Independent Variables
Toy’s “R” Us Business Competitiveness - The company is experiencing different problems with competitors and its standing in the industry is down (Toys “R” Us Singapore, 2009). But given the proper use of the competitive advantage they have, the company can recover from such problems. The company has competitive advantage over retailers and the industry. One competitive advantage of the company is its brand name. The company is known as one of the established toy outlets in the industry (Toys “R” Us Singapore, 2009). People easily recognize the company and the different product it has. They can easily think about the company when toy selling is mentioned. Another competitive advantage of the company is its image with the clients. The company is known as one store that provides excellent service to the clients. This can be proven by the frequency of visit clients do to the company’s store and other marketing venues.
Moreover a competitive advantage of the company is its increasing venue of marketing their products. The company is taking steps to ensure that their products can reach more people at more location that’s why the company engaged in having more branches at different places (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004). The company also made use of the internet and created a website that more people in the world can use to transact with the company. Lastly a competitive advantage of the company is the wide range of business venture they are engaging in. The company is currently engaging not only in toys but in other consumer products like baby clothes and kids apparel. Although their clothing product for kids is not successful the company tries to discover new ways to discover the secret of success in such venture.
Toys, games, and media today are increasingly enmeshed in webs of integrated marketing, which depend on what marketers call the synergy between different types of products (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004). Toys are a big part of children’s life. It gives them entertainment, exercise and learning experiences. Toy making is one of the most profitable investments available for entrepreneurs (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004). One company that made a mark in the toy business is Toys “R” Us. The company is one of the largest toy stores. The company as years passed underwent changes wherein they initialized an online shopping site that sells toys and baby products. Another change to the company is its change in ownership.
Business Costs- With regards to the operational and manufacturing costs of toy products and services of Toys “R” Us, the company are devising different strategies to avoid excessive business costs (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004). Business costs are expenses of the company in manufacturing and delivering their products. Finding ways to reduce costs sometimes may be crucial to firms and is a necessity most of the time. The learning phenomenon and the learning curve offer opportunities for cost reduction programs in general and in the preproduction planning and the product redesign areas in particular (Gillooley, D & Varley, R 2001). In the preproduction planning stage, the type of learning curve to be used subsequently may be affected by the level and content of organizational planning. More precisely, the more preplanning that is done in all aspects associated with the launching of a new product, the lower the cost of the initial unit. With the cost of the initial unit being the starting point of the learning phenomenon, the lower it is through effective preproduction planning, the greater the savings generated by the resulting learning curve (Holzer & Riahi-Belkaoui 1986). Various studies, including an empirical one, have pinpointed the impact of preproduction planning on the time taken to produce the first unit and the dynamic rate resulting during the course of production (Sousa, R. 2003). Authors have emphasized the importance of proper preproduction planning undertaken at the initial stages to lessen the scope of improvement during the course of production, which results in a flatter function, lying considerably below one which depicts a smaller amount of preproduction planning (Holzer & Riahi-Belkaoui 1986).
Global business like Toys “R” Us wants to make sure that they minimize cost with regards to their logistics systems (Sousa, R. 2003). Business uses different strategies to reach this kind of desire that they believe can give companies benefits. Different strategies are used that includes highly organized inventory system, stricter security measures, strong relationship with suppliers and better transport and distribution systems. Aside from the so-called reverse logistics, businesses makes use of a highly organized inventory system to minimize cost in their logistic system (Sousa, R. 2003). By engaging in an organized inventory system companies won’t have to worry about buying supplies constantly thus they can have more savings.
Another strategy to minimize cost in logistics systems is stricter security measures. By conducting such strategy supplies tend not to be wasted on useless things and be harmed by security problems. Moreover a strategy to minimize cost in logistics systems is strong relationship with suppliers. By having strong relationship with suppliers companies can convince their suppliers to give them discounts that can help in minimizing their cost (Sousa, R. 2003). Lastly a strategy to minimize cost in logistics systems is by having a better transport and distribution systems. Transport and distribution system are used in the delivery and transportation of supplies from one inventory facility to another (Sousa, R. 2003). The system should be well organized so that when problems arise solutions are available and the company will not waste supplies.
