scholarly journals Análisis del retorno de la inversión en la gestión comercial de los supermercados en el Perú

2015 ◽  
Vol 3 (1) ◽  
pp. 134
Author(s):  
Alfredo Zamudio Gutierrez
Keyword(s):  
Market Share ◽  
Return On Investment ◽  
Sales Management ◽  
Growth Metrics ◽  
Financial Metrics ◽  
Financial Growth ◽  
Do So

Para el año 2008 se contaba con 121 supermercados en el Perú y a diciembre 2012 se incrementó a 205 locales. Estas cifras muestran un pleno crecimiento de  los supermercados. Es así que nace el presente estudio, analizar el retorno de la inversión en la gestión comercial de los supermercados en el Perú. Según Maximixe (2013) el Perú, a diferencia de otros países como Chile, Brasil y Ecuador presenta una participación de mercado de 15%, mientras que los otros tres países presentan en promedio 60% del mercado moderno. El estudio analizará los supermercados de categoría económicos de medianas superficies, es decir de 1.500 a 2.500 m² de superficie de venta, donde se manejan 20,000 productos aproximadamente, que son los supermercados más representativos y de mayor presencia en el Perú.<br /><br />La investigación tiene como propósito, analizar el retorno de la inversión en la gestión comercial de los supermercados en el Perú utilizando métricas no financieras, para ello se evaluará previamente el análisis de la inversión con métricas financieras, las que servirán de base inicial o estructura para utilizar la nueva metodología propuesta, la cual será explicada en la sección de metodología. Por este motivo es importante conocer los parámetros financieros y no financieros del crecimiento.<br /><br /><strong>Analysis of the return on investment in sales management in supermarkets in Peru</strong><br /><br />By 2008, Peru had 121 supermarkets and by December 2012, the number increased to 205. These numbers show booming supermarket growth. Thus, the current study analyzes the return on investment in sales management among supermarkets in Peru. According to Maximixe (2013), supermarkets in Peru have a 15% market share while other countries like Chile, Brasil and Ecuador have a market share closer to 60%. This study analyzes bargain, medium-sized supermarkets (1,500 to 2,500 square meters of sales floor) that sell approximately 20,000 products, which are the most representative and common supermarkets in Peru.<br /><br />This research seeks to analyze the return on investment of sales management in supermarkets in Peru using non-financial metrics. To do so, we will use financial metrics to analyze the return on investment as a baseline or structure to use the new methodology proposed and explained in a later section. This makes understanding the financial and non-financial growth metrics important.

The Impact of Outsourcing on Performance and Competitive Priorities among Malaysian SMEs

2018 ◽  
pp. 1318-1336
Author(s):  
Hasliza Abdul Halim ◽  
Noor Hazlina Ahmad ◽  
T. Ramayah
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Least Squares ◽  
Partial Least Squares ◽  
Market Share ◽  
Significant Influence ◽  
Return On Investment ◽  
Competitive Priorities ◽  
Net Profit ◽  
The Impact

The objective of this research is to examine the influence of outsourcing on financial performance and competitive priories of Malaysian SMEs. A data sample of 100 SMEs was analyzed to examine these relationships. The analysis was conducted via Partial Least Squares. Based on the findings, while outsourcing has significant influence of SMEs financial performance in Malaysian context, outsourcing activities do not have an impact on competitive priorities. Outsourcing approach emphasizing on the establishment of core competitive advantage, allows Malaysian SMEs to get the numerous benefits such as overall sales growth, market share, net profit, return on investment, and financial liquidity.

The Impact of Outsourcing on Performance and Competitive Priorities among Malaysian SMEs

2017 ◽  
pp. 157-175
Author(s):  
Hasliza Abdul Halim ◽  
Noor Hazlina Ahmad ◽  
T. Ramayah
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Least Squares ◽  
Partial Least Squares ◽  
Market Share ◽  
Significant Influence ◽  
Return On Investment ◽  
Competitive Priorities ◽  
Net Profit ◽  
The Impact

The objective of this research is to examine the influence of outsourcing on financial performance and competitive priories of Malaysian SMEs. A data sample of 100 SMEs was analyzed to examine these relationships. The analysis was conducted via Partial Least Squares. Based on the findings, while outsourcing has significant influence of SMEs financial performance in Malaysian context, outsourcing activities do not have an impact on competitive priorities. Outsourcing approach emphasizing on the establishment of core competitive advantage, allows Malaysian SMEs to get the numerous benefits such as overall sales growth, market share, net profit, return on investment, and financial liquidity.

