Non-consumer based drivers of store success in a South African food retail group

Vleggaar, M.; Smit, E. V.D.M. Article Non-consumer based drivers of store success in a South African food retail group South African Journal of Business Management Provided in Cooperation with: University of Stellenbosch Business School (USB), Bellville, South Africa Suggested Citation: Vleggaar, M.; Smit, E. V.D.M. (2012) : Non-consumer based drivers of store success in a South African food retail group, South African Journal of Business Management, ISSN 2078-5976, African Online Scientific Information Systems (AOSIS), Cape Town, Vol. 43, Iss. 4, pp. 55-72, https://doi.org/10.4102/sajbm.v43i4.482 This Version is available at: https://hdl.handle.net/10419/218500 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ S.Afr.J.Bus.Manage.2012,43(4) 55 Non-consumer based drivers of store success in a South African food retail group M Vleggaar and EvdM Smit* University of Stellenbosch Business School, PO Box 610, Bellville 7535, Republic of South Africa [email protected] and [email protected] Received September 2012 The research objective of this study was to determine the key drivers of store success in a large food retail group in South Africa. The group currently operates in excess of 800 stores, managed by independent retailers on a franchise basis. Both the biographical details of the store owners and their management styles, demonstrate considerable variability. The effects of six categories of explanatory variables were related to two overall measures of store success – sales growth and an internal measure of store performance – first pairwise and second, by stepwise multiple regression. The bibliographical profiles of the owners, with the exception of age and marketing experience did not predict store success, nor did the family history or number of stores owned. The legal form of ownership had no influence on performance either. As far as competition is concerned, specific competitors and competition density did not contribute to success, but the distance to the nearest competition was positively related to store performance. The implementation of category management and an increased frequency of stock take, as examples of operational procedures, were positively associated with performance. Two leadership styles, one related to a clear articulation of values and the other to the management of deviations from set goals did positively impact on store performance. Active participation in the local community was also reflected in improved store performance. Disappointingly, there was little evidence of significant relationships between retail sales growth and the selected variables. The multivariate model, however, explained approximately twenty per cent of the store performance measurements. *To whom all correspondence should be addressed. Introduction The concept of voluntary trading, uniting the efforts of both the independent retailer and wholesaler, first took hold in the late 1920’s in North America. It has been a long held belief that the independence of the store owners is one of their key strengths, and that the owner-based model transpires into a more effective and hands-on approach to managing a retail store. Most large supermarket groups, however, run on a corporate model, where a single entity owns all the retail stores and employs managers to run the daily aspects of the stores. The centralised model means that the parent body heavily influences the drivers of success at store level. In a franchise model the success of the independent retailers and their stores is critical to the success of the group as a whole. Because of this, the group places emphasis on ensuring that the right calibre people buy their stores, and provides support to their retailers through a network of distribution centres. The group measures store performance on factors such as sales growth, adherence to various store standards, results from internal quality measures, market share growth and overall financial stability and profitability. This study examined a sample selected from 685 store owners in South Africa, and attempted to correlate measures of store success with some traditional, and also some hypothesised, success drivers. The aim was to investigate what drives superior store performance in the group, and the role played by the store owner in achieving this success through a comprehensive analysis of the drivers of success in an independently owned supermarket. While, as pointed out Silvestro and Cross (2000), commonly held beliefs about successful stores may not always hold true, the fundamental business areas of marketing skills, organisational skills, logistical skills, management information system skills, accounting skills, and rank and file worker issues, as identified by Salmon (1989) sum up in broad terms the potential drivers of store success. The Service Profit Chain Framework identified by Heskett, Sasser and Schlesinger (1997) and further elaborated on by Stodnick (2005), identifies the importance of management practices, employee satisfaction and customer loyalty in driving store success. For the purpose of this study, the focus was placed on specific management practices and owner characteristics, with customer loyalty resulting from a well-run store. A key objective of this study was to develop insights into the contributions of owner characteristics, store 56 S.Afr.J.Bus.Manage.2012,43(4) characteristics and operational procedures, staff management practices, community involvement and different leadership styles in determining store success. This information may be valuable in selecting future franchise holders. The aim of the study, however, was not to test competing theories related to the different drivers of success. Section 2 summarizes the current academic thinking on store success, Section 3 elaborates on the research process and data collection and Section 4 discusses the modelling and findings. Section 5 summarizes and concludes. Literature review Key drivers of store success Cottrell (1973) proposed that environmental differences impacting on store performance should be taken into account when measuring performance across a group of stores and consequently evaluated the impact of the external environment on performance measures through considering factors such as social, demographic and economic parameters, and by studying the impact of competition in the surrounding area. He also considered the impact of the internal store environment on performance measures by analysing the impact of store price level, level of managerial activity and length of opening hours. Kumar and Karande (2000) extended the analysis by including explanatory variables such as increased service levels at the checkouts, 24 hour shopping facilities, double and triple couponing and the range of non-food items found in the grocery store. On a more integrated level, Reinartz and Kumar (1999) hypothesised that grocery store performance is influenced by four key variables: store characteristics, market potential characteristics, consumer characteristics and competition. They demonstrated that few studies integrate all these variables effectively, if at all and concluded that store location has the biggest influence on store performance, and that stores in densely populated areas outperform those in less urbanised environments. Stores pull customers disproportionally from people living in the immediate area. Salmon (1989) focussed on the specific skill sets required by employees in retailing to allow