| Study programme competencies |
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Code
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Study programme competences
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| A1 |
Manage an enterprise or small organization, understanding their competitive and institutional position and identifying their strengths and weaknesses |
| A2 |
Integrate in any functional area of micro-firms or SMEs and perform fluently any management task commissioned |
| A3 |
Evaluate and foreseeing, from relevant data, the development of a company. |
| A4 |
Elaborate advisory reports on specific situations of companies and markets |
| A5 |
Write projects about specific functional areas (e.g. management, marketing, financial) of the company |
| A6 |
Identify the relevant sources of economic information and to interpret the content. |
| A8 |
Derive, based on from basic information, relevant data unrecognizable by non-professionals. |
| A9 |
Use frequently the information and communication technology (ICT) throughout their professional activity. |
| A11 |
To analyze the problems of the firm based on management technical tools and professional criteria |
| A12 |
Communicate fluently in their environment and work by teams |
| B1 |
CB1-The students must demonstrate knowledge and understanding in a field of study that part of the basis of general secondary education, although it is supported by advanced textbooks, and also includes some aspects that imply knowledge of the forefront of their field of study |
| B2 |
CB2 - The students can apply their knowledge to their work or vocation in a professional way and have competences typically demostrated by means of the elaboration and defense of arguments and solving problems within their area of work |
| B3 |
CB3- The students have the ability to gather and interpret relevant data (usually within their field of study) to issue evaluations that include reflection on relevant social, scientific or ethical |
| B4 |
CB4-Communicate information, ideas, problems and solutions to an audience both skilled and unskilled |
| B5 |
CB5-Develop skills needed to undertake further studies learning with a high degree of autonomy |
| B6 |
CG1-Perform duties of management, advice and evaluation in business organizations |
| B7 |
CG2-Know how to use the concepts and techniques used in the various functional areas of the company and understand the relationships between them and with the overall objectives of the organization |
| B8 |
CG3- Know how to make decisions, and, in general, assume leadership roles. |
| B9 |
CG4-Learn to identify and anticipate opportunities, allocate resources, organize information, select and motivate people, make decisions under conditions of - uncertainty, achieve the proposed objectives and evaluate results |
| B10 |
CG5-Respect the fundamental and equal rights for men and women, promoting respect of human rights and the principles of equal opportunities, non-discrimination and universal accessibility for people with disabilities. |
| C1 |
Express correctly, both orally and in writing, in the official languages of the autonomous region |
| C2 |
To be fluent in the oral expression and written comprehension of a foreign language. |
| C4 |
To be trained for the exercise of citizenship open, educated, critical, committed, democratic, capable of analyzing reality and diagnose problems, formulate and implement knowledge-based solutions oriented to the common good |
| C5 |
Understand the importance of entrepreneurial culture and know the means and resources available to entrepreneurs |
| C6 |
Assess critically the knowledge, technology and information available to solve the problems and take valuable decisions |
| C7 |
Assume as professionals and citizens the importance of learning throughout life. |
| C8 |
Assess the importance of research, innovation and technological development in the economic and cultural progress of society. |
| Learning aims |
| Learning outcomes |
Study programme competences |
| - To value the importante of commercial distribution within the economy and to value placement in general and retailing in particular for its strategic nature within marketing strategies, as a source of competitive advantage for all types of organizations, including the services sector.
- To understand the current situation and future trends of retailing, with a special focus on concentration and internationalization processes, on the impact of new information and communication technologies (digital transformation), and on sustainable supply chain management (CSR).
- To understand the implications of the choices for different types of channel strategies and the different types of retail channels and commercial intermediaries, both offline and online. To understand the implications of omnichannel strategies.
- To understand the implications for both customers and retailers of the different types of commercial formats, both offline and online.
- To acquire knowledge of the commercial tools, including personal sales, available for building a successful retailng strategy.
- To analyse assortment decisions, distributor or private label strategies, retail pricing strategies, logistics decisions and merchandising decisions in a retailing context.
