etymology[edit]
Retail comes from the Old French word tailler, which means "to cut off, clip, pare, divide" in terms
of tailoring (1365). It was first recorded as a noun with the meaning of a "sale in small quantities"
in 1433 (from the Middle French retail, "piece cut off, shred, scrap, paring").[1] Like in French, the
word retail in both Dutch and German also refers to the sale of small quantities of items.

Retail strategy[edit]
The retailing strategy is a marketing plan abstractly designed to offer its products and services in
a way that will optimize customer satisfaction. Service quality and marketing mix strategy have
significant and positive association on customer loyalty.[2] The marketing strategy effectively
outlines all key aspects of firms targeted audience; demographic and preference. Throughout a
highly competitive market, the retail strategy sets up long-term sustainability. It focuses on
customer relationships, stressing the importance of added value and customer satisfaction. The
retail mix is designed to complement the retail strategy through theoretical tools such as the
product, its quality and value, the promotions, place, and price.
Retail store design strategy
The design of a retail store is critical when appealing to its intended market, as this is where first
impressions are made. It can influence a consumers perception of the quality of the store,
visually communicating value. Certain techniques are used to create a consumer brand
experience, which in the long run drives brand loyalty.[3] The front of the store is paid close
attention too, known as the decompression zone" [4] This is usually an open space in the
entrance of the store to allow customers to adjust to their new environment. An open planned
floor design is effective in retail as it allows customers to see everything. Depending on what side
of the road cars drive on in the country, determines what way the store will direct its customers.
New Zealand retailer stores for instances would direct customers to the left. Brands are now
recognizing that human nature has a conceptual profile and a sensory profile. [5] Through the
notions of sensory stimulation retailers can engage maximum emotional impact between a brand
and its consumers by relating to both profiles; the goal and experience. By achieving so it can
influence purchasing behavior maximizing outcomes. This is done through the relation of touch,
smell, sight, taste and noise.[5] It is common for a retailer store to play music that relates to their
targeted market. Jewelry stores like Michel Hill have dim lighting to creating a sense of intimacy.
Super markets offer taste testers. Clothing garments are at arms reach, allowing customers to
feel the different textures of clothing. Wooden floors also contrast with the carpeted fitting rooms,
which is designed to create a sense of homeliness when trying on garments. Peter Alexandra is
renowned for their scented candles. These aspects outlined add to the sensory experience put in
place to strategically achieve customer satisfaction and retention. This will create future
opportunity and help a brand stand out in amongst the competitive market. [6]

Types of retail outlets[edit]

Fruit shop in Naggar, Himachal Pradesh, India

San Juan de Dios Market in Guadalajara, Jalisco

Inside a supermarket in Russia

Walnut Market in Katra, Jammu & Kashmir

A marketplace is a location where goods and services are exchanged. The traditional market
square is a city square where traders set up stalls and buyers browse the stores. This kind of
market is very old, and countless such markets are still in operation around the whole world.
In some parts of the world, the retail business is still dominated by small family-run stores, but
this market is increasingly being taken over by large retail chains. Most of these stores are called
high street stores. Gradually high street stores are being re-grouped in condensed geographical
areas along specific streets or districts such as the Magnificent Mile in Chicago, Illinois or at
single locations called malls. These are more defined and planned spaces for retail stores and
brands.

Types by products[edit]
Retail is usually classified by the following type of products:

Food products typically require cold storage facilities.

Hard goods or durable goods ("hardline retailers")

[7]
automobiles, appliances, electronics, furniture, sporting

goods, lumber, etc., and parts for them. Goods that do not
quickly wear out and provide utility over time.

Soft goods or consumables[8][9] clothing,

other fabrics, footwear, toiletries, cosmetics, medicines and stati
onery. Goods that are consumed after one use or have a limited
period (typically under three years) in which you may use them.

Arts contemporary art

galleries, bookstores, handicrafts, musical instruments, gift
shops, and supplies for them.

Types by marketing strategy[edit]

These are the following types of retailers by marketing strategy:

Discount department store Charters Towers, North Queensland, Australia

Department store
Department stores are very large stores offering a huge assortment of "soft" and "hard" goods
which often bear a resemblance to a collection of specialty stores. A retailer of such store carries
a variety of categories and has a broad assortment of goods at an average price. They offer
considerable customer service.
Discount store
Discount stores tend to offer a wide array of products and services, but they compete mainly on
price. They offer extensive assortments of merchandise at affordable and cut-rate prices. In the
past, retailers sold less fashion-oriented brands. However, in more recent years companies such
as TJX Companies (Own T.J. Maxx and Marshalls) and Ross Stores are discount store
operations increasingly offering fashion-oriented brands on a larger scale.
Warehouse store
Warehouses that offer low-cost, often high-quantity goods piled on pallets or steel
shelves; warehouse clubs charge a membership fee.
Variety store
Variety stores offer extremely low-cost goods, with a vast array of selection. The downfall to this
is that the items are not very high quality.
Demographic
Retailers that aim at one particular segment (e.g., high-end retailers focusing on wealthy
individuals or niche market).
Mom-And-Pop
A small retail outlet owned and operated by an individual or family. Focuses on a relatively limited
and selective set of products.
Specialty store