for effective execution, which in turn would distinguish a winning company from a losing company. Marketing skills, organisational skills, logistical skills, management information system skills, accounting skills, and rank and file worker changes are identified as key factors required for retailing success. Earlier Hise, Gable, Kelly and McDonald (1983) reviewed eighteen variables to explain store performance. The variables were divided into four distinct sub-sections, namely store manager variables, store variables, competitive variables and location variables and were further classified as either controllable or uncontrollable, short run or long run, and reversible or irreversible. Stodnick (2005) set out to identify the reasons for differences in store performance across various retail outlets in a women’s specialty retail chain. The similarities between a specialty retail chain and grocery retail chain may not seem obvious at first. Both, however, are united by the vision of providing superior levels of customer service as a differentiating factor. The study used the Service Profit Chain framework to determine relationships between four interrelated variables, namely management actions (such as training), employee effects (such as satisfaction), customer findings (such as perceived quality and value) and market outcomes (such as sales growth and profitability). Both the framework used by Stodnick (2005) and the Service Profit Chain developed by Heskett et al. (2008) aim to develop relationships between store profitability and sales growth, customer loyalty, employee satisfaction, employee loyalty and overall productivity following Silvestro and Cross (2000) who had demonstrated correlations between profit and customer loyalty, customer satisfaction, service value, internal service value, output quality and productivity in a leading British supermarket chain. Hesket et al. (2008: 120) described the links in the Service Profit Chain as follows: “Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer satisfaction. Satisfaction is largely influenced by the value of services provided to customers. Satisfied, loyal, and productive employees create value. Employee satisfaction, in turn, results primarily from high quality support services and policies that enable employees to deliver results to customers”. This research has emphasised the importance of satisfying employees to enable stores to satisfy customers. Hence Stodnick (2005) emphasises the importance of employee reward and incentive schemes, employee training programmes, levels of employee empowerment (ability to make own decisions), product availability and selection, product and service quality, store atmosphere and store layout. Wellman (2007) described the Campioni brothers in Michigan as a successful family grocery business. The owners cited investments in store revamps and expansions, and a strong marketing campaign as factors that drive success across their five stores. They also stressed local knowledge and community involvement as major strengths for smaller independent store owners, and the ability to respond faster in reaction to changes in the local market places. Furthermore, having grown up in the grocery retail business from a very young age, they had learnt first-hand about every aspect of the grocery store. Wellman (2007) concluded that it was worthwhile to investigate the relationships between community involvement, the investments undertaken in store revamps and expansions, the marketing and advertising activities of the store, and the level of local knowledge of the storeowner in determining store success. The current study focuses on some of the more intangible internal drivers of store success, and issues related directly to the ownership of a supermarket in South Africa. Therefore, based on discussions conducted with various executives and retailers, and by an assessment of the related literature, it has been decided to cluster the literature review into five areas, namely owner and business characteristics, store operational procedures, leadership styles, staff management and motivation and community involvement. However, it was felt necessary to control for some of the effects of the external environment, and hence a selection of competitor variables were included as part of the study. S.Afr.J.Bus.Manage.2012,43(4) 57 Owner and business characteristics In most large organisations, care is taken to develop individuals into certain roles through training and development programmes, and by matching the background of the individual with the job requirements. This is not always the case with entrepreneurs, who often find themselves in industries and work situations requiring competencies in stark contrast with their previous experiences and knowledge. The differences in experiences and backgrounds of business owners have a bearing on business performance, and understanding which experiences contribute to the likely success of a business, is relevant to potential financiers, franchisors, and the business owners themselves. Specifically, this insight can guide the potential business owner into the correct industry, or identify which further training or experience must be gathered to be successful in a particular business venture (Dyke et al., 1992). Hise et al. (1983) identified the following owner characteristics as variables that can have an impact on store success: age, annual income, marital status, number of children, educational level, numbers of hours worked per week, experience in retailing, experience in present position, and experience with present employer. Previous research suggests that older, married managers with more children are likely to be more committed to their jobs, and therefore more productive. Bates (1990) found that new business owners over the age of 55 are least likely to survive commercially, whilst those in the age group of 45-54 are most likely to succeed. In firms in the technology industry, Stuart and Abetti (1990) found no significant correlation between age and business performance, or between age and entrepreneurial experience. Dyke et al. (1992) identified seven independent variables to assess owners’ experience and potential for success, but when testing these variables against six financial performance measures over five industries in a sample of 386 firms, the results were as heterogeneous as the backgrounds of the owners themselves. Mode of acquisition, whether the parents of the individual were entrepreneurs, and level of education played an insignificant role in determining the success of the owner in most industries, while the experience of having previously run a business seemed unimportant in general (Dyke et al., 1992). However, it was found that previous managerial experience and previous experience with the product or service, and previous involvement with business start-ups correlated positively with firm performance across all five industries. Keeley and Roure (1990), in contrast, found that the characteristics of the entrepreneur had no influence on firm performance, as measured by industry experience, management experience, start-up experience and level of education. Duchesneau and Gartner (1990) demonstrated that previous start-up experience, managerial experience and broad business experience played a positive role in the success of the entrepreneur, and added mode of acquisition, level of education and the influence of entrepreneurial parents as factors driving potential entrepreneurial success, while Stuart and Abetti (1990) identified