Large format retailing in the US: a consumer experience perspective

Proponents of relationship marketing seek to develop and maintain long-term ties to their customers in the hope of having a loyal customer base. In this paper we examined large format retailing from the perspective of consumers’ experiences in these stores. Focus group interviews were conducted in two major US metropolitan areas and one medium size market. After analyzing the focus group content, several themes emerged related to patronage of large format retailers. These included the accuracy of prices when products were scanned and loyalty to store personnel based on familiarity. Large format supercenters were especially chided for their bigness and potential negative impact on smaller retailers. Attending to the details of the food retail business (accurate pricing, product availability, continuity of personnel) are ways in which consumers’ experiences in retail stores might be improved. Numerous choices and a diverse array of retail formats are available to consumers in the US market. Managerial implications are discussed in the light of a changing retail landscape.     

The Impact of a Flagship vs. a Brand Store on Brand Attitude,Brand Attachment and Brand Equity

How can flagships and brand stores contribute to building brands? We inquire about the relationships between store image, brand experience, brand attitude, brand attachment and brand equity using store intercepts. We find that flagships, due to the powerful brand experiences they allow, have a stronger impact on brand attitude, brand attachment and brand equity compared to brand stores. We provide retail marketers with avenues to offer increased in-store brand experiences by appealing to consumers’ emotions, senses, behaviors, and cognition.     

The influence of a retailer's corporate social responsibility program on re-conceptualizing store image

The construct of retail store image is typically built based on a variety of the store's functional attributes. This conceptualization fails to consider the role of corporate social responsibility (CSR) polices and practices in forming store image. Results from a study of 460 consumers indicate CSR influences consumer store image. CSR is particularly effective at influencing store image when the retailer experiences a positive performance perception among its customers. Consumers shopping at such stores are more receptive to CSR programs, and experience significant increases in their level of satisfaction and loyalty to the store through the addition of these programs.     

Over the Line: Managers' experience of a labour strike

The experiences of managers who continue to work through a labour stoppage is a largely overlooked question in industrial relations research and practice. Qualitative long interviews were conducted with managers who worked through a strike. A shared narrative for managers' strike experiences emerged. Managers perceived that their prestrike workplace was cooperative and characterized by positive labour‐management relationships. The strike was experienced as contentious and personalized with managers reporting that they and their families were targets of aggression from strikers. The managers envisioned a more formal poststrike workplace characterized by less collegial labour‐management interactions. We discuss the implications of these findings and call for further research on managers' experiences of industrial relations events. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

Linking Retail Strategy,Atmospheric Design and Shopping Behaviour

Although not usually recognized in the published work in retail atmospherics, the environment created by retail managers is an important strategic variable. Most of the work in atmospherics has focused on consumer reactions to environments while the strategic dimensions of this decision have largely been ignored. The present paper explores this gap by focusing on the managerial dimensions of store atmosphere by linking retail strategies and atmospheric design with consumer behaviours and issues. This discussion underscores the necessity for retail managers to have specific goals for the atmosphere in mind before creating a store design since the retail environment is capable of eliciting a wide range of behaviours from consumers.     

Store brands and retail differentiation: the influence of store image and store brand attitude on store own brand perceptions

Store's own brands can provide important opportunities for retail differentiation if they are considered by consumers to be uniquely associated with store image. A survey of shoppers measured attitudes toward individual stores’ images and store brand perceptions, as well as general attitudes toward store brands. A regression analysis demonstrates a positive relationship between consumers’ perceptions of individual store own brands and their associated store's image dimensions and attitudes toward store brands in general.     

Expansion within the Single European Market:a motivational structure

This paper considers the motivational context in which internationalization occurs. The paper considers the recent research of Pellegrini (1994) and Williams (1992a, 1992b) and addresses the fundamental question concerning the nature of internationalization raised by Brown and Burt (1992). The paper reports on, and uses findings from, a survey carried out in July 1993 which focused on retail expansion within the Single European market (SEM). The relative importance of motivations is considered in the context of retailers' attitudes to the SEM. These results are placed in the context of previous research findings and the theoretical literature on international retailing. On the basis of UK retailers' attitudes to expansion in the SEM and in the light of previous research work, this paper discusses the positions adopted by retailers in relation to internationalization. A matrix representing these positions is proposed and discussed.     

Manufacturer-owned retail stores

Increasingly, manufacturers sell their products in their own retail stores, and many of these stores appear to be in direct competition with independent retailers; i.e., both types of retail stores are physically co-located. We analyze one way this practice affects the retail market. We find that, when independent retailers compete against company stores (instead of just against other independent retailers), they (1) charge higher prices and (2) are more willing to engage in marketing efforts on behalf of the manufacturer’s brand. Furthermore, when company stores and independent retailers compete in the same market, the company store charges higher prices and provides more marketing effort. Anecdotal data are consistent with these model predictions.

