Dundee Discussion Papers in Economics Further reflections on the Golden Age in British multiple retailing 1976-1994 : capital investment , market share and retail margins (original) (raw)

Further reflections on the golden age in British multiple retailing 1976 – 94: capital investment, market share, and retail margins

Environment and Planning A, 2007

Our understanding of the 'Golden Age' of British retailing, during the period from the mid-1970s through to the mid-1990s, has centred around a discussion of the impact that a rising retail concentration and a perceived increase in retailers' market power has had on social welfare and competition policy. This increase in concentration and market power is itself understood to have evolved from the defining feature of the golden age, a rapid increase in capital investment by large-scale retailers. This paper examines the role played by capital investment in the golden age and demonstrates that whilst capital investment is negatively correlated with turnover it is positively correlated with both margins and market share. It is suggested that this relationship is significant as it provides evidence that the golden age of retailing did indeed lead to the rise in market power much of the literature feared was taking place.

Explaining the growth of British multiple retailing during the golden age: 1976 - 94

Environment and Planning A, 2004

The author examines the growth of multiple retailing during the`golden age' in Britain. The growth of real turnover is used as the dependent variable in a quantitative analysis of the growth in large-scale multiple retailing from 1976 until 1994. The author examines for the first time the determinants of this growth against a variety of supply and demand variables. It is found that the importance given to capital investment in previous studies of the golden age is not justified by the data.

The Determinants of Growth in Multiple Retailing in Britain

2002

The development of multiple retailing has been widely recognised as providing a series of revolutionising influences on consumer behaviour. 2 The development of self-service in the 1950s, supermarket retailing in the 1960s, hypermarket one-stop shopping in out-of-town retailing formats and e-retailing in the 1970s, 1980s and 1990s have all been external demonstrations of these revolutions. Multiple retailing firms have at the same time revolutionised internal functions of consumer industries from the breaking of Resale Price Maintenance in the 1950s to the development of Efficient Consumer Response, a combination of Just-in-Time techniques in the areas of logistics and distribution and utilisation of Electronic Point of Sale (EPoS) computer network technology for stock handling, in the 1990s. The impact from the diffusion of many of these innovatory developments during the 1980s and into the 1990s has also led to the suggestion, within food retailing, that a 'golden age' for British largescale multiple retailing existed. 3 While food retailing is taken to be the most dynamic sector within the retailing industry the changes taking place within retailing were general trends and as will be seen below the 'golden age' is equally applicable to the large multiple retailing sector as a general term. The three largest food retailers alone saw their market share increase from under 20% in 1980 to over 43% by 1990. 4 Less starkly concentration amongst all large-scale multiple retailers, defined 1 In writing this paper I have been grateful to Huiching Cheng for her research assistance and the University of Dundee for its financial support. All errors are my responsibility. 2 B. Fine and E. Leopold (ed.s),

Retailing in the United Kingdom–a synopsis

2010

This paper illustrates the structure of, and trends in, the retail market of the United Kingdom (UK). This industry analysis describes the retail environment compared to continental Europe and considers the regulatory issues which have helped form this retail environment. By using secondary data we describe concentration and consolidation tendencies and explain specific features of the UK retail market. Major trends are identified and discussed, concluding with an outlook on future developments.

Modern British Retailing in the Late 20th Century: Increasing Value?

2009

The rise of large-scale retailing represents arguably one of the success stories of British business in the second half of the twentieth century. Growing consumer prosperity after the Second World War saw rising demand for an ever widening array of consumer products, leading Prime Minister Harold MacMillan to famously suggest that the public had 'never had it so good'. To match these changes innovations from the United States were adopted by leading British retailers from the 1950s, especially in the fields of store size and layout, product packaging and marketing. A new wave of innovation emerged, this time generated from within, during the 'Golden Age' of retailing from the mid-1970s to the mid-1990s, when further advances in new store development, supply chain management and the use of information technology became widespread. Thus over the period of half a century British retailing had become a leading sector for innovation within British business. As a result by the 1990s British retailing had not only become oligopolistic, and the subject of repeated antimonopoly investigation, but the largest retailers were now turning to internationalisation as they themselves began to transfer their own technological know-how into new markets.

Decentralization of Retailing in Britain: The Breaking of the Third Wave

The Professional Geographer, 1994

A much anticipated explosion in regional shopping center retailing in Britain has failed to emerge. This paper suggests that the threat to existing property investments was a key reason why funds for development were slow to materialize. By the time the movement gathered pace, the British government became worried by the scale of proposals. Since the consumer boom that followed the expansionary budget of 1988 was short lived, it follows that many potential investors were relieved that they did not become involved with schemes that might have had little economic viability. Therefore, the rather restricted geography of retailing in Britain has been left largely unchanged.

Revisiting the First Wave of Retail Decentralisation : Britain ’ S First

2009

The view of successive waves of retail decentralisation provided by Schiller (1986) provides a powerful metaphor for out-of-town retail developments in the United Kingdom. Yet, even before the first wave of food superstores, there had been other examples of off-centre retailing of which the GEM store, which opened at West Bridgford, Nottingham in 1964, was the first. However, that store was a collection of licencees operating as a quasi-department store, rather than a true superstore or hypermarket. This paper investigates the GEM store through its planning and construction phases, and reflects on responses to its opening and experiences during the early period of trading, culminating in it being acquired by ASDA Stores in 1966. Attempts are made to assess local impacts, which, while somewhat hampered by scarce data resources, suggest that adverse effects were limited, and that local shopping provision has managed to prosper and diversify alongside the GEM/ASDA development. More rec...

British retailing: the institutional context

Journal of Retailing and Consumer Services, 1995

This paper argues that retail change is profoundly influenced by the national context in which trading takes place. The British retail system is seen as controlled by key agents, the most powerful of whom are in the City of London (the City) and who control the systems for funding. This highly concentrated power leads to a herd mentality that often has the effect of driving all the leading chains into the same predictable formats. This problem is illustrated by reference to the British food retailing system. It is further suggested that a paradigm that makes explicit the power relationships in the system is the most appropriate one to aid our deeper understanding of change.