previous experience in the entrepreneurial role, as reflected through involvement with new ventures, as having the highest correlation with firm success among a number of firm and environmental variables. However, this variable was highly correlated with previous entrepreneurial experience, indicating that the true predictor of potential entrepreneurial success could in fact be the level of experience in senior management within entrepreneurial undertakings. Surprisingly, it was found that level of experience played an insignificant role in firm success, indicating that it is rather the type of experience that is important when assessing the potential of an entrepreneur (Stuart & Abetti, 1992). Bates (1990) found little evidence that having entrepreneurial parents would result in a higher business success rate. Duchesneau and Gartner (1990), however, demonstrated that successful entrepreneurs were likely to have had entrepreneurial parents, arguing that these individuals had been exposed to the behaviours and attitudes necessary to make a success of an enterprise. Furthermore, these successful entrepreneurs had more realistic expectations of business ownership than entrepreneurs without entrepreneurial parents. Dyke et al. (1992) hypothesised that the level of education required could be linked to the type of industry the person enters, and found a significant negative relationship between success in the food retail industry and level of education. This could mean that food retail does not necessitate a high level of education to be a successful owner - it could in fact be a deterrent to success. Stuart and Abetti (1990) supported the negative correlation between level of education and firm performance, while simultaneously pointing out a negative relationship between education and entrepreneurial experience. This might mean that the best learning school for entrepreneurs is on the ‘shop floor’, rather than in the classroom. In contrast, Bates (1990) concluded that the level of owner education was the strongest “human capital variable” in determining business survival. This finding was supported by a review of U.S. census data in 1996 by Fairlie and Meyer (Vecchio, 2003) by revealing a strong positive correlation between entrepreneurship and education. Bates (1990) demonstrated that the levels of financial capital inputs are strong determinants of business success, irrespective of the level of education of the entrepreneur. This view was supported by Duchesneau and Gartner (1990) who found that high levels of seed capital were undoubtedly linked with firm success, specifically in markets where investments in fixed assets could deliver economies of scale. Osborne (1995) emphasised that the direct cause of new venture failure was often due to insufficient capital, but that a weak business model and ineffective execution often contributed to the dissipation of capital. It was also found that level of owner education played a major role in determining the amount that banks and other financial institutions were willing to lend to the formation of a small business (Bates, 1990) Therefore, highly educated entrepreneurs had greater access to capital inputs when starting a small business, which explains the finding by Bates (1990) that highly educated entrepreneurs, leveraging larger sums of capital, were far more likely to create viable, enduring companies than comparatively poorly educated entrepreneurs using limited capital inputs. Osborne (1995) added that raising the required levels of capital often took large amounts of ingenuity and persistence, indicating that 58 S.Afr.J.Bus.Manage.2012,43(4) the personality and motivation of the individual might play a role similar to education in gaining access to capital. According to Jovanovic (Bates, 1990) business start-ups are characterised by a certain amount of managerial uncertainty, and the managerial skills of the owners are developed over time as they adjust to their strengths and weaknesses. Accordingly, Bates (1990) argued (and demonstrated) that potential new business owners might avoid this managerial uncertainty associated with start-ups, by buying an existing business, therefore benefiting from the managerial procedures entrenched in the enterprise. This was in contrast to the findings of Duchesneau and Gartner (1990) who argued that failure was almost guaranteed when the firm was purchased. They reasoned that such firms were purchased by unemployed managers, who ended up buying firms in a weak competitive position. The sellers exploited the lack of industry and competitor information, and buyers relied heavily on historical financials when making the purchase decision, only to find the historical figures did not reflect the current and future competitive environment of the firm. Osborne (1995) established that the size of the company or mode of acquisition was irrelevant in determining entrepreneurial success, which rather hinged on the ability of the individual to meet the needs of the external environment, highlighting the importance of entrepreneurs understanding both their own strengths and capabilities, as well as having an in-depth understanding of the industry within which they are operate. In the Duchesneau and Gartner (1990) study, of the seven firms that were purchased, only the one firm that made use of outside professionals during the purchase of the firm was successful. Use of outside professionals correlated strongly with firm start-up success across all 26 firms surveyed, highlighting the importance of external expertise and advice during the start-up phase. They also found that successful firms spent on average 237 hours planning during the startup phase, versus unsuccessful firms which only spent 85 hours on average, demonstrating that planning played a critical role in the start-up or purchase of a business. Interestingly, few successful (or unsuccessful) firms had a business plan, and successful entrepreneurs rather made use of ‘planning notes’ when evaluating a business opportunity. Osborne (1995) emphasised the importance of developing a marketing and financial plan during the initial planning phase of a new business. Not only did this increase the prospect for new venture success, but it also assisted the entrepreneur in clarifying the business opportunity whilst strengthening the capacity to implement. Duchesneau and Gartner (1990) concluded that joint ventures, including partnerships, shareholder agreements and partnerships, were the organisational format most conducive to business success, with ready access to resources and capital. Invariably, individuals with greater start-up and business experience made use of these structures. In their study all the purchased firms were sole proprietorships, demonstrating a high incidence of business failure. They argued that this could be due to the fact that these individuals often were foreign to the industry, and unwilling or unable to make use experienced professionals or industry insiders, while also lacking an understanding of the competitive forces in the marketplace. Store operational procedures Fisher et al. (2006) examined the extent to which store operating procedures lead to effective execution and converted potential demand to actual sales. They isolated four execution factors that had a particularly significant impact on the ability of a store to convert potential demand into sales: 1) the availability of stock; 2) the presence of consumer assistance; 3) the helpfulness of the employees; and 4) the length of the queues at the point