Home Uncategorized Assignment 7: Research Project Mid-term Paper Final(Topic: Implementation Agile methodologies in Retail Domain)

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Assignment 7: Research Project Mid-term Paper Final(Topic: Implementation Agile methodologies in Retail Domain)

The assignment is already done in the name draft, where the in the draft version I got bad grade. Now I’m attaching the assignment which was done in the past the assignment title was ”

Assignment 6: DRAFT Research Project Mid-term Paper”

I’m attaching documents now which includes the current assignment template i.e. “Assignment 7: Research Project Mid-term Paper Final” .

I’m attaching the screenshot which includes “Professor feedback on Assignment 6 DRAFT Research Project Mid-term Paper”, Rubrics for assignment 7 and

pdf documents i.e. articles which needs to be done as reference.

FYI: Assignment 6 and 7 are the same, but as per the professor, the concept draft version and main final version is made where the draft version’s feedback help to do the main final assignment in better way.

Note: The topic i.e. Implementation Agile methodologies in Retail Domain should be highly aligned without deviation and should talk how agile is better than the waterfall methodology.

Important Note: You need to work on the document i.e. template named “GRAD695 APA Template Update”

Since, the assignment is based on literature mostly on literature reviews, I’m literature review document named “A4 Literature Reviews Assignment”.

Running head: [Shortened Title up to 50 Characters] 1

[Shortened Title up to 50 Characters] 6

[Title Here, up to 12 Words, on One to Two Lines]

[Author Name(s), First M. Last, Omit Titles and Degrees]

GRAD695 PGMT.

Abstract

[The abstract should be one paragraph of between 150 and 250 words. It is not indented. Section titles, such as the word Abstract above, are not considered headings so they don’t use bold heading format. Instead, use the Section Title style. This style automatically starts your section on a new page, so you don’t have to add page breaks. Note that all of the styles for this template are available on the Home tab of the ribbon, in the Styles gallery.]

Keywords: [Click here to add keywords.]

[Title Here, up to 12 Words, on One to Two Lines]

[The body of your paper uses a half-inch first line indent and is double-spaced. APA style provides for up to five heading levels, shown in the paragraphs that follow. Note that the word Introduction should not be used as an initial heading, as it’s assumed that your paper begins with an introduction.]

Problem Statement and Justification

[The first two heading levels get their own paragraph, as shown here. Headings 3, 4, and 5 are run-in headings used at the beginning of the paragraph.]

Subheading

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Sub-sub-sub-subheading.

Literature Review

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Subheading
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Proposed Solution Approach

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Conclusion

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References

[Like all sections of your paper, references start on their own page. The references page that follows is created using the Citations & Bibliography feature, available on the References tab. This feature includes a style option that formats your references for APA 6th Edition. You can also use this feature to add in-text citations that are linked to your source, such as those shown at the end of this paragraph and the preceding paragraph. To customize a citation, right-click it and then click Edit Citation.] (Last Name, Year)

Last Name, First Initial. (Year). Title of the book, with only the first word capitalized (Edition number, e.g., 2nd ed.). Publisher.

Last Name, First Initial. (Year). Title of article, with only the first word capitalized. Name of Journal with First Letters Capitalized, volume number in digital format(issue number in digital format), page numbers, URL or DOI

The specific objectives of this paper are twofold:
1 To add to the debate regarding conceptualisations and

operationalisations of value within a professional service

domain

2 To contribute to the relatively sparse literature dealing

with the functional relationship between value,

satisfaction and intention to re-purchase professional

services.

Review of literature

Current consensus within the marketing literature is that

value is something that is perceived by the consumers/

customers (Zeithaml, 1988; Woodruff and Gardial, 1996)

rather than objectively determined by the seller (Day and

Crask, 2000) and that value includes benefits and sacrifices,

or according to Zeithaml (1988) perceptions of what is

received and what is given. Furthermore, literature evidences

convergence (both conceptual and empirical) in terms of

value being a multifaceted and complex construct (Sheth et al.,
1991; LeBlanc and Nguyen, 1999; Lapierre, 2000) that

should be considered to be a distinct concept to quality

(Cronin et al., 1997; Teas and Agarwal, 2000; Agarwal and
Teas, 2001) and satisfaction (McDougall and Levesque,

