Abstract
The once so clearly cut lines between the actors of retailing engaging in either manufacturing, distribution, or selling have become blurred. Consumers learned that brand manufacturers like Nike or Apple may sell directly to them through their flagship Niketowns or Apple Stores, while at the same time retailers such as Tchibo or Zara have engaged in upstream operations to offer exclusive private label products. There are no brick- and-mortar stores operated by Amazon, yet anyone may offer and sell products on its online platform and thus engage in retailing. These are just a few examples of changes and recent developments, but suggest that the extant definition of retailing and what constitutes a retailer are in need of revision. In today's global economy, businesses are no longer single actors, but have become embedded in networks spanning various stages of the production and sales process (Rudolph 2009, p. 5). The traditional division of manufacturing and distribution through wholesale and retail is evaporating.
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© 2011 Gabler Verlag | Springer Fachmedien Wiesbaden GmbH
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Rudolph, T., Meise, J.N. (2011). Modern Retail Management: Apple's iPhone Distribution Strategy. In: Zentes, J., Swoboda, B., Morschett, D. (eds) Fallstudien zum Internationalen Management. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-8349-6793-0_33
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