Process approach to organization of wild processing business

The study examines the organization of a new business for the harvesting and processing of wild plants based on the development of traditional industries, trades and crafts of rural residents. As process solutions, a block of design justifications is presented, aimed at developing practical measures on the stated topic. In particular, the emphasis is placed on the economic justification and social significance when organizing a business for processing wild plants. In the substantive part of the study, a model for calculating capital investments is presented; sources of financing for a business project are indicated. Separately, it is worth highlighting the element of practical implementation, including the technical modernization of the production process of processing raw materials, namely, the improvement of the technological process through the use of microwave vacuum drying technology. The calculation of the need for personnel is performed; the possible qualification requirements for employees are indicated. The research of the market of similar products based on information search was carried out. An overview of the average retail prices is made according to the Internet portal “Russian agro-industrial server Agroserver.ru”, on the basis of which the forecasted amounts of proceeds from sales and the expected profit from organizing a business for processing wild plants are calculated. Significant expected results are: an increase in the standard of living of the population collecting and harvesting wild plants; providing employment in rural areas; saturation of the market with products of wild plants; strengthening of competitive positions; saturation of the market with locally produced products; increasing the profitability of regional and local budgets. It is assumed that at the initial stage, the manufactured products will be sold mainly in the region. The sale will be carried out through trade networks, as well as in markets, stationary retail outlets, fairs, exhibitions, the main consumers of the products will be the population of the Kemerovo region.

Evaluating Digitization Projects in Retail: Presentation of the CIES Model and Call for Research

Stationary retail is increasingly under pressure. Digitization continues to advance rapidly and allows retailers numerous opportunities for innovation. Accordingly, the evaluation and prioritization of digitization projects is a challenge. This paper presents the CIES Model (German original: "KIEN" Model), which was created by Deckert and Wohllebe (2021) for the description of digitization projects. The acronym CIES stands for Customer Benefit, Implementation, Efficiency and Sustainability. According to the inventors of the model, a consideration of these four aspects allows a comprehensive evaluation of digitization projects. The individual aspects are broken down into sub-aspects. Possibilities for practical application are outlined. In addition, there is a call to apply the model in practice-oriented research and to report on the results in research papers.

Smile through the Mask: Emotion Measurement for Stationary Retail

The global pandemic caused by the coronavirus disease (COVID-19) changes the lives of many people all over the world. In the context of stationary retail, a strong change of customer behavior occurs as mandatory safety measures like wearing facemasks and distance regulations have come into place. The sales personnel’s ability to understand and react to customers’ emotions is critical for service interactions and the customers’ overall satisfaction. Unfortunately, facemasks make it difficult to recognize other’s emotions and may lead to misinterpretation and confusion. To address this problem, this paper proposes the design of self-assessment interfaces that offer the customer an easy way to enter their emotions. As part of a Design Science Research (DSR) project, we designed three interfaces and evaluated them over the course of a design cycle. The results indicate that it is possible to use self-assessment technology in stationary retail to measure customer emotions.

Semantic Digital Twins for Retail Logistics

As digitization advances, stationary retail is increasingly enabled to develop novel retail services aiming at enhancing efficiency of business processes ranging from in-store logistics to customer shopping experiences. In contrast to online stores, stationary retail digitization demands for an integration of various data like location information, product information, or semantic information in order to offer services such as customer shopping assistance, product placement recommendations, or robotic store assistance.We introduce the semantic Digital Twin (semDT) as a semantically enhanced virtual representation of a retail store environment, connecting a symbolic knowledge base with a scene graph. The ontology-based symbolic knowledge base incorporates various interchangeable knowledge sources, allowing for complex reasoning tasks that enhance daily processes in retail business. The scene graph provides a realistic 3D model of the store, which is enhanced with semantic information about the store, its shelf layout, and contained products. Thereby, the semDT knowledge base can be reasoned about and visualized and simulated in applications from web to robot systems. The semDT is demonstrated in three use cases showcasing disparate platforms interacting with the semDT: Optimization of product replenishment; customer support using AR applications; retail store visualization, and simulation in a virtual environment.