A specialty (BE: speciality) store has a narrow marketing focus either specializing on specific
merchandise, such as toys, shoes, or clothing, or on a target audience, such as children, tourists,
or plus-size women.[10] Size of store varies some specialty stores might be retail giants such
as Toys "R" Us, Foot Locker, and The Body Shop, while others might be small, individual shops
such as Nutters of Savile Row.[10] Such stores, regardless of size, tend to have a greater depth of
the specialist stock than general stores, and generally offer specialist product knowledge valued
by the consumer. Pricing is usually not the priority when consumers are deciding upon a
specialty store; factors such as branding image, selection choice, and purchasing assistance are
seen as important.[10] They differ from department stores and supermarkets which carry a wide
range of merchandise.[11]
Boutique
Boutique or concept stores are similar to specialty stores. Concept stores are very small in size,
and only ever stock one brand. They are run by the brand that controls them. An example of
brand that distributes largely through their own widely distributed concept stores is L'OCCITANE
en Provence. The limited size and offering of L'OCCITANE's stores are too small to be
considered a specialty store proper.
General store
A general store is a rural store that supplies the main needs for the local community.
Convenience store
A convenience store provides limited amount of merchandise at more than average prices with a
speedy checkout. This store is ideal for emergency and immediate purchase consumables as it
often works with extended hours, stocking every day.
Hypermarkets
Provides variety and huge volumes of exclusive merchandise at low margins. The operating cost
is comparatively less than other retail formats.
Supermarket
A supermarket is a self-service store consisting mainly of grocery and limited products on non
food items. They may adopt a Hi-Lo or an EDLP strategy for pricing. The supermarkets can be
anywhere between 20,000 and 40,000 square feet (3,700 m2). Example: SPAR supermarket.
Mall
A shopping mall has a range of retail shops at a single outlet. They can include products, food
and entertainment under one roof. Malls provide 7% of retail revenue in India, 10% in Vietnam,
25% in China, 28% in Indonesia, 39% in the Philippines, and 45% in Thailand. [12]
"Category killer" or specialist
By supplying wide assortment in a single category for lower prices a category killer retailer can
"kill" that category for other retailers. For few categories, such as electronics, the products are
displayed at the centre of the store and sales person will be available to address customer
queries and give suggestions when required. Other retail format stores are forced to reduce the
prices if a category specialist retail store is present in the vicinity.
E-tailer
The customer can shop and order through the internet and the merchandise is dropped at the
customer's doorstep or an e-tailer. Here the retailers use drop shipping technique. They accept
the payment for the product but the customer receives the product directly from the manufacturer
or a wholesaler. This format is ideal for customers who do not want to travel to retail stores and
are interested in home shopping.
Vending machine

A vending machine is an automated piece of equipment wherein customers can drop the money
in the machine and acquire the products. Some stores take a no frills approach, while others are
"mid-range" or "high end", depending on what income level they target.

Other types[edit]
Other types of retail store include:

Automated retail stores self-service, robotic kiosks located in

airports, malls and grocery stores. The stores accept credit
cards and are usually open 24/7. Examples
include ZoomShops and Redbox.

Big-box stores encompass larger department, discount,

general merchandise, and warehouse stores.

Retailers can opt for a format as each provides different retail mix to its customers based on their
customer demographics, lifestyle and purchase behaviour. A good format will lend a hand to
display products well and entice the target customers to spawn sales.

Global top ten retailers[edit]

Worldwide Top Ten Retailers[13]

Rank

Company

Country of Origin

2014 revenue ($US million)

Dominant format 2014

Walmart

United States

$485,651

Hypermarket/Supercenter/Supers

Costco

United States

$112,640

Cash & Carry/Warehouse Club

Kroger

United States

$108,465

Supermarket

lidl

Germany

$102,694

Discount Store

Tesco

United Kingdom

$99,713

Hypermarket/Supercenter/Supers

Carrefour

France

$98,497

Hypermarket/Supercenter/Supers

Aldi

Germany

$86,470

Discount Store

Metro AG

Germany

$85,570

Cash & Carry/Warehouse Club

The Home Depot

United States

$83,176

Home Improvement

10

Walgreens

United States

$76,392

Drug Store/Pharmacy

Operations[edit]
Retail pricing[edit]
The pricing technique used by most retailers is cost-plus pricing. This involves adding
a markup amount (or percentage) to the retailer's cost. Another common technique is suggested
retail pricing. This simply involves charging the amount suggested by the manufacturer and
usually printed on the product by the manufacturer.
In Western countries, retail prices are often called psychological prices or odd prices. Often
prices are fixed and displayed on signs or labels. Alternatively, when prices are not clearly
displayed, there can be price discrimination, where the sale price is dependent upon who the

customer is. For example, a customer may have to pay more if the seller determines that he or
she is willing and/or able to. Another example would be the practice of discounting for youths,
students, or senior citizens.

