DETERMINING RETAIL RENTS THROUGH CASE-BASED REASONING
关于rent用法的文章
关于rent用法的文章Rent is a common term that refers to the payment made by a tenant to a landlord in exchange for the use of a property. It is an essential aspect of housing and plays a significant role in the lives of both tenants and landlords. In this article, we will explore the various aspects of rent and its usage.Firstly, rent is typically paid on a monthly basis. It is important for tenants to understand their financial obligations and ensure that they can afford the rent before entering into a rental agreement. Landlords, on the other hand, rely on this income to cover expenses such as mortgage payments, property maintenance, and taxes.The amount of rent charged can vary depending on several factors. Location is one of the primary factors that influence rental prices. Properties in prime locations or desirable neighborhoods tend to have higher rents compared to those in less popular areas. The size and condition of the property also play a role in determining the rent. A larger or well-maintained property will generally command a higher rental price.Rent can be paid through various methods. Traditionally, tenants would pay their rent in cash or by check directly to their landlord. However, with advancements in technology, online payment platforms have become increasingly popular. Theseplatforms allow tenants to conveniently pay their rent using credit cards or electronic transfers.It is crucial for both tenants and landlords to have a clear understanding of their rights and responsibilities regarding rent payments. Tenants should carefully review their lease agreement to ensure they are aware of any late fees or penalties associated with missed payments. Landlords must also adhere to local laws regarding rental payments and provide proper documentation such as receipts or invoices.In some cases, tenants may face difficulties paying their rent due to financial constraints or unforeseen circumstances such as job loss or medical emergencies. It is important for tenants to communicate openly with their landlords if they are facing difficulties making timely payments. Landlords may be willing to work out alternative payment arrangements or provide temporary relief.Rent is not only limited to residential properties but also applies to commercial spaces. Businesses often rent office spaces, retail stores, or warehouses to operate their ventures. Commercial rent tends to be higher than residential rent due to the potential for higher profits generated by businesses.In conclusion, rent is a fundamental aspect of housing and plays a crucial role in the lives of both tenants and landlords. It is important fortenants to understand their financial obligations and for landlords to set fair rental prices. Clear communication and understanding of rights and responsibilities are essential for a smooth rental experience. Whether it is a residential or commercial property, rent remains an integral part of the real estate industry.。
有关小商店的英语作文
有关小商店的英语作文Small Shops: The Heartbeat of Our CommunitiesSmall shops have long been the backbone of our local communities, serving as hubs of economic activity, social interaction, and cultural preservation. These unassuming establishments, often family-owned and operated, play a crucial role in shaping the character and viitality of the neighborhoods they call home. From the quaint corner bakery to the historic hardware store, small shops offer a unique and personalized experience that sets them apart from the homogenized offerings of large corporate chains.At the heart of small shop culture is a deep sense of community. These businesses are not merely places of commerce but rather extensions of the people who own and operate them. The shopkeepers often know their customers by name, engaging in friendly conversations and offering personalized recommendations. This personal touch fosters a sense of belonging and loyalty among patrons, creating a tight-knit network of support that extends far beyond the confines of the shop itself.Moreover small shops serve as vital incubators for localentrepreneurship. They provide opportunities for aspiring business owners to test their ideas, build their brands, and contribute to the economic fabric of their communities. By supporting small shops, we are not only preserving local character but also investing in the future of our neighborhoods, nurturing the next generation of innovators and job creators.One of the most compelling aspects of small shops is their ability to preserve and celebrate the unique cultural heritage of a region. These establishments often showcase the work of local artisans, showcase regional specialties, and serve as hubs for the exchange of ideas and traditions. In a world increasingly dominated by globalization, small shops offer a refreshing antidote, reminding us of the richness and diversity that exists within our own backyards.Beyond their economic and cultural significance, small shops also play a vital role in promoting sustainability and environmental stewardship. Many small business owners are acutely aware of the impact their operations have on the local ecosystem and make conscious efforts to minimize their carbon footprint. From sourcing locally produced goods to implementing eco-friendly practices, small shops are leading the charge in creating a more sustainable future.However the challenges facing small shops are numerous and multifaceted. In an era of e-commerce and big-box retail dominance,small businesses often struggle to compete with the convenience and economies of scale offered by their larger counterparts. Rising rents, changing consumer preferences, and the lingering effects of the COVID-19 pandemic have further exacerbated the difficulties faced by small shop owners.Despite these obstacles, the resilience and ingenuity of small shop owners continue to shine through. Many have adapted by embracing new technologies, diversifying their product offerings, and forging stronger connections with their local communities. Through innovative marketing strategies, collaborative partnerships, and a steadfast commitment to their craft, small shop owners are proving that they are more than capable of thriving in the modern commercial landscape.As we navigate the complex and ever-evolving world of commerce, it is essential that we recognize the immense value that small shops bring to our communities. These establishments are not merely places of business but rather living embodiments of the rich tapestry that makes our neighborhoods unique. By supporting small shops, we are not only preserving the character of our local communities but also investing in a more vibrant, sustainable, and equitable future for all.。
新职业英语2_Unit7【优质PPT】
新职业英语
Listening & Speaking
4
Warming-up
1
Reading A
2
Reading B
3
Language Lab
7
Language Lab
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Writing
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Mini-project
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Language Lab
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Entertainment
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Task 1
Task 2
Reading A
7 Ultimately, the strength of online and cross-channel retailing comes down to effective use of the Internet and e-commerce platforms. As e-commerce and technology continue to improve, more and more businesses are relying on e-commerce platforms to gain a greater understanding of their customers, cut costs, and run operations more efficiently.
telephone selling
Notes
Personal selling: 人员推销/个人推销 is a two-way communication between the seller and the buyer usually face-to-face, via the Internet, the phone and the correspondence. Unlike advertising, a personal sales message can be more specifically targeted on individual prospects and easily altered if the desired behavior does not occur. Personal selling, however, is far more costly than advertising and is generally used only when its high expenditure can be justified.
零售专业术语中英文课件
Overview of Retail IndustryComparison of Retail Terminology in Chinese and EnglishThis trend is driven by the rapid development of e-commerce and the increasing demand for personalized and conservative shopping experiences
contents
目录
01
Overview of Retail Industry
The retail industry refers to the industry that directly sells goods or services to end consumers. These goods or services can be daily necessities, fashionable clothing, electronic products, food, etc., to meet the diverse needs of consumers.
contents
目录
Detailed description: ZARA stands out in the retail industry with its fast response supply chain and fashion leadership. By closely following fashion trends, ZARA is able to quickly integrate popular elements into product design and quickly push them to the market through an efficient supply chain. This strategy enables ZARA to quickly seize market opportunities and meet consumers' demand for fresh fashion.
Insider Trading and the Bid-Ask Spread_ A Critical Evaluation of Adverse Selection in Market Making
INSIDER TRADING AND THE BID-ASK SPREAD: A CRITICAL EVALUATION OF ADVERSE SELECTION INMARKET MAKINGS TANISLAV D OLGOPOLOV*In economic, finance, and legal literature, there is a widespread acceptance of the notion that market makers increase the bid-ask spread in response to insider trading, as they consistently lose money by transacting with better-informed insiders. The development of this adverse selection model of market making was treated as proof that insider trading imposes a real cost on securities markets by decreasing liquidity and increasing the corporate cost of capital and was used as a justification for regulation. This Article is a critical review of the adverse selection literature. It discusses the model’s theoretical development, its use in the regulation debates, a summary of the case law on the harm from insider trading to market makers, and empirical research on the link between insider trading and transaction costs. The adverse selection argument is criticized from both theoretical and empirical standpoints: there are limitations to the model due to required assumptions about the role and behavior of market makers’ inventories; different causal links among insider trading, firm size, quality of disclosure, stock price volatility, and the bid-ask spread are possible; the existing empirical studies may confuse various components of the spread; and information asymmetry may actually benefit market makers.I.I NTRODUCTIONA. Insider Trading ControversyThe issue of insider trading1 has never disappeared from academic and public policy debates during the past four decades,2 and this practice has _______________________________________________________ Copyright © 2004, Stanislav Dolgopolov.*Empire Education Corporation (Latham, NY) and the John M. Olin Center for Law and Economics at the University of Michigan Law School (Ann Arbor, MI). The author thanks Henry G. Manne for suggesting the topic and for his guidance and Faith A. Takes for her encouragement. The author also gratefully acknowledges the valuable comments and help of Omri Ben-Shahar, Laura N. Beny, Laurence D. Connor, Vladislav Dolgopolov, Jon Garfinkel, Zohar Goshen, David R. Henderson,David Humphreville, Kjell Henry Knivsflå, Leonard P. Liggio, Edith Livermore, John Moore, John Papadopoulos, Paula Payton, David S. Ruder, Daniel F. Spulber, Michael Trebilcock, and Martin Young, as well as the Atlas Economic Research Foundation, the Earhart Foundation, and the John M. Olin Center for Law and Economics at the University of Michigan Law School.1“Insider trading” refers to transactions in company’s securities by corporate insiders (such as executives, directors, large shareholders, and outside persons with privileged access to corporate affairs) or their associates based on information originating(continued)84 CAPITAL UNIVERSITY LAW REVIEW [33:83 attracted a great deal of publicity and near-universal condemnation.3 Recently, and in the wake of the stock market decline and numerous corporate scandals, insider trading, treated as one of the chief symptoms of the business world’s corruption, once again captured public attention.4within the firm that would, once publicly disclosed, affect the prices of such securities. The definition of “informed trading” is broader than “insider trading” because the former also includes transactions on the basis of “market” or “outside” information, such as the knowledge of forthcoming market-wide or industry developments, competitors’ strategies and products, or upcoming takeovers by a third party. There are arguments for regulating the use of external information as well: “The traditional fairness and market integrity bases for regulating insider trading are still important to uphold when market information is involved.” Committee on Federal Regulation of Securities, Report of the Task Force on Regulation of Insider Trading, Part I: Regulation Under the Antifraud Provisions of the Securities Exchange Act of 1934, 41 B US.L AW. 223, 229 (1985). Indeed, the use of such information is, in some instances, covered by federal securities regulations. See John F. Barry III, The Economics of Outside Information and Rule 10b-5, 129 U.P A.L.R EV. 1307, 1308-09 (1981).2See Paula J. Dalley, From Horse Trading to Insider Trading: The Historical Antecedents of the Insider Trading Debate, 39 W M.