American Expansion During The 19th Century - 1349 Words

American Expansion In the 19th century, America experienced an industrial revolution that changed its whole ideology of expansion. America experienced at huge growth in industry after the civil war. During the Gilded Age huge companies sprouted and new business were formed. The United States was quickly becoming a huge financial heaven for companies. Companies during that era started to invest in foreign countries. This led them to have more connections with foreign countries. The industries would mostly want the resources and to have a market in each country. The U.S. colonized territories such as Philippines, Hawaii, and Latin America for their resources. These countries were specially targeted for the benefits they gave to American†¦show more content†¦The fall of the salve system in the south caused them to turn to manufacturing more than ever. The United States was following in the step of Britain in the manufacturing world. Textile mills, spinning Jennies, steam boats, railroads, and ele ctricity all were innovated to improve the industries. The United States is enriched with lots of resources such as coal, oil, and iron but that wasn’t enough for big industries. Companies looked to gain more resources and expand their markets. Underdeveloped countries in Latin America and Southeast Asia had valuable resources. Hawaii had many sugar fields, the Philippines would be used as a coaling station, and in Central America the canal was built to cut the distance to travel around South America. Late in the 19th century, the U.S. would go to war with Spain over the mistreatment of Cuba over other reasons. The U.S. found out that the Spanish was holding Cubans in concentration camps which gave the U.S. have a reason to liberate Cuba from Spain. Also, American business had fifty million invested in Cuba and didn’t feel it was safe until America was directly involved with Cuba. The Spanish-American war was the event needed most for the U.S. to start expanding its reign. The Spanish-American war ended with Spanish defeat and the U.S. gaining Spain’s colonies: Philippines, Guam, and

Cognitive And Intellectual Disorders, By Dr. Brian Iwata...

Introduction As a professor of psychology and psychiatry at the University of Florida, Dr. Brian Iwata is the field’s foremost researcher on functional analysis methodology of problematic behaviors. He has held faculty positions at both Johns Hopkins University School of Medicine and Western Michigan University before settling down at the University of Florida. After receiving his Ph.D. from Florida State University, Dr. Iwata set out to revolutionize the disciplines of behavioral and intellectual disorders, program development, and applied behavior analysis by accepting a director position at the Florida Center on Self-Injury and the University of Florida-ARC Prader-Willi Syndrome Program. He has served as the President of the Association of Behavior Analysis (1988-1989), Society for the Experimental Analysis of Behavior (1995-1997), Society for the Advancement of Behavior Analysis (1988-1989), the Florida Association for Behavior Analysis (1992-1993), Division 33 of the American Psyc hological Association (1991-1992), and as a chair for Human Development Review Committee at the National Institute of Health (1984-1988). Dr. Iwata has published over 200 articles, chapters and texts within the field, all while continuing his research and academic presence across the globe. He appears in numerous conferences, lectures, and journals to promote his work in applied behavior analysis all while bequeathing his knowledge upon his students. Half of all recipients of the B.F.Show MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesAmsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Director of Editorial Services: Ashley Santora Acquisitions Editor: Brian Mickelson Editorial Project Manager: Sarah Holle Editorial Assistant: Ashlee Bradbury VP Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Nikki Ayana Jones Senior Managing Editor: Judy Leale Production Project Manager: Becca Groves

Efeectiveness of Loyalty Programs in Big Bazaar Free Essays