Business Development- In business development, logistic tends to become the most crucial factor that contributes in decision-making process of the business organization. A decision is the results of making a judgment or reaching a conclusion. Decision-making is a rational choice among alternatives. It is universal to all managers (Slack, N. Chambers, S. & Johnston, R. 2004). Basically, the success or failure that a person experiences in life depends on the decisions he or she makes. One decision may make the difference between a successful and an unsuccessful career. Actually, decision process and continues changes in business arena conforms to the logistic process in a certain business. Meaning, decision processes and continues changes in business arena encourage logistics to change.
Over the last two decades of the twentieth century, theories of organisational change have had a tremendous impact on business and not-for-profit companies. The extent of the influence of popular theories of change including Culture Change, Total Quality Management (TQM), Business Process Re-engineering (BPR), Organisational Learning, and, Six Sigma is evidenced throughout the business world. Many of the top corporations, have implemented one or other change program over the last twenty years, often at the cost of millions of dollars, and involving large-scale restructuring and extensive job losses (Mills 2003). At the end of the day, while it is generally agreed that certain change programs have become widely popular, there is considerable debate about the success or failure of the subsequent changes themselves. Business critics blame suggested failure on incorrect implementation (Slack, N. Chambers, S. & Johnston, R. 2004). Other business critics are less convinced, questioning the lack of evidence of a clear link between the implementation of selected change program within the logistic system and subsequent business success. It is argued that, within management thought and practice, the notion of organisational change has changed in significance over the last two decades, from one of many potential strategies of managing to a key influence on organisational effectiveness and survival. The focus has shifted from the strategic choice of the actor to one of incontrovertible external forces that managers need to anticipate, react to and manage. It is contended that organisational change as imperative has become an important management discourse that can be witnessed in the discursive practices of companies (Mills 2003).
Explaining the popularity of change in logistics in sense making terms it can be argued that change has become a conventional management practice, developed and sustained through a powerful management discourse, whose on-going character influences the decision-making of large and small companies, profit and not-for-profit companies alike (Thompson, A. Jr. & Strickland, A.J. III 2003). Whether or not the adoption of a particular program of change is the right course of action for some companies doesn’t seem to matter. Decisions to implement change programs are based on plausibility rather than accuracy. Prior to 1980, within business texts, organisational change as a management technique was either not mentioned at all or was limited to discussion of group dynamics and employee resistance to change (Mills 2003).
Over time, the emphasis on change programs has switched focus from ways to improve employee satisfaction to a goal today of customer-driven corporate effectiveness. But something more than a change in focus has occurred. The notion of organisational change has taken on new meaning. Since the early 1980s, it has become an imperative rather than a technique to be considered at appropriate times, a holistic rather than a piecemeal approach to organisational effectiveness (Mills 2003). Organisational change is done by a company when it believes that the company is not adjusting to the new trends in its environment. The change that needs to be done includes improving the businesses’ relationship with the employees. Business should have good relationship with the employees so that the firm will run smoothly. This will also make the employee respond to the challenge of competitors with quickness and conviction. Another change that should be done by Singapore business is to educate the employees about the new technologies. This will make the employees have a quick response towards globalization and the market pressures being thrown at this sector in Singapore. Moreover a change that should be done by the business industry is to use diverse kinds of management and marketing strategy so that they can compete with new rival firms that are either within the country or outside the country.
Dependent Variables
Reverse Logistics Application – Reverse logistics stands for all operations related to the reuse of products and materials. It is “the process of planning, implementing, and controlling the efficient, cost effective flow of raw materials, in-process inventory, finished goods and related information from the point of consumption to the point of origin for the purpose of recapturing value or proper disposal (Tibben-Lembke, R. 2002). More precisely, reverse logistics is the process of moving goods from their typical final destination for the purpose of capturing value, or proper disposal. Remanufacturing and refurbishing activities also may be included in the definition of reverse logistics.
Individual firms and supply chains will continue to seek ways to achieve competitive advantage. Reverse logistics will be one way to reduce costs, increase revenues and customer service levels and help to obtain market advantage (Tibben-Lembke, R. 2002). Metrics that measure various aspects of the reverse logistics process must be developed and implemented. In sum, for many reasons – costs, customer service and revenue – reverse logistics is an increasingly important part of current and future supply chain strategies. Reverse logistics is a formal methodology for upgrading outmoded equipment as an inexpensive substitute for new equipment and to transform waste into useful products (Tibben-Lembke, R. 2002). These actions may enhance a firm’s competitiveness.