of payment. Stanley (2002) emphasised that companies like McDonalds and Disneyland built their reputations on exceedingly high standards of cleanliness. The same applies to supermarkets, as it had been shown that cleanliness was the most important factor to customers when shopping in a supermarket, superseding both price and quality. It was not simply cleanliness itself which made customers return, but rather the consistency of the cleanliness. One of the pillars of success in retaining customers is based on creating an emotional connection with the customer when they are in the store, and one of the key ways to achieve this is through maintaining exceptionally high levels of cleanliness. Shrinkage, which is defined as the difference between the actual and recorded value of stock in the business, arises from staff theft, shoplifting and inaccurate stock takes (DeHoratius and Raman, 2006). Retail executives generally view this as a controllable part of the business. Large levels of shrinkage reflect poorly on the ability of the retailer to manage its stores and employees. Raman, DeHoratius and Ton (2001) found that over 65 per cent of inventory records were inaccurate at the store stock keeping unit (SKU) level in a large supermarket group and that the difference between physical and actual stock on hand was on average 35 per cent of the target level for any given product. At a different retailer it was found that sixteen per cent of sales were lost when customers could not find a product even after asking for assistance from a staff member. These items were not out of stock, but rather misplaced in a storage area, were merchandised in the wrong aisle or were lying in a back-up area. Corsten and Gruen (2003), in a large-scale study, demonstrated that when stock was not available, nine per cent of consumers simply did not make a purchase, nineteen per cent substituted with the same brand, 26 per cent substituted with a different brand, fifteen per cent delayed the purchase and 31 per cent made their purchase at another store, stressing the importance of inventory management. Lost sales and profits due to shrinkage and inaccurate profit management could have a massive impact on the financial success of any business, and could cause lasting reputational brand damage. According to Hollinger and Langton (2004), the U.S. retail industry lost an estimated 33 billion dollars in shrinkage in 2002 (Dehoratius and Raman, 2006). Raman et al. (2001) found that inventory inaccuracy at the store level resulted in a reduction in profit by ten per cent due to lost sales, while misplaced products had reduced profits by 25 per cent. Corsten and Gruen (2003) calculated that the average sales lost globally is 3.9 per cent, stressing that this was a global problem amongst retailers. They further calculated that retailers could grow earnings by five per cent simply by addressing out-of-stock issues at store level, S.Afr.J.Bus.Manage.2012,43(4) 59 highlighting the opportunity cost associated with ineffective stock management. Leadership styles Leadership plays an important role in the performance of the Service Profit Chain as put forward by Heskett et al. (2008). Leaders in successful companies placed emphasis on the importance of employees and customers. Larsson and Vinberg (2010) found nine common types of leadership styles in four successful companies, these being: clear strategic and visionary direction, communicating with the organisation and providing information, displaying authority and responsibility, creating a learning culture, encouraging worker conversations, taking a ‘plain and simple’ approach, focusing on humanity and trust, managing by walking around and using reflective personal leadership. Leaders must assess themselves regularly to ensure they remain effective in their role. Kaplan suggested seven questions that leaders should ask to determine whether they were still heading in the right direction, specifically when they felt the business starting to deteriorate. These questions serve to focus the leader on the vision and priorities of the business, manage time effectively, give regular feedback to employees, implement succession planning, evaluate and align the business with its environment, emphasise the necessity of efficient leadership under pressure, and on staying committed to one’s personal goals (Ambler, 2008). Goleman (2000) identified six basic leadership styles, and argued that all of these have an impact on organisational climate, and can account for up to a third of financial performance. The styles are the coercive style (demand immediate compliance and obedience), the authoritative style (mobilise people behind a vision), the affiliative style (create emotional ties and harmony), the democratic style (build unity through involvement), the pacesetting style (expect top performance and self-management), and the coaching style (grow people for the future). The study stressed that successful leaders do not rely on one style of leadership, but rather use a combination of these leadership styles. All these styles are driven by a host of specific emotional intelligence skills, defined as the ability to govern ourselves and our relationships with others. Goleman (2000) highlighted five emotional intelligence competencies, namely self-awareness, self-regulation, motivation, empathy and social skills. The literature reviewed consistently refers to two distinct types of leadership, namely transformational leadership and transactional leadership. The first is said to motivate, intellectually stimulate and inspire individuals to go beyond their own interests to achieve a shared purpose, vision or mission (Howell & Avolio, 1993). Bass (1990) described transformational leadership as ‘superior leadership’, and found that transformational leaders had better relationships with both their peers and subordinates, and played a larger role in contributing to the organisation. Antonakis, Avolio and Sivasubramaniam (2003) described the five dimensions of transformational leadership as follows: 1) idealised influence (attributed) deals with the socialised charisma of the leader; 2) idealised influence (behaviour) refers to the charisma of the leader based on values, beliefs and the leaders sense of mission; 3) inspirational motivation refers to the leaders ability to energise followers through optimism, goals and by communicating clear vision; 4) intellectual stimulation refers to the amount of creativity the leader stimulates by challenging employees to use logic and find solutions to complex problems; and 5) individualised consideration considers the extent to which the leader advises, supports and cares for followers, allowing them to develop and self-actualise. Boyett (2006) found that transformational leadership was effective across cultures, and that people in different cultures had very similar ideas of what constituted a transformational leader, using words such as dedication, goal orientation, determination and intelligence to describe an effective leader. In research covering 50 supermarkets in a large chain, it was found that managers who adopted a transformational leadership style ran stores that showed above average performance on controlling costs, profit levels, communication efficiency and innovation. Another study indicated that transformational leadership, as measured by the multifactor leadership questionnaire (MLQ), was a consistent predictor of organisational performance characteristics such as team performance, goal attainment and extra commitment from