&M ARY L.R EV. 1289 (1998) (discussing earlier controversies pertaining to the duty to disclose in transactions between asymmetrically informed parties). One of the earliest, and unsuccessful, attempts to regulate insider trading on the federal level occurred after the 1912-13 congressional hearings before the Pujo Committee, which concluded that “[t]he scandalous practices of officers and directors in speculating upon inside and advance information as to the action of their corporations may be curtailed if not stopped.” H.R. R EP.N O.62-1593,at 115 (1913).3Insider trading is quite different from market manipulation, false disclosure, or direct expropriation of the company’s wealth by corporate insiders, and trading on asymmetric information is common in many other markets. Nevertheless, insider trading seems objectionable for many reasons. First, corporate employees as “agents” owe fiduciary duties to shareholders as their “principals.” Second, “unfairness” results from trading on information obtained as a byproduct of employment or privileged access to corporate affairs. Third, insider trading is objectionable because of the extent of managerial control over the production, disclosure, and access to inside information, which may give rise to arbitrary, costless, and non-transparent wealth transfers from outside investors to managers. Fourth, insider trading may lead to possible conflicts between maximizing insiders’ trading profits and maximizing the firm’s value. These concerns are very much unique to securities markets. See generally Victor Brudney, Insiders, Outsiders, and Informational Advantages Under the Federal Securities Laws, 93 H ARV.L.R EV. 322 (1979).4In fact, one empirical study posits that selling by corporate insiders after the expiration of lockup provisions was one of the most important immediate factors that led to the New Economy market burst. Eli Ofek & Matthew Richardson, DotCom Mania: The Rise and Fall of Internet Stock Prices, 58 J. F IN. 1113, 1131 (2003). While this study does(continued)2004] INSIDER TRADING AND THE BID-ASK SPREAD 85 Academic analysis has considered insider trading from the perspectives of such diverse disciplines as economics,5 ethics,6 feminist studies,7 and psychology.8 It has been hailed as a mechanism of enhancing stock price accuracy and an efficient compensation scheme for entrepreneurial services,9 a stimulus of producing information at a low cost,10 compensation for undiversified risk for controlling shareholders,11 a reward to blockholders for their monitoring activities,12 a device mitigating agency costs,13 and a mechanism of credible signaling to the market.14 not suggest that insider selling by itself led to the market crash, the implication is that, in many instances, the outside investors, not the insiders, largely absorbed the loss. See also Mark Gimein, You Bought. They Sold., F ORTUNE, Sept. 2, 2002, at 64 (documenting massive insider selling in such companies as Enron, Global Crossing, Tyco, and others before the sharp drop in their shares’ prices).5See generally H ENRY G.M ANNE,I NSIDER T RADING AND THE S TOCK M ARKET (1966); Javier Estrada, Insider Trading: Regulation, Securities Markets, and Welfare Under Risk Aversion, 35 Q.R EV.E CON.&F IN. 421 (1995); Norman S. Douglas, Insider Trading: The Case Against the “Victimless Crime” Hypothesis, F IN.R EV., May 1988, at 127.6See generally Gary Lawson, The Ethics of Insider Trading, 11H ARV.J.L.&P UB.P OL’Y 727 (1988); Ian B. Lee, Fairness and Insider Trading, 2002 C OLUM.B US.L.R EV. 119; Kim Lane Scheppele, “It’s Just Not Right”: The Ethics of Insider Trading, 56 L AW &C ONTEMP.P ROBS. 123 (1993).7See generally Theresa A. Gabaldon, Assumptions About Relationships Reflected in the Federal Securities Laws, 17 W IS.W OMEN’S L.J. 215 (2002); Judith G. Greenberg, Insider Trading and Family Values, 4 W M.&M ARY J.W OMEN &L. 303 (1998).8See generally John Dunkelberg & Debra Ragin Jessup, So Then Why Did You Do It?, 29 J. B US.E THICS 51 (2001); David E. Terpstra et al., The Influence of Personality and Demographic Variables on Ethical Decisions Related to Insider Trading, 127 J. P SYCHOL. 375 (1993).9See M ANNE, supra note 5, at 81-90, 131-58 (discussing the “smoothing” effect of insider trading on the stock price and arguing that insider trading constitutes efficient compensation for entrepreneurial services rendered to the corporation).10See David D. Haddock & Jonathan R. Macey, Regulation on Demand: A Private Interest Model, with an Application to Insider Trading Regulation, 30 J.L.&E CON. 311, 318 (1987) (arguing that “insiders are the low-cost suppliers of most of the [firm-specific] information that is useful to securities markets”).11See Harold Demsetz, Corporate Control, Insider Trading, and Rates of Return, 76 A M.E CON.R EV. (P APERS &P ROC.)313, 315 (1986).12See Stephen Thurber, The Insider Trading Compensation Contract as an Inducement to Monitoring by the Institutional Investor, 1 G EO.M ASON L.R EV. (n.s.) 119, 119 (1994).13See Dennis W. Carlton & Daniel R. Fischel, The Regulation of Insider Trading, 35 S TAN.L.R EV.857,870-71(1983)(discussing how insider trading may align the interests of shareholders and managers).86 CAPITAL UNIVERSITY LAW REVIEW [33:83 Insider trading has also been condemned on the grounds that it may reduce investor confidence in securities markets,15 create perverse incentives for management,16 constitute a misappropriation of information and wealth,17 interfere with timely disclosure and the flow of information inside firms,18 adversely affect the process of gathering and disseminating information by14See id. at 868 (discussing how insider trading “gives the firm an additional method of communicating and controlling information”).15See Lawrence M. Ausubel, Insider Trading in a Rational Expectations Economy, 80 A M.E CON.R EV. 1022, 1022-23 (1990) (asserting that insider trading deters potential investors from securities markets, as outsiders want to avoid dilution of their investment returns); Louis Loss, The Fiduciary Concept as Applied to Trading by Corporate “Insiders” in the United States, 33 M OD.L.R EV. 34, 36 (1970) (arguing that insider trading constitutes a “grievous insult to the market in the sense that the very preservation of any capital market depends on liquidity, which rests in turn on the investor’s confidence that current quotations accurately reflect the objective value of his investment”).16See Frank H. Easterbrook, Insider Trading, Secret Agents, Evidentiary Privileges, and the Production of Information, 1981 S UP.C T.R EV. 309, 332-33; David Ferber, The Case Against Insider Trading: A Response to Professor Manne, 23 V AND.L.R EV. 621, 623 (1970).17See A DOLF A.B ERLE J R.&G ARDINER C.M EANS,T HE M ODERN C ORPORATION AND P RIVATE P ROPERTY 326 (1932) (arguing that inside information “accordingly belongs in equity to the body of shareholders as a whole”); R OBERT C HARLES C LARK,C ORPORATE L AW 273-74 (1986) (arguing that “the amount of the value of new developments unilaterally appropriated by the insiders from the outsiders could be an enormous portion of the total”); James D. Cox, Insider Trading and Contracting: A Critical Response to the “Chicago School,” 1986 D UKE L.J. 628, 651 (pointing out that “a firm wishing to consider alternative dispositions of inside information [for profit] could rightly see that such uses must foreclose trading by its managers”).18See O LIVER E.W ILLIAMSON,C ORPORATE C ONTROL AND B USINESS B EHAVIOR:A N I NQUIRY INTO THE E FFECTS OF O RGANIZATION F ORM ON E NTERPRISE B EHAVIOR 95 (1970) (arguing that insider trading may lead to “information hoarding”); Robert J. Haft, The Effect of Insider Trading Rules on the Internal Efficiency of the Large Corporation, 80 M ICH.L. R EV. 1051, 1052 (1982).2004] INSIDER TRADING AND THE BID-ASK SPREAD 87 outsiders,19 provoke conflicts among groups of shareholders,20 and increase the corporate cost of capital.21B. New Argument for Regulating Insider TradingThe proponents of deregulating insider trading succeeded in attracting the attention of academia and government agencies to their economics-based methodology. As a result, the emphasis of the pro-regulators has shifted from the issue of fairness to the search for economic costs of insider trading.22_______________________________________________________ 19See Michael J. Fishman & Kathleen M. Hagerty, Insider Trading and the Efficiency of Stock Prices, 23 R AND J.E CON. 106, 107 (1992); Naveen Khanna, Why Both Insider Trading and Non-Mandatory Disclosures Should Be Prohibited, 18 M ANAGERIAL & D ECISION E CON. 667, 668 (1997).20See Oliver Kim, Disagreements Among Shareholders over a Firm’s Disclosure Policy, 48 J. F IN. 747, 748 (1993); Ernst Maug, Insider Trading Legislation and Corporate Governance, 46 E UR.E CON.R EV. 1569, 1570 (2002).21See David Easley et al., Is Information Risk a Determinant of Asset Returns?, 57 J. F IN. 2185, 2219 (2002); Morris Mendelson, The Economics of Insider Trading Reconsidered, 117 U. P A.L.R EV. 470, 477-78 (1969) (reviewing M ANNE,supra note 5).22Many works concentrate on managerial incentives and consider whether insider trading, on one extreme, constitutes non-transparent rents detrimental to the corporation or, on the other hand, an efficient form of compensation taken into account in determining the total reward package. See Carlton & Fischel, supra note 13,at 870-71; Ronald A. Dye, Inside Trading and Incentives, 57 J. B US. 295 (1984); Neelam Jain & Leonard J. Mirman, Real and Financial Effects of Insider Trading with Correlated Signals, 16 E CON.T HEORY 333, 340 (2000); Ranga Narayanan, Information Production, Insider Trading, and the Role of Managerial Compensation, F IN.R EV., Nov. 1999, at 119. The “pro-insider trading” literature posits that allowing managers to trade on inside information is likely to create beneficial incentives for them. See, e.g., M ANNE, supra note 5, at 138-39, 150 (inducing managers to pursue innovation and repeatedly generate “good news”); Carlton & Fischel, supra note 13, at 870-72 (encouraging managers to discover and develop valuable information, economize on compensation renegotiation costs, and signal their willingness to pursue risky projects favorable to diversified shareholders); Guochang Zhang, Regulated Managerial Insider Trading as a Mechanism to Facilitate Shareholder Control, 28 J. B US.F IN.&A CCT. 35, 36 (2001) (inducing managers to provide shareholders with accurate information). Their opponents contend that insider trading may create perverse incentives for managers. See, e.g., S TEPHEN M.B AINBRIDGE,C ORPORATION L AW AND E CONOMICS 593 (2002) (encouraging managers to publicize information prematurely); C LARK, supra note 17, at 273-74 (unilaterally altering managers’ compensation package agreements); Cox, supra note 17, at 651-52 (increasing managers’ tolerance of bad performance); Boyd Kimball Dyer, Economic Analysis, Insider Trading, and Game Markets, 1992 U TAH L.R EV. 1, 21-22 (encouraging managers to spread rumors and devote too much effort to gaining access to information for trading purposes); Easterbrook, supra note 16, at 332(continued)88 CAPITAL UNIVERSITY LAW REVIEW [33:83One such cost was pointed out by economists—and utilized by legal academics and regulatory agencies to justify the existence of regulation—when some works in market microstructure23 proposed that insider trading harms market liquidity due to its adverse effect on market makers—specialists or dealers that provide liquidity on an organized exchange or an over-the-counter (OTC) market.24 This was an attempt to satisfy the criterion advanced by Henry G. Manne: “Ultimately the complaint must be that some individuals are being harmed by allowing insider trading. It is not enough simply to say that insider trading is unfair. If it is unfair, it must be unfair to somebody.”25The argument is that insider trading increases the bid-ask spread—the difference between the market maker’s “sell” and “buy” prices26—thereby (encouraging managers to engage in excessively risky projects and increase stock price volatility); Haft, supra note 18, at 1054-55 (discouraging internal information-sharing); Roy A. Schotland, Unsafe at Any Price: A Reply to Manne, Insider Trading and the Stock Market, 53 V A.L.R EV. 1425, 1448-50 (1967) (encouraging managers to delay disclosure and engage in market manipulation). See also Darren T. Roulstone, The Relation Between Insider-Trading Restrictions and Executive Compensation, 41 J. A CCT.R ES. 525, 548-49 (2001) (offering empirical evidence suggesting that higher potential profits from legal insider trading are associated with lower explicit executive compensation).23Market microstructure, as a field of financial economics, studies trading rules and mechanisms, price discovery, and transaction costs. See generally M AUREEN O’H ARA, M ARKET M ICROSTRUCTURE T HEORY (1995);L ARRY H ARRIS,T RADING AND E XCHANGES: M ARKET M ICROSTRUCTURE FOR P RACTITIONERS (2003); D ANIEL F.S PULBER,M ARKET M ICROSTRUCTURE:I NTERMEDIARIES AND THE T HEORY OF THE F IRM (1999); Ananth Madhavan, Market Microstructure: A Survey, 3 J. F IN.M ARKETS 205 (2000); Hans R. Stoll, Market Microstructure, in 1A H ANDBOOK OF THE E CONOMICS OF F INANCE 553 (George Constantinides et al. eds., 2003).24See H ARRIS,supra note 23, at 286-91.25M ANNE, supra note 5, at 93.26The bid-ask spread as such does not constitute a “regrettable” friction for securities markets. Rather, it is a compensation for a very important economic service. One of the earliest works on market making noted that “the jobber’s turn [the spread] represents the price paid by the community for the invaluable privilege of close prices and a continuously free market for securities.” F.E. Steele, The ‘Middleman’ in Finance, 5 E CON. J. 424, 431 (1895). There are three basic measures of the bid-ask spread. See Roger D. Huang & Hans R. Stoll, Dealer Versus Auction Markets: A Paired Comparison of Execution Costs on NASDAQ and the NYSE, 41 J. F IN.E CON. 313, 322-28 (1996). See also Mitchell A. Peterson & David Fialkowski, Posted Versus Effective Spreads: Good Prices or Bad Quotes?, 35 J. F IN.E CON. 269 (1994) (discussing the magnitude of the difference between various spread measures). First, the quoted spread is the difference between the bid and ask prices quoted simultaneously. See Huang & Stoll, supra, at 322. Second, the effective spread is the difference between the actual bid and ask prices executed at the same(continued)2004] INSIDER TRADING AND THE BID-ASK SPREAD 89 increasing the costs of transacting. The importance of the spread is that it represents the “price for immediacy”27 and the “cost of trading and the illiquidity of a market.”28The adverse selection model analyzes interaction of a market maker with informed and uninformed traders.29 Because providers of liquidity, unable to distinguish among types of traders, are always “losing” on trades with better-informed counterparties,30 they must charge everyone a higher bid-ask spread to compensate for their losses31 and still enter into time, as many transactions occur inside the quoted spread. See id. at 324. Finally, the realized spread is the difference between the actual bid and ask prices for trades separated by a specified period of time, which represents a profit or loss of a liquidity provider in the course of transacting at the initial and subsequent prices. See id. at 326-27. In the presence of multiple market makers, the “best” bid-ask spread and quotes are also known as “inside” or “market.”27 HaroldThe Cost of Transacting, 82 Q.J.E CON.33,35-36. “Predictable Demsetz,immediacy . . . requires that costs be borne by persons who specialize in standing ready and waiting to trade with the incoming orders of those who demand immediate servicing of their orders. The bid-ask spread is the markup that is paid for [that] predictable immediacy.” Id. The role of market makers as providers of immediacy was recognized much earlier because without such intermediaries, “buyers desirous of buying at once, and sellers anxious for immediate realization, would have to make considerable sacrifices in the matter of price [and f]luctuations in prices