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A case study of Boots, whose business growth is attributed to retail internationalization strategy, is presented.

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.emj.2005.02.006 Byline: Steve Burt Abstract: Retail internationalisation has been studied from a variety of perspectives. The overwhelming focus has been on the market entry and subsequent development of store operations in nondomestic markets. Recently, the implied uninterrupted progression of retail internationalisation strategies has been questioned. It is now widely recognised that for the majority of companies, retail internationalisation is a disjointed process often resulting in retrenchment and the reevaluation of activities. In this paper, we focus on the international experiences of Boots, a well established British retailer, whose international retail strategy has evolved from a traditional store format based approach to one now based upon the internationalisation of a private brand product range. Lessons are drawn for management in other retailers. Author Affiliation: University of Stirling

With the major European based grocery retailers following the corporate strategy of internationalization, the fundamental characteristics and patterns of divestment activities in this sector are examined.

The United KingdomEs grocery industry is examined within a framework of power relations, focusing on a hypothetical situation in which a dominant chain emerges. Price- and non-price-based competition and horizontal and vertical relationships are explored; implications for policy are discussed.

UK food retailer and manufacturer relationships are examined by focusing on marketing intensity.

A study of 114 international fashion-design houses vying for global markets has revealed four distinct stages in those firms' development. Additionally, the companies had to spend upwards of 30% of gross margins to advertise their brands.

Over 25 years, low quality private-label products have evolved into high quality retail brands. Skillful management by British grocers has been responsible for consumer acceptance of these goods.

There are many operational issues which affect the performance of food retailing companies. For this reason, it is not possible to make a direct comparison between the performance of UK food retailers and that of their counterparts in continental Europe. Media coverage of UK food retailers gives too much attention to price, implying that leading retailers are exploiting customers. It is important to realize that differences in price, margin and financial performance may be the result of factors in addition to or in place of pricing.

The food and grocery industry in the UK is less diversified than that in Continental Europe, with the market tending to concentrate on the growth of the superstore format. The grocery retail market in the rest of Europe has historically focused on price competition and low price strategies, resulting in the evolution of many different formats. In the UK, the market has tended to concentrate on a more centralised management pattern and a single key format, leaving itself vulnerable to the threat from incomimg European limited line discount stores. The likely future for food retailing in the UK is discussed.

The elderly consumer: an introduction Virtually every article concerned with the elderly consumer argues that this group has been neglected by retailers (e.g.[1]). Reasons for this state of affairs are [...]

The article identifies specific problems and issues that may arise in the management of international relationships, using the fashion industry as an illustration. These include perceptual disagreements, strategy non-compliance, and disagreements regarding decision-making authority.