string(170) " celebrated Republic Day as the Maha Savings Day, when shoppers at Big Bazaar and Food Bazaar outlets across the country, were offered merchandise at rock bottom prices\." | 2011| | MARKETING OF SERVICES TERM PAPER PRADEEP KUMAR. N(M100002MS) | [EFFECTIVENESS OF LOYALTY PROGRAMS IN BIG BAZAAR]| | Contents page no 1. About the company 03 2. We will write a custom essay sample on Efeectiveness of Loyalty Programs in Big Bazaar or any similar topic only for you Order Now Significant features of big bazaar 04 3. Promotion techniques 04 4. Sales Promotion techniques 05 5. Loyalty programs 06 6. Customer experience 08 7. Research objective 09 8. Research methodology 09 9. Hypothesis and testing 10 10. Sampling plan 10 11. Findings 11 12. Conclusion 12 ABOUT THE COMPANY Big Bazaar is a chain of hypermarket in India. Currently, there are 210 stores across 80 cities and towns in India. Big Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters offering a wide range of merchandise including fashion and apparels, food products, general merchandise, furniture, electronics, books, fast food and leisure and entertainment sections. Big Bazaar is part of Future Group, which also owns the Central Hypermarket, and is owned through a wholly owned subsidiary of Pantaloon Retail India Limited that is listed on Indian stock exchanges. Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the company operates over 10 million square feet of retail space, has over 1000 stores across 61 cities in India and employs over 30,000 people. The company’s leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central, a chain of seamless destination malls. Some of its other formats include, Depot,Shoe Factory, Brand Factory, Blue Sky, Fashion Station, aLL, Top 10, mBazaar and Star and Sitara. The company also operates an online portal, futurebazaar. com. A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-format home solutions store, Collection i, selling home furniture products and E-Zone focused on catering to the consumer electronics segment. Pantaloon Retail was recently awarded the International Retailer of the Year by the US based National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at the World Retail Congress held in Barcelona. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space. Pantaloon is not just an organization – it is an institution, a centre of learning development. Over the years, the company has accelerated growth through its ability to lead change. A number of its pioneering concepts have now emerged as industry standards. For instance, the company integrated backwards into garment manufacturing even as it expanded its retail presence at the front end, well before any other Indian retail company attempted this. It was the first to introduce the concept of the retail departmental store for the entire family through Pantaloons in 1997. The company was the first to launch a hypermarket in India with Big Bazaar, a large discount store that it commissioned in Kolkata in October 2001. And the company introduced the country to the Food Bazaar, a unique ‘bazaar’ within a hypermarket, which was launched in July 2002 in Mumbai. Embracing our leadership value, the company launched aLL in July 2005 in Mumbai, making us the first retailer in India to open a fashion store for plus size men and women. STRIKING FEATURES OF BIG BAZAAR * Food bazaar. Electronic bazaar. * Furniture bazaar. * FutureBazaar. com * Amusement zone. * Telecalling services PROMOTION TECHNIQUES * Big Bazaar – Isse sasta aur accha kahin nahi :- Big Bazaar has adopted value pricing in which they win loyal customers by charging a fairly low price for a high – quality offering. * Wednesday Bazaar – Hafte ka sabse sasta din :- In January 2007, Big Bazaar introduced a Wednesday Bazaar concept called â€Å"Ha fte Ka Sabse Sasta Din† with the aim to give homemakers the power to save the most on this day of the week. Sabse Saste Teen Din (Big days) :- In 2006 they started a new shopping festival, i. e. Sabse Saste Teen Din on 24, 25 and 26th of January. Big bazaar throwed up to 65% of on each every products in the store for three days. * Big Bazaar announced The Great Exchange Offer with a â€Å"Bring anything old and take anything new† concept which started from the 16th of Feb 2008 at the Landmark store. SALES PROMOTION TECHNIQUES The various promotional schemes undertaken by big bazaar are as follows: * The punch line of Big Bazaar says â€Å"IS SE SASTA AUR ACCHA KAHI NAHI†. This line gives the feeling that Big Bazaar gives merchandise which is cheapest in the market or in other words the value for money which a customer will be getting here will be more than anywhere else. * Wednesday is the cheapest day. This is done to divert some of the crowd coming on weekends to a relatively free day. Big bazaar advertises Wednesdays as the cheapest day in all the leading dailies across the capital. This offer targets housewives and encourages them to purchase groceries and vegetables because no one purchases vegetables on a weekly basis, they purchase it at least two times a week. * Big Bazaar has announced a unique exchange offer `Bring anything old and take anything new’. Under the exchange offer, old garments, utensils, furniture, plastic ware, newspapers or just about anything will be weighed and valued and customers will be given