2000; Eggert and Ulaga, 2002). Furthermore, its

idiosyncratic behaviour is demonstrated by the fact that

value perceptions of the same offering have been found to:
. vary across different situations (Zeithaml, 1988;

Grönroos, 1997);
. vary across time and experience (Eggert and Ulaga, 2002;

Flint et al., 2002);
. vary depending on the type of offering under

consideration (Brady and Robertson, 1999);
. are relative to existing competition (Eggert and Ulaga,

2002); and
. depend on customer characteristics (Bolton and Drew,

1991; Brady and Robertson, 1999).

Looking at structural relationships between value and other

constructs, quality has been found to be the most often

researched antecedent of value (see among others Cronin

et al., 1997, 2000; Agarwal and Teas, 2001; Ulaga and
Chacour, 2001) followed by sacrifice expressed as price, time,

effort etc. (Sweeney et al., 1999; Agarwal and Teas, 2001).
Other less frequently examined determinants of value are

relationship forming constructs such as trust and

commitment (Sirdeshmukh et al., 2002; Walter and Ritter,
2003), risk (Sweeney et al., 1999; Agarwal and Teas, 2001),
and image/reputation (Teas and Agarwal, 2000; Agarwal and

Teas, 2001). In terms of consequences, re-purchase intention

(Cronin et al., 1997; Brady and Robertson, 1999; Sweeney
et al., 1999) and satisfaction (McDougall and Levesque,
2000; Eggert and Ulaga, 2002; Lam et al., 2004) dominate
current research. Feedback/word-of-mouth (LeBlanc and

Nguyen, 2001; Lam et al., 2004) has also received attention.
Focusing on the literature specific to the business-to-

business domain the related material appears to be in line

with the above general debate. The following definition

proposed by Anderson et al. (1993, p. 5) reflects the
convergence of opinions with general debate:

We define value in business markets as the perceived worth in monetary units
of the set of economic, technical, service and social benefits received by a
customer firm in exchange for the price paid for a product offering, taking
into consideration the available alternative suppliers’ offerings and prices.

Here, value’s get-and-give elements are acknowledged as well

as its perceptual and comparative nature. However, unlike
consumer research that is dominated by issues related to the

way that an organisation creates value for consumers the
business-to-business literature emphasises value creation as a

networking or relationship building process (see for example
Ravald and Grönroos, 1996; Flint et al., 1997, 2002; Möller
and Törrönen, 2003; Ulaga and Eggert, 2005). Since the

domain of developing business relationships is outside the
purpose of this paper we do not review the related evidence,

focusing instead on research specific to services in the
business-to-business domain.

Our review has identified only eight papers that dealt
(directly or indirectly) with value in professional services, with
the debate presented by Mittal (1999) clearly reflecting the

general views, while the reported empirical results are broadly
in line with the evidence presented above. More specifically,

all three of the empirical studies that tested the relationship
between quality and value have provided support for this

proposition (Patterson and Spreng, 1997; Lapierre et al.,
1999; Kumar and Grisaffe, 2004). The value to satisfaction
relationship has been supported by four investigations

(Patterson and Spreng, 1997; Lapierre et al., 1999; Eggert
and Ulaga, 2002; Lam et al., 2004) with one study providing
opposing results (Caruana et al., 2000). As for the direct and
moderated (by satisfaction) effects of value on intention, the

studies by Patterson and Spreng (1997) (measured as
repurchase), Lapierre et al. (1999) (measured as a multi-
item scale of repurchase and recommendation) and Eggert

and Ulaga (2002) (intention partitioned into repurchase, seek
alternatives and word-of-mouth) support the proposition that

satisfaction acts as a complete mediator. The same conclusion
is reached by Lam et al. (2004) for intention to recommend
while these authors indicate that satisfaction partially
moderates the value to repeat patronage relationship.
Finally, although the study by Kumar and Grisaffe (2004)

also supports the direct effect of value on intention (measured
as an index of repurchase and recommendation) their model

does not include satisfaction thus direct comparisons with the
other studies is not possible.

