Boots holds 30.2% of the market, and Superdrug, 6%. Both have premises in the UK, Boots having 1,464 stores in the UK, Norway, Netherlands and Italy with Superdrug currently having 703 outlets trading from more than 2 million square feet of retail space with an aim to have 1000 by 2009.
Superdrug has announced it will spend £9 million on a store makeover programme in 2007/8, and plans to open eight new stores with a new pink concept store in every major UK city i.e. London, Manchester and Leeds.
2.2.1. UK Health and Beauty retailers, number of outlets per enterprise by sub-sector, 2000-2004
Source: Mintel
Including Boots there were just under 16,000 health and beauty stores trading in the UK in 2004. According to the , there were 12,331 pharmacies in Britain, as at March 2006. The difference between this figure and the one shown in the table above is largely accounted for by Boots. This figure suggests a provision of around one pharmacy per 4,850 inhabitants. (Mintel Report – Health and Beauty Retailing).
2.2.2. Regional Variations
If Boots or Superdrug want to expand in a certain area, there are no obvious regional variations in the marketplace. As pharmacy products are widely available and distributed through a range of retail outlets, the Government’s regulation of the industry also ensures that pharmacies are located throughout the UK. According to the Office of Fair Trading’s (OFT’s) report on pharmacies, published in March 2003, the UK is well served geographically by pharmacies. The report showed that most people live within a short distance of a community pharmacy (CP). Indeed, 79% of people in Great Britain have a CP within one kilometre of their home and 47% have a pharmacy within 500 metres. Furthermore, around nine out of ten people consider it easy to get to a pharmacy from their home, and 86% consider access to a pharmacy easy from their general practitioner (GP). In practice, for at least half of the cases, prescriptions are picked up following a visit to a GP from a pharmacy near the surgery. Around 98% of GPs have a community pharmacy within one kilometre and around 75% have one within a short walk of 300 metres.
(Keynote report – Retail Chemists and Drugstores)
2.3. Retail Image, Positioning and Reputation
We can sum up retail image, positioning and reputation through ‘Brand Awareness’. Boots and Superdrug both develop their brand through the general layout and appearance of their stores, their customer service, and through word of mouth. Brand wise, Boots has proven to be more popular through its marketing techniques – Advertising on television, on bus stops and at train stations, with an increasing number of in-store promotions, and visibly lower price on most products, unlike Superdrug who do not seem to be focusing on such methods.
Superdrug is currently seen as the alternative to retailers such as Boots whose aim is to
‘Delivering products that help people look and feel their best’ (Boots plc).
Superdrugs contrasting aim is to be `the customer's favourite, up-to-the-minute health and beauty shop, loved for its value, choice, friendliness and fun '(Key Notes).
With this stated both entities strive to have different brand images, Boot’s emphasis being on quality and care and Superdrug’s focusing on value for money, this is why there is a slight gap in regards to their positions on the map below.
2.4. Store Design
A study shown by Adcock (see figure 1.1) illustrates shopper’s patronage and the possible outcomes, the store design seems to greatly effect customers purchase decisions. This in itself has a correlation with the concept of store image, the consequence being that to be able to enhance a customer’s shopping experience the store design is a key tool.
Figure 1.1
Source: Mehrabian, A. and Russell,J.A.,
Boots is competing directly with Superdrug in the market, so the key issue is to differentiate their strategy in terms of store layout..
2.4.1 Similarities
Part of Boots strategy is to use on-shelf-display which has an impact on the buyer’s purchasing decision through the AIDA model (Awareness, Interest, Desire and Action) and SOR model (stimulus-organism-response) shows that shopper’s behaviour is influenced by all stimuli sensed by shopper. Boots features special promotional offers, for example: ‘save 20%’; and Superdrug may use: ‘1/2 off of Olay’.
The layouts of the stores are similar and structured as a grid pattern (see figure 1.2), although the stores have changed over the past decades due to technological factors. Adcock reinforces that the high degree of traffic in stores is due to the routes through the store but there is a difference as Superdrug operates on a smaller scale compared to Boots.
Boots layout has developed in regard to services that now offer a: Pharmacy, Optitions and Photo Processing when compared to Superdrug who do not have as many services available. However, the pharmacy section can be further split into two sections: Health (Supplements) and Medicine (Prescriptions etc). The pharmacy encounters a free flow of traffic when collecting prescriptions, this is a successful method of providing a service effectively.
