The Future of Geothermal Energy

Renner, J.L.

doi:10.2172/911903

Cited by 8 publications

(14 citation statements)

References 52 publications

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“…We consider that three key factors could influence

\lambda _s

during a pandemic: (1) the perceived risk of infection associated with physically visiting the store (Renner et al., 2020), (2) the inconvenience of waiting (Chen et al., 2021; Gao & Su, 2018; Yang, 2020), and (3) the hassle cost associated with traveling to the store (Gao & Su, 2017). We elaborate on modeling each of these factors below.…”

Section: Modelmentioning

confidence: 99%

“…During a pandemic, customers are less willing to physically visit stores due to the risk of being infected after coming close to other people (Renner et al., 2020). Retailers can reduce this risk perception by undertaking measures such as reading customers' vitals before entry, increasing sanitization, providing contactless checkout, and curtailing shopping hours (Bove & Benoit, 2020).…”

Section: Modelmentioning

confidence: 99%

“…During a pandemic, the risk of disease transmission inside grocery stores impacts customers' shopping behavior. First, as reported in various surveys, customers reduce their visit frequency to grocery stores (Renner et al., 2020), accompanied by their increased tendency toward bulk shopping, that is, stockpiling or buying more than needed (Redman, 2020e). Second, many customers open up to alternative shopping modes, including delivery or curbside pickup, which the Centers for Disease Control and Prevention (CDC) recommended in their guideline about safe grocery shopping during the COVID‐19 pandemic (CDC, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Impacts of the COVID‐19 pandemic on grocery retail operations: An analytical model

Delasay

Kumar

2022

Production and Operations Management

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The COVID‐19 pandemic has had profound effects on grocery retailers, forcing them to make many operational changes in response to public health concerns and the shift in customers' shopping behavior. Grocery retailers need to understand the impact of pandemic conditions on their operations, but the literature has not modeled and analyzed this issue. We bridge this gap through economic models that consider the documented changes in the customers' shopping behavior during the COVID‐19 pandemic, including less frequent in‐store shopping and bulk‐shopping tendency. We capture the impact of occupancy limitation guidelines on grocery retailers' service capacity, customers' shopping behavior, and, consequently, on the retailers' store traffic and profit. We find that though store occupancy limitations reduce the in‐store foot traffic (which helps with curbing the disease spread), interestingly, they do not necessarily result in a profit decline. Under occupancy limitations and when the retailer offers the delivery or curbside pickup service, our analyses highlight the externality impact of online customers on the shopping behavior of in‐store customers. When the retailer adds the delivery service, such externalities may increase the store traffic (higher infection risk inside the grocery store) and reduce the retailer's profit. When the retailer adds the curbside pickup instead, it has more control over the impact of externalities, which helps in lowering the store traffic and increasing the profit. Our results offer valuable insights into how retailers should regard occupancy limitations and health safety measures. Our results also highlight conditions under which various operating modes may help retailers reduce infection risk and achieve higher profit.

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“…We consider that three key factors could influence

\lambda _s

Section: Modelmentioning

confidence: 99%

Section: Modelmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Impacts of the COVID‐19 pandemic on grocery retail operations: An analytical model

Delasay

Kumar

2022

Production and Operations Management

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“…While product availability has always been a top priority for the retail sector (Browne, 2018), product stock-out is still a major challenge for groceries, as two-thirds of consumers report it at least sometimes in their fresh food shopping (Renner et al, 2021), and it occurs in both online and store channels (Browne, 2018). In the grocery sector, these lost sales do not only apply to stock-out items but also to the whole product portfolio of the grocery retailer.…”

Section: Order Fulfillment Process and Performance Measuresmentioning

confidence: 99%

“…Grocery consumers usually shop for the whole basket and not individual items, so they do not look around to buy a few items from different shops that have them available or offer them fresheri.e. all-ornothing situation (Renner et al, 2021). Therefore, the real cost of stock-out for one item can go far beyond losing sales for one item on one occasion.…”

Section: Order Fulfillment Process and Performance Measuresmentioning

confidence: 99%

Grocery omnichannel perishable inventories: performance measures and influencing factors

Saghiri

Aktaş

Mohammadipour

2023

IJOPM

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PurposePerishable inventory management for the grocery sector has become more challenging with extended omnichannel activities and emerging consumer expectations. This paper aims to identify and formalize key performance measures of omnichannel perishable inventory management (OCPI) and explore the influence of operational and market-related factors on these measures.Design/methodology/approachThe inductive approach of this research synthesizes three performance measures (product waste, lost sales and freshness) and four influencing factors (channel effect, demand variability, product perishability and shelf life visibility) for OCPI, through industry investigation, expert interviews and a systematic literature review. Treating OCPI as a complex adaptive system and considering its transaction costs, this paper formalizes the OCPI performance measures and their influencing factors in two statements and four propositions, which are then tested through numerical analysis with simulation.FindingsProduct waste, lost sales and freshness are identified as distinctive OCPI performance measures, which are influenced by product perishability, shelf life visibility, demand variability and channel effects. The OCPI sensitivity to those influencing factors is diverse, whereas those factors are found to moderate each other's effects.Practical implicationsTo manage perishables more effectively, with less waste and lost sales for the business and fresher products for the consumer, omnichannel firms need to consider store and online channel requirements and strive to reduce demand variability, extend product shelf life and facilitate item-level shelf life visibility. While flexible logistics capacity and dynamic pricing can mitigate demand variability, the product shelf life extension needs modifications in product design, production, or storage conditions. OCPI executives can also increase the product shelf life visibility through advanced stock monitoring/tracking technologies (e.g. smart tags or more comprehensive barcodes), particularly for the online channel which demands fresher products.Originality/valueThis paper provides a novel theoretical view on perishables in omnichannel systems. It specifies the OCPI performance, beyond typical inventory policies for cost minimization, while discussing its sensitivity to operations and market factors.

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