Chapter Summary
This part of the paper discusses the literature review concerning the effect of reverse logistics on the competitiveness of a certain company in Singapore i.e. Toy “R” Us. This part detailed the discussion about the theories and models to be used. In addition, the dependent variables (e.g. Toy’s “R” Us Business Competitiveness, Business Costs and Overall Business Development) and independent variable (e.g. Reverse Logistics Application) in relation to the goal of the study were also discussed.
References:
Armstrong, P. (2001). Input-Process-Output Model. Colorado: Colorado State University.
Baldwin, L.H. Camm, F. Cook, C.R. & Moore, N.Y. (2002). Implementing Best Purchasing and Supply Management Practices: Lessons from Innovative Commercial Firms, Rand: Santa Monica, CA.
Brougere, G. Buckingham, D. & Goldstein, J. (eds.) (2004). Toys, games and media, Lawrence Erlbaum Associates, Mahwah, NJ.
Bowman, R.J. (1999). ‘Logistics in Europe: Tear Up the Old Maps’, Global
Logistics & Supply Chain Strategies, vol. 3, no. 6, pp. 38-51.
Celly, K.S. Kamauff, J.W. & Spekman, R.E. (1999). ‘Technological Uncertainty, Buyer Preferences and Supplier Assurances: An Examination of Pacific Rim Purchasing Arrangements’, Journal of International Business Studies, vol. 30, no. 2, pp. 297+.
Corbett, M.F. (1996). ‘Outsourcing as a Strategic Tool’, Canadian Business Review, vol. 23, pp. 14-16.
Croxton, K. Garcia-Dastogue, L. Sebastian, J. Lambert, D.M. & Rogens, D. (2001). “The Supply Chain Management Processes,” The International Journal of Logistics Management, vol. 12, no. 2, p. 14.
Earl, M 1996, ‘The Risks of Outsourcing IT’, Sloan Management Review, vol. 37, pp. 26-32.
Gillooley, D. & Varley, R. (2001). Retail product management: buying and merchandising, Routledge, London.
Harris, G. & Taylor, S. (1997). Escaping from the Box: A New Process Model to Support Participation and Improve Coordination. In Center for Quality of Management Journal, Volume 6, Number 3. Cambridge, MA: The Center for Quality of Management, Inc.
Holzer, H.P. & Riahi-Belkaoui, A. (1986). The learning curve: a management accounting tool, Quorum Books, Westport, CT.
Katsikeas, C.S. Schlegelmilch, B.B. & Skarmeas, D. (2002). ‘Drivers of Commitment and Its Impact on Performance in Cross-Cultural Buyer-Seller Relationships: The Importer’s Perspective’, Journal of International Business Studies, vol. 33, no. 4, pp.757+.
Mills, J.H. (2003). Making sense of organisational change, Routledge, New York.
Owens, G. Vidal, O. Toole, R. & Favre, D. (1998). “Strategic Sourcing: Aligning Procurement Needs with Your Business Goals,” in John Gattorna (ed.), Strategic Supply Chain Alignment: Best Practice in Supply Chain Management, Hampshire, England: Gower, p. 286.
Slack, N. Chambers, S. & Johnston, R. (2004). The Model of Continuous Improvement, Operations Management, The Newcastle Business School MBA: Pitman Publishing.
Sobrero, M. & Roberts, E.B. (2001). ‘The trade-off between efficiency and learning in interorganizational relationships for product development’, Management Science, vol. 47, no. 4, pp. 493-511.
Sousa, R. (2003). Linking quality management to manufacturing strategy: An empirical investigation of customer focus practices. Journal of Operations Management, 21(1), 1-18.
Testa, B.M. (2005). ‘Asserting supply chain control’, Electronic Business, vol. 31, no. 10, p. 35.
Thompson, A. Jr. & Strickland, A.J. III (2003). Strategic Management: Concepts and Cases. 13th ed. New York, NY: McGraw-Hill.
Tibben-Lembke, R. (2002). “Life After Death: Reverse Logistics and the Product Life Cycle.” International Journal of Physical Distribution & Logistics Management 32: 223-244.