- To acquire knowledge about the legal environment surrounding retail at a European, national and regional level and to understand the ethical implications of retailing strategies, with special emphasis on sustainability, circular economy and CSR of retailers. |
A1
A2
A3
A4
A5
A6
A8
A9
A11
A12
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B1
B2
B3
B4
B5
B6
B7
B8
B9
B10
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C1
C2
C4
C5
C6
C7
C8
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| Contents |
| Topic |
Sub-topic |
| TEMA 1: THEORETICAL AND CONCEPTUAL FRAMEWORK OF RETAIL |
Basic bibliography and information sources
Key concepts
Retailing functions in the context of marketing strategies
Introduction to the history of contemporary retailing
The role of commercial distribution in the economy and society
Global trends in retailing |
TEMA 2: DESIGNING AND SELECTING DISTRIBUTION CHANNELS
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Distribution channels: definition, functions, types
Advantages and disadvantages of intermediaries
Designing and choosing a channel: goals, stages and off-line and online alternatives
Multichannel and omnichannel strategies |
TEMA 3: CHANNEL DYNAMICS
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Distribution channel flows
A typology of distribution channels according to the degree of integration
Advantages and disadvantages of global sourcing and vertical integration
Alternative manufacturer and vendor strategies, conflict and collaboration, manufacturer brands and private labels
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TEMA 4: COMMERCIAL INTERMEDIARIES AND FORMATS
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Assortment decisions
Definition of commercial formats
Formats associated with ownership forms (and degree of channel integration)
Retailing strategies
Formats Associated with the retailer strategy mix
Evolution and trends in retailing formats
Retail life cycle and format reinvention |
TEMA 5: MERCHANDISING
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Introduction, concept and types
Placement and store layout
Establishing retail image: visual merchandising
Elaborating a merchandise plan: merchandise selection and management, performance evaluation
Promotional strategies |
| TEMA 6. SUPPLY CHAIN MANAGEMENT AND LOGISTICS IN RETAIL |
Supply chain management areas and key performance indicators
Managing retailing logistics: collaboration between retailers and vendors; inventory, warehouse and transportation management
Strategic relevance of SCM: global examples and reverse logistics
Information and merchandise flows: commercial coding systems and traceability |
| TEMA 7. SUSTAINABLE DISTRIBUTION, CORPORATE SOCIAL RESPONSIBILITY AND LEGAL FRAMEWORK OF RETAILING |
Sustainability
Corporate social responsibility of retailers
Sustainable supply chain management and ethical sourcing
Circular economy and responsible consumption
Basic legal framework: European norms for reverse logistics, food security and product traceability |
| Planning |
| Methodologies / tests |
Competencies |
Ordinary class hours |
Student’s personal work hours |
Total hours |
| Case study |
A12 B8 C2 C8 |
25 |
50 |
75 |
| Seminar |
C4 C5 C6 C7 |
4 |
0 |
4 |
| Multiple-choice questions |
A4 A5 B4 B6 B9 B10 C1 |
1 |
0 |
1 |
| Guest lecture / keynote speech |
A1 A2 A3 A6 A8 A9 A11 B1 B2 B3 B5 B7 |
17 |
51 |
68 |
| |
| Personalized attention |
|
2 |
0 |
2 |
| |
| (*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students. |
| Methodologies |
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Methodologies |
Description |
| Case study |
Different learning materials will be used (cases, audiovisuals, readings); both in the classroom in order to complement theoretical and theoretical-practical teaching (individual practical assignments), and outside the classroom in order for students to prepare the group practical assignments that are subject to continuos evaluation.
The professor responsible for coordinating the course will ellaborate a weekly planning for students to prepare the practical assignments in advance, and to follow up on them. Participation in all sessions of the course, group practical assignments and guest lectures included, is strongly recommended given that their contents can be subject to evaluation. |
| Seminar |
Questions about the course in general and about the group practical assignments in particular will be solved in small tutoring groups (max. 15 students) |
| Multiple-choice questions |
A test examination will be held, a multiple choice type where only one option is correct and incorrect answers entail a penalty. |
| Guest lecture / keynote speech |
The fundamentals of the course will be explained in the classroom in theory-based sessions and utilizing audiovisual aids, guided discussions, cases and other interactive methodologies.
The professor responsible for coordinating the course will ellaborate a weekly planning for students to prepare the lectures in advance, and to follow up on them. Participation in all sessions of the course, individual practical assignments and guest lectures included, is strongly recommended given that their contents can be subject to evaluation. |
| Personalized attention |
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Methodologies
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| Case study |
| Seminar |
|
| Description |
Personalized attention (individual and small group tutoring) will be delivered via Teams, following an email/Moodle request.
Personalized attention will be provided in order to solve for specific questions about course contents, to recommend additional sources of information in order to enhance case preparation, and to follow up on the group practical assignments with small student groups. Furthermore, the seminars may be used to discuss relevant questions individually, beyond collaborative learning.
The cases and other learning materials required to facilitate students' follow up of interactive sessions and the course calendar will be detailed/uploaded in the virtual platform of the UDC. Materials will be discussed in the classroom in an interactive way. Cases will be assigned to student groups so that they are firstly presented in the classroom by the responsible group, and then discussed with all students attending the course. It is strongly recommended that all students prepare the materials in advance and participate in the session. Furthermore it is strongly recommended that students utilize tutoring hours in order to solve their questions about the assignments that are subject to continuous evaluation in a personalized way.
The goal of the personalized attention will consist in solving questions about preparation of team projects and case studies, both for students registered as full-time and as part-time. |
|
| Assessment |
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Methodologies
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Competencies |
Description
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Qualification
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| Case study |
A12 B8 C2 C8 |
The grade corresponding to continuos evaluation comes from adding up the following:
- 10% of final grade comes from individual and physical attendance of students to each and every session of the course, be it theoretical or interactive, including team project presentations and guest lectures.