exchange coupons. There is also a direct exchange on mobile and electronic goods during the period with attractive discounts on new purchases. * Big Bazaar’s `The Great Exchange Offer’ has mobilized more than two lakh families to actually carry the junk of the house and offload it at the nearest Big Bazaar. Retail analysts say that generally February and March are dull months for consumer buying in the country and therefore this kind of a promotion campaign is needed to boost sales during the period. PANTALOON group’s hypermarkett chain, Big Bazaar, celebrated Republic Day as the Maha Savings Day, when shoppers at Big Bazaar and Food Bazaar outlets across the country, were offered merchandise at rock bottom prices. You read "Efeectiveness of Loyalty Programs in Big Bazaar" in category "Papers" * The Maha Savings Day saw shoppers got deals they have never seen or heard before. The offers spread across categories from electronics to utensils, from apparel to furniture and also food. For example pressure cooker for Rs 299, two Ruf n Tuf Jeans for Rs 499, and a Motorola C115 for Rs 1,399. Big Bazaar usually runs a full page advertisement on Saturdays and Sundays in all the leading dailies communicating various offers. This is done to attract crowds on weekends because most of the people usually shop during weekends. * Pantaloons retail India limited provides Green card, this Green Card is passport to a whole new world of exclusive benefits and privileges. These includes: * Instant discounts for every time you shop at Pantaloons. * Exclusive shopping days to get hold of latest merchandise. Regular updates on collections and promos via catalogues, sms and email. * Special invites to the most happening events. * Extended exchange periods and complimentary drops for alterations. * Exclusive billing counters and much more. * Big bazaar in association with ICICI banks has launched loyalty cards for the customers. They are: * ICICI Bank Big Bazaar Silver Credit Card : It gives you the benefits of regular cards and additional features to make your shopping not only enjoyable but also a way to save more with Big Bazaar. ICICI Bank Big Bazaar Gold Credit Card :The card brings to you more reasons to save and earn rewards on its usage. It gives you all the benefits of regular cards and additional features to make your shopping not only enjoyable but also a way to save more with Big Bazaar. * Shakti Card Shakti is a credit card for housewives. You need not submit income proof. Simply show your Big Bazaar bill of more than Rs. 500 and a lifestyle proof like club membership card, health club card etc. And get your ‘Shakti’. You can use Shakti at all the Big Bazaar and Food Bazaar outlets * T24 In June 2010, Future Group in partnership with TTSL rolled out a mobile service called T24 for its customers. As part of the offer, customers were rewarded with free talk time for every purchase above Rs. 500 made at Future Group shopping outlets across all formats and locations. LOYALTY PROGRAMS * Big bazaar in association with ICICI banks has launched loyalty cards for the customers. They are: * ICICI Bank Big Bazaar Silver Credit Card : It gives you the benefits of regular cards and additional features to make your shopping not only enjoyable but also a way to save more with Big Bazaar. * ICICI Bank Big Bazaar Gold Credit Card :The card brings to you more reasons to save and earn rewards on its usage. It gives you all the benefits of regular cards and additional features to make your shopping not only enjoyable but also a way to save more with Big Bazaar. * Shakti Card Shakti is a credit card for housewives. You need not submit income proof. Simply show your Big Bazaar bill of more than Rs. 500 and a lifestyle proof like club membership card, health club card etc. And get your ‘Shakti’. You can use Shakti at all the Big Bazaar and Food Bazaar outlets * T24 In June 2010, Future Group in partnership with TTSL rolled out a mobile service called T24 for its customers. As part of the offer, customers were rewarded with free talk time for every purchase above Rs. 500 made at Future Group shopping outlets across all formats and locations. CUSTOMERS EXPERIENCE The customer experience among the big bazaar customers is comprised of the following Components: POPULATING THE CUSTOMER PROFILE: To create the Ideal Customer Experience, Big Bazaar populates the Customer Profile with the relevant information . the customers who are having very similar buying patterns in the big bazaar are populated and an analysis is done so as to find the preferences of the products of these groups, including various promotion strategies and offers. DELIVERING AND RECEIVING VALUE AT EACH CUSTOMER INTERACTION: Big Bazaar views each interaction as a golden opportunity to