Figure 1.2
Source: S. Malcolm, Retail Marketing, Thomson Learning 2007, published 2002
2.4.2 Differences
Research shows a change in store layout according to Boots ‘as it was easy to get about in the store and find the things you are looking for, my attention was drawn to the range of lipsticks neatly displayed’ (taken from the website ), in comparison to Superdrug ‘Superdrug is a fairly small shop in my town. This shop is fairly small the aisles between the shelving quite narrow. The shelves look a little cluttered’ (taken from the website http://www.ciao.co.uk/Superdrug_Shop__Review_5355508). I can infer from this that Boots display and recovery is maintained to a high standard for merchandise presentation and is ongoing throughout the day.
Reynolds and Beatty (1999) ‘explain this in terms of the fact that in smaller stores there is more opportunity for a given customer to interact with the same salesperson over repeated sales encounters’. Superdrug does not seem to adopt this approach (see Appendix ???) whereas Boots on the other hand are able to enforce this concept irrespective of its size. (see Appendix ????).
Kotler (1973) defines ‘the effort to design buying environments to produce specific emotional effects in the buyer and enhance purchase probability’. In this context Superdrug focuses less on the shop floor and on completing tasks, however Boots selling is to develop customer relationships (see Appendix ???) and encourage repeat sales.
2.5. Product Assortment
Both Superdrug and Boots know that the product assortment i.e. the full range of products on offer to the shopper is very important. The retail chemists and drugstores market can be divided into three sectors: retail chemists; drugstores; and in-store pharmacies. The pharmaceutical market can be broadly divided into two main sectors: prescription-only medicines (POMs) and OTC pharmaceuticals.
2.5.1. Prescription-Only Medicines
POMs are available only on prescription from a qualified doctor or dentist and can be dispensed only through a registered pharmacy. These products cannot be advertised to the general public.
2.5.2 Over-the-Counter Pharmaceuticals
Also referred to as ‘proprietary pharmaceuticals’, OTC pharmaceuticals may be purchased without a prescription. OTC products can be divided into two main categories:
2.5.2.1. Prescription Products
These can be sold only in registered chemists by, or in the presence of a qualified pharmacist.
2.5.2.2. General Sales List (GSL) products
The legislation regarding the retail distribution of these products is more relaxed. In addition to retail chemists, GSL products may be sold in outlets such as drugstores, supermarkets, confectionery, tobacconists and newsagents (CTNs), independent grocers and other such retailers.
2.5.3. Other Products
Retail chemists and drugstores supply a range of other healthcare products in addition to pharmaceuticals:
2.5.3.1. Other Healthcare Products
These include food supplements and alternative medicines or remedies, such as herbal remedies, homeopathic remedies, natural remedies and aromatherapy products.
2.5.3.2. Personal-care Products
In addition to healthcare and pharmaceutical products, chemists and drugstores stock a wide range of personal-care items, such as toiletries and cosmetics, and goods such as optical products, baby-care items, sanitary protection and contraceptives.
2.5.3.3. Other Products
A number of retail chemists and drugstores sell a range of other products, such as gifts, household goods and electrical goods.
Boots product Assortment consists of: Healthcare, OTC Medicines (NHS and private healthcare), vitamin supplements and/or herbal supplements and camera films. Trading from more than 2 million square feet of retail space, there is an additional ambitious move to the south of Ireland to double its number of central London stores. Superdrug on the other hand pitches itself as a value health and beauty retailer. The chains product offer spans some 10,000 lines. In addition to core health and beauty many stores sell perfumes, prescription medicines, dietary supplements, drinks and snacks, newspapers and magazines, baby toiletries and food and household goods.
Superdrugs product offer also includes personal care electricals such as foot spas and hair styling, as well as home accessories ranging from kettles and toasters to interior decoration. Recent additions to the offer include insurance in cooperation with Insure & Go and fashion jewellery and accessories under the exclusive ‘True Spirit’ brand, launched in July 2005.
Superdrug Own brand Ranges specifically include: Vitamin E - Skincare with anti-oxidant vitamin E , Optimum - Anti-ageing skincare Tea tree Skincare with antiseptic, Tea Tree oil Hair removal - A range of 13 hair removal products. Anti-bacterial - Skincare & shower care products with anti-bacterial agents, Clarity Skincare - with anti-bacterial agents, Kids hair care - Children’s hair care range and Expertise - Hair Styling range.
