One of the most fruitful approaches for increasing marketing productivity is through more efficient manpower planning. This is particularly true in the labor intensive sectors of marketing such as retailing, particularly the retail department store. Waiting line models offer a high degree of potential for more effective manpower planning in the retail department store. The department store, however, presents a particular set of problems which make applications of waiting line models to manpower planning fairly complex. This complexity stems from two major sources: 1) consumer shopping behavior and 2) sales personnel management practices. This article discusses these problems and presents a model by which they can be handled for retail department stores. A detailed example illustrating the model's application is also provided.
ASJC Scopus subject areas
- Business and International Management
- Economics and Econometrics