Shashi Literature Review

8/19/2019 Shashi Literature Review

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Kevin Mathews (2014)

A strong visual merchandising can aid retailers in creating a solid brand identity. Proper way of

visual display builds a strong identity and creates multiple meanings and associations for the

consumer. In present competitive world, this type of branding will help retailer apart from its

rivals. A branding through visual merchandising will not only enhances the profit bu also helps to

reflect and inspire cultural standards.

Meysam Moayery, Samar Zamani and Hosein Vazifehdoost (2014)

There is a structural relationship between visual merchandising and impulse buying behavior.

Promotional signage, window display, store layout, mannequin display are all having direct

impact on buying behavior of the customers. Retailers should gain more knowledge on visual

merchandising variables in order to tackle impulse buying behavior of the end users. hen the

retails outlet are e!posed towards visual technique, consumers are supposed to make a

spontaneous purchase decision as it considerably impress consumers impulse buying.

Yoande Hefer

"isual merchandising should be in such a way that it should not make any confuse to the

customers and should assist them to get their products easily as per their requirement. "isual

merchandise should educate customers. #ther aspects like color, displays, lighting and space

used should be in an appropriate manner than only it stimulates merchandise activity in the mind

of the customers.

!aiey "omyns (2012)

$ustomers are very much favor to the visual merchandising since it helps them to make a perfect

decision while purchase a products. It%s not only an useful but also a valuable. $ustomers those

who shopped for technology consistently and frequently and who shopped for a need or wantmore frequently both had strong opinions how does visual merchandising affect on them. Present

retail store should stress more on marketing tool like visual merchandising to enhance the sales.


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#mandee$ Ka%r (201&)

"isual merchandising has strength of increasing footfalls into the retail outlet. Retailers should

adopt modern technology in terms of visual merchandising to compete with competitors.

&ndoubtedly customers have a positive feeling towards visual merchandising where it helps

them to make a right decision. The three main factors where customer will look over on is

attractive window display, innovative assortment and cleanliness and neatness of store' store

environment have been identified. (o retailers should concentrate very much on these factors in

and creates positive environment to attract the customers.

'a*endhiran (201+)

"isual merchandising is nothing but art and science of e!hibiting products. Retailers attracts the

customers in multiple ways of and approaches to buy the product. At present visual

merchandising is playing very important role in retail formats like big mall and store. The

e!terior designs like signboard, awnings, walks and entrance, landscaping, window displays tool

are very much attractive in the minds of the customer.

Hemanth Y

Targeting consumer with the use of smart visual merchandising is one of the effective marketing

tools. It involves the online buying patterns of apparel and other related products which attract

customers towards stores and representing merchandise in a manner that directly approaches to

the customers.

Karen #nnette Henry

A good store layout is very much important because it helps the customers to move from one

place to another place smoothly with buying products of their choice and it makes customers to

stay back in the store for a longer period. )right colors will normally attract customers towards

the store. $ool color and colorful assortment will increases purchase intentions. Accent lighting

enhances more shopping e!perience than ambient lighting, customers feel very much

comfortable for choosing a product if there is a good lighting arrangement. Recently a in*store

music enhancing customer e!perience in the stores. They are positively responding towards in*


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store music where they are in rela!ed mode. This will also enhances the purchase intention in the

mind of the customers.

+r. aideo -anewar /01234

$omparatively customers are going to buy more products actually what he decided to buy before

he enters in to the store. Reason beyond this is of effective demonstration of the visual

dimensions like window display, color presentation, mannequins, signage, and lighting in the

store. Point of purchase display, item displaced are also much remembered by the customers

before they get e!it from the store.

Marta i-oa (2014)

There is a strong relationship between consumer buying behaviors and visual merchandising.

"isual merchandising will attracts all kinds of demographics like high income, low income, old

age, middle age, younger etc. The way of presentation will definitely recall customers and

increases the footwalls of into the store.

.on-S%n- Kim (201&)

5ormally when the customers enter into the store there will be a direct interaction with them.

This leads to understand the desire of the customers and to make changes respectively in order to

convince the customers to purchase the products through the use to visual merchandising. This

respects the customers beliefs and standards.


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/' S#/S #'S#3'

The line sales organisation is the most basic forms of sales organisation, characterised by a chain of comrunning from the top sales e!ecutive down to the level of the salesman. All e!ecutives have line authority

their subordinates who in turn are accountable only to their immediate superior. (ince lines of authority r

vertically in this structure, e!ecutives at each level are generally independent of all others al the same lev

Through assignment of quotas or sales targets, responsibilities are usually, clearly delineated. 6igure 2 gisales organisation of liquor division of agatit Industries -td., designed as a line sales organisation.

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The liquor division is headed by the vice president marketing, who has two marketing managers lookin

southwest region and northeast region, reporting to him. The 7arketing 7anager has a line author

number of regional and Area managers who in turn control a field staff of sales e!ecutive, field sales o

sales representatives, each level connected to the subordinate level by scalar lines of command.

-ine organi8ation is e!tensively used in similar firms are those dealing in a narrow product line, or se

limited geographic area.