2.5.4. Further Radical Changes Possible
As reported in The Times on 6th January 2006, pharmacies could be given powers to offer general practitioner (GP) services under plans drawn up by Tony Blair’s (former prime ministers) health policy adviser. Professor Paul Corrigan published a report which said that doctors could run surgeries at Boots or other private providers, such as BUPA, at times and places more convenient to patients. The newspaper reported that Corrigan believes that GP practices are already like small businesses, so to extend their services from conventional surgeries to other private settings was a logical step. Corrigan believes that pharmacies and private companies can offer more services, such as injections, that are traditionally the domain of the GP. However, GPs, whether working in a pharmacy or conventional surgery, would retain the power to refer patients to hospital.
(Taken from a Mintel report on Health and Beauty Retailing -UK-June 2006 and Keynote report on Retail Chemist and Drugstores – UK March 2006)
2.6. Own Brands
Boots own brands have proven very successful in Boots mission of market growth. The Boots brands include product ranges such as No7, Soltan and Botanics. Superdrug do not have a direct product own brand but operate under its company name. Superdrug use 1400 of its own brand products.
One critical success factor of Boots own brands is that they have persued and established their own brands internationally. They have not only appealed to international customers, but pharmacists and potential partners. In order for Superdrug to increase its share in the market it needs to pursue its own brand status overseas. Another factor to consider is Boots use high-involvement product in terms of its cosmetics and Superdrug use low product involvement. By using high product involvement its helps identify those aspects of the consumers’ personality and therefore makes the product feel more open and direct to the consumer.
Boots own brands have been very successful their premium brands were up +9% along with No.7 up 12% according to Interim Results 2005/06. It is essential that Boots maintains a strong brand image and continue to expand on its product range. Superdrug need to make extensive improvements to keep up with Boots and increase the amount of own brand goods it stocks in comparison to Boots 2500 products.
2.7. Retail Promotion
Promotion is “a method of increasing sales of merchandise through advertising; any activity designed to enhance sales.” (An Advertising Glossary, 2002). The constant factors of promotion make up the ‘Promotional Mix’, which consists of Store-based and Market-based techniques
2.7.1. Store-based
2.7.1.1. Point Of Sale Display
Boots and Superdrug both use this method, advertising products in-store, with the aim to tempt existing customers to purchase.
2.7.1.2. Personal Selling
When a customer walks into Boots, they are almost surrounded by product representatives, offering samples and information on new products, inviting and persuading to try and buy. This is the most common way Boots tends to sell Makeup and perfume. Superdrug on the other hand, tend to leave this to in-store sales promotion and advertising. Boots personal touch seems to be a more efficient way of promoting the product, primarily due to language of persuasion and building a relationship with the consumer.
2.7.1.3. In-store Sales Promotion
Both Boots and Superdrug tend to utilise this promotion technique through offers in-store such as ‘Buy One Get One Free’ and ‘2 for 3’. This is a very effective method as customers will be more attracted to money-saving offers and products.
2.7.1.4. In-store Advertising
2.7.1.5. The Retail Sale
- Market-based
2.7.2.1. Advertising
Advertising new, exclusive or superior products enables Boots and Superdrug to increase sales by emphasising the use of them through paid media. ‘Markdown Event Advertising’ promotes periods of a series of lower priced products, and other promotional offers. It stimulates consumers to purchase. Boots and Superdrug both also tend to take part in ‘Vertical Co-operative Advertising’, where a product advertised elsewhere (i.e. on TV), will state ‘Only available in Boots (or Superdrug).
2.7.2.2. Sales Promotion
Again, both Superdrug and Boots display use of this type of promotion, through coupons, free samples, banded packs, and demonstrations outside the store. These encourage customers to try new products, developing a liking and repeat purchase of them.
2.7.2.3. Direct Marketing
2.7.2.4. Sponsorship
2.7.2.5. Public Relations
The company uses external media to develop a good reputation to the general public. This can be through press releases, editorial comments, sponsorships and magazines. Through these Medias, Boots and Superdrug can maintain an ethical image, to attract and sustain customers.
2.7.2.6. Exterior Design
2.8. Customer Service
"Customer Service is the commitment to providing value added services to external and internal customers, including attitude knowledge, technical support and quality of service in a timely manner"(Customer Service Manager: 2005).