employees (Boyett, 2006). Carless, Wearing and Mann (2000) developed the Global Transformational Leadership scale (GTL), with the aim to construct a short, reliable and valid instrument with which to measure the transformational capabilities of the leader. Through an extensive examination of the related literature, they developed seven key areas which cover the behaviour of a transformational leader. They found that a transformational leader 1) communicates a vision to subordinates; 2) develops employees; 3) provides support; 4) empowers employees; 5) is innovative; 6) leads by example; and 7) is charismatic. Carless et al. (2000) found that charisma is one of the most important elements of transformational leadership, suggesting that it is often a predictor of effective leadership. Boyett (2006) conducted extensive global research into the science of leadership, and found that effective leaders were charismatic, inspirational, considerate, stimulating and rewarded accomplishment frequently and openly. Kirkpatrick and Locke (1996) extracted three common components across the charismatic and transformational leadership theories, namely 1) the leader’s ability to communicate a vision; 2) the leader’s ability to implement a vision; and 3) the use of a charismatic communication style by the leader. Importantly, communicating and implementing a vision was found to have the most profound impact on follower motivation and it had been shown that the charismatic and considerate leadership of supermarket managers had a massive impact on financial performance and store climate (Hur & Wilderom, 2008). Vecchio (2003) argued that it was vital for the entrepreneur to be able to instil a sense of motivation and inspiration in employees, especially considering the uncertainties often experienced under start-up conditions, stressing that charisma and vision played a crucial role in entrepreneurial leadership. Transactional leadership refers to a relationship based on transactions between the leader and the follower from which 60 S.Afr.J.Bus.Manage.2012,43(4) each party benefits. In this relationship, leaders identify and satisfy the needs of followers, whilst at the same time satisfying their own needs (Polat, 2008). Transactional leadership makes use of a contingent reward and management-by-exception approach (Van Eeden, Cilliers & van Deventer, 2008). Under contingent reward, the leader sets out the tasks that must be completed by the employee, in order for the employee to receive an award or avoid some form of punishment. In essence, it can be described as telling someone what to do, and then paying him/her on successfully completing of the task. The success of the approach depends on the value of the reward for the subordinates. Vecchio (2003), showed that entrepreneurs were consistently more task motivated than managers in small business, indicating that transactional leadership might be the preferred style of leadership in a smaller business. Another form of transactional management is managementby-exception, whereby the leader focuses on finding mistakes, exceptions and irregularities in normal operating procedures, company policy or general rules and regulations, and then takes remedial action when any of these events occur (Van Eeden et al., 2008). Bass (1990) found that transactional leadership often lead to mediocre organisational results and employee performance. Laissez-faire leadership sees the leader absent from the leadership role, avoiding critical leadership tasks such as goal setting and decision making, and leaving all responsibility for the work to the employees themselves (Van Eeden et al., 2008). It was found that the impact on subordinates would generally be negative when the absence of the leader is based on factors such as a lack of skills or motivation. However, in other instances, it is argued that laissez-faire leadership gives a sense of empowerment, and can form a critical part of an effective transformational leadership style (Hur & Wilderom, 2008). The key difference between transformational and transactional leadership is the process used to motivate subordinates and the type of goals that are set (Hur & Wilderom, 2008). A convincing argument for using a combination of transformational and transactional leadership styles comes forth in the literature. Van Eeden et al. (2008) found individualised consideration as being the link in moving from a transactional to transformational leadership style. This called for a focus on the development of individual subordinates. Hur and Wilderom (2008) argued that the service industry, like grocery retail, needs motivated and committed employees to deliver superior service to customers with the aim of creating customer loyalty, which can be best achieved through a transformational style of leadership. However, the literature reviewed suggests that transactional leadership, which relies on high levels of control, standardisation, formalisation and efficiency, lends itself well to the grocery retail environment. Boyett (2006) talked of the ‘the augmentation effect’, where the effectiveness of transformational leadership could be enhanced by combining it with contingent reward behaviour. Employee motivation J.W. Marriot, founder of the Marriot hotel chain, famously said that “you can’t make happy guests with unhappy employees” (Silvestro & Cross, 2000). Heskett, Sasser and Schlesinger (1997) described the ‘satisfaction mirror’, indicating that happy employees reflected in happy customers. According to the service profit chain, employee satisfaction drives both employee loyalty and productivity, and internal service quality in turn drives employee satisfaction. Foster, Whysall and Harris (2008) found that employee loyalty plays a critical role in keeping down costs and combating skills shortages in the retail industry. Internal service quality is determined by the feelings that employees have towards their co-workers, firms and jobs, and is driven by superior support services and company policies that allow employees to deliver on customer needs (Stodnick, 2005). These support services and policies include employee development programmes such as training, empowerment, and feedback and reward systems. Esbjerg, Buck and Grunert (2010) conducted a study on how to keep low-wage store level type jobs, such as till operator and sales assistant, interesting. They found that employees had to enjoy coming to work, and it was for this reason that the retail human resource managers who were surveyed, stressed the social aspects of work as important for creating happy employees. All retailers questioned provided a budget for staff social initiatives in an attempt to create a good atmosphere and team spirit at work. Concentrating on the social aspects was also found to compensate for the lack of training and development and poor wages offered in the lower rungs of grocery retail jobs, whereas managers and aspiring managers received extensive training and career development opportunities with decent salaries. Foster et al. (2008) found that some employees even stayed with their employers due to social factors, such as the bonds they have formed with fellow employees, customers and the retailer. Stodnick (2005) argued that companies should move away from taking a short-term, transitional view to traditional human resource activities, but should rather take a longterm, holistic view to ensure that meaningful relationships were built with employees. By investing in employees with a long-term relationship building approach in mind, companies