Despite this convergence (albeit based on relatively limited
number of studies), there are some concerns regarding the
stability of the presented evidence, mainly focussed on what we

consider to be incomplete conceptualisation of the value
construct. From earlier debate value is considered to be a

multi-dimensional construct, a view supported in the business-
to-business domain by Lapierre (2000). However, none of the

professional services papers have adopted such a treatment
with Patterson and Spreng (1997), Lapierre et al. (1999),
Caruana et al. (2000), Eggert and Ulaga (2002) and Kumar
and Grisaffe (2004) employing unidimensional measures/scales
of between one and three items. Given value’s complexity, we

consider that, notwithstanding the recent contribution to the
general debate on measures by Rossiter (2002), a multi-item

multi-dimensional treatment is required. We also raise concern
regarding the treatment of some of the constructs that are
proposed to determine value. For example, Lapierre et al.
(1999) and Kumar and Grisaffe (2004) model sacrifice as an
antecedent of value even thought there is almost total

consensus that sacrifice/give is part of the overall evaluation
of value. The same can be said, for example, of the

relationships and global constructs that Patterson and Spreng
(1997) have modelled as determinants of value, which should

Relationship between value, satisfaction and intention in business services

Graham Whittaker, Lesley Ledden and Stavros P. Kalafatis

Journal of Services Marketing

Volume 21 · Number 5 · 2007 · 345 – 357

346Tyler, K., Patton, M., Mongiello, M., & Meyer, D. (Eds.). (2007). Business to business services – multiple markets and multi-disciplinary perspectives for the twenty-first century : Multiple
markets and multi-disciplinary perspectives for the twenty-first century. ProQuest Ebook Central http://ebookcentral.proquest.com
Created from harrisburg-ebooks on 2020-11-24 13:01:41.

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have been treated as parts or dimensions of value. Finally, the

nomological treatment of value is also questioned, with a

number of studies (e.g. Caruana et al., 2000; Eggert and Ulaga,

2002; Lam et al., 2004) treating value as the starting point of
their investigation, thus omitting to include any antecedents of

value.

Research framework and related hypotheses

To address the above identified shortcomings we have

developed the theoretically grounded model presented in

Figure 1.
Given the earlier debate, our starting position is that value

is a higher order construct. Although a number of value

typologies have been proposed (see Sheth et al., 1991;

Holbrook, 1994; Lai, 1995; Lapierre, 2000; Lages and

Fernandes, 2004; Ulaga and Eggert, 2005) we consider that

only those by Sheth et al. (1991) and Lapierre (2000) offer a
potential basis for adoption. The former was selected on the

strength of its cross sector stability (over 200 applications),

while the latter was rejected because it:
. fails to account for the nature of some measures (e.g.

sacrifice should be treated as formative rather than

reflective measure);
. the benefit dimension appears to include what the authors

term drivers that are part of the service quality domain

(e.g. responsiveness, reliability etc.); and
. the scale lacks theoretical grounding.

Briefly, Sheth et al. (1991), following an extensive review of
studies spanning disciplines such as economics, sociology,

psychology and consumer behaviour, proposed what they

termed a theory of five consumption values (functional,

emotional, social, epistemic and conditional values) that affect

choice behaviour. Although empirical evidence supports this

conceptualisation (see for example, LeBlanc and Nguyen,
1999; Sweeney and Soutar, 2001) there are some concerns
regarding the behaviour of the conditional value dimension.

More specifically, Sheth et al. (1991) state that conditional
value is derived from temporary functional or social value and
consequently can be regarded as an exclusive consideration

(i.e. a special case of the other four dimensions; Sweeney and
Soutar, 2001) and thus it has not been included in our study.
On the other hand, to these values we add image (LeBlanc
and Nguyen, 1999; Lapierre, 2000) and price/quality

(LeBlanc and Nguyen, 1999):
. Functional value is related to the perceived performance

or utility of the product or service, i.e. an offering’s ability
to fulfil the function that it has been created to provide, as
well as the benefits associated with owning it. This

dimension is particularly associated with extrinsic
attributes.

. Epistemic value refers to benefits derived through an

offering’s ability to arouse curiosity, provide novelty or
satisfy a desire for knowledge. The inclusion of this
dimension is based on the fact that many professional

services (e.g. consultancy, training, etc.) are specifically
designed to improve the skill and knowledge base of the
client organisation.