would thus occur with greater frequency and greater violence, and the element of pure speculation and uncertainty . . . would be still further increased.” Steele, supra note 26, at 431. See also George J. Stigler, Public Regulation of the Securities Markets, 37 J. B US. 117, 129 n.16 (1964) (finding that the bid-ask spread represents the price paid for “(1) immediate availability of a buyer or seller; (2) the elimination of short run fluctuations in price”). The London “stock jobbers” in the late 18th – early 19th centuries were one of the first historical examples of specialized intermediaries continuously buying and selling securities to profit from the price differential. See S.R. Cope, The Stock Exchange Revisited: A New Look at the Market in Securities in London in the Eighteenth Century, 45 E CONOMICA 1, 5-8 (1978).28 Stoll,supra note 23, at 562.29Informed traders possess material nonpublic “inside” or “outside” information or enjoy superior abilities in data gathering and processing. In contrast, uninformed traders transact to consume or save, to readjust their portfolios, to act on “noise” and diverging expectations, and to make speculative bets. See M ANNE, supra note 5, at 84-86; Fischer Black, Noise, 41 J. F IN. 529 (1986).30See O’H ARA,supra note 23, at 54.31See id. A variant of the adverse selection model states that market makers also reduce market liquidity by decreasing the market depth—the amounts of shares offered by a market maker at his bid and ask prices—in order to limit their exposure to the risk of incurring losses while trading with better-informed persons. See infra notes 474-79 and accompanying text.90 CAPITAL UNIVERSITY LAW REVIEW [33:83 some “adverse” transactions.32 Furthermore, insider trading is said to impose a social loss: securities prices are discounted due to higher transaction costs,33 and some potential investors refrain from participating in such markets.34Thus, the case for regulating insider trading was alleged: “[Informed] trades can damage the dealer, perhaps fatally. That’s a valid reason for discouraging trading on so-called ‘inside’ information, quite apart from whether such trading entails misappropriation of corporate property or wire fraud.”35 Similarly, a leading legal academic has remarked that “the more that the law successfully prohibits the use of non-public information, the more that the market maker can (and will be forced by competitive pressure to) narrow the bid-ask spread.”36The adverse selection argument is not concerned with the “unfairness” of trading on inside information or with wealth transfers from uninformed to informed traders.37 Rather, it points out an economic cost of insider _______________________________________________________ (continued )32 See O’H ARA , supra note 23, at 54. In the context of market microstructure, an alternative meaning of “adverse selection” refers to the notion that limit orders tend to be executed at times when the market moves against them, leading to transactions that are unfavorable in light of the new market conditions. See David K. Whitcomb, Applied Market Microstructure , J. A PPLIED F IN ., Fall–Winter 2003, at 77, 78.33 See infra note 99 and accompanying text.34 See infra note 91 and accompanying text.35 Jack L. Treynor, Securities Law and Public Policy , F IN . A NALYSTS J., May–June 1994, at 10, 10.36 John C. Coffee, Jr., Is Selective Disclosure Now Lawful?, N.Y. L.J., July 31, 1997, at 5.37 The wealth redistribution argument states that trading on asymmetric information is a zero-sum game. But the fact of insider trading does not induce most individual transactions of outsiders with insiders. See Henry G. Manne, Insider Trading and the Law Professors , 23 V AND . L. R EV . 547, 551-53 (1970); Jack M. Whitney II, Section 10b-5: From Cady, Roberts to Texas Gulf: Matters of Disclosure , 21 B US . L AW . 193, 201-04 (1965). The U.S. Supreme Court reached a similar situation in Dirks v. SEC , 463 U.S. 646 (1983), which held that “in many cases there may be no clear causal connection between inside trading and outsiders’ losses. In one sense, as market values fluctuate and investors act on inevitably incomplete or incorrect information, there always are winners and losers.” Id . at 667 n.27. Even the U.S. Securities and Exchange Commission (SEC) officials admitted that “[w]ith respect to equities trading, it may well be true that public shareholders’ transactions would have taken place whether or not an insider was unlawfully in the market.” Thomas C. Newkirk & Melissa A. Robertson, Remarks at the Sixteenth International Symposium on Economic Crime (Sept. 19, 1998), available at /news/speech/speecharchive/1998/spch221.htm (last visited Jan. 11, 2005). However, even though an uninformed trader transacting directly with an insider in an impersonal market is unlikely to suffer a loss, compared to a hypothetical with no insider2004] INSIDER TRADING AND THE BID-ASK SPREAD 91 trading: a higher bid-ask spread and a corresponding decrease in market liquidity. A wealth of empirical evidence is cited in support of this theory. Yet the model does not attempt to describe a general equilibrium in securities markets. Indeed, the argument is quite elegant and simplified, as one would justly expect from an economic model.C. Article’s Scope of AnalysisThis Article reviews the adverse selection literature, discussing the development of the model and its utilization by the legal academics and the regulators; the analysis of assumptions concerning market makers’ inventories; comparative analysis of the specialist and dealer systems; detection of informed trading by market makers; the correlation and possible theoretical links among the spread, quality of disclosure, insider trading, rate of return, stock price volatility, trading volume, and firm size; the overall effect of information asymmetry on providers of liquidity; informed trading and market making in derivatives; the relevance of the adverse selection argument to the practices of “cream-skimming” and trading in otherwise identical circumstances, the fact of insider trading induces or preempts some other marginal transaction and thus causes a loss or deprives of a potential gain. See W ILLIAM K.S.W ANG &M ARK S TEINBERG,I NSIDER T RADING 62-105 (1996) (discussing the “Law of Conservation of Securities”); Henry G. Manne, In Defense of Insider Trading, H ARV.B US.R EV., Nov.–Dec. 1966, at 113, 114-15 (arguing that insider trading induces unfavorable transactions of short-term traders—not necessarily those who trade directly with insiders). It should be noted that long-term shareholders are rarely adversely affected by insider trading, as there is a lower chance that trading on private information would affect their trading pattern. See M ANNE, supra note 5, at 102, 107. But the same argument is still revived, maintaining that uninformed traders are always disadvantaged: “In bad times, this disadvantage can result in the uninformed trader’s portfolio holding too much of the stock; in good times, the trader’s portfolio has too little . . . . Holding many stocks cannot remove this effect because the uninformed do not know the proper weights of each asset to hold.” Easley et al., supra note 21, at 2218-19. However, the described harm comes not from insider trading, but from the lack of instantaneous disclosure of all material information, which is likely to be harmful to corporate operations. Insider trading is also likely to redistribute wealth among outsiders, benefiting some of them due to its effect on the market price and trading patterns. See M ANNE, supra note 5, at 93-110; W ANG & S TEINBERG, supra, at 64. Some argue that even abstaining from trading on inside information would yield abnormal profits. See Jesse M. Fried, Insider Abstention,113 Y ALE L.J.455, 463 n.29, 465 & nn.35-37 (2003) (citing various scholars supporting this point of view). However, others question the validity of this proposition and the magnitude of such profits. See id. at 466-67 (arguing that “the insider’s ability to abstain on nonpublic information indicating that a planned trade would be unfavorable merely compensates the insider for her inability to proceed with a trade after learning nonpublic information indicating that the planned trade would be favorable”).。
The Future of Augmented Reality in Retail
The Future of Augmented Reality in Retail The future of augmented reality in retail is a topic that has been gaining a lot of attention in recent years. With the rise of new technologies and the increasing demand for immersive experiences, it is no surprise that retailers are looking to incorporate augmented reality into their stores. In this essay, we will explore the potential of augmented reality in retail, the challenges it faces, and the impact it may have on the industry.Augmented reality (AR) is a technology that overlays digital information onto the real world. It can be experienced through a variety of devices, such as smartphones, tablets, or AR glasses. In retail, AR can be used to enhance the shopping experience by providing customers with interactive and personalized content. For example, customers can use AR to try on clothes virtually, see how furniture would look in their homes, or get more information about products.One of the main advantages of AR in retail is that it can increase customer engagement. By providing an interactive and immersive experience, retailers can create a stronger emotional connection with their customers. This can lead to increased loyalty and repeat business. Moreover, AR can also help retailers to differentiate themselves from their competitors and stand out in a crowded market.Another benefit of AR in retail is that it can improve the efficiency of the shopping process. For example, customers can use AR to scan products and get more information about them, without having to ask a sales associate. This can save time and reduce friction in the shopping experience. Additionally, AR can also be used to streamline the checkout process, by allowing customers to pay for their purchases through their mobile devices.Despite the potential benefits of AR in retail, there are also several challenges that need to be addressed. One of the main challenges is the cost of implementing AR technology. AR requires a significant investment in hardware and software, which may not be feasible for all retailers. Moreover, the development of AR content can also be time-consuming and expensive.Another challenge is the need for a seamless integration of AR into the existing retail environment. AR experiences need to be designed in such a way that they do not disrupt the shopping experience or cause confusion for customers. Moreover, retailers need to ensure that their staff is trained to support AR experiences and can provide assistance when needed.Finally, there is also the issue of privacy and security. AR technology has the potential to collect a lot of data about customers, such as their location, preferences, and behaviors. Retailers need to ensure that they are transparent about how this data is collected and used, and that they have appropriate safeguards in place to protect customer privacy.In conclusion, the future of augmented reality in retail is promising, but it also presents several challenges that need to be addressed. AR has the potential to enhance the shopping experience, increase customer engagement, and improve efficiency. However, retailers need to be mindful of the cost of implementing AR technology, the need for seamless integration, and the importance of privacy and security. With careful planning and execution, AR can be a powerful tool for retailers to create a differentiated and engaging shopping experience for their customers.。
英语作文-便利店零售行业进入门槛,如何应对市场挑战
英语作文-便利店零售行业进入门槛,如何应对市场挑战The convenience store retail industry has witnessed a dynamic shift in its entry barriers and market challenges in recent years. As consumer preferences evolve and competitive pressures intensify, navigating these complexities becomes crucial for businesses aiming to thrive in this sector.To begin with, the convenience store landscape has traditionally been characterized by relatively low barriers to entry compared to other retail segments. This accessibility has led to a proliferation of small-scale operators entering the market, contributing to its fragmented nature. However, despite the apparent ease of entry, the industry presents nuanced challenges that demand strategic foresight and operational agility from participants.One of the primary challenges faced by convenience stores is the rising expectations of consumers regarding product diversity and quality. Modern consumers, accustomed to the convenience of online shopping and larger retail formats, expect a wide range of products available conveniently at their local stores. Meeting these expectations requires meticulous inventory management and supplier relations to ensure a varied yet streamlined product offering that resonates with the target market.Furthermore, technological advancements have significantly altered consumer behavior and operational efficiencies within the industry. The integration of digital payment systems, automated inventory tracking, and personalized marketing strategies has become imperative for convenience store operators seeking to enhance customer experience and operational effectiveness. Embracing these technologies not only improves efficiency but also enables data-driven decision-making, thereby positioning businesses competitively in a rapidly evolving market landscape.In addition to technological advancements, regulatory compliance and sustainability considerations pose additional hurdles for convenience store operators. Adhering to localregulations pertaining to food safety, labor practices, and environmental sustainability requires ongoing diligence and adaptation. Moreover, as consumer awareness of environmental issues grows, there is an increasing expectation for businesses to adopt sustainable practices, such as reducing plastic usage and promoting eco-friendly products. Balancing regulatory compliance with sustainable initiatives can foster goodwill among consumers and mitigate reputational risks associated with non-compliance.Moreover, the competitive landscape within the convenience store sector continuesto intensify, driven by both traditional rivals and disruptive new entrants. Established chains leverage economies of scale to negotiate favorable pricing with suppliers and invest in expansive marketing campaigns to maintain market share. Conversely, innovative startups and franchise models introduce novel concepts such as automated stores or specialized product offerings, challenging established norms and capturing niche consumer segments.To effectively navigate these market challenges, convenience store operators must adopt a multifaceted approach that emphasizes strategic differentiation, operational excellence, and customer-centricity. Implementing robust supply chain management practices ensures timely replenishment of popular items while minimizing inventory costs. Investing in employee training programs enhances service quality and promotes a culture of customer satisfaction, crucial for building loyalty in a competitive market environment.Furthermore, fostering community engagement through localized marketing initiatives and partnerships reinforces brand presence and cultivates a loyal customer base. Collaborating with local suppliers not only supports the regional economy but also enhances product freshness and authenticity, appealing to discerning consumers seeking locally sourced options.In conclusion, while the convenience store retail industry presents accessible entry points, it also demands astute navigation of evolving consumer preferences, technological advancements, regulatory landscapes, and competitive pressures. By embracing innovation, sustainability, and customer-centric strategies, businesses can effectively differentiate themselves and thrive amidst market uncertainties. Success in this dynamicsector hinges on proactive adaptation to emerging trends and unwavering commitment to delivering exceptional value to consumers, thereby securing a sustainable position in the competitive convenience store landscape.。