deliver value through its products, services, and processes, as well as to receive valuable information from the Customer in the form of feedback. CUSTOMIZING THE CUSTOMER EXPERIENCE: By understanding an individual’s needs, it creates the Ideal Customer Experience by Customizing the products, services, and processes to meet the Needs of the individual customer RESEARCH OBJECTIVE * The objective of the research is to find the effectiveness of loyalty programs in BIG BAZAAR ,i. e whether loyalty programs attract customer attention or not in todays competetive scenario . * To find out the increase in customer loyalty by measuring various factors. * To find out customer’s reactions to various loyalty programs and change in their purchase decision due to these programs. To analyze customer’s expectations from retail format like convenience store in terms of offering of loyalty programs. RESEARCH METHODOLOGY Research problems:- consumer’s reactions and expectation from loyalty programs of convenience store format, Big Bazaar. †¢ Research methodology: Exploratory method †¢ Descriptive research: is a type of research conducted when we have to find out the frequency with which Something occurs. This research is guided by initial hypothesis. HYPOTHESIS AND TESTING Hypothesis testing for this report has evolved around formulating a null hypothesis and an alternative hypothesis as regards to the percentage of population availing the loyalty programs H(o) Null Hypothesis :Mostly 70% of the population would be Availing the loyalty programs carried out by Big bazaar. H(T) Alternative Hypothesis:- Less than 70% of the population Would be availing the loyalty programs carried out by Big Bazaar. At 5% level of significance I tested the above mentioned hypothesis as per the results obtained. The Chi-Square test has been taken up as the selection criteria for the above mentioned data. The Chi-Square test which shows the magnitude of discrepancy between observed and expected frequency can be expressed symbolically as X2= Summation of (O-E)2 E Where, O= Observed set of frequencies E= Expected set of frequencies SAMPLING PLAN I selected a sample size of 51 ,I gave a questionnaire and interviewed the samples in the OLD MADRAS BIG BAZAAR in BANGALORE Questionnaire Sample Methods| Random Simple Sampling| Sample size| 51| Primary data| Questionnaire| Interview Sample Units| sampling unit is Noida area. | Source of data| through primary sources| Market survey area| | Sampling size| 51| FINDINGS * Big Bazaar has been preferred by most of the Households frequently and they use to purchase daily Requirement material from there. While still 15% of People don’t prefer to buy daily requirement items from Organized formats. The data predicts that customers at nearby locations of Big Bazaar prefer to go to there often but it is not a destination for customers every time. * 35% go there oftenly * 30% go there occasionally * 15% go everytime * 20% people go there sometimes * The ratio of customers using loyalty programs floats between 60%-62%. Educated people are giving more Attention to the loyalty card due to the awareness of its future benefits monetarily as well as in getting right information of the production. Most of the custom ers feel satisfied from the loyalty program offerings of Big Bazaar so it has been successful in fulfilling customer’s expectations. While 25% of customers still want to get some more benefits in return of their loyalty to the store. * Customers feel 55% motivated to shop from Big Bazaar due to their loyalty programs. Conclusion In my calculations: The calculated value of is more than the table value. So, the hypothesis is REJECTED i. e. less than 70% of the population is only availing the loyalty program carried out by Big Bazaar. There are maximum customers who are satisfied with the merchandising of the store and they find every product of brand in each category and shelf according to their choices. They are having some complains regarding the future cards. * Customers wait for discount loyalties provided by them but not too much. * Customers are not aware of the benefits of the card. * Many of the customers are not even using any of the loyalty Program. * Store has been a big flop at online shopping centre as people want to touch and select their items before purchase How to cite Efeectiveness of Loyalty Programs in Big Bazaar, Papers

Logistics and Supply Chain Management - myassignmenthelp.com