. Emotional value accounts for benefits obtained from an
offering’s ability to arouse feelings and/or affective states.

. Social value represents the benefits derived through inter-
personal/group interactions and, together with emotional
value, this dimension is considered to account for
relational benefits.

. Image represents benefits derived from being associated
with a business partner that enjoys high market status.

This dimension is closely related to the reputation of the

Figure 1 Research framework/model

Relationship between value, satisfaction and intention in business services
Graham Whittaker, Lesley Ledden and Stavros P. Kalafatis
Journal of Services Marketing
Volume 21 · Number 5 · 2007 · 345 – 357

347Tyler, K., Patton, M., Mongiello, M., & Meyer, D. (Eds.). (2007). Business to business services – multiple markets and multi-disciplinary perspectives for the twenty-first century : Multiple
markets and multi-disciplinary perspectives for the twenty-first century. ProQuest Ebook Central http://ebookcentral.proquest.com
Created from harrisburg-ebooks on 2020-11-24 13:01:41.

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service supplier and can be considered to act as a risk-

reducing mechanism.
. Price/quality value represents an evaluation of functional

aspects of value relative to the give aspects of the

consumption experience. More specifically its accounts for

customers’ perceptions of the service they receive in

exchange for what they give in terms of payment/sacrifice.

In order to achieve nomological validity, we incorporate

appropriate antecedents and consequences. Earlier debate

illustrates the existence of a body of research that indicates

that satisfaction mediates the value to

intention relationship.

However, there are also a number of studies that have

modelled value as a direct determinant of

intention.

Consequently, we include both perspectives in the research

model:

H1. There is a positive relationship between value and

satisfaction.

H2. There is a positive relationship between satisfaction

and intention.

H3. There is a positive relationship between value and

intention.

H4. Satisfaction mediates (totally or partially) the value to

intention relationship.

In terms of antecedents, the related body of literature offers

conclusive conceptual and empirical evidence to support the

impact of quality (either product or service) on the formation

of value and satisfaction (Patterson and Spreng, 1997;

Lapierre et al., 1999):

H5a. There is a positive relationship between service quality

and satisfaction.

H5b. There is a positive relationship between service quality

and value.

Given the widely accepted idiosyncratic behaviour of value we

have decided to add the two domain specific (i.e. consultancy

services) antecedents of problem identification and adopted

methodology (see Patterson and Spreng, 1997):

H6a. There is a positive relationship between problem

identification and satisfaction.

H6b. There is a positive relationship between problem

identification and value.

H7a. There is a positive relationship between methodology

and satisfaction.

H7b. There is a positive relationship between methodology
and value.

Of the remaining constructs sacrifice, unlike previous research

that has treated it as an antecedent of value this construct is

considered to be a part, and not a determinant, of value (see

price/quality dimension). In addition, although there is some

justification in including risk as an antecedent of value we

consider that:
. in the research domain the impact of risk predominantly

manifests itself in the pre-purchase stages while our

examination focuses on post-decision stages of the service

encounter; and
. that image accounts for some of the effects of this

construct.

Although the above described research model has been

grounded in extant literature there is logic to the argument

that the behaviour of the six value dimensions is not uniform.

Consequently, a competing model in which the second order

structure of the value construct has been removed, thus
resulting in direct pathways between:
. the three exogenous constructs and each of the six value

dimensions, and
. the value dimensions and satisfaction and intention.

The same logic as in the research model has been employed in
order to define the sign of the pathways.

Research methodology

Of the various potential professional services we considered
that consultancy to businesses represents an appropriate
research domain, i.e. we are concerned with professional
service products rather than product related supplementary
services. This is viewed as being consistent with other studies
in the subject matter (see Patterson and Spreng, 1997;
Lapierre, 2000; Lam et al., 2004) and to afford comparisons
with the empirical findings of these studies.