could develop their employees into a core competence which could be leveraged for a sustainable competitive advantage. Allen and Grisaffe (2001) advocated the use of staff training, development and team-working to motivate employees to remain in long-term employment, thereby bringing down the costs associated with staff attrition in the retail industry and hence strengthening the competitive position of the company (Foster et al., 2008). Payne, Holt and Frow (2001) examined the relationship between customer value, employee value and shareholder value in the context of relationship marketing. Of specific interest for this study, is the relationship between the employee and the other two stakeholder groups. They found that to create employee value, there needs to be employee satisfaction, employee retention and loyalty, employee productivity, employee commitment, strong leadership and internal service quality. Satisfying all these dimensions of S.Afr.J.Bus.Manage.2012,43(4) 61 employee value, would result in a positive customer experience, which in turn would motivate them to continue purchasing from the business. Stodnick (2005) identified two international models that had been developed to explain the relationship between employee satisfaction, customer satisfaction and business success. The model on which the Malcolm Baldridge National Quality Award (MBNQA) is based, theorises that the development of the human resources in a company is part of a ‘system’ that ultimately drives business success. It aims to achieve this by employee training, effective communication and people skills development. The European Excellence Quality Model (EEQM) is based on very much the same principles, linking the three key stakeholder groups of customers, employees and the business. Again, achieving business success is seen as an indirect result of supportive human resource development policies aimed at developing employees. In food retail, it has been found that employee satisfaction and loyalty are not always directly correlated with higher levels of customer satisfaction and loyalty (Silvestro & Cross, 2000). In fact, the study by Silvestro and Cross (2000) showed that the highest performing stores (in terms of productivity and profitability) were the worst places to work (measured by staff absenteeism and staff turnover), showing a negative correlation between productivity and internal service quality. Counter intuitively, this means that the stores with the happiest employees were the least productive and least profitable. Further research by Silvestro and Cross (2000) revealed that smaller stores seemed to offer a more positive working environment for the staff. Research amongst managers in the grocery retail industry provided more evidence as to why nurturing employee satisfaction did not necessarily lead to higher profits and turnover. Retail managers identified two types of store archetypes, namely “Achieving” stores and “Coasting” stores, where “Achieving” stores suffered low levels of employee satisfaction, and “Coasting” stores enjoyed high levels of employee satisfaction. “Achieving” stores tended to enjoy high levels of profitability and turnover, but demanded much more emphasis on the enforcement of store standards, supervision of staff, and a work environment which was faster paced and more stressful. “Coasting” stores were identified as stores with lower levels of profitability and turnover, which meant that staff worked at a more leisurely pace with more time to build client relationships. In general, “Achieving” stores were identified as the larger stores, which meant that store size could be an explanation for the inverse relationship between employee satisfaction and store profitability and turnover (Silvestro & Cross, 2000). These findings are in contrast with the results of Heskett et al. (2008), which indicated an explicit positive relationship between employee satisfaction and service potential, as measured by the staff’s ability to influence customer satisfaction. However, Silvestro and Cross (2000) pointed out that this could still not explain why higher levels of employee satisfaction are not mirrored in higher levels of customer satisfaction, which poses the question: What accounts for higher levels of customer satisfaction, and therefore store success, in the grocery retail environment? One explanation lies in the nature of the customer and the type of product on offer. People are extremely sensitive to high food prices, and factors such as convenience and availability play a large role in determining levels of customer satisfaction. However, the literature persistently finds that employee related factors play a large role in creating satisfied customers. Salmon (1989) found that employees at Walmart were motivated by being given more responsibility, whilst they also enjoyed higher levels of profit sharing, relative to the competition. Combined with this, a further emphasis on rewarding people for the work they do, helped to create an extremely cost effective company that was growing at an enviable rate, had higher profit margins, enjoyed higher sales per square foot and could offer extremely low prices. Home Depot and ToysRus have also managed to achieve a competitive advantage in the running of their warehouse centres based on an ability to motivate employees to deliver superior customer service. Davis, Freedman, Lane, McCall, Nestoriak and Park (2006) pointed out that work in the supermarket industry was generally low paid and often unionised, with long and irregular working hours. These jobs also held little promise of training and career development. Whysall, Foster and Harris (2009) found that low wages, gender based wage discrimination, lack of career opportunities, long and irregular working hours, and a propensity to use short-term contracts were all factors which when combined, or acting independently, served as sources of dissatisfaction amongst retail employees (Esbjerg et al., 2010). To promote productivity and to motivate employees, Davis et al. (2006) proposed Internal Labour Markets (ILMs) as a means of ensuring long-term relationships with employees and subsequent loyalty. ILMs meant recruiting and promoting from inside the company, and some motivation for the use of ILMs might include the ability to influence the workforce quality, the staff turnover rate, and general efficiency and productivity. In food retail, specifically with the added skills required in service departments like the bakery, butchery and deli, retailers had recognised the strength of using ILMs in creating a highly skilled workforce. ILMs also ensured that employees developed company specific skills, which assisted in creating a highly motivated workforce (Davis et al., 2006). Salmon (1989) argued that effective execution, based on the skills and motivation of the company’s employees, was what delivered a truly competitive advantage and winning strategy. Most important was to develop the motivation and quality of lower paid rank and file employees to become highly productive and efficient, punctual and consistent in work attendance, willing to work with others in a team, have a competitive spirit, hold customer service as a priority, and be loyal to and knowledgeable about their jobs (Salmon, 1989). Esbjerg et al. (2010) identified wages, working hours, working conditions and social dimensions as areas that played key roles in driving worker satisfaction. Salmon (1989) advocated the use of profit sharing schemes, incentive pay, giving employees more freedom, flexibility