Question: Discuss about theLogistics and Supply Chain Management for Forecasting. Answer: Proper forecasting is essential for any organization, as it ensures in having enough supply in hand, in order to satisfy the demands. Business analysts utilize the systems of logistics and supply chain management as well as some other tools, in order to forecast the demands in advance. For example; Amazon uses forecasting techniques to increase the satisfaction of the consumers, reduce the inventory stock outs, schedule the production effectively, lower the safety requirements of stocks, reduce obsolescence costs of products, manage the shipping better, improve price and promote management (Chircu, Resnick and Saraswat 2015). The three major forecast types used within supply chains context are; demand forecasting to investigate the demands of the buyers, supply forecasting to know about the current suppliers and producers and lastly, the price forecast, which is the compilation of demands and supplys information (Christopher 2016). Forecasting abilities of any business varies from organization to organization. In order to improve the forecasting abilities, one needs to understand the size of the demands and the uncertainty drivers. The demand planning and strategy needs to be kept simple. The organizations should always have backup plans and change their strategies when needed (Garrido Azevedo and Carvalho 2012). A 3PL or third party logistics refers to the outsourced logistics services provider. Logistic services involve the management of resources and their movement to the areas, when required. The term itself comes from military. Third party service includes transportation and warehouse storage, which is required to manage the whole supply chain (Mangan and Lalwani 2016). On evaluating 3PLs certain information is needed to meet the company requirements. The location of the warehouse and their equipments must be checked. Staff members play a bigger role in this. If the staff is not flexible and cannot communicate properly, then the company may face issues. Moreover, information technology systems must be checked for proper transportation management and ensuring the security issues (Christopher 2016). Humanitarian logistics deals with the logistics branch which is specialized in organizing deliveries and warehousing supplies, at the time of complex emergencies or natural disasters, at the affected areas or people surrounding it. They are mostly used in the commercial supply chain purpose. Logistics play a major role in the relief operations of disasters (Chircu, Resnick and Saraswat 2015). The six major players in the humanitarian aid supply network are: Planning and preparedness, assessment and resource mobilization, procurement and donations, transport and execution, tracking and stock asset management and lastly, extended delivery point and relief beneficiaries (Garrido Azevedo and Carvalho 2012). Five ways of using Information Technology to improve the efficiency and effectiveness of supply chain and logistics are as follows: Information Technology has helped in the superlative transportation and alignment of the companys supply chain management and its competitive strategies. Information Technology has helped to leverage the efficiencies in the companys distribution procedures. It has helped in the manufacturing processes and procedures by reducing the labor intensive and manual work, which in turn reduces the costs. It has contributed a lot in the warehouse management. Information technology has marked its contribution in the ecommerce industry. It has made online sellers easily sell their items to the customers, even at the furthest corners (Monczka et al 2015). Case Study 1: Four activities IKEA uses to ensure the supply chain is sustainable: IKEA aims to produce items and materials which do not harm the environment. The products are manufactured in the most responsible manner. The raw materials are manufactured, distributed to the retailers and then to the consumers. IKEA buys several products from over 1,300 suppliers, check the materials quality and analyses the impact of the environment, which occurs during the management of supply chain. IKEA ensures that their supply chain management is sustainable by keeping an eye on the working and social conditions of the suppliers. The organization uses a specific tool named e-Wheel in order to evaluate their products environmental impact. Their products are made from natural resources and can be recycled. Water cans are stacked, which reduces the transportation problems as it requires less number of vehicles and therefore, lower the costs of fuel. The organization designs many of their products with few resources to make the best products. IKEA influences all its elements of the supply chain to adopt the sustainable practices. The organization has formed partnership with the UNICEF, in order to work with the community program of Northern India. They aim at reducing child labor and promoting awareness regarding this. Moreover, they organize training courses for managing forest resources. They