The internal customer’s that work for the stores staff consist of supervisors, team managers, assistant manager, store manager, area manager, security guard, cleaners, suppliers and general employees ‘sales assistant’. The external customers that purchase products or services consist of the general public.
2.8.1. Internal Analysis
To analyse customer service in stores, their customer service techniques must be studied critically. A store uses the following techniques for customer service:
2.8.1.1. Mystery shoppers
The plus point of this method is that staff is not aware of when this person might come. Therefore it is an accurate picture of how staff interact and behave with customer. Another advantage is that staff have to be at their best always as anyone can come in anytime to assess their performance. This assessment shows the performance rating of that particular store and every store tries to achieve the best results.
However the problems of this method can be that on particularly busy days such as holiday periods where there could be high absenteeism or holiday allocations, the results would not be accurate in showing the actual working performance of the shop (refer to Appendix 8).
2.8.1.2. Training
It is also an advantage because it increases employee motivation and interest at work which tends to encourage longevity of service. The problems however include the time needed to carry out staff training and also the costs in terms of money spent on it. It is one of the most important methods of assessing customer service though because it is beneficial for both employers and employees (refer to Appendix 8).
2.8.1.3. Appraisals
The advantages of the method include a clear identification of the problems and the good points of staff members. Also making employees feel that they are recognised for their good work and are also accountable.
Some of the problems that can occur are due to the way appraisals are carried out. They can be biased or at times inaccurate, employees may be unclear about the appraisal process and will therefore need guidance.
The importance in this case is to develop use of friendly and more focussed appraisals; preferably 360 degree appraisals. This should reduce bias as everyone has the chance to input their own opinions and a more accurate result can be attained (refer to Appendix 1).
2.8.1.4. Complaint Procedures
Boots employees have revealed that customer complaints are handled by staff who are ‘customer representatives’ in the shop. These staff members collect or report information provided by customers on what issues they are concerned with. The information is passed on to higher/senior managers to then take appropriate action.
The advantage would be it offers solutions to customer problems, plus customers feel they have a say in the way services are performed which can develops customer loyalty.
It is however, extremely important for every store to have such a procedure to identify customer responses and concerns to be well adhered to in time (refer to Appendix 2).
2.8.2. External Analysis
2.8.2.1. Excellent Customer Service
Both organisations Customers rated customer service as excellent, this is the best result for them but highly significant for the company as it shows how customers perceive the firm.
The advantage of receiving the information is to be able to strengthen the plus points in the customer service departments and minimise the problems areas. Although, customers’ complaints may be difficult to rectify in terms of costs, technological constraints or supplier based issues.
The important fact, however, is to be able to solve and offer the best solution to the customer within the boundaries and limitations of the firm and still keep them happy (refer to Appendix 3).
2.8.2.2. Employee politeness
In response to the question on employees politeness, a high percentage reported that staff were impolite. This is a concern for stores as they must review their staff training and services in the store to further assess the validity of the response and how it can be resolved and improved. The fact that it’s a high percentage means it should be considered very seriously (refer to Appendix 4).
2.8.2.3. Good customer relationships
Customers considered both to have good customer relationships and that this was the most effective aspect of customer services. This should then be an important factor for customer services in stores as well as customer perception (refer to Appendix 5).
2.8.2.4. Instant service
The second most important aspect of customer services was rated on instant service. This should be the second most important factor to improve on for stores as the customers define what stores should do to satisfy and make them (customer) happy (refer to Appendix 5).
2.9. Customer Loyalty Scheme
Studies explain the concept ‘ ‘loyalty’ conjures up various notions of affection, fidelity or commitment’ McGoldrick and Andre (1997). This is significant in regards to Boots’ customers as it enables a two-way communication process, this does not seem to exist from primary research taken out on Superdrugs customers (SEE APPENDIX).
Boots have been working hard to ensure that more people appreciate the excellent value offered by the advantage card. Boots are also working hard on using the information they get from the card to drive sales. The aim with creating the Boots advantage card system is to monitor customer buying habits and target effective promotions. Cardholders visit stores more often than customers without a card - and tend to spend more.
Boots already have 14 million active cardholders - but that still leaves many of Boots regular customers without one. Throughout the year Boots have added one million new cardholders.
Superdrug currently is operating a business without any loyalty schemes in place and should probably look into implementing this in the near future.