and regular quantitative feedback on their personal performance and that of their peers, employing people with higher skill sets rather than employing more people, and 62 S.Afr.J.Bus.Manage.2012,43(4) avoiding unnecessary retrenchments. According to Salmon (1989), companies had to accept that higher paid and higher calibre employees would generally be more productive and therefore offset the higher wages they earned. Community involvement In a study to investigate the relationship between social performance and financial performance, Moore and Robson (2002) found no significant relationship between turnover and community contributions. However, a significant positive correlation was found between profitability and community contributions, which could signify that the more profit firms made, the more they contributed. The pertinent question is whether profits are partly driven by the fact that companies make community contributions. This question is answered in part by Moore and Robson (2002) who found that all associations between social performance measures were positive, therefore suggesting that social performance measures were mutually reinforcing. This means that once a company got involved and committed to social responsibility initiatives, such as making community contributions, a self-reinforcing mechanism came into force, which lead the company further down the path of social responsibility and community involvement (Moore & Robson, 2002). Larrabee, senior consultant at Deloitte Consulting in Houston, Texas (Kruger, 2007) described the consequence of community involvement as a ‘virtuous cycle’, as it benefitted the company, the volunteers, as well as the people in the community being served by the volunteers. Larrabee highlighted the importance of companies having a detailed plan for their community involvement activities, and advised that they should choose a charitable initiative that best fitted their company strategy (Kruger 2007). According to Shaffer (2002), who investigated supermarket distribution between low-income and middle to upperincome earning communities in Los Angeles, one of the key areas of research was to understand why some supermarkets were successful in low income communities while others were not. He argued that consumers would much rather spend money in a supermarket that was seen to be putting something back into the community, than if it were to be viewed as an outside entity merely profiting from the community. Wayne D. Hoyer, Director of the Centre for Customers Insight at The University of Texas, Austin, stated that the long-term profitability of a firm relied on its ability to acquire and sustain a base of devoted customers (Shaffer, 2002). Supermarkets that were seen to be actively involved in their communities forged a much stronger bond with their consumers, building longer term relationships which would help sustain profitability. Michael Guld, president of The Guld Group and business development specialist, argued that getting involved in community activities was well motivated (Kruger, 2007). Not only did employees feel good about working for a company that was involved in the community, but customers would frequent a company that was seen to be supporting their causes and communities. Guld called this ‘cause’ marketing, and noted that ever more companies were realising the tangible and intangible benefits of this form of marketing (Kruger, 2007). Measuring store performance As competition intensifies, it becomes ever more critical for retail executives to have a clear insight into what is driving store performance, and how to measure it (Pauler, Trivedi & Gauri, 2009). One of the problems faced by supermarket chains is in determining a legitimate and unbiased evaluation of individual store performance, keeping in mind differences in consumer living standards in the area, specific store features and the competitive environment within which the store operates. Therefore, it is necessary for retail groups to determine an equitable set of performance measures that can be used across stores operating in different markets, with different levels of competitive forces in their markets and with different physical characteristics, such as size and store features (Pauler, et al., 2009). Non-financial performance measures Within the group, various measures are in place to ensure that the stores are measured without bias such as location, size or competitive arena skewing the results from performance measurement systems. These measures are encapsulated within an incentivised internal competition known as the “Steps to Greatness” (STG), and the categories of variables are shown below with their respective weightings: i) Retail operations checklist – 50% ii) Store performance – 20% iii) Loyalty performance – 10% iv) Implementation of new concepts – 10% v) Store hygiene and food safety checklist – 10% These measures do not regard any form of profitability or financial management. However, it is believed that stores that perform well on these criteria normally also outperform their peers when measured on a purely financial basis, due to the fact that good performance on the measures listed above is the result of a healthy and well-run store, which in turn satisfies customers and brings higher levels of sales and profitability to the business. The STG-measures are not mere duplicates of the explanatory variables elaborated on above and the existence of any causal structures will have to be demonstrated statistically. Financial performance measures Dobson (2005) identified the need to develop a set of comprehensive ‘performance indicators’ to assess the performance of stores in retail chains. The study suggested moving away from the traditional ‘productivity measures’ towards indicators more descriptive of store and group success. Dobson (2005) argued that the starting point to developing such indicators was to understand the key elements of efficiency improvements in retail which can be measured against selected store and business level data to build up a clear, inclusive picture of store performance. Therefore, the variables to be studied had to be identified before the performance measures could be developed. Reinartz and Kumar (1999) set out to explain the effects of store, consumer, competitor and market characteristics on S.Afr.J.Bus.Manage.2012,43(4) 69 18 Years of franchise ownership (quantitative) Correlation 0,6472 0,9778 19 Quantity of stores owned (quantitative) Correlation 0,1303 0,9393 20 Competitors in mall (binary) t-test 0,7817 0,5220 21.1 Competitor A (binary) t-test 0,5321 0,4087 21.2 Competitor B (binary) t-test 0,7595 0,8682 21.3 Competitor C (binary) t-test 0,3387 0,6580 21.4 Competitor D (binary) t-test 0,5048 0,6446 21.5 Competitor E (binary) t-test 0,3516 0,3157 21.6 Competitor F (binary) t-test 0,3650 0,8933 21.7 Competitor G (binary) t-test 0,1424 0,5547 22 Competitor density Correlation 0,1743 0,6747 23 Distance to competition (quantitative) Correlation 0,0267* 0,7515 24 Product quality manager (binary) t-test 0,1375 0,2390 25 Category management (binary) t-test 0,0094* 0,3381 26 Detailed ordering systems (binary) t-test 0,8048 0,8160 27 Frequency of store department stock take (quantitative) Correlation 0,1521 0,5263 28 Frequency of store stock take (quantitative) Correlation 0,0125* 0,7702 29 Percentage time on floor (quantitative) Correlation 0,5971 0,6698 30.1 Clear vision communicated (ordinal) ANOVA 0,4916 0,9892 30.2 Encourage staff development (ordinal) ANOVA 0,4170 0,7708 30.3 Public employee