Population, sampling and data collection

The target population was defined as “senior marketing staff
of UK-based clients of external consulting firms” (i.e.
excluded services provided by intra-company units). On the
premise that larger companies are more likely to have had
experience with consultancy services, UK-based companies
listed in the Times 1,000 were targeted. Despite the limitations
of such an approach our intention to obtain a broad spectrum
of responses and the potentially confounding effects of
obtaining multiple clients from specific consultancy firms led
us to the adopted approach.

Following consideration of the trade-offs involved when
deciding which data collection method to employ, and given
the position and working habits of the target population, it
was decided that an email survey represented the most
effective data collection method. Based on reported response
rates (see among others Sheehan and McMillan, 1999;
Ranchhod and Zhou, 2001) it was decided to approach the
top 300 companies of the sampling frame. After adjusting for
undeliverables, and respondents that were found to be either
peripherally involved in the whole consultation process or had
doubts as to whether their views reflected the collective
opinion of their organisation (see approach adopted by
Patterson and Spreng, 1997), a total of 78 usable replies were
obtained, representing an above average response rate of 29
per cent. The number of received replies adhered to the
recommendation that the dataset should comprise at least ten
times the number of either the indicators of the most complex
formative construct (in this case methodology with four
indicators) or the largest number of antecedent constructs
leading to an endogenous construct (six value dimensions in
the competing model), whichever is greater (Barclay et al.,
1995). Finally, the usual tests of non-response bias (i.e.
limited follow-ups, comparison of early and late responses
etc.; Armstrong and Overton, 1977) were carried out and we
were satisfied as to the representativeness of the sample.

Measures and measurement

The research constructs were operationalised using a
combination/mixture of the scales already developed by
Patterson and Spreng (1997) and LeBlanc and Nguyen
(1999). These were contextualised and their content and face
validity tested during a two-stage exploratory study using a
panel of field experts according to the methods proposed by

348Tyler, K., Patton, M., Mongiello, M., & Meyer, D. (Eds.). (2007). Business to business services – multiple markets and multi-disciplinary perspectives for the twenty-first century : Multiple
markets and multi-disciplinary perspectives for the twenty-first century. ProQuest Ebook Central http://ebookcentral.proquest.com
Created from harrisburg-ebooks on 2020-11-24 13:01:41.

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Research Project Mid-term Paper Final

1 | P a g e

IMPLEMENTATION AGILE METHODOLOGY IN RETAIL DOMAIN

NAGA SRINIVAS GUNTUPALLI

GRAD695 RESEARCH PROJECT MID-TERM FINAL PAPER

Stephen Wall-Smith
101240000000000764
Absolutely NOT APA format

Research Project Mid-term Paper Final

2 | P a g e

Abstract

This paper gives a clear demonstration of resources that were used in explanation of

agile methodology and its usefulness in the retail companies. This research includes literature

review which talks of the past information about agile methodology. Literature review contains

work explaining the origin of this methodology. Paper also provides information of the authors

with correct citations and references which are been utilized for this research to make sure

research has added value towards the topic. Paper has mainly highlighted the problem and

causes for it along with it also covered solution to the concerned problem as a part of a strategy

to ensure who issues can resolved when it is implemented or executed with actions so this

makes sure who future processes can replace the current process to sustain in the industry with

competitiveness.

Key words: agile, lean, retail, user interfaces, requirements, e-commerce

Stephen Wall-Smith
101240000000000764
No NOT align the right margin.

Stephen Wall-Smith
101240000000000764
You need to be able to summarize your proposed solution.

Stephen Wall-Smith
101240000000000764
The

Stephen Wall-Smith
101240000000000764
The … etc. I corrected all this on your draft and do not see any reason to do it again.

Research Project Mid-term Paper Final

3 | P a g e

Table of contents

 Abstract



Background of the research project

 Problem statement

 Issues of the retail industry



Effects of the issues in the retail industry



Solution of the research on the problem

 Literature review

Implementation agile methodology

Lean Agile Methodology

Importance of agile in retail industry

o Argument on lean agile methodology

Four-phase model concept

 References

Stephen Wall-Smith
101240000000000764
Absolutely NOT APA format.

