| Budget Amount *help |
¥1,800,000 (Direct Cost: ¥1,800,000)
Fiscal Year 2002: ¥500,000 (Direct Cost: ¥500,000)
Fiscal Year 2001: ¥500,000 (Direct Cost: ¥500,000)
Fiscal Year 2000: ¥800,000 (Direct Cost: ¥800,000)
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| Research Abstract |
Considering the historical formation of the buyer's role in Japan, one can see a shift towards division of function, or rather, the dispersion of authority and specialization of work. In the first chain store operations, a single person would be responsible for both buying and sales, and sales demand would be reflected in the next period's buying. However, as the concept of self-service gained acceptance and more merchandise was offered through general retail businesses, the business of buying took on a more independent form. Sales and buying duties were divided up between supervisors and buyers respectively. As the number of products offered through general retail businesses continued to increase, the buyer duties became more complicated. Time originally devoted to merchandise development and finding new products was lost. This brought on a reform in the system of organization for regular buying, re-buying and new buying. In forward-thinking businesses the distributor handled repurchaseing and re-buying orders and the buyer was in charge of buying new items.
Differences in company strategies have further transformed buying systems. It can be assumed that there are currently two methods of buying among retailers. The first, which is employed by Ito Yokado (IY Type), focuses on product search and development. Ito Yokado's buying is supported by their adoption of a more functional approach, which as mentioned above divides buying into three parts. The opposing method, utilized by Daiei and most other retail business, is more inclusive and the buying department handles all purchase-related activities.
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