Competition[edit]
Retail stores may or may not have competitors close enough to affect their pricing, product
availability, and other operations. A 2006 survey found that only 38% of retail stores in India
believed they faced more than slight competition.[14] Competition also affected less than half of
retail stores in Kazakhstan, Bulgaria, and Azerbaijan. In all countries the main competition was
domestic, not foreign.[15]
Country

% of retail stores facing competition[16]

India

38%

Kazakhstan

44%

Bulgaria

46%

Azerbaijan

48%

Uzbekistan

58%

Armenia

58%

Georgia

59%

Kyrgyzstan

59%

Russia

62%

Belarus

64%

Croatia

68%

Romania

68%

Country

% of retail stores facing competition[16]

Ukraine

72%

Turkey

73%

Serbia

74%

Tajikistan

74%

Slovenia

77%

Latvia

78%

Bosnia and Herzegovina

79%

Moldova

79%

Czech Republic

80%

Slovakia

80%

Poland

83%

Hungary

87%

Estonia

88%

Lithuania

88%

Macedonia

88%

Albania

89%

Retail trade provides 9% of all jobs in India and 14% of GDP.[17]

Staffing[edit]
Because patronage at a retail outlet varies, flexibility in scheduling is desirable. Employee
scheduling software is sold, which, using known patterns of customer patronage, more or less
reliably predicts the need for staffing for various functions at times of the year, day of the month
or week, and time of day. Usually needs vary widely. Conforming staff utilization to staffing needs
requires a flexible workforce which is available when needed but does not have to be paid when
they are not, part-time workers; as of 2012 70% of retail workers in the United States were parttime. This may result in financial problems for the workers, who while they are required to be
available at all times if their work hours are to be maximized, may not have sufficient income to
meet their family and other obligations.[18]

Transfer mechanisms[edit]
There are several ways in which consumers can receive goods from a retailer:

Counter service, where goods are out of reach of buyers and

must be obtained from the seller. This type of retail is common
for small expensive items (e.g. jewelry) and controlled items like
medicine and liquor. It was common before the 1900s in the
United States and is more common in certain countries like
India.[which?]

Click and Commute, where products are ordered online and are
picked up via a drive through.

Ship to Store, where products are ordered online and can be

picked up at the retailer's main store

Delivery, where goods are shipped directly to consumer's

homes or workplaces. Mail order from a printed catalog was
invented in 1744 and was common in the late 19th and early
20th centuries. Ordering by telephone was common in the 20th
century, either from a catalog, newspaper, television
advertisement or a local restaurant menu, for immediate service
(especially for pizza delivery), remaining in common use for food
orders. Internet shopping a form of delivery has eclipsed
phone-ordering, and, in several sectors such as books and
music all other forms of buying. There is increasing
competitor pressure to deliver consumer goods- especially those
offered online- in a more timely fashion. Large online retailers
such as Amazon.com are continually innovating and as of 2015
offer one-hour delivery in certain areas. They are also working
with drone technology to provide consumers with more efficient
delivery options. Direct marketing, including telemarketing and
television shopping channels, are also used to generate
telephone orders. started gaining significant market share in
developed countries in the 2000s.

Door-to-door sales, where the salesperson sometimes travels

with the goods for sale.

Self-service, where goods may be handled and examined prior

to purchase.

Digital delivery or Download, where intangible goods, such as

music, film, and electronic books and subscriptions to
magazines, are delivered directly to the consumer in the form of
information transmitted either over wires or air-waves, and is
reconstituted by a device which the consumer controls (such as
an MP3 player; see digital rights management). The digital sale
of models for 3D printing also fits here, as do the media leasing
types of services, such as streaming.

Second-hand retail[edit]
See also: Charity shop
Some shops sell second-hand goods. In the case of a nonprofit shop, the public donates goods
to the shop to be sold. In give-away shops goods can be taken for free.
Another form is the pawnshop, in which goods are sold that were used as collateral for loans.
There are also "consignment" shops, which are where a person can place an item in a store and
if it sells, the person gives the shop owner a percentage of the sale price. The advantage of
selling an item this way is that the established shop gives the item exposure to more potential
buyers.E-tailers like OLX,Quikr etc. also working on second hand goods sales.