Research Project Mid-term Paper Final

4 | P a g e

Background of the research project

In response to the customer’s needs in retail sector has been urgent need for an

organized system. Customers’ perspectives are one of the growth determinants in the retail

sector. Welchs & Biggs, (2018) argues that in effort to grow, traditional retailers in

developing nations have been running up and down against a brick wall. In today’s retail

setting there is certainly no room for all retailers to grow. In order to do so, they need to

adopt new systems such as agile methodologies. This will enable them to overcome

organizational barriers such as strongly defined functional silos and long-established

comfortable ways of doing business.

The use of agile methodologies consists of agile models which has immense benefits,

enabling companies to capitalize on their scale while building relationship between

employees of the organization and customers. The model results into employee engagement

as well as customer centricity. Welchs & Biggs, (2018) further states that organizations that

have embraced agile methodologies have more doers, fewer managers, and as a result lowers

the costs of operations. The main essence of agile methodology is that it is a set of principles

that focuses on the ways of working not a dogmatic prescription to a particular challenge in

the operations environment of the business.

Stephen Wall-Smith
101240000000000764
Is this your real focus? Not all retailers all over the world, but those in developing nations.

Research Project Mid-term Paper Final

5 | P a g e

Problem Statement and Justification

Retail businesses have always been ‘customer first’ oriented. But this has not been the

case with the rise of multinational retail organizations. They focus more on corporate policies

at the expense of customer’s need. This has led to crippling business in most retail stores with

stiff competitions of new entrants in the industry. Challenges facing most retail organizations

today are attributed to the use of traditional approaches of doing business in a modern society

where all sectors embrace technologies. The common approach in the retail industry that has

been used over the years is waterfall methodology.

Issues of the retail industry

Retail tech insights journal, (2020) highlights some of the critical issues of the retail

sector. The industry faces the major challenge of continuous changing business environment

with unpredictable consequences on their business. Retail tech insights outline five major

challenges faced by retail industry which includes, customer retention, technology solutions,

inspiring and retaining employees, managing customer expectations, and internal

communication. There is need for a collaborative approach to streamline the operations of the

retail sector.

Stephen Wall-Smith
101240000000000764
Says what research?

Stephen Wall-Smith
101240000000000764
Are you referencing any particular article(s)?

Research Project Mid-term Paper Final

6 | P a g e

Effects of the issues in the retail industry

Retail business owners are likely to face serious consequences because of the issues

upon which they operate. McGodrick, (2003) explained that for the retail business owners to

understand the changing forces that affect their business there is need for clear understanding

of the operating environment. Currently there is rapid technological advancements in the

business world with ever changing customer’s expectations. Without aligning to this reality

cause a retail business to lag behind while overtaken by customer centric organizations. Not

understanding the changing business environment keep a retail business in the loop of

extinction because they are likely to be overwhelmed by market competition and massive

customers’ drifting.

Solution of the research on the problem

There has not been comprehensive focus on adoption of strategic approaches to solve

the issues of the retail industry. Santamaria, (2020) argues that retail businesses have a

tendency of trying any technology that comes their way without specific need to solve by the

technology. As result they have continually experienced challenges in streamlining their

business environment. There has not been any problem-solving focused approach by the

retail businesses which has in most cases landed their business in endless crisis. This research

highlights the importance of implementation of agile methodology in retail domain. The

important goal is establishment of customer retention model as well as employee engagement

techniques.

Stephen Wall-Smith
101240000000000764
No, this conclusion does not follow. What you stated previously is that retailers have applied technology inexpertly and without well-defined problems to solve. The conclusion to be drawn is that retailers need to define their problems better, FIRST to verify that technology is even the best solution, THEN they need to deploy technology expertly. From there, you MAY be able to make a case that “expertly” means “agile,” but that is not a simple deduction, either. Maybe “expertly” is MS Project and a Gantt chart. If that is not the case, you need to explain why it is not.

Stephen Wall-Smith
101240000000000764
You have yet to define what this is. I infer, based on some of what you have written, that it involves going online, but that is as much as I can figure … and one can have better and worse online retail experience.