Mobile Apps in Retail: Determinants of Consumer Acceptance – A Systematic Review

With the increasing relevance of smartphones, more and more companies are trying to use mobile apps for their business purposes. At the same time, the digital transformation and online trade are putting increasing pressure on the stationary retail trade. Many retailers are therefore looking for ways to use mobile apps to attract new customers or retain existing ones. With the growing number of mobile apps in the app marketplaces, the sustainable loyalty of app users is becoming an increasing challenge. For retailers, the question arises as to which determinants influence consumer acceptance of mobile apps in retail. From an initial 44,800 search results at Google Scholar, 18 scientific papers are analyzed in a qualitative synthesis by means of a systematic review based on the PRISMA schema. In general, perceived value, practical benefits and user-friendliness are identified as determinants. In addition, the importance of linking the mobile app to the stationary POS and the function of mobile apps in retail more as digital shopping assistants and less as online stores is highlighted. The retailer who publishes the app itself also plays an important role in the consumer acceptance of the app.

Frontline Employees' Acceptance of and Resistance to Service Robots in Stationary Retail - An Exploratory Interview Study

Due to rising online competition, increasing cost pressure and cross-channel customer journeys, stationary retail has tried to develop innovative value propositions and co-create value with customers through new technologies, which are expected to profoundly change the stationary retail’s service systems. Among other technologies, service robots are said to have the potential to revitalise interactive value creation in stationary retail. However, the integration of such technologies poses new challenges. Prior research has looked at customers’ acceptance of service robots in stationary retail settings, but few studies have explored their counterparts – the frontline employees’ (FLEs) perspective. Yet, FLEs’ acceptance of service robots is crucial to implement service robots for retail innovation. To explore FLEs’ acceptance of and resistance to service robots, a qualitative exploratory interview study is conducted. It identifies decisive aspects, amongst others loss of status or role incongruency. The findings extend prior studies on technology acceptance and resistance and reveal i.a. that FLEs perceive service robots as both a threat and potential support. Moreover, they feel hardly involved in the co-creation of use cases for a service robot, although they are willing to contribute.

MULTI-CHANNEL TRADE INFLUENCE IN THE LOGISTICS RESEARCH CONTEXT

The study presents in general terms the changes and trends that have emerged in the last decade and concern sales model implementation in companies operating on the Ukrainian consumer market. The presented trends influence on the above-mentioned entities` behavior model from the perspective of using certain operational and strategic management tools is analyzed. The reasons for shifting priorities in the relations development within the structure of vertically integrated and vertically located entities with an eye to the realities of the consumer market new paradigm are indicated. The demand development features in the new conditions and changes that have occurred in the consumers` actions, as well as the accompanying prospects for the development of the consumer-expected competencies of the seller are highlighted. The facts of brand-new marketing and logistics practice dissemination are presented. This is about such a modern method of implementing sales competencies as sales through multi-channel retail networks and supply chains. The influence of new logistics and marketing tools on the nature of competitive relations within the studied market boundaries is also described. The reasons for the need to include new trade relations development trends in the program of scientific and methodological development of logistics and marketing strategies are revealed. As a result, the necessity of performing the conceptual and categorical apparatus synthesis for further research of e-Commerce practice is revealed and indicated. Based on the results obtained at the current stage, a system of indicators was established in order to identify the differences between the traditional single-channel sales methodology and the features of multi-channel supply chain management. When developing this system, it was decided to divide the indicators by their functional characteristics. To achieve the goal set in this study, the selection of indicators was focused on the logistics component of single- and multi-channel supply chains. The resulting indicators system was used to perform a comparative analysis of the mentioned supply chains. Along with the direct results presented in the manuscript, the analysis allowed us to describe in general terms the differences between traditional stationary retail trade and trade using information technology tools. Among other things, the analysis of scientific sources on this topic allowed us to come to some conclusions about the advantages of using multi-channel sales systems.

Redesigning Business Model Strategy: The Digital Future of Retailing in Europe

In times of progressive digital transformation and constant change, a continuous reorientation of stationary retail is indispensable in order to be successful in the future. The practical recommendations for action provide a guideline for the transformation of stationary retailing based on digital change processes. Various factors are taken into account, which is identified as critical success factors for stationary retail. These include a reorientation of the business model, the introduction of new digital technologies and data protection. In general, stationary retail must rethink the business model holistically and be open to radical innovations in order to be successful in the long term. More than ever, the influence of digital technologies and the influence of online retailing can be felt. Adapting successful digital and technological megatrends is, therefore, a critical success factor. If the necessary change is lacking in stationary retail, successful digital companies – such as Amazon or Alibaba – will replace entire industries. Subtotaling, the following questions are answered: What problems does stationary retail face – caused by the digital transformation? What digital solutions already exist? How can stationary retail remain successful in the digital age?