The maximum return-on-investment plant location problem with market share

2008 ◽  
Vol 59 (3) ◽  
pp. 399-406 ◽  
Author(s):  
J Brimberg ◽  
P Hansen ◽  
G Laporte ◽  
N Mladenović ◽  
D Urošević
Keyword(s):  
Market Share ◽  
Return On Investment ◽  
Location Problem ◽  
Plant Location

scholarly journals ROI Estimation in a Scrum Project: A case study

10.29007/nqq6 ◽  
2019 ◽  
Author(s):  
Rita Cortés ◽  
Fulvio Lizano
Keyword(s):  
Software Development ◽  
Return On Investment ◽  
Investment Decisions ◽  
Development Project ◽  
Project Managers ◽  
Future Research ◽  
Software Project ◽  
Software Development Project ◽  
Financial Metrics

Financial metrics are necessary to inform decisions about the beginning or continuity of a software development project to justify investments. This research discuses initial ROI (Return on Investment) estimates in a software project using Scrum and how to analyze variations in the initial calculations to make return on investment decisions during partial deliveries of the product. The case study included a survey, a review of documentation, two focus group sessions, and an exercise involving application of the proposed technique. Twenty-four professionals participated, of which 4 were Scrum trainers (17%), 4 were officials of the company where the estimation technique was applied (17%), and 16 were project managers of domestic and foreign software development companies (66%), all of whom had experience in project management. This study provides elements to be considered in future research on ROI calculation in projects using Scrum, and can be used as a guide to estimate and review financial metrics during the execution of an actual project.

Customer Satisfaction, Market Share, and Profitability: Findings from Sweden

1994 ◽  
Vol 58 (3) ◽  
pp. 53-66 ◽  
Author(s):  
Eugene W. Anderson ◽  
Claes Fornell ◽  
Donald R. Lehmann
Keyword(s):  
Customer Satisfaction ◽  
Market Share ◽  
Return On Investment ◽  
Positive Impact ◽  
Empirical Support ◽  
Economic Benefits ◽  
Economic Returns ◽  
Satisfaction Index ◽  
New Findings

Are there economic benefits to improving customer satisfaction? Many firms that are frustrated in their efforts to improve quality and customer satisfaction are beginning to question the link between customer satisfaction and economic returns. The authors investigate the nature and strength of this link. They discuss how expectations, quality, and price should affect customer satisfaction and why customer satisfaction, in turn, should affect profitability; this results in a set of hypotheses that are tested using a national customer satisfaction index and traditional accounting measures of economic returns, such as return on investment. The findings support a positive impact of quality on customer satisfaction, and, in turn, profitability. The authors demonstrate the economic benefits of increasing customer satisfaction using both an empirical forecast and a new analytical model. In addition, they discuss why increasing market share actually might lead to lower customer satisfaction and provide preliminary empirical support for this hypothesis. Finally, two new findings emerge: First, the market's expectations of the quality of a firm's output positively affects customers’ overall satisfaction with the firm; and second, these expectations are largely rational, albeit with a small adaptive component.

scholarly journals The relationship between return on investment and the market share of certain listed companies in selected market sectors: 1975 - 1985

1988 ◽  
Vol 19 (3) ◽  
pp. 85-89
Author(s):  
P. W.C. De Wit ◽  
N. J.R. Steyn
Keyword(s):  
Empirical Study ◽  
South African ◽  
Market Share ◽  
Return On Investment ◽  
Positive Relationship ◽  
Theoretical Study ◽  
Future Research ◽  
Meaningful Relationship ◽  
The Relationship ◽  
A Company

During a theoretical study of company objectives it was found that it is generally assumed that a positive relationship exists between return on investment and the market share of a company. Examination of the formula for calculating return on investment shows, however, that this may not necessarily be the case. As existing studies regarding this relationship could not give any clarity, the need arose for a South African based study. An empirical study was accordingly executed on listed retail stores and companies involved in the manufacturing and distribution of furniture. The period involved was 1975-1985. No meaningful relationship between return on investment and market share could be found. Various recommendations that may lead to more conclusive results during future research were made. The need for accurate findings exists to establish whether the marketing objective is in line with the company objective.