According to Dowling and Uncles (1998) they suggest that ‘the beliefs held by suppliers about their customers are at best too general and at worst actually wrong in many markets’. This is evident in Superdrugs lack of a loyalty scheme card which leaves them restricted in this area.
Referring to (Appendix ????) it indicates that a majority of customers in the survey have access to a Boots loyalty card that rewards customers with points or vouchers. This is crucial to Boots retaining current card holders and gaining new users from possible competition.
Boots have confirmed a record year for its loyalty scheme the Boots Advantage Card. Boots gained 15 million customers with Advantage card membership. The loyalty scheme has proven a great tool in the understanding of segmentations by monitoring customer spending and building segment profiles. Wind (1982) identified six loyalty segments:
- Current loyal users who will continue to purchase the brand
- Current customers who might switch brands to reduce consumption
- Occasional users who might be persuaded to increase consumption with the right incentives
- Occasional users who might decrease consumption because of competitors’ offering
- Non-users who might buy the brand if it was modified
- Non-users with strong negative attitudes that are unlikely to change.
Pettitt (2005) pg 121
Most Boots customers fall under category one and they have rewarded this group by launching its Boots Health and Parenting Club. This was important in sustaining and gaining customers. Superdrug who do not have a loyalty scheme would fall under four as their pricing is the only thing keeping its customers in retention. Boots closest competitors are the Tesco Clubcard and Sainsbury Nectar, especially within the pharmaceutical retail. Boots loyalty scheme gives it a far better competitive advantage over Superdrug as it is able to reward loyal customers, generate information and manipulate consumer behaviour. O’Mally (1998)
The Chief Executive, Richard Baker quotes "It has always been popular with beauty customers and through our launch of the Health Club and Parenting Club even more customers are enjoying its benefits. The Card is a real driver of customer loyalty at Boots and we aim to continue making it an essential item in the nation's purse." (Alliance Boots)
Recommendation
3.1. Recommendation
Customer service is the main focus for Superdrug, enabling them to sell and market their products. They rely on the skills of their employees to bring in more customers, increasing their sales and market share. It is therefore extremely important to maintain good customer service.
3.1.2. Improvements:
Customer service starts with employees and ends with the customer. Superdrug’s employees are the major link between the company and the customer, so a good relationship with both is essential.
3.1.2.1. Staff motivation
If staff are motivated, customer service will improve. Superdrug should therefore focus more on making staff more interested in their work, by using tools such as: staff competitions and incentives such as financial rewards. Staff motivation will create a fun, open, interactive atmosphere, making customers feel more welcome and at ease, resulting in repeat visits.
3.1.2.2. Staff training
Better performance at work can be achieved by staff training. Superdrug already has an extensive on-the-job induction training program and offers off-the-job training to senior positioned staff as well. The company focuses on elaborate teaming programs for a few weeks every year, which brushes up employee’s skills and knowledge to increase motivation.
3.1.2.3. Recruitment
When recruiting, Superdrug has two options: inexperienced/unskilled staff; and experienced/skilled staff. The latter may seem the easier option but specialised staff are difficult to find, and their wages will need to be higher. On the other hand, training staff helps them to develop and grow with the firm.
3.1.2.4. Quality
Quality is the backbone of Superdrug’s operation, which customers rely on. To ensure this, Superdrug should be up to date to offer quality assurance to customers.
3.1.2.4.1. Quality Maintenance
Quality can be maintained in a number of ways such as:
3.1.2.4.2. Quality Circles
Quality circles are a team of employees designated to monitor, assess and improve the quality of products. By focusing on quality circles, Superdrug will be able to offer a better quality network to its customers, improving customer service.
This is a part of the quality circles and procedures activity but it is crucial to the company as their customer happiness and sales on being able to offer fault few products at all times. If the company focuses on fault assessment at all levels/departments of the company they would no doubt be able to offer the best to their customer. They must determine their approved standards at all levels of product development, marketing sales so that staff can all participate in identifying faults and rectifying at different levels in the company.
Feedback/research
To learn more about what customers perceive of customer service and quality in stores, the company should focus on acquiring information on 360 degree perspective. This means feedback from everyone including customers, staff, suppliers, and the community.
