Retail merchandising report

Published: 2020/09/10 Number of words: 2362

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Part 2: Retail Merchandising Report: to include 2 x Excel Spreadsheet and 1000 words

Allocation summary

Resource allocation describes a process through which companies strategically decide which resources should be utilised for the purposes of services or the production of goods (Matvos & Seru, 2014). In this respect, resources can be defined as any element of the production process and can include property, employees, equipment and finance (Dunkelberg, Moore, Scott & Stull, 2013). The purpose of resource allocation is to allocate resources to the most efficient degree possible within the satisfaction of the customer and to the finances of the company. Accordingly, production efficiency can be considered in terms of providing fewer resources in the production of services and goods, generating savings that can be used for additional production or investment (Rosemann & vom Brocke, 2015).

Processes and strategies associated with resource allocation usually commence around the phases of strategic planning within which the company generates its intentions with regards to production, devel9opment and growth (Saaty & Vargas, 2013). The company mission is accordingly achieved through the satisfaction of these objectives and within this regard the company can develop with greater effect. For example, a manufacturer of biscuits may wish to compete with market leaders with the release of their new cream biscuit range. As such, one of their objectives in achieving this goal is the development of a cream biscuit that matches or surpasses the current market leaders.

The effective budgeting of developments such as this are of paramount importance when considering allocation strategies for resources and the priority of allocation is one of the first stages of distribution of resources (Rosemann & vom Brocke, 2015). Depending on the allocation strategy that is being implemented, the priorities associated with these developments can be utilised at a variety of levels. For example, throughout a range of sales channels, locations or at the level of the consumer, these strategies can be implemented in order to produce a beneficial effect for the company operation.

The instrument of choice ought to begin appropriating supply to designation in the request of needs that are characterized within the production process, so that the higher-level resource requirements get fulfilled first (Sharma, Mithas & Kankanhalli, 2014). During the time spent conveying supply in view of needs, situations when supply is compelled for the request of an entire production process is tended to through an according set of supply circulation rules. These guidelines characterize how to determine supply imperatives inside a distribution process when the supply is restricted (Greene, Brush & Brown, 2015). Supply dissemination principles can be produced and applied with the intention to address issues pertaining to resource allocation within the supply chain and in a broad variety of circumstances. Accordingly, such standards are not just implied for levels at the base of the supply chain such as clients and shops but rather these can likewise be connected to amount assignment strategies such as an arrangement of shops, outlets, or even multi-national concerns.

Tool Evaluation Report

An important starting point in the range development process is the re-assessment of the economic climate in individual territories and the target market demographic as a whole (Dunning, 2014). Within this respect, a combination of model-based analyses and statistical indicator models play an important role in the creation of a robust foundation upon which to start each projection round.

Performance review meetings and performance appraisals are effective tools in the development and review strategies and as such these meetings are an important element of the performance management cycle. They allow a pertinent consideration to take place regarding the performance of individual team members and group strategies on a regular basis as well as ensuring that an awareness is ensured with regards to each element of production in terms of its performance and where or how improvements can be made (Greene, Brush & Brown, 2015).

Within such a strategy it is pertinent to prepare in advance by reflecting upon the performances in question and considering progress towards previous performance objectives. As such, it is also important to make notes about the support and guidance that is needed to support ongoing development (Schmoldt, Kangas, Mendoza & Pesonen, 2013). The performance objectives of the company should provide each team and strategic development phase with sufficient challenges to make the most of staff skills and abilities whilst contributing to the goals of the department and the effective development of the wider organisation. Setting performance objectives should be a process of discussion and agreement with each involved party and allow a dialogue to develop pertaining to the company goals. It is also important to review objectives regularly so that they remain in line with wider company and departmental goals.

A first step in the effective developmental srrategy for a company is to look at the range of relevant new information since the last projections were produced. These data could include issues such as changes in commodity prices, fiscal trends, exchange rates and interest rates, the path of economic activity and other key variables. This step is essential to see how the recent past has developed differently from what was previously expected (Sharma, Mithas & Kankanhalli, 2014). With this new information, and using the previous set of projections as a starting point, the effects of the new elements and revised judgments can be typically assessed on the basis of model simulations using global models and short-term indicator models (Greene, Brush & Brown, 2015). Thus, the likely impact of combined and individual changes in assumptions and new information on key aggregates can be assessed in consistent fashion for each of the major economies and economic groupings. However, these results are mechanical and therefore intended to be no more than a guide to the informed judgments of country and topic experts on the underlying acting forces (Matvos & Seru, 2014).


Dunkelberg, W., Moore, C., Scott, J., & Stull, W. (2013). Do entrepreneurial goals matter? Resource allocation in new owner-managed firms. Journal of Business Venturing, 28(2), 225-240.

Dunning, J. H. (2014). The Globalization of Business (Routledge Revivals): The Challenge of the 1990s. Routledge.

Greene, P. G., Brush, C. G., & Brown, T. E. (2015). Resources in small firms: an exploratory study. Journal of Small Business Strategy, 8(2), 25-40.

Matvos, G., & Seru, A. (2014). Resource allocation within firms and financial market dislocation: Evidence from diversified conglomerates. Review of Financial Studies, 27(4), 1143-1189.

Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.

Saaty, T. L., & Vargas, L. G. (2013). The logic of priorities: applications of business, energy, health and transportation. Springer Science & Business Media.

Schmoldt, D., Kangas, J., Mendoza, G. A., & Pesonen, M. (Eds.). (2013). The analytic hierarchy process in natural resource and environmental decision making (Vol. 3). Springer Science & Business Media.

Sharma, R., Mithas, S., & Kankanhalli, A. (2014). Transforming decision-making processes: a research agenda for understanding the impact of business analytics on organisations. European Journal of Information Systems, 23(4), 433-441.

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