have developed forestry plans at China. Consumers are even aware of the commitment of the organizations supply chain management, which has helped in building trust regarding the companys policies and procedures (Stadtler 2015). IKEAS sustainable sourcing and the supply practices have their remarkable effect on the supply and sourcing practices upon the entire furniture industry. The organizations fifty percent of the products are produced from wood fibers or wood. The source is a good renewable resource as it can be recycled. Moreover it is obtained from several sources which are sustainable. The organization creates certain solutions of designing in order to minimize their usage of materials. Some products like tables are made from recycled plastics, rugs from material clippings and water cans are designed in such a way that can be stacked. Less transportation is required for this, which in turn reduces the costs of fuel. These ideas of IKEA, help in being more sustainable, therefore, reducing the impact upon the environment. IKEAs success is mainly due to their communications with the manufacturers and suppliers of the materials. While manufacturing, IKEA mentions to the producers that the wastes generated from the products should be minimal. Waste materials are recycled and reused, avoiding land pollution. They have a code of conduct for purchasing home furnishing products. They check that their furniture products do not have any harmful impact on their purchasers. For example; the products do not cause allergies to the consumers. They encourage recycling and reusing of their products. IKEA encourage its manufactures to use minimal resources for making best products. For example, they save their resources by the usage of hollow legs for the chairs and tables. Moreover, they use honey comb paper filling material for the interior of the table tops, rather than solid wood (Khan, Christopher and Creazza 2012). Case Study 2: IKEA designs and sells their furniture in pieces to allow the customers assemble them. The furniture pieces are placed in efficient and convenient flat packages. This cause less transportation costs as they take less space in the trucks, hence, a large number of items can be shipped at one go. The unique procedure also takes less space at the warehouses and reserve racks. The company saves fuel and the stocking costs are passed to the customers. Moreover, every store has their warehouse itself in the premises. At the showroom, customers can easily browse their favorite items. They select their products and obtain it themselves from the reserve racks. Hence, additional shipping costs are reduced. It promotes self service and uses the consumers to improve the effectiveness as well as efficiency of the supply chain management and logistics. IKEA has a tactic named cost per touch, which actually means the fewer number of touches cause less number of costs. The organization saves costs by applying this tactic. They ensure efficient goods flow for maintaining higher sales and enhancing the loyalty of the customers. They introduce processes like minimum reordering and maximum amount of products at one go. The IKEA inventory management introduces in store logistics to lower the sales of costs. Moreover, high flow facilities and low flow warehouses support their store operations, which are more hand operated. All these strategies help the company to lower its operating costs and at the same time stay competitive. They continuously refresh their supply chain management policies and procedures, in order to attain the competitive advantage in the market (Jonsson, Rudberg and Holmberg 2013). IKEA collaborates with the companys suppliers and logistic partners in order to ensure end customer satisfaction with the products. The organizations vision is to provide the customers with well designed and functional furnishings at low prices. IKEA uses fewer resources for manufacturing its products, without even compromising its durability and quality. The organization focuses on cutting down the costs of transportation by using less fuel and reducing manpower to ship its products. They have a sustainable relationship with their logistics partners as well as the suppliers by making long term business contracts with them. They ensure that their customers receive the best products at minimal costs. They stress on the self service factor in order to minimize the items in the areas of bulk storage. IKEA relies on unique and rare logistical management in case of reordered products. The organization employs an adequate number of personnel for in store logistics management in the stores. The duties are assigned to the logistic personnel, which involves monitoring, tracking, recording deliveries and carefully taking