recognition (ordinal) ANOVA 0,6150 0,7681 30.4 Empower employees (ordinal) ANOVA 0,7989 0,1204 30.5 Encourage new thinking (ordinal) ANOVA 0,8465 0,6489 30.6 Employees clear on values (ordinal) ANOVA 0,0374* 0,8728 30.7 Respect and inspire employees (ordinal) ANOVA 0,5340 0,4056 31 Transformation skills (quantitative) Correlation 0,0637 0,3130 32.1 Main focus on maintenance (ordinal) ANOVA 0,5666 0,9190 32.2 Lead by specific incentives (ordinal) ANOVA 0,9323 0,8403 32.3 Manage deviators from standards (ordinal) ANOVA 0,0377* 0,9378 32.4 Exchange reward for effort (ordinal) ANOVA 0,5463 0,1826 32.5 Manage hands-off (ordinal) ANOVA 0,7659 0,2773 32.6 Delegate maximally (ordinal) ANOVA 0,2773 0,9762 33 Transactional skills (quantitative) Correlation 0,4168 0,7531 34 Staff induction programmes (binary) t-test 0,5882 0,5017 35 Staff performance management (binary) t-test 0,3969 0,9464 36 Reviewed performance management (binary) t-test 0,0241* 0,4934 37 Financial incentives provided (binary) t-test 0,5938 0,2493 38 Ownership/share system for staff (binary) t-test 0,0635 0,8560 39 Short-term staff loans (binary) t-test 0,3243 0,3281 40 Long-term staff loans (binary) t-test 0,1767 0,4840 41 Medical aid scheme (binary)) t-test 0,9217 0,5079 42 Pension fund (binary) t-test 0,5764 0,2560 43 Savings scheme (binary) t-test 0,0410* 0,5858 44 Provident fund (binary) t-test 0,1421 0,2158 45 Subsidised transport (binary) t-test 0,4078 0,3764 46 Subsidised housing (binary) t-test 0,0454*(-) 0,7170 47 Annual bonus (binary) t-test 0,2826 0,1146 48 Guaranteed 13th cheque (binary) t-test 0,4465 0,4907 49 Yearly staff party (binary) t-test 0,4420 0,1660 50 Total benefits (quantitative) t-test 0,5127 0,2106 51 Labour unrest (binary) t-test 0,2406 0,0743 52 Yearly community budgets (binary) t-test 0,5220 0,3474 53 Community action plan (binary) t-test 0,0169* 0,9836 54 Involved in community activities t-test 0,8643 0,9288 A minus in brackets indicates a contrary to expectation significant result. An asterisk indicates significance at the 5 per cent level Store operational procedures Stanley (2002), Canada, Cotton and Cachon (2007) and Berry (2001) all found that general cleanliness and health and hygiene standards are in some way associated to customer satisfaction, and that it can be a key strategic variable in the competitive battle for customer loyalty. It is noted that 78 per cent of the retailers in the sample take the management of this function seriously enough to allocate a senior store manager to managing store health and hygiene standards. The widespread presence of this function may account for the fact that the presence thereof cannot significantly explain the successes. Category management, as manifested by the introduction of the CATMAN system, does significantly relate to store successes and so does the frequency of store stock takings, which indicates stricter operational procedures in the store. 70 S.Afr.J.Bus.Manage.2012,43(4) Leadership styles Assessing leadership styles using a short, self administered questionnaire will always be challenging. Although mostly not statistically related to any of the dependent variables, the data shows that retailers in the study employ a good mix of transformational and transactional leadership styles, which have been shown to deliver sustainable and competitive performance (Nel, 2008). This kind of leader is described as people-driven, with the result being sustainability, organisational resilience and competitiveness. Leadership styles of store owners qualify for much wider research, as there is much diversity and individuality present in the population of store owners. One significant dimension which stands out is the positive effect that the clear enunciation of the values of the owner and the business has on store performance. Another is the clarity of goal setting combined with the continual management of the deviation from the set goals Staff management and motivation It is common cause that good staff management practices include aspects like induction programmes, performance management an and reviewed performance management. The last of these was shown to significantly contribute to store successes. This means that it is beneficial to put employees through the performance management process more than once a year. It can also be hypothesized that happy employees will create happy customers. Many incentives exist by means of which work satisfaction of employees can be advanced, amongst other financial incentives, co-ownerships systems , short- and long-term staff loans, medical aid and pension fund membership, savings schemes, provident funds, subsidised transport and housing, yearly bonus and a yearly staff party. Of these two made a significant contribution to store performance – the availability of a staff savings scheme, which has a positive effect, and subsidised housing on performance is, however, negative – indicating that the cost of the housing provision probably competes with the cost of maintaining a store at high levels. Community involvement Moore and Robson (2002) found that community involvement has a self re-enforcing mechanism, where stores that are involved in their communities tend to get more involved, and stay involved, than those who do not get involved in their communities and Kruger (2007) argued the importance of having a detailed plan for community involvement activities. The presence of such a plan was significantly positively associated with STG results. Ninetyfour per cent of the retailers in the sample said that they get involved in the community as opportunities present themselves. This is positive, as it allows the store to respond to the needs of the community and it leads to a dynamic where business sustainability and community improvement interact positively. Table 5: Results of stepwise regression analysis Section Variable Coefficient p-value Intercept 0,5858 0,0000 3 Distance to competition 0,0005 0,0220 2 Marketing experience -0,1064 0,0092 2 Age 0,0028 0,0221 6 Frequency of stock take 0,0174 0,0108 6 Savings scheme 0,0836 0,0815 6 Subsidised housing -0,1179 0,0813 The regression equation contains interval, ordinal and nominal data and explains 21,04 per cent of the variation in the dependent variable STG. The significance level for the inclusion of variables was set at ten per cent. The multivariate results are a consistent reflection of the results of the bivariate analyses. Variables from three different categories of explanatory variables are retained – owner characteristics, competitor characteristics and staff management and motivation. Distances to competition, age, frequency of stock take and the presence of a savings scheme all lead to improved performance, while marketing experience and subsidised housing detracts from the performance measure. Conclusion There are many variables, both from the external and internal environment, that combine to determine the long run success of both the retailer and the supermarket. In particular, it has been argued that it is a combination of the strengths, and weaknesses, present in the external and internal environment that conspires to give a particular outcome. The human element will always play a large role in store success, both in terms of the store owner’s leadership style, the management styles of the senior managers, the connection with the customers and community, negotiating skills when dealing with suppliers and stakeholders, and the level of motivation and productivity in the workforce. 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