Challenges[edit]
To achieve and maintain a foothold in an existing market, a prospective retail establishment
must overcome the following hurdles:

Regulatory barriers including

Restrictions on real estate purchases, especially as

imposed by local governments and against "big-box" chain
retailers;

Restrictions on foreign investment in retailers, in terms of

both absolute amount of financing provided and percentage
share of voting stock (e.g., common stock) purchased;

Unfavorable taxation structures, especially those designed to

penalize or keep out "big box" retailers (see "Regulatory"
above);

Absence of developed supply chain and integrated IT

management;

High competitiveness among existing market participants and

resulting low profit margins, caused in part by

Constant advances in product design resulting in constant

threat of product obsolescence and price declines for
existing inventory; and

Lack of properly educated and/or trained work force, often

including management, caused in part by loss in Business.

Lack of educational infrastructure enabling prospective

market entrants to respond to the above challenges.

Sales techniques[edit]
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Every retail store operates under the goal of overcoming the other competition in the market to
create brand dominance and/or large profit. This is done by different sales techniques created
and/or adopted by retailers. Techniques include hiring staff which are deemed attractive by the
target demographic (Physical appearance, smell, sound and behavior all attribute to a persons
attractiveness). other techniques include store location, somewhere easily visible with lots of
traffic (Traffic can be but not limited to pedestrians or vehicles). Also stores create custom interior
design to suit the stores personality and the target market. Some of the largest retailers spend
millions on a stores marketing technique to invite customers in to spend their time and money. .
As consumers have grown from the days of wandering in and buying goods or services just for
the face value to being informed on products and how they are made companies focus on the
values of society such as being sustainable or being fair trade approved. Conscious consumers
are attracted by the stores morals of being righteous and thus creating a strong brand image that
stands our from the competition. Adding value to goods or services such as a free gift or buy 1
get 1 free adds value to customers where as the store is gaining sales [19]
A destination store is one that customers will initiate a trip specifically to visit, sometimes over a
large area. These stores are often used to "anchor" a shopping mall or plaza, generating foot
traffic, which is capitalized upon by smaller retailers.

Customer service[edit]
Customer service is the "sum of acts and elements that allow consumers to receive what they
need or desire from your retail establishment." It is important for a sales associate to greet the
customer and make himself available to help the customer find whatever he needs. When a
customer enters the store, it is important that the sales associate does everything in his power to
make the customer feel welcomed, important, and make sure he leaves the store satisfied.
Giving the customer full, undivided attention and helping him find what he is looking for will
contribute to the customer's satisfaction.[20] For retail store owners, it is extremely important to
train yourself and your staff to provide excellent customer service skills. By providing excellent
customer service, you build a good relationship with the customer and eventually will attract more
new customers and turn them into regular customers. Looking at long term perspectives,
excellent customer skills give your retail business a good ongoing reputation and competitive
advantage. Customer service is essential for several reasons.[21] By exemplifying these valued
qualities for a customer; companies utilize the experience the customer walks away with. Thus,
setting the example for providing "great customer service." [22] An organization who trains their
employees about properly servicing the customer will benefit more than those who do
not. Customer service training entails about how properly servicing the customer will benefit
corporations and businesses. This being said, it is important to establish a bond amongst
customers-employees known as Customer relationship management.

Statistics for national retail sales[edit]

United States[edit]
The United States retail sector features the largest number of large, lucrative retailers in the
world. A 2012 Deloitte report published in STORES magazine indicated that of the world's top
250 largest retailers by retail sales revenue in fiscal year 2010, 32% of those retailers were
based in the United States, and those 32% accounted for 41% of the total retail sales revenue of
the top 250.[23]

U.S. Monthly Retail Sales, 19922010

Since 1951, the U.S. Census Bureau has published the Retail Sales report every month. It is a
measure of consumer spending, an important indicator of the US GDP. Retail firms provide data
on the dollar value of their retail sales and inventories. A sample of 12,000 firms is included in the
final survey and 5,000 in the advanced one. The advanced estimated data is based on a
subsample from the US CB complete retail & food services sample.[24]

Central Europe[edit]
In 2011, the grocery market in six countries of Central Europe was worth nearly 107bn, 2.8%
more than the previous year when expressed in local currencies. The increase was generated
foremost by the discount stores and supermarket segments, and was driven by the skyrocketing
prices of foodstuffs. This information is based on the latest PMR report entitled Grocery retail in
Central Europe 2012[25]

World[edit]

The two largest supermarkets chains in Switzerland, Migros and Coop, are cooperatives.