The line organi8ation places great demands on the time and abilities of the top sales e!ecutives. 9ou c

that with all field reporting finally coming to him through his subordinate Area sales manager, most o

would be taken up by the task of sales supervision and direction leaving him with little time for plan


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policy making. As the line organi8ation has no subordinate specialists, that top sales e!ecutive need

person with outstanding ability and all*round knowledge of every fact of the sales function. (ince o

details of managing the sales department take up a large part of the line e!ecutive%s time, some times he

to take decisions without benefit of adequate planning.-ine organi8ation also becomes in appropriate in case of rapidly growing organi8ations are those with l

staffs, as growing departments necessitate additional layers of e!ecutives to be added. Increase in vertica

often accompanied by distortion directions and reduced efficiency of communication, resulting in poorer

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-ine and staff organi8ations usually result as the si8e of the operations grows. It is characteristically fou

medium and large firms which si8eable sales staff selling diversified product lines. The line and staff de

is differentiated by the presence to staff specialists of staff assistants to advise and assist the top salese!ecutive. These specialists are e!perts in their own fields which could be sales training, service, sales a

and planning, dealer relations, sales promotion, sales personnel development and so on. hile staff e!ec

and assistants do not have the line authority to command, they advise the line e!ecutives throughrecommendations and provide the benefit of speciali8ation in the organi8ation. The inclusion of the staff

component frees the line e!ecutive from the burden of detail. )y delegating problem involving in depth

detailed analysis to staff specialists, the line e!ecutive gets more time for policy making and planning. A

e!perts becomes available for providing advice and assistance in speciali8ed fields. The activity of plannalso be subdivided and assigned to staff specialists. 7ore information is also made available for better d

making. 6igure 0 gives the sales organi8ation of Prentice :all of India -td. hich has both line and staf

components.

The organi8ation is headed by the 7anaging +irector who has, reporting to him line managers called Re

7anagers and staff managers who look after the staff functions of customer service and sales promotion

$ustomers (ervice 7anager is basically incharge of feeding in information and facilitating procure

international editions for the organi8ation. :e advises the line managers on the suitability of the variousinternational editions and keeps them informed about the developments in this field. The sales promotio

manager performs the advisory function with respect to the sales promotion activities of the organi8ation

ordinates with the Regional (ales managers as to the promotional needs. The Regional managers are thee!ecutives who are accountable for the operating results in their territories and control their own field sta

sales e!ecutives and salesmen.


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The problem that arises with line and staff organi8ation is basically one of the coordination. The work o

specialists needs to be actively coordinated with the operations of the line department and generally a lag

develops, as reports and recommendations take time to compile.

-ine and (taff organisation also sometimes generates problems of interpersonal relations. The staff e!ecu

tend to overstep their advisory authority and try to assume and sometimes succeed in assuming the autho

issue orders and directions. This presents difficulties of dual subordination and may create confusion. T

that staff specialists do not share direct responsibility for results is also resented by some line

e!ecutives. ;!perience has shown that to a large e!tent these problems can be minimised if all areas in w

line and staff e!ecutives have to share authority and responsibility are specifically written down as comp

the ob description

8) 9'"3'#/ S#/S #'S#3'5

The functional sales organi8ation is aimed at utili8ing the benefits of speciali8ation to its fullest e!tent. Infunctional sales organi8ation, all sales personnel receive direction from , and are accountable to different

e!ecutives, on different aspects of their work. (omewhat in contravention to the principle of unity of cothe functional organi8ational structure gives all e!ecutives, each a specialist in his own field, a direct auth

command and issue orders to his functional authority therefore, simply means that at any given time, a sa

person could be under instruction from a number of e!ecutives, depending upon the functional speciali8asetup. The top sales e!ecutives has coordinating responsibilities in respect of the actions of functional h


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functional organi8ations have not been found to be a very appropriate structure for sales organi8ation. :e

sales person is under direction of several e!ecutives. In larger firms where the si8e of the sales force is

substantial, the degree of centrali8ation necessitated by the functional organi8ational structure, renders thoperation inefficient. (maller the medium si8ed firms on the other hand find the system e!pensive becau

high degree of speciali8ation. Another weakness of the structure is that burden of coordinating the activihighly diverse specialists is placed on a single individual. In case that individual is not capable enough i

regard, the whole structure is likely to become cumbersome and ineffective.

#8tivity &

(tudy the sales organi8ation of a few companies, including the one that you work for. Try to

analyse the organi8ation structure in terms of whether it is line, line and staff or functional

organi8ation. +o you think any changes in the present organi8ational structure of the sales

departments in these companies would improve their effectiveness< hat could these changes

be <

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1; /7 S#/S #'Z#3'

In most companies utili8ing direct selling to retailers or consumers the development of a field sales organ

sooner or later becomes a necessity. A field sales organi8ation consists of all sales personnel working awthe head office, and would include the travelling salesman, the sales supervisors, the branch and Area 7a

as well as the support staff in these branch and area offices. The maor purposes of setting up a field sale

organisation are more adequate market coverage control of sales e!penses. )etter coordination with regio

requirements, and in case of new products, more vigorous market cultivation.