Toys “R” Us Singapore, (2009). About Toys “R” Us, viewed 25 May, 2009, <http://www.toysrus.com.sg>.
Chapter 3
Methodology
This study was conducted in order to determine the impact of effect of reverse logistics on the competitiveness and cost in Toys “R” Us in Singapore. For this research, the research applied the descriptive qualitative approach due to the method’s usability and appropriateness. Secondary data obtained from books, journal and periodicals served as the main source of information in this study. Specifically, the literature containing relevant case studies and statistical findings will be used in the investigation. In this study, the descriptive method of research is utilized using a total of randomly selected 200 employees and customers of Toys “R” Us in Singapore.
Research Design
This study employs the descriptive research method, which uses observation and surveys. In this method, it is possible that the study would be convenient and quick since this paper aims to determine the marketing issues related to marketing processes. Descriptive research could also suggest unanticipated hypotheses. Nonetheless, it would be very hard to rule out alternative explanations and especially infer causations. Thus, in this paper it is practical and reliable to use this kind of research approach. This descriptive type of research also utilizes observations in the study. To illustrate the descriptive type of research, Creswell (1994) will guide the researcher when he stated: Descriptive method of research is to gather information about the present existing condition. The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the cause/s of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study.
Research Objectives
The following statements cover the objectives as this research endeavor aims to achieve upon the completion of the data and information needed through sound analysis and interpretation of the findings of the study:
1. To identity the driving forces of reverse logistics in Toys “R” Us and the obstacles and problems they encountered.
2. To investigate the effect of reverse logistics to the competitiveness and Cost in Toys “R” Us in Singapore.
3. To identity the significances and benefits of reverse logistics practices in affecting the competitiveness and Cost in Toys “R” Us in Singapore.
4. To study the most appropriate logistic practices or tools for supporting the success of business operation.
Questionnaires Design
To assess the problem at hand, the researcher prepared a questionnaire and a set of guide questions for the interview that is asked to the intended respondents. It was indicated that this will be answered with no more than 20-30 minutes of the respondents’ time. Furthermore, the answers will be completely anonymous and confidential and if there were any particular questions the respondents do not want to answer, it was a standard that they should inform the researcher. The respondents graded each statement in the survey-questionnaire using a Likert scale with a five-response scale wherein respondents are given five response choices. The equivalent weights for the answers are (Frankfort-Nachmias, C., & Nachmias, D. 1992):
Range Interpretation
4.50 – 5.00 Strongly Agree
3.50 – 4.49 Agree
2.50 – 3.49 Uncertain
1.50 – 2.49 Disagree
0.00 – 1.49 Strongly Disagree
For validation purposes, the researcher initially submitted a sample of the set of survey questionnaires and after approval; the survey is conducted to five respondents. After the questions are answered, the researcher asked the respondents for any suggestions or any necessary corrections to ensure further improvement and validity of the instrument. The researcher again examined the content of the interview questions to find out the reliability of the instrument. The researchers excluded irrelevant questions and changed words that would be deemed difficult by the respondents, too much simpler terms.
Once all the needed and pertinent data are gathered, statistics will be utilized to examine relationships, differences and trends. After the entire survey questionnaire has been collected, the researcher used statistics to analyze all the data.The statistical formulae to be used in the survey questionnaire will be the following Creswell, J.W. (1994):
1. Percentage – to determine the magnitude of the responses to the questionnaire.
n
% = ——– x 100 ; n – number of responses
N N – total number of respondents
2. Weighted Mean
f1x1 + f2x2 + f3x3 + f4x4 + f5x5
x= ——————————————— ;
xt
where: f – weight given to each response
x – number of responses
xt – total number of responses
The researcher will be assisted by the SPSS in coming up with the statistical analysis for this study.
Survey Participants
The researcher, in choosing subjects or respondents for the topic at hand, is usually thought of to have the power over who the respondents of the study will be. Such a task would have been easier, except a researcher cannot simply choose out of whim; the subjects must be selected carefully with the intention of having subjects who each posses characteristics that, when put together, will represent a community. It is not only themselves whom these subjects will represent, but the bigger whole or the whole population.