National accounts show a combined total of retail and wholesale trade, with hotels and
restaurants. in 2012 the sector provides over a fifth of GDP in tourist-oriented island economies,
as well as in other major countries such as Brazil, Pakistan, Russia, and Spain. In all four of the
latter countries, this fraction is an increase over 1970, but there are other countries where the
sector has declined since 1970, sometimes in absolute terms, where other sectors have replaced
its role in the economy. In the United States the sector has declined from 19% of GDP to 14%,
though it has risen in absolute terms from $4,500 to $7,400 per capita per year. In China the

sector has grown from 7.3% to 11.5%, and in India even more, from 8.4% to 18.7%. Emarketer
predicts China will have the largest retail market in the world in 2016. [26]
Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Afghanistan

13.1

8.4

$140

$58

Albania

11.5

22.5

$188

$858

Algeria

17.3

11.9

$572

$639

Andorra

40.5

26.5

$17,532

$10,915

Angola

12.6

15.0

$513

$839

Anguilla

33.9

27.8

$2,166

$5,577

Antigua and Barbuda

26.4

26.8

$1,081

$3,540

Argentina

15.4

15.7

$1,041

$1,825

Economy

Armenia

15.2

2012 Value
per Capita

$510

Aruba

26.9

19.1

$1,140

$4,757

Australia

11.4

11.7

$3,736

$7,960

Austria

17.4

18.8

$3,281

$8,782

Azerbaijan

9.0

$668

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Bahamas

28.0

24.5

$5,335

$5,299

Bahrain

12.5

6.4

$3,046

$1,478

Bangladesh

15.9

15.1

$61

$124

Barbados

26.1

24.3

$2,879

$3,890

Economy

Belarus

16.8

2012 Value
per Capita

$1,127

Belgium

12.9

14.2

$2,606

$6,189

Belize

17.0

20.3

$297

$972

Benin

17.7

17.4

$89

$131

Bermuda

17.6

11.2

$8,907

$9,648

Bhutan

8.2

8.2

$30

$205

Bolivia

9.1

11.1

$168

$286

Bosnia and Herzegovina

17.9

$807

Botswana

9.2

16.8

$60

$1,206

Brazil

16.4

21.3

$756

$2,413

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

British Virgin Islands

19.7

27.2

$2,178

$8,821

Brunei Darussalam

1.0

3.7

$495

$1,536

Bulgaria

14.6

13.8

$272

$966

Burkina Faso

14.9

14.2

$46

$92

Burundi

8.1

18.9

$16

$43

Cambodia

16.6

14.5

$86

$137

Cameroon

27.0

20.4

$270

$245

Canada

13.6

13.0

$3,586

$6,788

Cabo Verde

24.5

18.7

$269

$718

Cayman Islands

12.0

12.2

$3,544

$7,175

Central African Republic

14.0

13.5

$100

$65

Chad

20.5

12.6

$122

$103

Chile

14.9

11.7

$780

$1,801

China

7.3

11.5

$20

$700

Economy

2012 Value
per Capita

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

China: Hong Kong SAR

19.1

29.3

$1,197

$10,772

China: Macao SAR

8.0

14.9

$592

$11,629

Colombia

13.0

12.4

$439

$959

Comoros

26.2

14.5

$232

$125

Congo

13.2

5.4

$256

$185

Cook Islands

13.7

39.6

$1,069

$5,912

Costa Rica

19.9

16.3

$805

$1,531

Economy

Croatia

15.4

2012 Value
per Capita

$2,012

Cuba

18.4

15.2

$432

$959

Cyprus

13.6

18.8

$958

$4,975

Czech Republic

13.2

Czechoslovakia (Former)

8.0

Korea, North D.P.R.

11.7

$2,429

$127

18.3

$231

$107

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Denmark

20.5

15.5

$6,169

$8,708

Djibouti

45.0

18.6

$1,470

$294

Dominica

9.6

15.0

$163

$1,046

Dominican Republic

17.2

18.7

$270

$1,073

Ecuador

8.3

12.6

$195

$713

Egypt

11.0

14.4

$75

$454

El Salvador

22.6

21.2

$534

$804

Equatorial Guinea

6.4

0.9

$56

$185

Economy

2012 Value
per Capita

Democratic Republic of
the Congo

Eritrea

19.4

$98

Estonia

14.0

$2,432

Ethiopia

18.6

$84

Ethiopia (Former)

8.4

Fiji

8.3

18.6

$216

$848

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Finland

12.3

13.3

$2,268

$6,103

France

14.8

15.0

$2,969

$5,933

French Polynesia

14.7

16.1

$2,142

$4,212

Gabon

28.1

12.1

$2,918

$1,787

Gambia

27.1

28.8

$143

$147

Economy

Georgia

18.9

2012 Value
per Capita

$685

Germany

12.2

11.4

$2,273

$4,736

Ghana

5.3

10.9

$58

$175

Greece

19.6

20.2

$2,469

$4,527

Greenland

14.0

10.5

$2,219

$4,326

Grenada

18.2

12.3

$294

$913

Guatemala

17.5

21.6

$385

$720

Guinea

34.0

16.2

$132

$86

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Guinea-Bissau

20.7

19.4

$124

$99

Guyana

18.9

15.1

$388

$543

Haiti

17.4

18.4

$168

$130

Honduras

17.2

17.1

$247

$399

Hungary

9.8

14.1

$531

$1,760

Iceland

11.3

11.0

$1,873

$4,585

India

8.4

18.7

$31

$283

Indonesia

17.7

13.9

$120

$494

Iran (Islamic Republic of)