英语作文-便利店零售行业的进入门槛是否稳定
英语作文-便利店零售行业的进入门槛是否稳定The barrier to entry in the convenience store retail industry has been a subject of ongoing debate among economists and market analysts. Understanding whether this barrier is stable or fluctuating involves a nuanced examination of various factors that influence market dynamics.At its core, the convenience store sector is characterized by its accessibility and the necessity of providing a range of products and services that cater to immediate consumer needs. Historically, convenience stores have thrived on their ability to offer convenience, often through extended hours, proximity to residential areas, and a diverse inventory that includes groceries, beverages, snacks, and sometimes even services like bill payments and parcel collection.One significant aspect influencing the stability of entry barriers is the saturation level within specific geographic regions. In densely populated urban areas, for instance, competition among convenience stores is typically high due to the demand density. This saturation can create a formidable barrier for new entrants, as established stores benefit from economies of scale, established customer bases, and prime locations that are not easily replicated or accessed by newcomers.Moreover, the regulatory environment plays a crucial role in shaping entry barriers. Licensing requirements, zoning laws, and health and safety regulations vary widely across different jurisdictions. Compliance with these regulations can impose significant upfront costs and administrative burdens on new entrants, thereby raising the barrier to entry. Conversely, in regions with more relaxed regulations or where there is a push towards deregulation, entry barriers may be lower, encouraging more competition and potentially reducing profitability for existing players.Technological advancements also contribute to the evolving landscape of convenience store retailing. The integration of digital payment systems, inventorymanagement software, and even online ordering platforms has become increasingly common. While these technologies can enhance operational efficiency and improve customer experience, they also require initial investment and ongoing maintenance, which may deter potential entrants who lack the capital or expertise to adopt such innovations.Furthermore, the role of consumer behavior cannot be overlooked. Shifts in consumer preferences towards healthier snacks, organic products, or ethically sourced goods can influence the demand structure within the convenience store sector. Adapting to these changing preferences often requires store owners to invest in product diversification and marketing strategies, posing additional challenges for new entrants hoping to carve out a niche in an already competitive market.In conclusion, while the convenience store retail industry presents opportunities for entrepreneurship due to its essential nature and consumer demand, the stability of entry barriers is influenced by a complex interplay of factors. These include market saturation, regulatory frameworks, technological advancements, and evolving consumer preferences. As such, aspiring entrepreneurs and investors must carefully assess these dynamics and adapt their strategies accordingly to navigate the challenges and capitalize on the opportunities within this dynamic sector.。
英语作文-便利店零售行业进入门槛,如何应对市场变革
英语作文-便利店零售行业进入门槛,如何应对市场变革The convenience store industry, known for its accessibility and ease of shopping, is facing a transformative era. With the advent of e-commerce and changing consumer behaviors, convenience stores must adapt to remain competitive. The entry barriers to this industry are not insurmountable, but they do require a strategic approach to overcome.Market Entry Barriers。
Entering the convenience store retail sector involves several challenges. The initial investment can be significant, considering the costs associated with securing a location, stocking inventory, and hiring staff. Moreover, established players dominate the market, making it difficult for newcomers to secure a foothold. Brand recognition plays a crucial role in attracting customers, and without it, new entrants may struggle.Adapting to Market Changes。
英语作文-便利店零售行业的进入门槛与经营效益的关联性
英语作文-便利店零售行业的进入门槛与经营效益的关联性The convenience store retail industry is characterized by its accessibility and customer-oriented service. The entry barriers to this industry are relatively low, which encourages a multitude of small business owners and entrepreneurs to venture into this sector. However, the correlation between these entry barriers and operational efficiency is not straightforward and warrants a closer examination.Entry barriers in the convenience store industry are primarily financial and regulatory. Financially, the initial investment is modest compared to other retail sectors. Prospective store owners must cover the cost of leasing or purchasing a location, inventory, staffing, and other operational expenses. Regulatory barriers include obtaining the necessary licenses and adhering to local business regulations, which vary significantly from one location to another.Operational efficiency in convenience stores is driven by several factors, including location, store layout, product mix, supply chain management, and customer service. A prime location with high foot traffic can lead to increased sales, but it also comes with higher rent and operational costs. Efficient store layout and product placement can maximize sales per square foot. A well-managed supply chain ensures product availability and freshness, which are crucial in this industry. Lastly, customer service is paramount; friendly staff and quick service can create a loyal customer base.The interplay between entry barriers and operational efficiency becomes evident when considering the competitive nature of the industry. Low entry barriers mean more competition, which can drive down prices and profit margins. To remain profitable, store owners must optimize their operational efficiency to reduce costs and increase sales. This often involves leveraging technology for inventory management, employing effective marketing strategies, and creating a unique store experience to differentiate from competitors.In conclusion, while the low entry barriers of the convenience store industry make it an attractive option for many entrepreneurs, it is the operational efficiency that ultimately determines the success and profitability of a store. Store owners must navigate the competitive landscape by continuously improving their operations and adapting to changing consumer preferences and market conditions. The relationship between entry barriers and operational efficiency is thus a dynamic and ongoing challenge for convenience store operators.This essay has explored the nuances of the convenience store retail industry, highlighting the importance of balancing the ease of entry with the need for efficient operations. As the industry evolves, so too must the strategies of those who wish to succeed within it. 。
英语作文-便利店零售行业的进入门槛可塑性如何
英语作文-便利店零售行业的进入门槛可塑性如何The convenience store retail industry is characterized by its unique blend of accessibility, consumer convenience, and operational flexibility. This sector plays a pivotal role in urban and suburban environments alike, offering a wide array of products and services to cater to the diverse needs of consumers. The entry barriers into this industry, while initially perceived as low, exhibit notable flexibility that influences market dynamics and competitiveness.One of the primary facets contributing to the malleability of entry barriers in the convenience store sector is the accessibility of resources and infrastructure. Unlike larger retail formats that demand substantial capital investment and extensive logistical support, convenience stores can often be established with relatively modest initial investments. This flexibility allows for a diverse range of entrepreneurs, from individual proprietors to small-scale chains, to enter the market with varying levels of financial backing.Moreover, the operational framework of convenience stores lends itself to adaptability in response to market trends and consumer preferences. These establishments typically focus on providing essential everyday items such as groceries, snacks, beverages, and household goods, thereby maintaining a steady demand base. This strategic product mix not only sustains customer loyalty but also enables swift adjustments in inventory based on local demographics and purchasing behaviors.Furthermore, technological advancements have significantly enhanced the operational efficiency and market reach of convenience stores. The integration of point-of-sale systems, inventory management software, and digital marketing platforms has streamlined day-to-day operations while facilitating targeted promotional campaigns and customer engagement initiatives. Such technological interventions reduce entry barriers by mitigating traditional constraints related to scale and geographic presence.The regulatory landscape governing convenience stores also contributes to the industry's adaptability. While compliance with health, safety, and zoning regulations is mandatory, regulatory frameworks generally do not impose prohibitive entry barriers. This regulatory leniency fosters a conducive environment for new entrants, encouraging entrepreneurial endeavors and fostering innovation in service delivery and consumer engagement strategies.Furthermore, the competitive dynamics within the convenience store sector underscore its accessible entry points. Unlike larger retail conglomerates that rely on economies of scale and extensive brand recognition, convenience stores can differentiate themselves through localized marketing efforts, personalized customer service, and curated product offerings. This decentralized approach empowers entrepreneurs to establish niche market positions and cater to specific consumer segments effectively.In conclusion, the convenience store retail industry exemplifies a dynamic landscape characterized by manageable entry barriers that promote entrepreneurial diversity and market resilience. The sector's adaptability to changing consumer preferences, technological advancements, and regulatory frameworks underscores its pivotal role in modern retail ecosystems. By leveraging operational flexibility, strategic market positioning, and technological innovation, convenience store operators can effectively navigate competitive pressures and capitalize on emerging opportunities, thereby sustaining growth and enhancing consumer satisfaction in an ever-evolving marketplace.。
英语作文-便利店零售行业的进入门槛与消费者需求之间的平衡与博弈
英语作文-便利店零售行业的进入门槛与消费者需求之间的平衡与博弈The convenience store retail industry operates in a delicate balance between entry barriers and consumer demands. Unlike larger retail chains that require substantial capital and infrastructure investments, convenience stores often offer a lower barrier to entry, attracting entrepreneurs and small business owners. This accessibility, however, introduces challenges in meeting diverse consumer needs while maintaining profitability.Convenience stores thrive on immediacy. They cater to consumers seeking quick access to essential goods such as snacks, beverages, and everyday necessities. The strategic location of these stores near residential areas, transit hubs, and workplaces enhances their appeal, leveraging high foot traffic for increased sales. This proximity underscores the industry's dynamic nature, where accessibility and convenience drive consumer behavior.Amidst these advantages, convenience stores face intensifying competition. The proliferation of similar establishments necessitates differentiation through product variety, quality, and service. Successful operators adeptly navigate this competitive landscape by optimizing inventory management and adapting offerings to local preferences. This agility fosters customer loyalty and sustains profitability amid fluctuating market conditions.Consumer demands evolve alongside lifestyle changes and economic trends. Modern consumers prioritize convenience, affordability, and product diversity. Convenience stores respond by diversifying their product lines to include healthier snacks, organic choices, and ready-to-eat meals. This adaptability reflects a strategic alignment with consumer preferences, reinforcing the industry's resilience amid shifting market dynamics.Furthermore, technological advancements revolutionize convenience store operations. Digital payment systems, online ordering platforms, and data analytics enhanceefficiency and customer engagement. These innovations streamline transactions and provide insights into consumer behavior, empowering store owners to optimize operations and tailor offerings to local demand patterns.Balancing these operational facets requires astute management of overhead costs, supply chain logistics, and regulatory compliance. Profit margins in convenience stores are often narrow, necessitating prudent financial management and cost control measures. Moreover, maintaining competitive pricing while upholding product quality remains pivotal to sustaining consumer trust and satisfaction.The relationship between entry barriers and consumer demand in the convenience store retail sector underscores a symbiotic interplay. Lower entry barriers foster entrepreneurial opportunities and promote market accessibility, driving industry growth. Concurrently, meeting diverse consumer demands through strategic differentiation and operational agility is imperative for long-term viability and profitability.In conclusion, the convenience store retail industry navigates a nuanced equilibrium between entry accessibility and consumer-centric adaptation. By embracing technological innovation, responding to evolving consumer preferences, and maintaining operational efficiency, convenience stores optimize their market position amidst competitive pressures. This adaptive approach underscores the industry's resilience and relevance in contemporary retail landscapes, facilitating sustained growth and consumer satisfaction.。