This can be done in a number of ways:
Feedback from employees
Employees can provide feedback to the company on their perspective on customer service and their suggestions on how they think it should and can be improved this would be useful as employees will give realistic and workable solution because they know the limitations of the firm and know what is and is not possible for stores.
Suggestion boxes
These can be set up at the counters or at a business customer area where people can take a form and fill it in to offer their comments suggestions and feedback on different aspects of the stores operations and working. This would be the customer’s perspective on aspects viewed by the staff already and would pinpoint to staff in how customer view what the staff perceive. This is a good way of making changes in activities in store.
Complaints procedures
This can be a continuation of the suggestion forms but kept separate from it to be dealt by the staff and feedback noted to make future decisions and leading from mistakes.
A happy customer is the target for stores so complaints should be taken seriously and all complaints dealt with promptly and efficiently.
Location recommendation
Boots appear to have more than enough retail locations with 1,464 stores to choose from and maybe need to concentrate on those least profitable and focus on the determinants that are effecting their performance. As shown above Boots have a strong dominance in the market due to their sheer magnitude and profits so need to consider the implications of being such a large entity and the disadvantages that do tend to come with larger organisations. That being diseconomies of scale, Boots is the head and has several subsidiaries to govern accordingly, to keep their current hold there is a necessary need to self assess their market position before any more plans of expansions.
In regard to Superdrug there has already been plans and mention of an expansion programme to keep up with competitors and reach objectives to maintain a higher share in the market. The plans highlighted do seem essential to ‘fend off’ competitors and gain real market share growth for the future as main food retailers such as Tesco and Sainsbury’s are beginning to delve in to the Pharmacy trade as well as selling beauty and hair care products usually seen in a Boots or Superdrug store. Superdrug appear to be on the right track to attain their objectives of greater profitability and with shrewd investment be able to challenge Boots’s control over the market.
Product assortment recommendation
With the ‘Further Radical Changes Possible’ seemingly near, Boots is given a great opportunity to research and plan for the possible product assortment that could be open to them in the near distant future. It is imperative for them to keep a close eye on the impeding reforms that the government are very likely to make in the market, due to the growing demand found in the NHS. A large organisation such as Boots possibly has more than one legal division that tends to probable transitions in legislation to either benefit or hinder their performance, with this stated it should be relatively straightforward for Boots to get to grips with any future amendments and react favourably to further add to their profitability.
Superdrug will also need to pay close attention to the forthcoming reforms that seem imminent for the market. As they are relatively small compared to that of Boots, it would be in their best interests to research and plan for any possible product lines or services that could be added in the future to fully utilise the opportunity at hand. Superdrug has already investment plans for expansion and re-designing of the majority of their stores, which does imply that there would not be sufficient amount of funds to research this area completely. In this case it would be advisable for Superdrug to attentive and plan further on in the future post their expansion and redesign, to be able to keep on top of all ventures.
Own Brand Recommendation
Superdrug need to increase their appeal in order to attract international recognition this can be achieved by promoting itself to international partners and suppliers.
Use high product involvement methods to increase the reputation of its own brand image. By doing this they will receive better retention of customers as they will feel they have gained more on a personal level. Superdrug can do this by setting up in-store booths for its specific cosmetic own brand products.