10.6

11.6

$473

$834

Iraq

8.2

6.4

$215

$290

Ireland

17.6

18.0

$2,293

$8,295

Israel

9.8

10.0

$1,346

$3,145

Italy

16.0

15.0

$2,755

$4,963

Ivory Coast

21.7

14.7

$353

$181

Economy

2012 Value
per Capita

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Jamaica

19.4

22.4

$1,056

$1,197

Japan

15.6

13.9

$3,004

$6,525

Jordan

17.9

10.1

$478

$445

Economy

Kazakhstan

16.8

2012 Value
per Capita

$2,086

Kenya

6.8

13.2

$49

$125

Kiribati

12.4

8.6

$439

$150

Kosovo

Kuwait

18.1

8.3

Kyrgyzstan

Laos People's DR

3.2

$508

$13,693

19.7

14.2

Latvia

20.3

$1,797

$233

$44

17.9

$278

$2,467

Lebanon

31.4

27.6

$2,829

$2,522

Lesotho

13.0

9.0

$46

$108

Liberia

11.1

5.0

$106

$18

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Libya

2.8

4.9

$543

$763

Liechtenstein

19.9

17.8

$12,763

$28,361

Economy

Lithuania

19.9

2012 Value
per Capita

$2,782

Luxembourg

13.8

13.4

$5,010

$14,141

Madagascar

8.7

11.0

$70

$49

Malawi

3.7

19.8

$10

$70

Malaysia

12.4

16.5

$229

$1,716

Maldives

29.8

30.8

$252

$2,373

Mali

7.3

16.2

$23

$112

Malta

28.7

15.8

$1,104

$3,238

Marshall Islands

24.5

16.1

$531

$607

Mauritania

2.1

7.1

$20

$72

Mauritius

10.0

19.3

$167

$1,782

Mexico

19.3

17.8

$1,063

$1,739

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Micronesia

13.1

15.1

$219

$477

Monaco

39.1

30.3

$34,091

$46,027

Mongolia

21.4

11.9

$237

$439

Economy

Montenegro

22.6

2012 Value
per Capita

$1,475

Montserrat

19.4

7.6

$1,051

$974

Morocco

22.5

12.4

$253

$365

Mozambique

12.7

17.6

$31

$102

Myanmar

25.9

20.1

$48

$226

Namibia

8.0

14.7

$326

$832

Nauru

14.8

16.8

$7,812

$2,014

Nepal

4.7

15.4

$14

$101

Netherlands

16.4

15.8

$3,702

$7,283

Netherlands Antilles

16.4

18.2

$1,417

$3,349

New Caledonia

34.7

13.3

$9,624

$5,169

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

New Zealand

15.5

12.2

$3,607

$4,689

Nicaragua

15.3

16.5

$352

$289

Niger

10.6

14.1

$71

$56

Nigeria

14.6

15.9

$148

$247

Norway

16.7

8.5

$6,109

$8,521

Oman

1.7

7.7

$111

$1,822

Pakistan

18.8

20.6

$99

$248

Palau

16.3

31.2

$1,565

$3,200

Panama

16.8

19.6

$497

$1,864

Papua New Guinea

13.9

9.3

$243

$204

Paraguay

18.3

19.9

$304

$771

Peru

14.2

18.6

$583

$1,271

Philippines

10.7

19.4

$153

$501

Poland

9.2

20.2

$398

$2,590

Economy

2012 Value
per Capita

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Portugal

13.7

19.6

$1,119

$3,926

Puerto Rico

16.7

9.4

$2,024

$2,635

Qatar

5.0

5.6

$5,647

$5,208

Korea, South

17.1

11.8

$345

$2,712

Economy

Moldova

Romania

17.8

3.1

Russian Federation

7.1

2012 Value
per Capita

$367

$73

20.7

$557

$2,934

Rwanda

9.9

15.7

$35

$97

Saint Kitts and Nevis

8.4

12.6

$256

$1,800

Saint Lucia

20.6

23.4

$527

$1,707

Samoa

14.8

23.6

$312

$851

San Marino

15.8

12.9

$5,282

$7,643

Sao Tome and Principe

25.5

26.2

$273

$363

Saudi Arabia

4.6

8.2

$799

$2,067

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

Economy

Senegal

As % of
GDP, 1970

As % of
GDP, 2012

22.7

20.4

Serbia

1970 Value per

Capita (2012
Prices)