Using workplace population statistics to understand retail store performance

We explore the value of recently released workplace geographies and accompanying census-based workplace zone statistics (WZS) and an associated classification of workplace zones (COWZ). We consider how these data could support retailers in their operational and strategic decision-making, including the evaluation of retail demand and retail store performance in localities where trade is driven by non-residential demand. In collaboration with major UK grocery retailer The Co-operative Group we explore the relationship between workplace population composition and store trading characteristics using a series of case study stores within Inner London. We use empirical store trading data to identify store and product category level temporal sales fluctuations attributable to workplace populations. We also use census-derived flow data to identify the spatial origins of workplace population inflow. We identify that store performance exhibits characteristics attributable to demand driven by these populations. We conclude that workplace population geographies, WZS and the COWZ afford considerable potential for understanding drivers of store performance, observed store trading patterns and evaluation of retail store performance. We suggest that the next step is to build these populations and their micro geography spatial and temporal characteristics into predictive models and evaluate their potential for store performance evaluation and location-based store and network decision-making within this sector.     

The influence of in‐store personnel on online store value: An analogical transfer perspective

In today’s multichannel retail environment, consumers’ experiences in one channel influence their perceptions of another channel. Specifically, consumer evaluations of a firm’s online store have been found to be influenced by consumer interactions with the firm’s in‐store personnel. This paper is among the first to address this assumption and test it empirically. Drawing upon the analogical transfer paradigm, we propose hypotheses and accordingly model in‐store personnel’s competence and friendliness as determinants of online store usefulness, online store enjoyment, and online store value. Using consumer data collected from two Dutch multichannel retailers, we test this model with partial least squares modeling. The results provide clear support for the model and confirm that consumers may use characteristics of in‐store personnel as analogies when evaluating a firm’s online store. Implications for research and retail managers are discussed.     

Retail customers' self-awareness: The deindividuation effects of others

The presence of others often affects retail shopping behavior. Other customers tend to increase one's self-awareness and cause negative self-conscious emotions. This research's findings suggest fellow customers also mitigate focal customers' evaluative concerns. Deindividuation theory, which posits that other customers create anonymity and reduce self-awareness, helps explain this phenomenon. A laboratory experiment and a quasi-experimental field study in a retail setting support the notion that the presence of other customers creates a deindividuation effect on a focal customer during unwanted social evaluation from salespeople. Results show a small group of other customers resulted in lower levels of emotional discomfort and behavioral inhibition than either an empty store or a larger group size, suggesting a U shape relationship.     

Power,policy networks and planning: the involvement of major grocery retailers in the formulation of Planning Policy Guidance Note 6 since 1988

This paper explores a neglected issue in the study of retail strategy and store location by considering the nature of policy networks operating at the interface between retailers and central government. It argues that informal networks, coupled with the economic power of retailers and the legitimization of their activities with reference to the 'consumer interest', have served to provide retailers with an influential avenue through which they can exert power over the nature of the regulatory environment within which they operate. The paper considers the limited extant 'evidence' of the operation of such networks before moving on to outline the results of a case study. The case study reflects on new store development in the UK grocery sector since 1988 as a backdrop to an analysis of the form of policy networks operating at the interface between government departments and retail organizations. It also explores the role of other stakeholders in this process. The existence of a number of such networks is described and their role explored with reference to the involvement of retailers in the formulation and evolution of Planning Policy Guidance Note 6 on retail development.     

The Greydollarfella: An endangered species or a market opportunity?

This paper identifies an ignored and endangered species: the mature male shopper, who we have named the Greydollarfella. Based on current research and interviews, we describe this fellow and attempt to differentiate him from other consumer segments. The Greydollarfella, unlike younger men, appears not to like shopping and so is often ignored by retailers or excluded from the retail environment. We argue that the Greydollarfella should be included in, not sidelined from, retail and marketing considerations. He is much wealthier and less time-poor than younger men, and deserves a retail environment that suits his preferences and consumer requirements. We present some examples of how retailers are attending (and not attending) to the Greydollarfella. We conclude that Greydollarfella is not very well understood, is undervalued, and is often marginalised by retail marketing strategies. We believe he offers great value for marketers and retailers (both niche and mass) willing to take the time to understand his psyche, product and service needs, and views on the retail experience. Finally, we call for more attention to be paid to this segment.     

Interformat competition in the grocery retailing

In the last few years, we have seen significant changes in the Italian retail environment which suggest that the patterns of retailing competition are more complex than in the past. In order to expand their target market in a context of economic recession, retailers are implementing new strategies aimed to stimulate the switching between different store formats. As a result, store formats are getting similar and new "hybrid" formats are emerging.This paper investigates the interformat competition between grocery store formats in the Italian retail market in order to understand which formats are converging and which, otherwise, are maintaining their distinctiveness. Our findings show that the rivalry between store formats (interformat) is becoming more intense than the competition within store formats (intraformat). These results have significant implication on both retailers and trade marketing strategies.     