Research Project Mid-term Paper Final

7 | P a g e

Literature Review

Implementation agile methodology

Most organizations are becoming more interested and eager to apply agile

methodologies in their business operations. This paper reviews implementation of agile

methodologies in retail domain. Among the sectors that have struggled to overcome business

barriers is the retail sector. The sector grapples with unpredictable business environment

which keep changing every now and then. More crucial is the continuous change in customer

tastes and preferences. Gradle, (2016) posits that retail organizations feels the increasing

pinch of unprecedented customer expectations which impacts negatively on their business

through shift in demand for their products. Implementation of agile methodology is

considered has the cure of retail issues by technology experts and business analysts.

Lean Agile Methodology

Lean agile methodology is very crucial to the manufacturing system since it reduces

the waste without sacrificing productivity, where the same concept applicable towards retail

system also. Here the customer will determine the value of the product by the amount they

are using to pay the product. According to Zhou, B. (2016) what adds value to the product

becomes clear whereby the factors that have no or less value been being taken away. The

principles of lean include eliminating waste, building quality, creating knowledge, deferring

commitment, delivering fast and respecting people so that the whole process can be

optimized. This concept has taken over the Chinese supply chain companies which includes

employment empowerment and utilize the of retail services in production when the

requirements are deployment with alignment of customer’s needs, necessities, and their wish

list.

According to Jaca et.al 2012 Lean methodology is not new it really derives from the

old systems such as e-commerce systems, where predecessors are the lineage of lean

Stephen Wall-Smith
101240000000000764
I thought the topic was retail. You will have to explicitly show me how this information applies to your industry.

Stephen Wall-Smith
101240000000000764
Highlight these. It would not be a bad idea to list their names and dates right here, in fact.

Stephen Wall-Smith
101240000000000764
Says what research?

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methodology which can be traced to Eli Whitney in the years of 1950s. ERP solutions with

help agile methodology can be a good fit in the retail industry where true integration of the

entire process of production can take place with standardized the flow of work in production.

All this integration where the source of lean methodology, it was initiated with these simple

integrations.

Importance of agile in retail industry

Agile incorporates the trends in the retail industry with the aim of promoting the

interconnectivity of the several aspects of the system to enhance the process is at pace

according to Kisperska-Moron et.al 2009. This increases productivity in the sector of retail

and the quality of the products is increased at the same time. The relationship between the

supplier ends to the product disposal end is made efficient whereby production is deployed in

a holistic manner with the inclusion of many companies.

Argument on lean agile

Goldman et al, 1995 argues that lean manufacturing was started as a concept of

describing the best practice inside the retail industry and experienced slow revolution but

today, the concept should be well utilized in the retail industry also. While the Lean

methodology has offered a well-structured collection of methods and enablers, agile retailing

should also be wide philosophy which started from the work of agile enterprise forum, which

is has its roots to the Lehigh University and was started in 1991. The work is well

documented in the 21st century manufacturing enterprise strategy. He says that the point of

departure for agile methodology is the increased unpredictability and dynamics of industrial

enterprise environment. The same concept is applicable in the retail industry also where

unpredictability had become more concern for the retail companies in dealing with

requirements of retail customers. He says that agility can be defined as the ability of

Stephen Wall-Smith
101240000000000764
This sentence does not make any sense in English. Are you trying to say that interconnectivity — whatever THAT is — is something that the retail industry needs and agile offers?

Stephen Wall-Smith
101240000000000764
Says what research?

Stephen Wall-Smith
101240000000000764
Define what “unpredictability” means for retail. Is it even the same as what it means for manufacturing? If not, are there points of contact?

Stephen Wall-Smith
101240000000000764
Um, no. I’ve called this error to your attention before. Fix it.

Stephen Wall-Smith
101240000000000764
How so?

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operating profitably in a competitive environment of continuous and unpredictably changing

customer opportunities.

Gunnison, (1996) says that agility is more than just the traditional organizational

flexibility interpretation. The organizational mastery of changes is in focus in the agile

organization; thus, knowledge and people are taken as the most crucial organizational assets.

In addition, the capability and organizational learning to reconfigure the business on a

continuing basis are key features of the agile enterprise, which is often associated with the

ability to intelligently innovate and invent new responses, that is to new markets and business

processes.