$218

11.0

2012 Value
per Capita

$207

$582

Seychelles

32.7

29.4

$1,039

$3,285

Sierra Leone

12.9

7.6

$93

$55

Singapore

27.8

19.5

$2,008

$10,179

Slovakia

26.6

$4,470

Slovenia

14.4

$3,155

Solomon Islands

10.2

10.5

$121

$193

Somalia

9.3

10.6

$21

$14

South Africa

14.4

16.0

$847

$1,171

South Sudan

15.4

$143

Spain

15.1

21.4

$1,956

$6,060

Sri Lanka

14.5

20.8

$94

$586

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

St. Vincent and the

Grenadines

12.6

16.5

$231

$1,045

State of Palestine

16.7

18.4

$136

$448

Economy

Sudan

16.8

2012 Value
per Capita

$232

Sudan (Former)

16.8

$0

Suriname

18.3

23.3

$915

$2,183

Swaziland

15.5

9.8

$197

$306

Sweden

12.1

12.8

$3,315

$7,056

Switzerland

19.9

17.8

$10,641

$14,080

Syrian Arab Republic

20.4

22.7

$184

$482

Tajikistan

20.3

$193

Macedonia

16.5

$749

Thailand

24.3

Timor-Leste

Togo

18.0

$239

4.0

23.5

8.2

$1,039

$195

$195

$49

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

1970 Value per

Capita (2012
Prices)

As % of
GDP, 1970

As % of
GDP, 2012

Tonga

12.7

14.6

$214

$646

Trinidad and Tobago

18.9

17.1

$1,323

$2,966

Tunisia

11.7

13.5

$147

$558

Turkey

11.1

16.5

$437

$1,757

Economy

Turkmenistan

4.2

2012 Value
per Capita

$274

Turks and Caicos Islands

38.2

38.0

$1,557

$8,520

Tuvalu

9.5

11.2

$182

$451

Tanzania: Mainland, see

also Zanzibar

15.0

15.8

$51

$96

Uganda

11.8

22.3

$50

$133

Ukraine

17.5

$679

United Arab Emirates

15.4

12.1

$24,122

$5,024

United Kingdom

15.3

16.5

$2,662

$6,490

United States

19.0

14.5

$4,488

$7,436

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

As % of
GDP, 1970

As % of
GDP, 2012

Uruguay

12.9

16.5

USSR (Former)

8.1

Economy

Uzbekistan

1970 Value per

Capita (2012
Prices)

$810

9.9

2012 Value
per Capita

$2,419

$178

Vanuatu

18.2

21.4

$266

$651

Venezuela

9.5

16.4

$1,152

$2,099

Vietnam

12.9

16.8

$39

$289

Yemen

16.3

Yemen Arab Republic

(Former)

13.7

Yemen Democratic
(Former)

21.2

Yugoslavia (Former)

10.4

Zambia

12.6

Zanzibar

15.0

18.2

$224

$244

$229

$119

Retail trade, wholesale, hotels and restaurants (data from the United Nations) [27]

Economy

Zimbabwe

As % of
GDP, 1970

As % of
GDP, 2012

14.9

10.7

1970 Value per

Capita (2012
Prices)

$125

2012 Value
per Capita

$77

Consolidation[edit]
Among retailers and retails chains a lot of consolidation has appeared over the last couple of
decades. Between 1988 and 2010, worldwide 40,788 mergers & acquisitions with a total known
value of 2.255 trillion USD have been announced. [28] The largest transactions with involvement of
retailers in/from the United States have been: the acquisition of Albertson's Inc. for 17 bil. USD in
2006,[29] the merger between Federated Department Stores Inc with May Department
Stores valued at 16.5 bil. USD in 2005[30] - now Macy's, and the merger between Kmart Holding
Corp and Sears Roebuck & Co with a value of 10.9 bil. USD in 2004.[31]

See also[edit]

Cash and carry (wholesale)

Final goods

List of department stores by country

Marketplace

Point of sales

Retail concentration

Retail design

Retail software

Shopping mall

Specialist store

Stand-alone store

Store manager

Visual merchandising

Wardrobing

Types of store or shop:

Anchor store

Big-box store

Boutique

Chain store

Confectionery store

Convenience store

Department store

Discount store

General store

Grocery store

Hardware store

Health food store

Hobby store

Hypermarket

Liquor store

Mom and Pop

Newsagent

Online shopping

Outlet store

Pet store

Pop-up retail

Specialty store

State store

Store-within-a-store

Supermarket

Surplus store

Survival store

Toy store

Variety store

Warehouse club

Warehouse store

References[edit]
1.