Store Manager–Store Performance Relationship: A Research Note

Despite the critical role that store managers play in linking top management teams and service/retail employees, as well as in fulfilling corporate strategy within chain store environments, service management research infrequently addresses the factors that may promote store managers’ effective exchange relationships within the firm and subsequent effects on store operations and profitability. This study focuses on how store managers’ performance orientation, trust of a regional manager’s capabilities, and organizational commitment affect a manager’s relationships relative to regional managers and frontline employees. The direct effect of store managers’ relationship capacity on store performance is also examined. The results, based on survey data from managers of stores of a retail and service chain and company financial reports, generally support the suggested hypotheses. Specifically, a store manager’s relationship with his/her supervisor has a strong influence on how the manager views the supervisor’s leadership support and leadership style, which ultimately influence store performance (primary goods/service sales and store profits).     

Selling Vertically Differentiated Products under One Roof or Two? A Signaling Model of a Retailer's Roof Policies

Retail firms commonly offer products of different quality levels to serve different consumer segments. In doing so, some firms adopt a “one-roof policy,” selling all of their products in one store, whereas others adopt a “two-roof policy” to better segment consumers, selling high-quality products in a high-end store and low-quality products in a separate, low-end store. Although roof policies are widely practiced and an important aspect of retail management, they are overlooked in the literature and thus not well understood. In this paper, we look at a multi-product retail firm and explore the implications of roof policy for its quality signaling strategies. In our model, the firm carries two vertically differentiated products to serve two consumer segments. We first demonstrate that when product quality is readily observable to consumers, a two-roof policy yields a greater profit than a one-roof policy if the benefit from segmentation outweighs the cost of an additional roof. Then, we assume that a proportion of consumers are uninformed about quality a priori. We show that under both policies, there exists an equilibrium in which the retailer uses both price and in-store services to signal quality. Surprisingly, now there are conditions under which a two-roof policy is outperformed by a one-roof policy, even if the cost of an additional roof is zero. This result sharply contrasts the conventional wisdom that segmentation is optimal as long as its associated marketing cost is low, and suggests the importance of quality information issues in roof policy decisions.     

Exploring collaborative technology utilization in retailer-supplier performance

This study examines the technological investments that retail managers must effectively manage in conjunction with supplier partners to reap superior gains. Today retailers are warming up to the benefits of implementing partnering technologies that provide them with much needed informational and relational resource linkages. This study supports the importance of effective management of supply chain technologies from a retail perspective. Ultimately, this study calls for retail managers and researchers to embrace partner based technology harnessing informational and relational resources that drive overall performance — even more so if they are ready to implement technology.     

The Determinants of Retail Loyalty of Indian Consumers

This study investigated the influence of expectations and evaluation of functional and social attributes on Indian consumers' food retail loyalty. Structural equation modeling results indicate that social self-congruity is an important determinant of food store patronage in India. Food assortment and services are critical drivers of supermarket loyalty, whereas relative advantage is the only determinant of store loyalty among traditional food retail customers. Positive store experiences lead to increased store commitment and perception of greater relative advantage for traditional retail shoppers, whereas positive store experiences increase switching costs for supermarket customers. Implications for food market entry into India are presented.     

The spatial knowledge of retail decision makers: capturing and interpreting group insight using a composite cognitive map

The paper argues that existing techniques for retail site evaluation ignore the useful "soft" insights of retail executives. It outlines a technique for constructing a composite map of retail decision makers' insights into the location influences affecting store performance. It has two objectives: to show how the method can be used to construct a basic knowledge base by helping to elicit decision makers' spatial knowledge; and to clarify the status of the maps in terms of the process of group decision making. Illustrations are given from current work drawn from interviews with executives of a major multiple superstore retailer in the UK. The paper shows how composite mapping provides a means to reduce the ideas of a group without any loss of detail, using key cognitive constructs as a "glue" to provide a template against which individual maps can be compared and better understood. The interpretative method provides a flexible and expedient means for constructing an organizational knowledge base for site location - the value of which can then be tested for modelling purposes - and as an effective counterweight to normative procedures.     

Deconstructing the notion of blame in corporate failure

Corporate failure is the subject of considerable academic debate since the 1960s. Failure in the retail sector receives less attention however. This paper addresses the notion of blame in corporate failure. Reference to A Goldberg and Sons, a failed retailer, exemplifies the discussion. Prior to bankruptcy in 1990, this firm was a successful Scottish department store and clothing retailer. The study takes a historical approach, using in-depth interviews, archival material, and other secondary data sources. Findings reveal that, despite warning signs from various key performance indicators and external reviews, the company's board failed to act appropriately. A series of bad strategic decisions contributed to the company's failure. In line with theories of blame attribution, through their (in)actions, the board's negligence played a major role in the firm's demise.