高三英语市场营销单选题60题
高三英语市场营销单选题60题1. In the marketing field, "brand awareness" means the extent to which consumers ______ a particular brand.A. recognizeB. realizeC. understandD. know答案:A。
“recognize”有“认出、识别”之意,在市场营销中“brand awareness”强调消费者对特定品牌的识别程度,A 选项符合语境。
B 选项“realize”意为“实现、意识到”;C 选项“understand”是“理解”;D 选项“know”表示“知道、了解”,但不如“recognize”在这种语境下准确。
2. A successful marketing campaign often depends on the ______ of the target audience.A. identificationB. classificationC. determinationD. recognition答案:A。
“identification”有“识别、确定”的意思,这里指成功的营销活动通常依赖于对目标受众的确定,A 选项符合。
B 选项“classification”是“分类”;C 选项“determination”是“决心”;D 选项“recognition”侧重“认出、承认”,均不符合此处语境。
3. The main goal of marketing is to increase the ______ of productsor services.A. saleB. salesC. sellD. selling答案:B。
“sales”是“销售额、销售量”的意思,“increase the sales”表示增加销售量或销售额,A 选项“sale”是单数形式,通常不这样使用;C 选项“sell”是动词;D 选项“selling”是动名词形式,此处需要名词“sales”,B 选项正确。
英语作文-销售策略的关键要素
英语作文-销售策略的关键要素In the realm of sales, strategy is the backbone of success. It's the blueprint that guides sales teams through the complex landscape of consumer behavior, market trends, and competitive dynamics. A well-crafted sales strategy can elevate a company from mediocrity to market leadership. This essay delves into the key elements that constitute an effective sales strategy, exploring how each component plays a pivotal role in winning customers and driving revenue growth.Understanding the Target Market。
The foundation of any sales strategy is a deep understanding of the target market. This involves identifying the ideal customer profile, understanding their pain points, preferences, and purchasing behavior. It's about recognizing the nuances that influence their decision-making process and tailoring the sales approach to resonate with them. Market segmentation allows sales teams to focus their efforts on the most lucrative segments, ensuring that their message reaches the right ears.Value Proposition。
英语作文-便利店零售行业进入门槛,如何抓住机遇
英语作文-便利店零售行业进入门槛,如何抓住机遇The Convenience Store Retail Industry: Seizing Opportunities。
The convenience store retail industry has long been a stable and profitable sector in the retail market. With the increasing demand for convenience and on-the-go products, the entry barriers for new players in this industry have become relatively low. This presents a great opportunity for aspiring entrepreneurs to enter the market and establish successful convenience store businesses. In this article, we will explore the entry barriers of the convenience store retail industry and discuss how to seize the opportunities available in this growing market.First and foremost, one of the key entry barriers in the convenience store retail industry is the initial investment required to set up a store. From securing a prime location to purchasing inventory and equipment, starting a convenience store can require a significant amount of capital. However, with the rise of franchise opportunities and business loans, aspiring entrepreneurs can now access the necessary funding to start their own convenience store. By conducting thorough market research and creating a comprehensive business plan, entrepreneurs can attract potential investors and secure the capital needed to enter the market.Another entry barrier in the convenience store retail industry is the competition from existing players. With major chains and independent stores dominating the market, new entrants may struggle to establish their presence and attract customers. To overcome this barrier, entrepreneurs must differentiate their store from competitors by offering unique products, superior customer service, and a convenient shopping experience. By understanding the needs and preferences of their target market, entrepreneurs can tailor their offerings to meet the demands of consumers and stand out in a crowded market.Furthermore, regulatory requirements and compliance standards can also pose as entry barriers for new players in the convenience store retail industry. From obtaining permits and licenses to adhering to health and safety regulations, entrepreneurs must navigate through various legal and bureaucratic processes to operate a store. However, by seeking legal counsel and staying informed about industry regulations, entrepreneurs can ensure that their store is in compliance with the law and operates ethically and responsibly.In addition to entry barriers, the convenience store retail industry also presents numerous opportunities for aspiring entrepreneurs. The growing demand for on-the-go meals, snacks, and everyday essentials has created a lucrative market for convenience stores. With the rise of urbanization and busy lifestyles, consumers are seeking quick and convenient shopping options, making convenience stores an essential part of their daily lives. By tapping into this demand and offering a wide range of products that cater to the needs of consumers, entrepreneurs can capitalize on the opportunities available in the convenience store retail industry.Moreover, advancements in technology and consumer preferences have also created new opportunities for convenience store businesses. From implementing digital payment systems to offering online ordering and delivery services, entrepreneurs can leverage technology to enhance the convenience and efficiency of their store operations. By embracing innovation and staying ahead of industry trends, convenience store owners can adapt to the changing needs of consumers and position their business for long-term success.In conclusion, while the convenience store retail industry presents certain entry barriers, it also offers abundant opportunities for aspiring entrepreneurs. By overcoming the initial investment requirements, differentiating from competitors, and complying with regulations, entrepreneurs can establish successful convenience store businesses. With the growing demand for convenience and on-the-go products, as well as the potential for technological advancements, the convenience store retail industry is ripe with opportunities for those who are willing to seize them. By understanding the dynamics ofthe market and staying ahead of industry trends, entrepreneurs can position themselves for success in this thriving sector.。
英语作文-便利店零售行业,门槛之争愈演愈烈
英语作文-便利店零售行业,门槛之争愈演愈烈The Convenience Store Retail Industry: The Escalating Debate over Entry Barriers。
The convenience store retail industry has long been a hot topic of discussion, especially when it comes to the debate over entry barriers. With the increasing competition and the emergence of new players in the market, the issue of entry barriers has become even more contentious. In this article, we will delve into the various aspects of this debate and explore the reasons behind the escalating tensions.First and foremost, it is essential to understand what entry barriers are and why they are significant in the convenience store retail industry. Entry barriers refer to the obstacles that prevent new businesses from entering a particular market. These barriers can come in various forms, such as high initial investment costs, stringent government regulations, limited access to distribution channels, and strong brand loyalty among consumers. In the context of the convenience store retail industry, entry barriers play a crucial role in shaping the competitive landscape and determining the market dynamics.One of the primary reasons behind the escalating debate over entry barriers in the convenience store retail industry is the increasing dominance of established players. Large chain convenience stores have already established a strong presence in the market, making it challenging for new entrants to compete effectively. These established players have significant economies of scale, brand recognition, and extensive distribution networks, which act as formidable entry barriers for potential competitors. As a result, smaller and independent convenience stores often find it difficult to survive and thrive in this highly competitive environment.Moreover, the rapid pace of technological advancements has further intensified the debate over entry barriers in the convenience store retail industry. The rise of e-commerce, mobile payment systems, and digital marketing has transformed the wayconsumers shop and interact with retail businesses. This has led to a shift in consumer preferences and shopping behaviors, posing new challenges for both existing and potential players in the industry. As a result, the traditional brick-and-mortar convenience stores face the pressure of adapting to these technological changes, which can be a daunting task for new entrants with limited resources and capabilities.Another crucial factor contributing to the escalating debate over entry barriers is the regulatory environment governing the convenience store retail industry. Government regulations and policies can significantly impact the ease of entry for new businesses, particularly in terms of obtaining licenses, permits, and complying with various legal requirements. The complex and often ambiguous regulatory framework can create additional hurdles for aspiring entrepreneurs, thereby raising concerns about the fairness and openness of the market.Furthermore, the issue of entry barriers in the convenience store retail industry has also sparked discussions about market concentration and competition. The dominance of a few major players in the market raises questions about monopolistic practices, pricing strategies, and the overall welfare of consumers. The debate over entry barriers is closely linked to the broader discourse on market competition and the need for a level playing field for all participants.In conclusion, the debate over entry barriers in the convenience store retail industry is a complex and multifaceted issue that has far-reaching implications for market dynamics, competition, and consumer welfare. The escalating tensions surrounding this debate reflect the challenges and opportunities facing both existing and potential players in the industry. As the industry continues to evolve and adapt to changing market conditions, it is essential to address the concerns related to entry barriers and strive for a more open, competitive, and inclusive market environment. Only through thoughtful analysis and constructive dialogue can the industry stakeholders work towards a sustainable and vibrant convenience store retail landscape.。
实体店运行英语作文高中
实体店运行英语作文高中题目,The Operation of Physical Stores。
In today's digital age, the prominence of physicalstores is often questioned due to the rapid growth ofonline shopping. However, despite the convenience of e-commerce, physical stores still hold significant importance in the retail landscape. In this essay, we will explore the reasons behind the continued operation of physical stores and examine their unique advantages.First and foremost, physical stores offer a sensory experience that online shopping cannot replicate. When customers enter a physical store, they can see, touch, and try out products before making a purchase. This tactile experience not only helps them make informed decisions but also provides a sense of satisfaction and reassurance. For example, when buying clothes, customers can feel the fabric, assess the fit, and determine the quality firsthand. This sensory engagement plays a crucial role in building trustand loyalty between the customer and the brand.Furthermore, physical stores serve as social hubs where customers can interact with sales associates and fellow shoppers. Unlike online shopping, which can feel impersonal and isolating, physical stores offer a sense of community and human connection. Sales associates can provide personalized assistance, recommend products, and address any concerns, creating a more engaging and enjoyable shopping experience. Additionally, customers can socialize with friends or family members while browsing through the store, turning shopping trips into memorable outings.Moreover, physical stores play a vital role in supporting local economies and fostering employment opportunities. By operating physical stores, retailers create jobs for sales associates, managers, security personnel, and other staff members. These jobs not only provide individuals with a source of income but also contribute to the overall economic growth of the community. Furthermore, physical stores often source products locally, supporting local manufacturers, artisans, and suppliers.This symbiotic relationship strengthens the local economy and promotes sustainability.Despite the rise of online shopping, physical stores continue to thrive due to their ability to offer instant gratification. Unlike online purchases, which require waiting for shipping and delivery, physical stores allow customers to obtain their desired items immediately. This instant availability is particularly appealing for urgent purchases or last-minute shopping needs. Additionally, physical stores often provide services such as in-store pickup or same-day delivery, combining the convenience of online shopping with the immediacy of brick-and-mortar retail.In conclusion, physical stores play a multifaceted role in the retail landscape, offering a sensory experience, fostering social interaction, supporting local economies, and providing instant gratification. While online shopping continues to grow in popularity, physical stores remain indispensable for their unique advantages. By embracinginnovation and adapting to changing consumer preferences, physical stores can continue to thrive in the digital age.。
国际著名零售商排面设计按分类
Heavy box on the bottom shelf 纵向: 婴儿奶粉的品牌 横向: 单品 大盒在地层货架
大分类排面设计 - 1.0 版本 Family implementation - Version 1.0
家乐福亚洲区 Carrefour Asia Organization - 13
Orange juice
橙汁
Pineapple juice Apple juice
菠萝汁
苹果汁
Grapes juice
葡萄汁
vertical: fruit juice flavor horizontal: brand 纵向:果肉,果汁, 香精饮料
横向:品牌
Customer flow 客流
For one family of products, Carrefour apply the rule ” Customer needs
电视音响
products, so he can decide to go in or not.