Jump up^ Harper, Douglas. "retail". Online Etymology Dictionary.

Retrieved 2008-03-16.

2.

Jump up^ Yu-Jia, H. (2012). The Moderating Effect of Brand

Equity and the Mediating Effect of Marketing Mix Strategy On the
Relationship Between Service Quality and Customer Loyalty.
International Journal or Organizational Innovation , 155-162.

3.

Jump up^ (Kazancoglu & Dirsehan, 2014 )

4.

Jump up^ Smith, B., & Francis, D. (2002). Store design that sells.
Hardware Merchandising, 42-46.

5.

^ Jump up to:a b Bailey, P. (2015, April). Marketing to the senses: A

multisensory strategy to align the brand touchpoints. Admap, 2-7.

6.

Jump up^ Bailey, P. (2015, April). Marketing to the senses: A multi

sensory strategy to align the brand touchpoints., 2-7.

7.

Jump up^ "hard goods". Investor Words. Retrieved 22 May 2014.

8.

Jump up^ Ferrara, J. Susan. "The World of Retail: Hardlines vs.

Softlines". Value Line. Retrieved 22 May 2014.

9.

Jump up^ Time, Forest. "What is Soft Merchandising?". Houston

Chronicle. Retrieved 22 May2014.

10. ^ Jump up to:a b c Charles Lamb; Joe Hair; Carl McDaniel (14 Jan
2008). Essentials of Marketing. Cengage Learning. p. 363.
11. Jump up^ William M Pride; Robert James Hughes; Jack R.
Kapoor (2011). Business. Cengage Learning. ISBN 9780538478083.
12. Jump up^ Retail Realty in India: Evolution and Potential (PDF).
Jones Lang LaSalle. 2014. p. 6.
13. Jump up^ "2016 Top 250 Global Retailers". Retrieved July
2016. Check date values in: |access-date= (help)

14. Jump up^ Mohammad Amin (2007). Competition and Labor

Productivity in Indias Retail Stores, p.1 (PDF). World Bank. p. 57.
15. Jump up^ Mohammad Amin (2007). Competition and Labor
Productivity in Indias Retail Stores, p.30 (PDF). World Bank. p. 57.
16. Jump up^ Competition and Labor Productivity in Indias Retail
Stores, p.30.
17. Jump up^ Competition and Labor Productivity in Indias Retail
Stores, p.1.
18. Jump up^ Steven Greenhouse (October 27, 2012). "A Part-Time
Life, as Hours Shrink and Shift". The New York Times.
Retrieved October 28, 2012.
19. Jump up^ HEE, Kim Jin (2015). "Social Behavior & Personality:
an international journal". Social Behavior & Personality: an
international journal.
20. Jump up^ Philip H. Mitchell 2008, Discovery-Based Retail,
Bascom Hill Publishing Group ISBN 978-0-9798467-9-3
21. Jump up^ "Customer Service: Why it is important |
business.gov.au". www.business.gov.au. Retrieved 2015-09-30.
22. Jump up^ http://www.business.gov.au/business-topics/sellingproducts-and-services/customers/Pages/customer-service.aspx
23. Jump up^ Deloitte, Switching Channels: Global Powers of
Retailing 2012, STORES, January 2012, G20.
24. Jump up^ US Census Bureau Retail sales Retail SalesRetail
Sales Definition
25. Jump up^ Grocery retail in Central Europe 2012 Retail in Central
Europe
26. Jump up^ Millward, Steven (August 18, 2016). "Asia's
ecommerce spending to hit record $1 trillion this year but most
of that is China". Tech in Asia. Retrieved August 18, 2016.
27. Jump up^ "UN National Accounts Main Aggregates Database".
UN Statistics Division. December 2013. Retrieved 16 May 2014.
28. Jump up^ "Statistics on Mergers & Acquisitions (M&A) - M&A
Courses | Company Valuation Courses | Mergers & Acquisitions
Courses". Imaa-institute.org. Retrieved 2012-11-02.[full citation needed]
29. Jump up^ "SuperValu-CVS group buys Albertson's for $17B".
Phoenix Business Journal. January 2006. Retrieved 9 July 2014.
30. Jump up^ "Federated and May Announce Merger; $17 billion
transaction to create value for customers, shareholders".
Phx.corporate-ir.net. 28 Feb 2005. Retrieved 2012-11-02.
31. Jump up^ "Kmart Finalizes Transaction With Sears".
Searsholdings.com. 29 September 2004. Retrieved 2012-11-02.

Further reading[edit]

Krafft, Manfred; Mantrala, Murali K., eds. (2006). Retailing in the

21st Century: Current and Future Trends. New York: Springer
Verlag. ISBN 3-540-28399-4.
[hide]

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External links[edit]
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