In this study, primary research and secondary research will be used. Primary research to be conducted will be using questionnaire surveys to be sent randomly to 200 employees and customers in Toys “R” Us in Singapore. The researcher will tally, score and tabulate all the responses in the provided survey questions. A major aim of the survey is to know the perception of both employees and customers on how reverse logistics affects the competitiveness and costs in Toys “R” Us in Singapore. Furthermore, 3 managers of Toys “R” Us in Singapore will be interviewed personally by the researcher to have an in-depth understanding on the logistics of their company. Each interview with the managers lasted for almost an hour. The main aim of the interview is to know how the reverse logistics of Toys “R” Us in Singapore work, and how it has been beneficial to the company. The researcher conducted the survey personally with the respondents, or either through e-mail or snail mail.
Case Study- Toys “R” Us Singapore[1]
As indicated in company’s website, Li & Fung Retailing became a licensee of Toys “R” Us and acquired 100% ownership of Toys LiFung (Asia) Ltd, for the business in Mainland China, Hong Kong, Taiwan, Singapore, Malaysia, Thailand, The Philippines and Macau with provisions for entry into new geographic markets including other South East Asian countries in 2002. Basically, Toys “R” Us is positioned as “the Worldwide authority on kids, families and fun”. It is the largest child-related product specialty chain store in the world. Toys “R” Us believes in providing a happy shopping experience to customers with the biggest selection of toys and baby products priced to offer best value for money. One of the missions of the company is to nurture and develop the core competence of the Toys “R”Us retailing chain in order to be the most preferred shopping destination for toys, baby and kids life-style products in Asia. They also believed that business is built one guest at a time, and they are committed to making each and every guest happy. The company aimed to be the dominant toy retailer in Asia offering the right products, at the right price, at the right place, at the right time in a pleasurable and convenient shopping environment. Basically, the logistics practice of the company is expressive as shown to their number of stores located in different parts of Asia (Toys “R” Us Singapore 2009):
Ø As of mid-April, 2009, Toys LiFung (Asia) Ltd operates 107 stores in 8 Asian markets:
Ø 11 stores in Hong Kong (9 Main stores + 2 Toys”R”Us Express stores)
Ø 6 stores in Singapore (6 Main stores)
Ø 18 stores in Malaysia (6 Main stores + 7 Toys”R”Us Express stores + 5 Toy Box)
Ø 16 stores in Taiwan (8 Main stores + 8 Toys”R”Us Express stores)
Ø 9 stores in Thailand (3 Main stores + 6 Toys”R”Us Express / Toybox stores)
Ø 32 stores in The Philippines (4 Main stores + 3 Toys”R”Us Express stores + 25 Toy Box)
Ø 1 store in Macau (1 Toys”R”Us Express store)
Ø 14 stores in Chinese Mainland (11 Toys”R”Us Main stores + 2 Toys”R”Us Express stores + 1 Toy Box)
In order to understand the business operation of the company and its logistics and marketing practices, the researcher conducted a SWOT analysis. SWOT analysis reflects to the strengths, weaknesses, opportunity and threats for Toys “R” Us in Singapore.
Strength
Strength of Toys “R” Us is its continuous and fast growth as the years pass. The company is reaching out not only to new markets but to different kinds of venues to market their product like the internet. This gives them a distinct advantage towards their competitors. This also gives the company a distinct identity separate from its competitors. The continuous and fast growth of the company shows how well they are operating and how effective their strategy. Another strength of the company is the employees of the company being trained well. The employees of the company are well trained. The employees were well chosen and well trained to do their respective jobs. These employees are well managed to keep them in line with the objectives and standards of the company. This is strength of a company because it brings out the best employees thus the best service can be given to the clients. If clients enjoy the service of the company they tend to return to avail again the services and products offered by the company this results to satisfaction of the goals of the company. Lastly, the strength of Toys “R” Us is the use of a website which serves as an online shopping centre. The company website showcases different products by the company. Clients can purchase toys or baby products they want through the website.
Weakness
Weaknesses are the current problems of the company. To determine the weakness of the company the things that should be known includes the products that are least profitable, areas of the company that is not able to recover cost, the weak brands, the ability of the company to raise money when it needs to, the ability of the company to stand price pressures against competitors, the ability of the company to create new ideas, the faith of employees in management and the ability to compete with other companies in the technology front. A weakness of the company is the safety concern on the different products it sells. Although the products have safety labels there are still concerns on the possible effects of their products to a child. Lastly a weakness of the company is its tight competition with many competitors. The company may belong to one of the largest toy retailing store but it still has problems in competing with new and up coming competitors.
