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RETAIL MANAGEMENT 14MBAMM302
Module – 2
Theories of Retailing
1. THEORY OF WHEEL OF RETAILING
The theory was given by Malcolm P. McNair.One of the well accepted theories regarding
institutional changes in retailing. This theory states that in a retail institution changes
takes place in a cyclical manner.
The cycle is: the new retailer often enters the market with a low status, low profit margin,
and low price store formats. Later they move to up market locations and stock premium
products to differentiate themselves from imitators. Eventually they mature as high cost,
high price retailers, vulnerable to new retailers who come up with some other novel
retailing format/concept. This same retailer will in turn go through the same cycle of
retail development.
The cycle can be broadly classified into three phases:
Entry Phase
Trading up phase
Vulnerability Phase
ENTRY PHASE
The new, innovative retailer enters the market with a low status and low price store
format. Starts with a small store that offers goods at low prices or goods of high demand.
This would attract the customers from more established competitors. Tries to keep the
costs at minimum by offering only minimal service to customers, maintaining a modest
shopping atmosphere, locating the store in a low rent area and offering a limited product
mix. Success and market acceptance of the new retailer will force the established to
imitate the changes in retailing made by the new entrant. This would force the new
entrant to differentiate its products through the process of trading up.
TRADING UP PHASE
New retailer tries to make elaborate changes in the external structure of the store through
up gradation. Retailer will now reposition itself by offering maximum customer service ,a
posh shopping atmosphere , and relocating to high cost area( as per the convenience of
the customers ).Thus in this process the new entrant will mature to a higher status and
higher price operation . This will increase the cost of the retailer. The innovative
institution will metamorphose into a traditional retail institution. This will lead to
vulnerability phase.
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VULNERABILITY PHASE
The innovative store will have to deal with high costs, conservatism and a fall on ROI.
Thus, the innovative store matures into an established firm and becomes vulnerable to the
new innovator who enters the market. Entry of the new innovator marks the end of the
cycle and beginning of the new cycle into the industry.
Example Of this theory – kirana stores were replaced by the chain stores like Apna Bazar
and Food World (new entrant) which in turn faced severe competition from supermarkets
and hypermarkets like Big Bazaar and Giant.
2. THE RETAIL ACCORDION THEORY:
Hollander (1966) proposed the Retail Accordion theory, which explained retail evolution as a
cyclical trend in terms of the number of merchandise categories (i.e., product assortment). In
this theory, at the beginning of operation, a retail institution carries a broad assortment of but
does not carry a deep assortment (i.e., various styles within one product classification).
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At this early stage, the retail institution is a general store. As time passes, the retail institution
becomes specialized by carrying a limited line of merchandise with a deep assortment. At this
point, the retail institution is a specialty store.
The theory suggests that retail institutions go from outlets with wide assortments to
specialized narrow line store merchants and then back again to the more general wide
assortment institution. It is also referred to as the general-specific-general theory.
3. THE MELTING POT THEORY:
Also called “Dialectic Process”. A new value proposition by one retailer gives rise to two
new retailers with the same proposition. Retail firms adapt mutually to the emerging
competition and tend to adopt the plans and strategies of the opposition.
The theory was proposed by Thomas J. Maronick and Bruce J. Walker. Two institutional
forms with different advantages modify their formats with different advantages modify their
formats till they develop a format that combines the advantages of both formats. This model
implies that retailers mutually adapt in the face of competition from ‘opposites’. Thus when
challenged by a competitor with a differential advantage, an established institution will adopt
strategies and tactics in the direction of that advantage, thereby negating some of the
innovator’s attraction the innovator over time tends to upgrade or otherwise modify products
and institutions. In doing so he moves towards the negated institution. As a result of mutual
adaptation the two retailers gradually move together in terms of offerings, facilities,
supplementary devices and prices. Thus they become indistinguishable or at least quite
similar and constitute a new retail institution termed the synthesis. The new institution is
vulnerable to negation by new competitors as the dialectic process begins anew.
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4. POLARIZATION THEORY
This theory suggests that, in a longer term, the industry consists of mostly large and small
size retailers. The medium size becomes unviable. This is called polarization. Large stores
offer one stop shopping. The smaller ones tend to offer limited range of products, but add
value to their offers with other services. It is found that firms tend to be more profitable when
they are either small in size or big. The medium ones fall into the “Bermuda Triangle”
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