A retail project vision could comprise of a combination of agile and lean strategic

components suited to the specific circumstances of the industrial enterprise. The five-step

process aims at engaging employees and managers in a constructive dialogue that result to a

commonly shared appreciation of the need to change and a common vision of the operation

and structure of future production. There are three challenges that are associated with

formulating a retail vision, which is integrating different elements and perspectives of a

production system, ensuring a collaborative process with a high degree of participation, and

including innovative characteristics. These are areas that need serious future research.

A retail project vision could play various roles. When the corporate strategy is robust

and clear, the retail project vision will comprise of a blueprint for designing and designing of

a production system. However, when the environment is turbulent, a direct planning approach

can be applied (Gunasekaran, 2001). Two opposing retail project visions might serve as a

means of generating a constructive dialogue and could contribute to clarifications of

potentials ad direction for the whole company.

Stephen Wall-Smith
101240000000000764
I was hoping you might provide me some answers

Stephen Wall-Smith
101240000000000764
Why?

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Four-phase model concept

There literature has brought about the four-phase model. The first phase comprises of

the determining the different users targeted by the product and the functional perimeter with

the goal of obtaining the possible visions of the product. This phase lasts longer than the

demand analysis in the agile method extreme programming, that, one to three weeks; this

results to limitation in performing the in-depth research regarding users and their

circumstances. The same concept can be applicable to the retail domain companies which has

to follow agile methodology

There is another model known as the agile model driven development which was

developed by Ambler. In this model, the user interface expert is part if the agile team and

therefore must conform to the method pace. For this model to work, Ambler recommends that

anybody engaged should make effort in understanding the philosophy of another person’s

disciplines, in the interest of being able to work together (Deuff, & Cosquer,2013). He as

well points that the feedback relating to the usability needs to be considered in much the same

way as a technical problem.

The user interface experts do not have the time to stand back in the iterations and to

put forward a coherent HCI as they do with a conventional project. To defeat this

entanglement (loss of heading because of an absence of a worldwide vision), a few articles

propose having a cycle that is consistently committed to the worldwide intelligence of the

item. It appears to be critical to take note of a last point identifying with the assets.

Apparently the more the user interface specialists need to walk in sync with the engineers, the

less time they have ahead of time of the advancement eliminate to convey their work, and the

more prominent are the assets which must be

Stephen Wall-Smith
101240000000000764
why?

Stephen Wall-Smith
101240000000000764
which researcher(s), in particular? What are the phases?

Stephen Wall-Smith
101240000000000764
So far as I can tell, nothing in these paragraphs relates directly to your topic.

Stephen Wall-Smith
101240000000000764
how?

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References

 Bruce, M., Daly, L., & Towers, N. (2004). Lean or agile: a solution for supply chain

management in the textiles and clothing industry? International journal of operations

& production management.

 Deuff, D., & Cosquer, M. (2013). User-centered agile method. ProQuest E-book

Central https://ebookcentral.proquest.com

 Gunasekaran, A. (2001) (Page 346). Agile manufacturing: The 21st century

competitive strategy. https://ebookcentral.proquest.com/lib/harrisburg-

ebooks/reader.action?docID=320647&ppg=54

 Jaca, C., Viles, E., Mateo, R., & Santos, J. (2012). Components of sustainable

improvement systems: theory and practice. The TQM Journal.

 Kisperska-Moroń, D. (2010). Evolution of competencies of logistics and supply chain

managers. LogForum. Electronic Scientific Journal of Logistics, 6(3).

 Kisperska-Moron, D., & Swierczek, A. (2009). The agile capabilities of Polish

companies in the supply chain: An empirical study. International Journal of

Production Economics, 118(1), 217-224.

 Santamaria J, (2020) Meeting the changing needs of customers. A retail tech insights

journal. Merchandising edition

 Zhou, B. (2016). Lean principles, practices, and impacts: a study on small and

medium-sized enterprises (SMEs). Annals of Operations Research, 241(1-2), 457-

474.

 Batra, D. (2020). Job-Work Fit as a Determinant of the Acceptance of Large-Scale

Agile Methodology. Journal of Systems and Software, 110577.

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 Kraume, K., Voormanns, K., & Zhong, J. (2019). How a Global Customer Service

Leader is Using a Reference Model to Structure Its Transformation While Remaining

Fast and Agile. In The Art of Structuring (pp. 101-111). Springer, Cham.

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