顾客先确定商品的类型, 才决
白电
定买不买
CD 和 磁带
大分类排面设计 - 1.0 版本 Family implementation - Version 1.0
家乐福亚洲区 Carrefour Asia Organization - 5
葡萄汁
CONCEPT 理念
FAMILY 分类
大分类排面设计 - 1.0 版本 Family implementation - Version 1.0
家乐福亚洲区 Carrefour Asia Organization - 7
大分类排面设计 - 1.0 版本 Family implementation - Version 1.0
CH17 中山大学吴柏林教授,Philip Kotler 营销管理,绝密资料
C HAPTER 17--M ANAGING R ET AILING,W HOLESALING, AND M ARKETL OGISTICSOVERVIEW:Retailing and wholesaling consist of many organizations designed to bring goods and services from the point of production to the point of use.Retailing includes all the activities involved in selling goods or services directly to final consumers for their personal, nonbusiness use. Retailers can be classified in terms of store retailers, nonstore retailing, and retail organizations.Store retailers include many types, such as specialty stores, department stores, supermarkets, convenience stores, superstores, combination stores, hypermarkets, discount stores, warehouse stores, and catalog showrooms. These store forms have had different longevities and are at different stages of the retail life cycle. Depending on the wheel-of-retailing, some will go out of existence because they cannot compete on a quality, service, or price basis.Nonstore retailing is growing more rapidly than store retailing. It includes direct selling (door-to-door, party selling), direct marketing, automatic vending, and buying services.Much of retailing is in the hands of large retail organizations such as corporate chains, voluntary chain and retailer cooperatives, consumer cooperatives, franchise organizations, and merchandising conglomerates. More retail chains are now sponsoring diversified retailing lines and forms instead of sticking to one form such as the department store.Retailers, like manufacturers, must prepare marketing plans that include decisions on target markets, product assortment and services, store atmosphere, pricing, promotion, and place. Retailers are showing strong signs of improving their professional management and their productivity, in the face of such trends as shortening retail life cycles, new retail forms, increasing intertype competition, polarity of retailing, new retail technologies, and many others. Wholesaling includes all the activities involved in selling goods or services to those who are buying for the purpose of resale or for business use. Wholesalers help manufacturers deliver their products efficiently to the many retailers and industrial users across the nation. Wholesalers perform many functions, including selling and promoting, buying and assortment-building, bulk-breaking, warehousing, transporting, financing, risk bearing, supplying market information, and providing management services and counseling. Wholesalers fall into four groups. Merchant wholesalers take possession of the goods and include full-service wholesalers (wholesale merchants, industrial distributors) and limited-service wholesalers (cash-and- carry wholesalers, truck wholesalers, drop shippers, rack jobbers, producers' cooperatives, and mail-order wholesalers). Agents and brokers do not take possession of the goods but are paid a commission for facilitating buying and selling. Manufacturers' and retailers' branches and offices are wholesaling operations conducted by nonwholesalers to bypass the wholesalers. Miscellaneous wholesalers include agricultural assemblers, petroleum bulk plants and terminals, and auction companies.Wholesalers, too, must make decisions on their target market, product assortment and services, pricing, promotion, and place. Wholesalers who fail to carry adequate assortments and inventory and provide satisfactory service are likely to be bypassed by manufacturers. Progressivewholesalers, on the other hand, are adapting marketing concepts and streamlining their costs ofdoing business.The marketing concept calls for paying increased attention to marketing logistics, an area ofpotentially high cost savings and improved customer satisfaction. When order processors, warehouse planners, inventory managers, and transportation managers make decisions, theyaffect each other's costs and demand-creation capacity. The physical-distribution concept calls fortreating all these decisions within a unified framework. The task becomes that of designingphysical-distribution arrangements that minimize the total cost of providing a desired level ofcustomer service.LEARNING OBJECTIVES:After reading the chapter the student should understand:∙How retailers are classified and described∙What are fundamental retailing decisions∙Retailing trends∙How wholesalers are classified and described∙What are the fundamental wholesaling decisions∙The importance of marketing logisticsCHAPTER OUTLINE:I.IntroductionII.Retailing - includes all the activities involved in selling goods and services directly toconsumers for their personal, nonbusiness use.A.Types of Retailers1.Store retailing (see Table 17-1)2.Non-store retailinga)Direct sellingb)Direct marketingc)Automatic vendingd)Buying service3.Retail organizationsa)Corporate chainb)Voluntary chain and retailer cooperativec)Consumer cooperatived)Franchise organizatione)Merchandising conglomerateB.Marketing Decisions1.Target-market - until the target market is defined, the retailer cannotmake consistent decisions on product assortment, store decor, advertisingmessage and media, price levels, etc. Too many retailers have notdefined their target markets.2.Product-assortment and procurement - breadth and depth. Severaldifferentiation strategies are available.3.Services and store atmosphere - the services mix, prepurchase services,postpurchase services and ancilliary services -- store differentiation.4.Price decision - key positioning factor related to the target market,product/service assortment mix and competition.5.Promotion decision - various tools used to generate traffic and supportimage positioning6.Place decision - location, location, location - central business district,regional shopping center, community shopping center, shopping strip orwithin a larger storeC.Trends in Retailing - new retail forms, shortening retail life cycles, nonstoreretailing (Internet, mail, etc.), increasing intertype competition, polarity ofretailing, giant retailers (mass merchandisers or specialty retailers and "categorykillers"), changing definition of one-stop shopping, growth of vertical marketingsystems, portfolio approach, growing importance of retail technology, globalexpansion, retail stores as community centers or “hangouts”III.Wholesaling - includes all activities involved in selling goods or services to those who buy for resale or business use.1.Nature and Importance of Wholesaling - wholesalers provide: selling andpromoting, buying and assortment building, bulk breaking, warehousing,transportation, financing, risk bearing, market information, managementservices and consultingB.Growth and Types of Wholesaling (see Table 19-6) - merchants, brokers andagents, manufacturers’ and retailers’ branches and offices, and miscellaneous.C.Wholesaler Marketing Decisions1.Target-market2.Product-assortment-and-services - the wholesaler’s product is the irassortment3.Price decision4.Promotion decision5.Place decisionD.Trends in Wholesaling -- fierce resistance to price increases, winnowing out ofsuppliers based on cost and quality, vertical integration (manufacturer-owned) IV.Market Logistics - the process of getting goods to customers. Involves planning, implementing and controlling the physical flows of materials and final goods from points of origin to points of use to meet customer requirements at a profit.A.Market-Logistics Objectives - “ge tting the right goods to the right places at theright time for the least cost”B.Market-Logistics Decisions1.Order Processing - goal is to shorten order-to-remittance cycle2.Warehousing - storage of finished goods. Distribution warehousesreceive goods from various company plants and suppliers and move themout as soon as possible.3.Inventory - growing interest in “just in time” production to offset thecosts of carrying inventory4.Transportation - Five modes: rail, air, trucks, waterways, and pipelines.All have advantages and disadvantages.anizational Lessons about Market Logistics - experience with marketlogistics has taught executives several lessons.V.SummaryMarketing and Advertising1. Mass-market cosmetics brands such as Almay and Maybelline are distributed through many drug and discount stores. The Rite Aid ad shown in Figure 1 features the drug chain's money back guarantee for cosmetics and fragrances. Why would Rite A id offer such a guarantee? Why would the chain promote itwith an advertising campaign? What market response should Rite Aid expect from this campaign? How might it measure response?Answer: Rite Aid offers this guarantee because it wants to defend against increasing intertype competition by differentiating itself from other retail stores that carry the same or similar merchandise. The chain promotes its guarantee so customers will become more aware of this unique offer and therefore be more inclined to buy cosmetics from Rite Aid rather than competing stores. Rite A id might hope this ad generates more positive customer comments than customer returns. It might measure response in part on the number of items returned and in part on sales trends in cosmetics products.2. Figure 2 shows an Omron ad that appeared in a national business publication. One of the featured products is a point-of-sale computer system for managing restaurant food orders and payment. Which of the four major market logistics decisions is this Omron system addressing? Why would a restaurant need help with this logistical issue? How might customers benefit from a restaurant's installation of this Omron system?Answer: The Omron ad primarily addresses the logistics decision of how orders should be handled within a restaurant. Restaurants would want help with this issue because of the need for speed and accuracy in filling and delivering meal orders to customers. Customers would benefit because restaurants would take less time to get complete and accurate meal orders to the kitchen and back to right table.Focus on TechnologyClearance sales are a good way for retailers to mark down excess inventory and sell items quickly to make way for new merchandise. But how do nonstore retailers get the message out to their customers? Catalog retailer Lands' End promotes its sales in three ways. First, it periodically mails out overstock catalogs loaded with bargains. Second, it posts new sale items twice a week on its Web site, inviting customers to buy with a click of the mouse. And third, it invites customers to subscribe to a weekly "Overstocks Newsletter" delivered via e-mail.To see how Lands' End conducts cyberspace clearance sales, visit its Web site (). Browse the home page and then click on the overstock section. After looking at the twice-weekly clearance postings, click to read about subscribing to the Overstocks Newsletter. What overall pricing strategy is Lands' End using? Why would the company want to e-mail sale newsletters in addition to posting sale items on its Web site twice a week? Why would customers want to subscribe? Why would the company print an overstocks catalog in addition to posting sales information on its Web site?Answer: Lands' End does not use high-low or sale pricing; instead, it appears to be using everyday low pricing to set and maintain fair, reasonable prices until products are deleted from the company's assortment. The company e-mails sale newsletters to encourage price-sensitive customers to buy when products are marked down; it also does this to move unwanted merchandise more quickly. Customers who are price-sensitive would be glad to have timely notification of sales, especially if this allows them to buy before quantities are depleted. The company prints an overstocks catalog because not all customers shop on the Internet; mailing a catalog invites mail or telephone orders, as well.Marketing for the MillenniumSpecialty stores selling licensed merchandise are among the brightest stars in the retail universe these days. Consider the Warner Brothers Studio Stores, a chain of 185 outlets operating in the United States and 12 other countries. You can get a hint of the fun-filled store atmosphere by visiting the chain's Web site (/), where Bugs Bunny and other licensed characters cavort across pages of licensed merchandise for children, adults, gifts, and the home. How do the license holders benefit from the way the Warner Brothers Studio Stores display and sell their merchandise? How does Warner Brothers benefit from the association with well-known licensed characters?Answer: License holders receive the benefit of royalty payments when Warner Brothers sells more licensed merchandise. Warner Brothers gains credibility, awareness, and higher shopper interest from the brand recognition of well-known licensed characters.YOU'RE THE MARKETER: SONIC MARKETING PLANRetailers and wholesalers play a critical role in marketing strategy because of their relationships with the final consumer. For this reason, manufacturers need to effectively manage their connections with these intermediaries in the marketing channel.You are responsible for channel management for Sonic's shelf stereos, including relatio nships with wholesalers and retailers. Look again at the company's current situation, especially your distribution situation and plans. Then answer these questions about working with wholesalers and retailers:∙Ideally, what types of retailers should Sonic approach to carry its products? What are the benefits and disadvantages of selling through these retailers?∙Of the stores that currently carry Sonic's products, which types of retailers seem to be gaining in popularity—and which are decreasing?∙What would Sonic have to do to get its products into retailers on your ideal list? Is this a priority for Sonic?∙What role should wholesalers play in Sonic's distribution strategy? Why?Now that you have examined Sonic's retail and wholesale opportunities and cons idered the effect on its marketing plans and goals, summarize your plans and conclusions in a written marketing plan or type them into the Marketing Situation/Channels and Marketing Strategy/Marketing Mix sections of the Marketing Plan Pro software.Answer: Students will answer in various ways, depending on the choices and recommendations in their Sonic marketing plans. In general, Sonic will want to approach retailers that carry a complementary merchandise assortment, that attract Sonic's target market, that have the services needed by stereo buyers, that have prices in line with Sonic's product pricing, that promote their products to bring in shoppers, and that have stores in areas served by Sonic's distribution. Students may name particular outlets or chains, such as Wal-Mart and Circuit City; they should explain why their chosen chains are appropriate for Sonic.As noted in Chapter 3, most if not all of Sonic's channels are declining in importance, even as mass-merchandisers and discount stores are increasing in popularity. Students should be able to offer a few ideas for getting Sonic's products into stores on the ideal list; this is a priority because Sonic cannot increase sales if it sells only through channels that are declining in importance. Students who believe wholesaling should play a role in Sonic's distribution strategy may point to the contacts that wholesalers have and their ability to service targeted channel members.。
2014.03.09在仰光房租暴涨是挤掉零售商