Bibliography
Bibliography
Websites:
Michael J. Motto Advertising and Public Relations (2002) An Advertising Glossary [Online]. Available at [Accessed 20th February]
Know This.com (2008) Principles of Marketing – Promotion Decisions [Online]. Available at [Accessed 20th February]
Alliance Boots (2006).Boots employees earn £6.5 million share reward. [Online].Available at: [Accessed 7th February]
Alliance Boots (2008).Boots supply manual. [Online].Available at:
[Accessed 7th February]
Hofmann, Olivier (2006). Consumer trends: Spare cash goes on looking good. [Online].Available at: [Accessed 23rd February]
Rexam (2008). Rexam’s Embedded RFID Bottles Support a Safe and Secure Supply Chain for the Pharmaceutical Industry. [Online] Available at:
[Accessed15th January]
Redston Anne (2007). Who will pay for the price cut? [Online] Available at: [Accessed15th January]
Environmental Services Association (2007). Implementing the WEEE Directive. [Online] Available at: [Accessed 5th January]
IGD Retail Analysis (2008). Superdrug Invests in Cosmetics. [Online] Available at: [Accessed 5th January]
Biz/ed (2008). A look at a key feature of Boots’ business. [Online] Available at: [Accessed 15th January]
Superdrug (2008). [Online] Available at: [Accessed 17th January]
Alliance Boots (2007). Alliance Boots Preliminary Results [Online] Available at:
[Accessed 26th February]
Biz/ed (2008). Recent Marketing Campaign [Online] Available at: [Accessed 15th January]
Biz/ed (2008). Superdrug launches price offensive [Online] Available at: [Accessed 15th January]
IGD Retail Analysis (2008). Summary Information [Online] Available at: [Accessed 21st January]
IGD Retail Analysis (2008). Superdrug to launch beauty magazine [Online] Available at:
[Accessed 21st January]
IGD Retail Analysis (2008). Superdrug invests in cosmetics [Online] Available at:
[Accessed 21st January]
IGD Retail Analysis (2008). Beauty strategy benefits Superdrug [Online] Available at:
[Accessed 21st January]
IGD Retail Analysis (2008). Summary Information [Online] Available at: [Accessed 25th February]
CSM (2005). Definition of Customer Service [Online]. Available at: [Accessed 29th February]
Reports:
Key Notes (2006). Retail Chemists and Drugstores [Online] Available at: [Accessed 25th February]
Journals:
Dowling, G.R. and Uncles, M. 1997 Do Customer Loyalty Programmes Really Work? Sloan Management Review, Summer, 71-82
McGoldrick, P. J. and Andre, E. 1997 Consumer Misbehaviour: Promiscuity or Loyalty in Grocery Shopping, Journal of Retailing and Customer Service, 4, 2, 73-81
Mehrabian, A. and Russell, J.A. 1974 An Approach to Environmental Psychology, MIT Press, Boston
Kotler, P. 1973 Atmospherics as a Marketing Tool, Journal of Retailing, 49, 48-61
Reynolds, K.E. and Beauty, S.E. 1999 Customer Benefits and Company Consequences of Customer-Salesperson Relationships in Retailing, Journal of Retailing, 75, 1, 11-31
Books:
S. Malcolm, Retail Marketing, Thomson Learning 2007, published 2002
M.Sullivan and D.Adcock Retail Marketing by George Davis (Once of Next)
Frances Brassingston and Stephen Pettitt, 2005, Essentials of Marketing, Pearson Eductation
Appendices
Appendix 1 - Appraisals
Boots
Superdrug
Appendix 2 – Complaint Procedures
Boots
Superdrug
Appendix 3 – Customer Service
Boots
Superdrug
Appendix 4 – Employee Politeness
Boots
Superdrug
Appendix 5 – Good Customer Relationships
Boots
Superdrug
Appendix 6 – Customer Service Counter
Boots
Superdrug
Appendix 7 – Loyalty Scheme Card
Boots
Superdrug
Appendix 8 – Mystery Shoppers
Boots
Superdrug
Appendix 9 – Training
Boots
Superdrug
Appendix 10 – Group Meeting Log
Part A: Details of Members in the Group
Part B: Meeting Log
Signed……………………………….………… Dated……….…………………………………
Signed……………………………….………… Dated……….…………………………………
Signed……………………………….………… Dated……….…………………………………
Signed……………………………….………… Dated……….…………………………………
Signed……………………………….………… Dated……….…………………………………
Appendix 11 – Skills Sheets
Reflection on the key skills developed by this assignment
Finally, please outline what steps you will be taking to develop these capabilities further as a consequence of completing this assignment:
Each key skill I have developed in this assignment will be useful to me in the future, especially in working life after university. Developing these skills in future assignments will be the first step in taking these capabilities further in general.
Signed……………………………….………… Dated……….…………………………………
Reflection on the key skills developed by this assignment
Finally, please outline what steps you will be taking to develop these capabilities further as a consequence of completing this assignment:
I will try to enhance my IT Skills, in power point and the publisher works applications.
Signed……………………………….………… Dated……….…………………………………
Reflection on the key skills developed by this assignment
Finally, please outline what steps you will be taking to develop these capabilities further as a consequence of completing this assignment:
Each key skill I have developed in this assignment will be useful to me in the future, especially in working life after university. Developing these skills in future assignments will be the first step in taking these capabilities further in general.
Signed……………………………….………… Dated……….…………………………………
By Sophia Alakija, Daniel Alvarez, Esther Mpalanyi, Shivani Rajani & Michelle Williams