- 30% of final grade comes from the grade obtained by each student participating in the group practical assignment (practical project), prepared in teams outside the classroom according the the guidelines provided by the coordinating professor, and presented in the classroom in a plenary session. This practical assignment deals with cases or recommended readings, complemented with other relevant sources of information. Specific tutoring will be provided for this assignment if necessary. All students participating in the same team will obtain the same project grade. |
40 |
| Multiple-choice questions |
A4 A5 B4 B6 B9 B10 C1 |
A multiple-choice type of test exam administered via Moodle, where only one option is correct, will be taken. Wrong answers entail a penalty. It is strictly necessary to pass the exam (with a grade equal or superior to 5, in a 0-10 grading system) in order to pass the course.
All materials and contents addressed in the classroom, both face-to-face and vitually, either in the lectures or in the theretical and/or practical sessions, in the discussion of individual assignments or in the presentation of group assignments, are subject to be asked about in the exam. Thus knowledge about contents of all team practical projects may be assessed in the exam.
It is important that students prepare individually for the exam utilizing all materials available in the virtual platform (visual aids, individual assignments, suggested readings, legislation), and the notes they took in the classroom in order to better understand the real examples used to illustrate course contents.
It is key that students complement these materials with the individual revision of suggested textbooks, in order to clarify any remaining question.
Students taking the English exam (bilingual section) are exempt from memorizing Spanish and Galician commercial distribution legislation. However, those questions will be substituted by additional questions relative to international and European legislation and norms, including CSR and sustainability norms and standards; so that their test exam is fully comparable to the one taken by the rest of sections in the course |
60 |
| |
|
Assessment comments |
The aforementioned evaluation criteria will apply to both the first and the second opportunity, including Erasmus and exchange students.
Those students who fail the multiple-choice exam will receive the exam grade as course grade.
The grade of "Not present" will only be given to students who only participated in course activities worth under 20% of the final grade.
The grade obtained by students for their continuous evaluation will be valid only for the ongoing academic year. If a student in such situation fails to pass the complete course in either 1st opportunity or 2nd opportunity, his/her final grade will be "Fail", implying that he/she will have to re-take the whole course during incoming academic years.
Students taking the anticipated December opportunity will be subject to the same criteria as those applying to second opportunity (i.e. exam is worth 60% and continuous evaluation is worth 40%).
It is forbidden to access the classroom with any device allowing for data transmission and/or warehousing when any of the evaluations is taking place (e.g. mobile phones, smart watches, etc.).
In the case of students registered as part-time and "dispensa académica" the weight of the exam grade will be 100%.
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| Sources of information |
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Basic
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General / Vázquez Casielles, R., Trespalacios Gutiérrez, J.A. (2006): Estrategias de distribución comercial. Diseño del canal de distribución y relación entre fabricantes y detallistas, Thomson Paraninfo, Madrid (biblioteca) General / Vázquez Casielles et al. (coord.) (2010) Distribución Comercial y Comportamiento del Consumidor, Cátedra Fundación Ramón Areces de Distribución Comercial (Biblioteca, moodle). General / Vázquez Casielles et al. (coord.) (2011): Estrategias competitivas en canales de distribución comercial tradicional versus on-line (Biblioteca, moodle) General / Díez de Castro, Enrique y Navarro García, Antonio: “Naturaleza de la distribución comercial” (moodle) Merchandising / Díez de Castro, E.C., Landa Bercebal, F.J., Navarro García, A. (2006): Merchandising. Teoría y práctica, Pirámide, Madrid. Logística / Soret Los Santos, Ignacio (2010): Logística y operaciones en la empresa, ESIC, Madrid
BILINGUAL SECTION
Recommended textbooks: Berman, Barry R. & Evans, Joel R. (2013): Retail Management: A Strategic Approach, Prentice Hall. Levy, Michael & Weitz, Barton A. (2012): Retailing Management, McGraw-Hill.
Additional materials: Deloitte reports on "Global Powers of Retailing" |
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Complementary
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BIBLIOGRAFÍA COMPLEMENTARIA http://catedrafundacionarecesdcuniovi.es/publicaciones-libros-publicados-es.html Vázquez Casielles et al. (coord.) (2010) Distribución Comercial y Comportamiento del Consumidor, Cátedra Fundación Ramón Areces de Distribución Comercial Vázquez Casielles et al. (coord.) (2011): Estrategias competitivas en canales de distribución comercial tradicional versus on-line Díez de Castro, Enrique y Navarro García, Antonio: “Naturaleza de la distribución comercial” Díez de Castro, E.C., Landa Bercebal, F.J., Navarro García, A. (2006): Merchandising. Teoría y práctica, Pirámide, Madrid. Logística / Soret Los Santos, Ignacio (2010): Logística y operaciones en la empresa, ESIC, Madrid |
| Recommendations |
| Subjects that it is recommended to have taken before |
| Introduction to Marketing/611G02015 |
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| Subjects that are recommended to be taken simultaneously |
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| Subjects that continue the syllabus |
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