Measuring Return on Investment from Implementing ITIL

2009 ◽  
pp. 408-422 ◽  
Author(s):  
Chee Ing Tiong ◽  
Aileen Cater-Steel ◽  
Wui-Gee Tan
Keyword(s):  
Best Practices ◽  
Return On Investment ◽  
Service Management ◽  
Academic Research ◽  
Business Case ◽  
It Infrastructure ◽  
It Service ◽  
Financial Metrics ◽  
Service Managers ◽  
It Infrastructure Library

This study reviews literature related to financial metrics that organizations could use in measuring the return on investment from their adoption of the IT Infrastructure Library (ITIL) framework. ITIL outlines an extensive set of best practices for IT service management in organizations but as yet there is limited academic research on measuring the return on investment from ITIL adoption. This review considers appropriate metrics which service managers could use to build a business case for ITIL adoption, or ongoing ITIL projects.

scholarly journals The Impact of Digital Transformation on the Company's Financial Growth

2019 ◽  
Vol 8 (4) ◽  
pp. 8929-8935
Keyword(s):  
Fuzzy Sets ◽  
Sales Management ◽  
Digital Technologies ◽  
Digital Age ◽  
Scientific Understanding ◽  
Digital Transformation ◽  
Dialectical Logic ◽  
Financial Growth ◽  
The Impact ◽  
Transformation Processes

The article substantiates the relevance of scientific understanding of those changes in the activities of companies that are observed during the development and application of digital technologies. The article highlights the positions of dialectical logic, explains the reasons for the transformation processes in the digital age, in accordance with which today the conditions for the activities of companies are changing. It is clear that the digital transformation includes purchases, sales, management of logistics, expenses, promotion of advertising, production. An model for maximizing profits for an enterprise using the apparatus of fuzzy sets is constructed, parameters that affect profit are determined..

DuPont-NASCAR Marketing

2017 ◽  
pp. 1-26
Author(s):  
Mark Jeffery ◽  
Justin Williams
Keyword(s):  
Business Strategy ◽  
Return On Investment ◽  
The United States ◽  
Balanced Score Card ◽  
Marketing Tactics ◽  
Marketing Campaign ◽  
Business Objectives ◽  
Score Card ◽  
Financial Metrics ◽  
Business To Consumer

In 1992 Joe Jackson, former manager of DuPont Motorsports for twelve years, was angling to get the paint business at Rick Hendrick's sixty-five automotive dealerships across the United States. In order to win the Hendrick car dealership paint contract, Jackson and Hendrick met to discuss the possibility of sponsoring Hendrick's new team and rookie NASCAR driver—Jeff Gordon. As a result of that meeting, DuPont signed on to be the primary sponsor. By 2006 Gordon was a NASCAR superstar, and the DuPont logo—viewed by millions—was a household brand. While this level of exposure was exciting for the company, executives at DuPont could not help but wonder if they were fully leveraging this tremendous marketing opportunity. Gordon was on fire—but was DuPont maximizing the heat? The DuPont-NASCAR case tasks students and executives with designing a creative marketing campaign to activate the NASCAR sponsorship opportunity and maximize value beyond conventional sponsorship marketing. This open-ended challenge encourages students and executives to think outside of the traditional marketing tactics typically employed by business-to-consumer (B2C) NASCAR sponsors. Additionally, the nature of DuPont creates the need to develop a multi-dimensional plan that caters to a breadth of brands. Beyond designing a new marketing campaign, a key objective of the case is to focus students and executives on designing metrics for measurement of the return on investment (ROI) into a campaign plan. As a first step, it is important to clearly articulate the campaign, business strategy, and key business objectives mapped to the strategy.Students and executives learn how to design a marketing campaign for measurement. Specifically, they are tasked with designing a new marketing campaign for DuPont to activate the DuPont/NASCAR relationship. Students and executives must define metrics for measurement and learn to use a balanced score card approach. Since the DuPont sponsorship of Hendrick Motorsports is a brand campaign built to reach the DuPont business-to-business (B2B) customer, both non-financial and financial metrics are used. The key to success is to have a clearly defined sponsorship marketing strategy and business objectives. The case teaches students and executives how to define key metrics and articulate a methodology for campaign measurement pre and post to quantify the return on investment (ROI).

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