Soaring rent is squeezing out retailers in YangonBy Myat Nyein Aye and Myat Noe Oo | Sunday, 09 March 20145Retail space rents are increasing as much as 50 percent year-on-year, squeezing not only small and medium enterprises, but also big business, out of profitable areas in Yangon, local businesses and experts said last week.A fruit vender sorts through stock at his Yangon shop. Local shopkeepers admit they are in danger of losing their businesses due to increasing rents. Photo: AFP“The rental market in Yangon increases year to year, including for the retail market that faces huge difficulties with rent,” said Daw May Zin Soe Htet, marketing manager at City Mart Holdings Co Ltd and City Express convenience stores, adding that the popular supermarket chain had also felt the pinch of rising rents.“If the rentals continue growing like this there will be a lot of difficulties for businesses to survive in this market. It will be a deterrent for new retailers.”The Myanmar Times previously reported that rising rents are threatening traditional retail hubs. In February, retail shop owners at Yangon’s Yuzana Plaza said that they have filed a letter with parliament complaining that they would likely lose their business if the plaza enforces a substantial increase in rent slated for March.Currently, average downtown rent for a 15 by 12 by 50-foot retail space is between K1 million and K1.5 million per month (US$1000 to $1500), property insiders said.In the popular townships of Botahtaung, Kyauktada, Latha, Pabaedan and Lanmadaw these rents rise as high as K10 million per month for 1250 square foot ground-floor premises.“The rent for a … convenience store has gone up K500,000 to K1.5 million in just f our years,” said ABC convenience store chain managing director Daw Wai Thit Lwin.On top of rental expenses, a tenant will have to pay the outfitting costs of rented space, a cost that is not recouped from the landlord – even for permanent fixtures – upon vacating of the premises.Daw Wai Thit Lwin said that of the total start-up cost for opening a store, monthly rent accounted for 40pc of the total expenditure.Increasingly foreign companies or joint ventures are entering the high-end retail space, pushing old tenants out, U Khin Mg Aye from Shwe Kan Myae real estate said.As local businesses are squeezed out of popular downtown locations, retail hubs are forming in Kyauk Myaung, Tarmwe, Sanchaung, Hlaing and Kamaryut where demand has pushed rents up 50pc year-on-year to a K1 million average monthly fee.In South Okkalapa and Thingangyun townships retail rental prices had jumped to K5 million per month on the back of businesses moving out of downtown and flocking to nearby townships.“New retailers are worr ied about investing in the market because of the high rents that mean they cannot spend money on modern shop fittings like air con orCCTV,” Ko Min Min Soe senior agent at Mya Pann Thakin Real Estate Agency said.Retail tenants also have to pay lump sum rent upfront upon signing a lease, making it difficult for start-ups to enter the market, Ko Min Min Soe said.Traditional retail space inside markets is also rising as demand from businesses being pushed out of downtown increases.Daw Yandanar, a shop owner in Mingalar Mon Market in the Mingalar Taung Nyunt retail hub, said her rent had risen 200pc in two years.“My shop sells kitchen electrical goods and is on the ground floor of the New Mingalar Mon market. When I re-signed my rental contract the rent is nowK200,000 per month. It was K100,000 last year and K10,000 before that,” she said. “Even though the rent is high, we have to pay to stay here.”Last year a group of retailers formed the Myanmar Retailers Association in an effort to provide a vehicle for retailers to protect their rights.“We are trying to draft the retailer rights for retails,” Daw Win Win Tint, chairperson of the new association told The Myanmar Times.Retailer rights are wrapped into the consumer protection law, but are very limited in scope and power, she said. The association has begun work to draft a campaign document geared toward enshrining a more sophisticated set of rights in legislation, she added.As well as being lumped with all shop-fitting expenses and being vulnerable to drastic rent hikes upon contract renewal, tenants are also defenceless against eviction.The group is scheduling a member meet this month to discuss eviction threats retailers face as they see their traditional shops slated for demolition, remodelled to office space or re-priced with spiraling rents.房租暴漲是擠掉零售商在仰光由妙埃抓捕到和妙野老哦哦|星期日,2014年3月9日5零售空間租金增加了50 %,比去年同期,擠壓不僅中小型企業,也有大企業,出於利潤的地區在仰光,當地企業和專家上週表示。
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R E S E A R C HDETERMINING RETAIL RENTS THROUGHCASE-BASED REASONINGBrenna O'roarty1, Alastair Adair2, Stanley Mcgreal2 And David Patterson3.1Centre For Property Research, University Of Aberdeen2Centre For Research Of Property, Planning And Logistics, University Of Ulster 3Northern Ireland Knowledge Engineering Laboratory, University Of Ulster 1.IntroductionIn the United Kingdom, retail rents are traditionally assessed by the comparative method at rent review which is reliant on the quality of data and the experience of the valuer. The ambit of most retail rent determinations is to assess the open market value of property from the evidence available. Retail property is heterogeneous in nature and in making comparisons between properties subjective rental adjustments are made where differences in the locational, physical and lease term characteristics occur between the subject and comparable properties. This ability to adjust less than ideal evidence to reflect comparability has been termed the "valuer's art" however there has been a positive movement towards appraisals which may be mathematically supported (Mark and Goldberg, 1988). Such applications are commonly computer aided techniques.In assessing the rental value of retail property, an application which is objective, practical, flexible and which can work with a minimum of data is required. Rule-based expert systems, multiple regression analysis (MRA), artificial neural networks (ANNs) and case-based reasoning applications enable assessments to be undertaken in an objective manner. Each of the methods have their own strengths and weaknesses which need to be evaluated in regard to the specific domain prior to the selection and utilisation of the most appropriate approach. This paper initially reviews each of these approaches and then specifically applies case-based reasoning to the determination of retail rents.2. A review of computer assisted approaches to the valuation domain2.1Rule-based expert systemsRule-based expert systems attempt to replicate and have been applied to a wide variety of disciplines (Boyle, 1984). In the domain of property valuation their development is focused on the residential market for purposes of sale valuations (Czernowski, 1989), mortgage valuations (Scott and Gronow, 1989) and for mass appraisal property taxation purposes (Jenkins, 1994).The general objectives of any rule-based expert system are to ascertain a body of knowledge in a particular domain, to be able to apply this knowledge to problem situations (often in conditions of incomplete or uncertain information), to deliver effective and efficient solutions and to provide explanations and justifications for these solutions (Curtis, 1989). The specific objectives of a rule-based expert system are determined by identifying the role and benefits of the completed system within an organization together with consideration of the end user. This enables consideration of the type and depth of knowledge required with the reliability and effectiveness of a rule-based expert system dependent on the acquisition of knowledge (Brown and Stockley, 1992). In a valuation domain the aim of the rule-based expert system is to represent the knowledge and methodology employed by a valuer when undertaking specific tasks.The knowledge elicitation process is central to the success or failure of a rule-based expert system enabling a conveyance and transformation of problem solving expertise from various knowledge sources to a computer program. The valuers' knowledge may be classified into four broad categories namely; common sense, textbook, theoretical and operational knowledge (Scott and Gronow, 1989). Valuers' theoretical and textbook knowledge may be classified as public knowledge as it stems from published factsand theories and can be easily interpreted while knowledge held in valuers' minds may encapsulate unpublished knowledge such as common sense and operational information may be termed private knowledge (Brown and Stockley, 1992). Scott and Gronow (1989) contend that in addition to experience and ability an expert must further encompass knowledge which can anticipate the problem as opposed to solely applying 'surface knowledge' to solve it. In this respect the rule-based expert system is not a representation of data but a simulation of the expertise and knowledge of an expert valuer.The process of knowledge elicitation is extremely time consuming and can be problematic (Barletta, 1991). Furthermore it is argued that such problems stem from the complexity and disorganisation of human knowledge as well as the difficulties in communicating such implicit information to another party (Kidd and Wellbank, 1984). Indeed the more adept the subject expert is, the more 'unconscious' his/her knowledge. Moreover this knowledge which is implied within verbal explanations, comments and actions must be interpreted into knowledge data from a limited set of existing elicitation techniques. This is critical to the ultimate success of a rule-based expert system as it is dependent on the acquisition of sufficient and accurate information to carry out the stated task.The salient feature of rule-based expert systems is their ability to encapsulate rules of thumb and generalities, although recognizing that most experts have difficulty in dissecting their skills and decision making processes into the appropriate component parts (Gronow and Scott, 1986). However it is acknowledged that any factors influencing an expert's decision cannot be explicated within the bounds of a rule-based expert system (Brown and Stockley, 1992).The system may be tested or verified by informal validation, structured experiments and/or comparative validation. The process of informal validation involves system testing by individual experts while structured experiments comprise measuring the similarity of hypothetical cases presented to both experts and the system. Comparative validation entails considering the system's results against market evidence. However while rule-based expert systems explicating the valuation process are beneficial they fail to question or test the validity of the underlying rationale of the methods adopted in assessing retail rental values. In this context the system is fundamentally reliant upon adjustments which are prone to subjectivity which may be founded on little more than an inappropriate rule of thumb (Adair et al, 1996). Indeed Barletta (1991) argues that such rule-based expert systems do not inherently learn and merely mirror the actions of an expert. Moreover the rule-based expert system is rendered redundant if a problem arises which is outside the scope of the original system, or if market considerations and/or perceptions are altered so that the expert's knowledge reasoning subsequently differs from that initially extracted.2.2Multiple regression analysis (MRA)MRA techniques enable the estimation of the parameters of a hypothesized, usually linear relationship between a single dependent variable and several independent variables (Adair and McGreal, 1988a; Mark and Goldberg, 1988). In the context of retail rent assessments the rental value of a property is the dependent variable and the locational, physical and lease term characteristics describing the property might form the independent variables.In the property valuation domain, by viewing each property as a bundle of theoretical rights (Jackson, 1991; Rosen, 1974; Olsen, 1969) MRA enables valuers to examine and critically evaluate the determinants of property value. Such techniques parallel the decision making process of valuers (McCluskey and Adair, 1994; Gronow and Scott, 1986). Jackson (1991) details the process of traditional valuation and the corresponding stages of regression analysis, highlighting the similarity of approach and logical sequencing of assessment procedures. However the traditional approach involves a comparative value assessment and by nature is subjective, whereas the use of MRA enables the objective ordering and adjusting of the components.The development and practical application of MRA for property valuation purposes was enhanced by the early development of computer systems in the 1950s. Such techniques could not only predict value but provided a means whereby valuers could objectively analyze comparables. This was further enhanced by the development of sophisticated weighting techniques enabling the objective adjustment of variables (Adair and McGreal, 1988a;1988b; Wendt, 1974). While Renshaw (1958) recognizes that it may not be possible to isolate all the factors relevant within property transactions it is possible to establish a relationship between property value and a select sub-set of variables.The earliest use of such computerised valuation systems in practice is generally credited to Orange County, California followed by Madison, Wisconsin (Pendleton, 1965). Indeed according to Fraser (1984) a whole host of cities and municipalities in the US subsequently employed various levels of computer assisted valuation (CAV). In the UK the method has been adopted amongst other examples by the Lothian Region (Scotland) for rating indices but the adoption of such techniques has been minimal and slow despite the many advantages associated with such techniques namely objectivity and uniformity of approach, speed and cost saving benefits (Gallimore and Ward, 1992; Adair and McGreal, 1988c).Such benefits are creating an increasing awareness amongst some UK valuers that MRA is a developing area of valuation practice. In terms of mass appraisal for property taxation purposes MRA has been one of the most important advances and is commonly demonstrated concerning the appraisal of residential property (Anand et al, 1996; McCluskey and Adair, 1994; ten Have, 1994), however it has experienced more limited application in the context of retail rent assessments (Bakewell, 1991; Jackson, 1991; MacFarlane and Fibbens, 1990). Whilst such research boasts a high predictive capacity concerning retail rents (R2=99.72% Jackson, 1991; R2=95.88% Bakewell, 1991; R2=85.85%, 92.81% and 98.44% MacFarlane and Fibbens, 1990) many of the mathematical assumptions underlying the technique may be violated thereby creating difficulties.An additive MRA model imposes a linear relationship (Czernowski, 1989) and thus does not enable expression of the varying relationships within some factors, for example unit value and size of a property. Similarly elements which have an influence across a number of variables cannot be incorporated. Multiplicative models may overcome such deficiencies enabling data to be transformed using log, log-log, and square root transformations. Indeed such transformation of data may further satisfy the requirement that data has multi-variate normality. Although it is commonly suggested that it is the predictive capability of a model which is of importance in the valuation domain, Whipple (1974) argues that interpretative problems arise if multiple transformations are employed. Moreover it may be further argued that the purposes of explanation or prediction are inseparable as the predictive equation should be supported by its explanatory power and theoretical interpretation (Mark and Goldberg, 1988; Whipple, 1974).The effect of multi-collinearity is particularly relevant to the prediction of retail rental values as property characteristics display a propensity to be inter-related (Jackson, 1991). However it has been argued that where the model is employed for predictive purposes the effects of multi-collinearity may be overlooked (MacFarlane and Fibbens, 1990) although problems in attaining reliable or stable coefficients arise under such circumstances. Stepwise regression procedures are considered to alleviate the problem of multi-collinearity as they distinguish between variables which make a significant contribution to prediction and those which do not (Gustafson, 1985), with backward stepwise regression being the preferred method of practitioners (Eckert, 1985). Adair and McGreal (1988a) argue that a further advantage of stepwise regression is that it enables highly correlated independent variables to be identified and that a significant problem is not encountered as long as the R2 value between two variables is lower than the regression equation R2 value. However Mark and Goldberg (1988) argue that while stepwise regression techniques may reduce a total set of potential variables to a more manageable number there are several difficulties associated with their employment and relevance in the valuation context.Firstly the elimination of variables which belong in the true equation due to the size of their F statistic (denoting collinearity) may result in biased coefficients. Secondly such techniques rely on the data to