notices of product deliveries. The in store managers of logistics uses the management of inventory replenishment for responding to the reordered points and products. This strategy helps the organization to meet the customer demands at less cost. Logistics manager keeps a check on the sold items and those which are directly shipped from the centers of distribution through the system data of warehouse management. Overall, the organization ensures the goods flow in an efficient manner and collaborating with the suppliers and logistics partners, it enhances customer satisfaction and loyalty (Stadtler 2015). References Chircu, A.M., Resnick, M. and Saraswat, S.P., 2015. Online Intermediaries and Supply Chains.The International Encyclopedia of Digital Communication and Society. Christopher, M., 2016.Logistics supply chain management. Pearson UK. Garrido Azevedo, S. and Carvalho, H., 2012. Contribution of information technology to better management of supply chains.International Journal of Retail Distribution Management,40(2), pp.128-156. Jonsson, P., Rudberg, M. and Holmberg, S., 2013. Centralised supply chain planning at IKEA.Supply Chain Management: An International Journal,18(3), pp.337-350. Khan, O., Christopher, M. and Creazza, A., 2012. Aligning product design with the supply chain: a case study.Supply Chain Management: An International Journal,17(3), pp.323-336. Mangan, J. and Lalwani, C., 2016.Global logistics and supply chain management. John Wiley Sons. Monczka, R.M., Handfield, R.B., Giunipero, L.C. and Patterson, J.L., 2015.Purchasing and supply chain management. Cengage Learning. Stadtler, H., 2015. Supply chain management: An overview. InSupply chain management and advanced planning(pp. 3-28). Springer Berlin Heidelberg. Logistics and Supply Chain Management - myassignmenthelp.com Question: Discuss about theLogistics and Supply Chain Management forDecathlon. Answer: The different aspects of internal returns has been determined with transportation of goods from loading dock to the e-commerce department. The two main types of the returns faced by Decathlon has been identified with transportation return and client return. In case the client is not aware of his order the warehouse man is seen to be in charge of customer service with the Google Drive file. In such a return order customer service are able to reach to the client first. The client return process is a result of client changing his mind for ordering due to wrong size, customer mistakes or poor quality of the product. The external returns on the other hand is identified with returning of the goods from a date of purchase of up to 365 days (Lai, Ulhas and Lin 2014). Some of the initiatives which can be taken in the external flow of the materials has been identified with allowing for higher weight categories of product. At present the external flow shipments are restricted to only 30 Kgs , by improving the maximum weight threshold the company will be able to send shipments of the customers in more bulk quantity. The internal process of transformation return can be improved by doing a pre-inspection of the orders for the final delivery to the customers. The client return process needs to be made more dynamic by facilitating a customer support team who can help with the customer queries online. Some of the steps that can be added to the present return process has been stated below: Figure: Value Stream Mapping of the Return Process (Source: Solutions-for-sharepoint.com. 2017) The process in the e-commerce return needs to be improved with faster inspection of the goods in the e-commerce department itself. The inspection for size should be also be ensured as this will significantly reduce the increasing number of internal returns in the warehouse. The overall return process needs to be re-optimised based on three important factors namely: Total number of items returned for customer mistakes Total number of items returned for bad quality Total number of items returned for wrong size The next step should include giving more options for payment to the customers such as cash on delivery. This will ensure that in case an order is cancelled there would be no hassle for online repayment (Valmohammadi and Dashti 2016). References Lai, J.Y., Ulhas, K.R. and Lin, J.D., 2014. Assessing and managing e-commerce service convenience.Information Systems Frontiers,16(2), pp.273-289. Solutions-for-sharepoint.com. (2017). [online] Available at: https://solutions-for-sharepoint.com/wp-content/uploads/2010/12/image.png [Accessed 20 Oct. 2017]. Valmohammadi, C. and Dashti, S., 2016. Using interpretive structural modeling and fuzzy analytical process to identify and prioritize the interactive barriers of e-commerce implementation.Information Management,53(2), pp.157-168.