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The field sales forces are typically organised on the basis of geographic, customer or produc

specialisation, with many sales organisations combining customer and product specialisations with geog

territories.

eo-ra$hi8 S$e8iaisation> The most common pattern organising a sales force is by geographic terr

where sales personnel are assigned to a specified geographic area, and will sell only to customers in th

6or e!ample 6igure 3 shows the field sales organisation of 6ood (pecialties -imited, where the whole

country has been divided into four areas and put in charge of Area (ales 7anagers. These areas repre

5orth, (outh. est, and ;ast regions are +elhi, 7adras, )ombay and $alcutta. These maor divisio

further divided into smaller geographical territories, which are covered by Area (ales #fficers. The are

officers have in turn reporting to them area sales representatives who look after customers in the specif

assigned to them.

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A maor advantage which characterises the geographic organisation is that the sales personnel usually ha

smaller area of operation than in the other organi8ational schemes and over a period of time get to know

customers and markets intimately which can lead to intensive market cultivation. The organisation becom

more responsive to local needs. The geographic organisation is generally a flat rather than tall organisatio

the shorter lines of communication make for greater effectiveness of supervision and control. Another

advantage that follows is that travel time and e!penses can be reduced if call patterns are properly devise

the other hand, because multiple offices are set up, administrative e!penses and the burden of coordinatin

sales activities of a widespread organi8ation become heavy. ?eographic organisation is generally more

effective when the product line is not too wide or consists of relatively simple, non*technical products.

The disadvantage with geographic speciali8ation is that the sales persons need to be responsible for the

product line in their territory and they may not be equally knowledge about all products. 6urther wit

territory, they may choose to concentrate on products and customers that are easy prospects.

:rod%8t S$e8iaisation5 Product specilisation is usually called for when the product line is large and

or when the products are technical enough to warrant speciali8ed applications knowledge, or when ad

technical knowledge is an important determinant of successful selling. Product specialisation is ge

combined with geographic territorisation at the higher levels, while at the level of the field operators, d

salesmen may be assigned to specific product lines. Instead of selling the entire product line in a s


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territory, a salesperson assigned to a particular product'product group, will sell only that product

customers in that area. ?iven below is the e!ample of a company selling office equipment rangin

typewriters to computers. The initial geographic division is followed by product specialisation at th

personnel level.

In the above e!ample since the product line is both technical and diverse. It is not possible for one sales

to acquire enough technical knowledge to sell the entire product line successfully. Product specialisashown above would allow the sales personnel to specialise in their respective product lines which in turn

result in more effective sales performance. $ustomer queries and sales resistance can be handle

effectively on account of intensive product knowledge. #n the other hand, each salesman in the above e!

would have to tour the entire state, which would result in higher travel time and e!penses.

;ven when the product line is not too technical but the product range is wide enough, organisatio

splitting the sales responsibility product wise a more effective arrangement. At +abur, which produces

wide range of health and personal care products the sales organisation has initially been divided geograp

but the field operators have been given charge of different product groups. The company has divided its line into two maor product groups i.e. health care products and family use products. ;ven though two sa

may be assigned to the (ame territory, each will be responsible for only the product group assigned to hi

sales organisation structure is given below in 6igure @.


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#rganising the sales force by product specialisation generates additional e!penses, which should be ca

weighed against the benefits of such a structure. There is an obvious increase in travel and adminis

e!penses. There is some duplication of effort also as two salesmen from the company selling different pr

in the same territory may call on the same customer to which many customers may obect.

"%stomer s$e8iaisation 5 $ustomer specialisation is practiced in situations when almost identical produ

marketed to consumers each of which may present a different set of selling problems. In this k

organisational scheme each sales person sells the entire product line to the selected buyers. Th

organisation of 7odi ero!, a manufacturer of photocopiers is organised by $ustomer speciali8ation.

figure below shows, each )ranch (ales 7anager controls B (ales 7anagers *7aor Accounts who in tur

reporting to them 7aor Account 7anagers. ;ach 7aor Account 7anager is given the charge of a

number of $ustomers /accounts4 and is supposed to service all their requirement with respect to the com products.


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$ustomer specialisation enables the sales persons to become more knowledgeable about the unique pr

and needs of each group of $ustomers. A $ustomer oriented sales force is consistent with the ma

concept with its increased emphasis on consumer satisfaction. The greater market specialisation develop

result of constantly working with the (ame set of consumers imparts a degree of professionalism to thtask and has been found to result in lower turnover of sales personnel.

The main disadvantage of this form of specialisation is that geographical territories may typically ov

There may be a number of the companyCs representatives covering the same geographical area, but s

different $ustomers, often resulting in higher costs.

?eographic, product and $ustomer specialisation present the basic approaches to organisation structure

evident from some of the e!amples given above quite a high proportion of organisations use a combina

these basic types, in order to achieve a sales organisation that most efficiently serves the needs of their

customers.

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