select variables as opposed to the theory. Thirdly as the criterion for inclusion or deletion of variables is generally based on the significance and size of R2 values, the size of estimated coefficients remain unexamined in terms of their reasonableness or expected direction of relationship (signs). For example when predicting rents using non stepwise regression procedures Jackson (1991) was able to detect a negative relationship between the date of transaction and rental level even though rents were actually increasing over time. Upon further investigation it became clear that this was attributable to the fact that the larger properties had earlier rent review dates resulting in the total rental amount seeming to decrease over time. Changes in the sign of Beta coefficients may further denote the presence of multi-collinearity (Adair and McGreal, 1988a; Boyle, 1984) and although stepwise procedures have been suggested as a solution to multi-collinearity Whipple (1974) suggests that such techniques will not eliminate its effects from the predictive model.Gronow and Scott (1986) argue that the Achilles heal of MRA is that large amounts of data are required. Indeed the accuracy and hence usefulness of the derived model and its results is dependent upon the sample size, the quality of the data together with the skill in selecting the variables. The assumptions underlying the technique create additional problems in its practical application to retail rents as key variables such as frontage, depth, area and frontage to depth ratio have expected high correlation and interaction.2.3Artificial neural networks (ANNs)ANNs are generated using a computer programme which has the ability to learn from experience and to make internal models of the real world (Worzala, 1994; Tay and Ho, 1994; Do and Grudnitski, 1992).. Although there are several network architectures available, layered feed-forward networks with back propagation are the most commonly employed systems (Borst, 1995; Tay and Ho, 1994; Worzala, 1994). These comprise three types of layers of nodes: the input layer, the hidden layer and the output layer. The input layer contains data from the measures of explanatory or independent variables. These data are passed forward through the nodes of the hidden layer(s) to the output layer which is the outcome value (dependent variable(s)).The large number of interconnections create a high degree of parallel processing as all of the input variables are connected to the hidden layer which are in turn connected to the outcome layer. Each interconnection is attributed a weight. The processing unit performs a weighted sum of the inputs and then uses a non linear threshold function (sigmoid function) (f) to compute its outcome. This imitates the transformation of information as it passes through the brain's synapses. The number of input nodes varies with the number of characteristics representing the specific domain. Similarly the number of outputs is not fixed but in the context of retail rent review assessments the only outcome desired is the rental value. The number of hidden layers and the number of nodes characterizing each will depend on the complexity of the problem. It has been argued that if there are too many hidden layers the ANN will fail to learn the underlying pattern, while with too few the ANN will not recognize the full intricacy of the pattern inherent in the data (Anand et al, 1996). The optimum topology may be self-determined by the user or the ANN itself.A traditional criticism of ANNs has been the "black box" nature of the back propagation training process as its lack of explainability negates any advantage associated with the method's accuracy, ease of use or economic viability (Borst, 1995; Tay and Ho, 1994). However Borst (1995) suggests that this accusation is no longer tenable as significant progress has been made in this area with graphical representation of the effect of changes in neurodes on individual properties now easily achievable. Furthermore a method for interpreting the connection-weights of back propagation exists which enables the effect of various input nodes on the outcome node to be examined and ranked (Tay and Ho, 1994).In relation to the property industry ANNs have been applied as a tool for predicting residential property values in a number of studies which report that in comparison to MRA, ANNs achieve greater accuracy (Borst, 1995; McCluskey and Adair, 1994; Tay and Ho,1994 ). However Worzala et al (1994) undertook a comparative study of MRA and ANNs using two different neural network software packages and conclude that ANNs must be employed with caution in the property valuation field for two main reasons. Firstly significantly different experiences between each of the ANN software applications employed were identified. Although the same data were employed there were inconsistencies between the results. Secondly even when the same model with identical data was retrained using identical software, exact results failed to be replicated. This is caused by the random selection of the initial weights for each of the nodes of the hidden layer. Moreover the ANNs did not always outperform the MRA applications and rarely did the two ANNs packages coincide in outperforming MRA together, rather the two ANNs alternated in out performing MRA. In addition Worzala et al (1994) argue that ANNs are not easy to use as the optimum setting for the model is not readily apparent and small changes can result in very different findings.2.4Case-based reasoning (CBR)CBR is an artificial intelligence methodology which uses past experience to solve current problems and in this respect mirrors the comparative method of assessment which uses evidence of past rental agreements to assess present rents. Barletta (1991) contends that the ability of CBR to reason from past cases is appealing because it corresponds to the process an expert adopts in addressing present questions quickly and accurately in a wide spectrum of domains.CBR was originally conceptualised as an artificial intelligence memory based approach to reasoning by Schank (1982) and has its roots in the case method approach developed by the Harvard Business School in the 1920s (Churbuck, 1992). In contrast to traditional expert systems, CBR is not rule based and is founded on the premise that cases should be used as the foundation of an expert system. This is of particular relevance to retail rental assessments as any value reflects a multitude of locational, physical and lease term characteristics, which may vary and indeed can alter in their impact on a property's rental value according to the tenant's retail function (O'Roarty et al, 1995a). This is further influenced by demand and supply in the market.CBR essentially employs a data set termed a case library. This is a set of cases which describes the features of past problems or events in a particular domain together with the solutions or outcomes. Regarding retail rental assessments each relevant property characteristic is represented by a field in the data set and the rent achieved represents an outcome field. A CBR system enables a hypothetical case to be presented and searches for similar cases to be considered in relation to the decision. Determining the appropriate case features is the chief knowledge engineering task demanded from CBR. This removes the requirement to codify expertise derived through extensive interviewing into logical rules as involved in rule-based expert systems. Rather CBR employs case indexing techniques from which it derives its power to remove relevant cases quickly and accurately. A number of indexing strategies are available for use with CBR software systems, the most appropriate of which varies under different circumstances. Barletta (1991) argues that indexing processes usually fall into one of three kinds: nearest neighbour, inductive and knowledge-guided or a combination of the three types may be preferred.Nearest neighbour matching enables weights to be placed against fields in respect of the hypothetical or input cases and retrieves cases from memory based on this weighted sum of features. This approach may be advantageous where there are few cases or the retrieval goal is not easily defined, however deciding upon a set of global weights that will accurately retrieve in all situations can be arduous, particularly where the impact of individual case features is not entirely independent of other case features. In this respect inductive approaches to indexing may be superior particularly where the retrieval goal is well defined. Induction is the process of inferring general principles from specific examples using a clustering process from which the system builds a decision tree based on features from past cases which discriminate between various outcome values. The clustering procedure objectively and rigorously analyses cases to determine the features which most clearly distinguish between outcome values and then employs these case features to build an index for inductive retrievals. Moreover it enables the context of a feature in relation to other features to be considered. Pure induction solely derives rules from the features of the case library and in this respect fails to take advantage of an expert's domain knowledge. However knowledge-guided induction methods combine the objectivity of pure induction with such expertise. Domain specific knowledge is codified in CBR systems for knowledge-guided induction using symbol generalizations and ordering, a qualitative model (Q Model) and prototypes. Such approaches may be employed in isolation or in combination.Symbol generalizations and ordering can be used to describe a case library whose fields can be structured into related categories. For example, the location of a property may be split into various predefined categories such as a shopping centre or high street. The cluster mechanism may then split on the individual properties or general symbols. This generalised symbol enables the clustering mechanism to make observations about the case data which will further improve the effectiveness of the cluster tree. Where it is possible to order symbols in a hierarchy the clustering process considers this value relationship. For example, high street property may be further broken into the categorical symbols of prime and secondary. By ordering these features so that a secondary position is considered as having a smaller impact on value than a prime location, the clustering procedure may compare cases and values which are less than or equal to a symbol, in this instance location, to cases with values greater than the symbol.The Q Model may affect the accuracy of the cluster tree in two ways; firstly it can influence the sequence of fields to be split under clustering and secondly by creating what are known as virtual q-nodes, additional case features are developed which combine and summarize information from several other features. Where a Q Model is employed the clustering process will initially take account of the features described to determine which features to differentiate on. In essence the Q Model describes and visually represents the relationship between case fields and outcome fields. Fields may be defined as having directly or inversely proportional relationships with the outcome field or as having no specific direction in the relationship to the outcome field.However such relationships are not represented as rules using formulae as with traditional expert systems. Thus the Q Model guides rather than dictates. Virtual q-nodes can be employed where the relationship between a particular feature and an outcome feature is dependent on the characteristic of another feature. For example a commercial property with a return frontage is perceived as having a positive impact on value by shoe retailers and a negative influence on value by fashion retailers (O'Roarty et al, 1995a). The relationship between return frontage and the outcome field rental value is dependent on the retail trade. Thus a virtual q-node enables a contextual relationship to be considered in the clustering procedure. Similarly prototypes enable domain specific knowledge to be expressed within the clustering process. Essentially prototypes may be used to group cases according to certain classifications. When combined with clustering the initial positioning of cases in the cluster tree is dictated by the prototype which may be derived from an expert's domain knowledge of a feature critical to the outcome field. Indeed prototypes can be placed under other prototypes enabling them to be organized into a general to specific hierarchy when indexing the case library. Prototypes may be employed together with the domain knowledge held in the Q Model.The result of pure inductive or knowledge guided inductive reasoning is a cluster tree which represents a hierarchial structure of the case library. The memory organization is related to the knowledge available to perform the indexing procedure and the retrieval needs of the system. Cases are represented as nodes at the end of each decision tree branch which detail the number of cases and the relevant outcome fields. By selecting a node the actual case may be retrieved for more detailed consideration by the user. The goal of case retrieval is to present the most similar past case(s) that is relevant to the current input situation. A retrieval case may be the best representation of the input case but may require adaptation in respect of features which differ from each other.3.Evaluation and selection of a tool to assist retail rent assessment modellingIn evaluating the relative merits of different modelling approaches it is apparent that CBR provides an objective, flexible and reliable technique which encompasses domain knowledge and offers several distinct advantages to rule-based expert systems, MRA and ANNs. This technique expresses knowledge as cases which is a more intuitive process than representing knowledge as rules. The benefits of this are two-fold. Firstly a great time saving is achieved as there is no manual extraction of a complete and consistent set of rules from an expert. This enables more time to be devoted to the process of collecting reliable and representative property data. Secondly less computer programming is required with CBR as the system builds the optimal decision structure. Furthermore rule-based expert systems can prove inflexible in the long term as they cannot adapt to changes in the market without the system being re-programmed. Conversely CBR systems easily adapt to new situations (new data or cases) as this is integral to their learning capabilities (Weiss and Kapouleas, 1989). Moreover CBR systems can justify their assessments by providing the general reasons which indicate why one case (or property) is distinguished from another and by illustrating the individual cases of comparable properties supporting the index used. Where no conclusive classification of properties has been made this aids the user in making a final decision. In contrast rule-based expert systems merely repeat the chain of rules employed as provided for the development of the initial system.MRA and other associated modelling techniques have beeen the focus of efforts to automate property valuation. However while useful, such techniques have a tendency to become impractical as they do not encompass the heuristic knowledge of property professionals or tenants. Whilst MRA procedures may parallel the decision process of valuers, CBR has the ability to model it by employing heeuristic knowledge to assess present rents by reasoning from past rental evidence (Gonzalez and Laureano-Ortiz, 1992).. The inductive-indexing capabilities of CBR further provides four distinct advantages over ANNs (Barletta, 1991). Firstly it can represent and learn from a wider range of feature types, secondly the time incurred to train an inductive CBR system is much less than for ANNs, thirdly the output of the inductive system is easily interpreted and finally CBR systems may be used to perform other tasks. In contrast there is presently no methodology which exists to aid in the design of an ANN structure to meet the demands of a specific domain area and Barletta (1991) argues that this renders it still very much an art form rather than a science. Moreover computationally ANNs require two or three orders of magnitude, more data and CPU time to arrive at an accurate network configuration than CBR systems.。