Opportunities
An opportunity the company has is the website it has. The company can make the website more user-friendly, helpful and informative so that people will be encouraged to use it. Another opportunity for the company is the wide range of products and services it offers. They can use such products and services to satisfy the needs of the clients and offer these clients everything they need in one shop or venue. This can also be used to increase the status of the company against its competitors. An opportunity for the company is to make their employees multi functioning so that they don’t have to hire more employees. This will create savings for the company and give them advantage towards competitors. Lastly an opportunity for the company is to merge with its non competitors so that they can both benefit from such endeavor. Merging with a non competitor can help in improving the company. The company can merge with company’s that are doing well in another industry and from that merger they can both improve their strengths, fix or lessen their weaknesses, and conquer threats from their respective competitors.
Threats
A threat to the company is its competitors. The competitors they have might find a way to equal or exceed the status and performance of the company in the future. This could cause them problems or major hindrances to achieve their goals. Another threat to the company includes the laws in the country they are operating in. Laws are a vital part of a country. These laws are the ones that initiate order and discipline in the country. There may be laws that can cause some delay in selling the products. These laws can hamper business transactions to be completed. These laws are enacted to protect the welfare of local sellers in that specific country. Since there are different laws in different countries it can also cause problems for the company.
Another treat is the economic condition of the countries they are operating in. The status of the economy in Singapore is different from the status of the economy in other countries, the status of economy in Singapore might be good or bad compared to other economy in Asia, America or Europe, potential problems may arise thus the company should prepare measures to counter it. Lastly a threat to the company is the tariffs and taxes that the company has in different countries, each countries has its own rate of taxes and tariff. Taxes and tariffs are collected by the countries government as additional funds for their projects in that country. The taxes and tariffs collected by a country depend on what the law of the country states. The taxes and tariffs collected by a country is a threat because this causes expenditures to a company. Since its rate varies the company must be wary of the cost of the taxes and tariffs and be able to decide if having a business in that particularly country is reasonable and feasible for the company.
Limitation of Research
This research centers on the reverse logistics application in Toys “R” Us and how this can affects the organisation’s competitiveness and costs. Other components, including marketing management, are not within the scope of the study. Because of financial, logistical, and time constraints, this research will not attempt to obtain a representative sample. Thus, the researcher will be extra careful in generalizing the findings of the study
The data generated will be used solely to understand the development of green marketing. The researcher is solely responsible for conducting the whole research process and shall abide all the policies regarding the organization as well as the university. The data will not be transferable for any means in person or organization. The research is being done according to the guidelines and rules and regulations of the university. The researcher does not belong to any professional bodies to share the outcome of the research results. The four stages of ethics in doing research are followed by the way of a good design, modes of data collection, analysis of data and for proper dissemination. Both confidentiality and anonymity will be maintained of the informants who have participated or shared information in the research. There will be no Coercion or force to take advantage from the informants. Full voluntary guarantee will be taken from the informants. Due consideration and approval will be taken from the organization which is being studied. Prior objectives and motive of the research will be intimated. There shall be no misrepresentation or misuse of the data collected from the organization. Strict confidentiality shall be maintained. Finally, the university for dissemination of academic purposes might take the data collected.
Chapter summary
In order to attain the purpose of this study in determining the effect of reverse logistics on the competitiveness and costs in Toys “R” Us in Singapore, a research design is necessary. As its sample, at least 200 employees and customers will be selected to participate. In this particular study, the survey and interview methods of research will be utilized. These instruments are subjected to approval and validation. After the data collecting procedures, the researcher gathered and summarized all the information acquired from the survey and interview. After analyzing all data gathered, the researcher will then use these results to formulate conclusions and recommendations that will be provided in the next chapters.
References:
Creswell, J.W. (1994). Research design. Qualitative and quantitative approaches. Thousand Oaks, California: Sage.
Frankfort-Nachmias, C., & Nachmias, D. (1992). Research methods in the social sciences (4th ed.). New York: St. Martin’s Press.
Toys “R” Us Singapore, (2009). About Toys “R” Us, viewed 25 May, 2009, <http://www.toysrus.com.sg>.
[1] All information are from company’s website otherwise indicated
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