Measuring retail performance in an omni-channel world

Abstract

Driven by global advances in technology and changes in consumer buying behavior, brick-and-mortar retailers are being forced to become omni-channel retailers. This calls for new metrics for evaluating retail performance. We examine the challenges facing the retail industry, the metrics that traditional brick-and-mortar stores have used as well as the new metrics that retail industry experts are suggesting for online retailing. A conceptual framework for omni-channel retailers is suggested.     

The impact of scanning on employment in UK food stores: A preliminary analysis

New technology increasingly is being introduced into retailing at the operational level. One particular example is bar code scanning in food stores. By July 1986 there were 636 shops in the UK with operational scanning systems at point‐of‐sale, and of these 60 per cent were food stores. It has been suggested that scanning checkouts can cause change in employment structures and even job loss. This paper investigates some of the employment implications of laser scanning checkouts in a sample of food stores.     

The Spread of Article Numbering and Retail Scanning in Europe

Electronic point of sale (EPOS) systems based on article numbering and scanning are in the forefront of the applications of micro electronic technology within retailing. This article outlines the characteristics and the origins of article numbering and retail scanning and examines their spread within Europe and the United Kingdom.     

The nature of value created by UK online grocery retailers

The UK retail environment is extremely competitive, forcing retailers to constantly develop and enhance both their offerings and their formats. Probably the most significant changes taking place are coming from not the products being sold themselves, but rather when, how and where they are being sold. For example, new technologies such as the Internet, CD‐Roms, electronic kiosks and digital television are opening up new opportunities for retailers through remote purchasing and delivery. While a number of large retailers have made heavy investments into electronic retailing, such as Arcadia, Marks & Spencer, Tesco and Sainsbury, it is uncertain how they are going to use this technology to gain competitive or market advantages. Given the media attention which technologies such as the Internet has attracted, there is the danger that businesses may adopt an unfocussed use. This report identifies and evaluates the ways in which major UK grocery retailers are using the Internet to create value for their users over and above that which is offered by bricks and mortar stores. Web sites of three grocery retailers were evaluated via preselected criteria in order to assess how they created value for their customers. Applying Holbrook’s typology of consumer value, the findings of the research suggest that each of the retailers surveyed are similar in terms of the nature of the value they have created for consumers online, these being value‐as‐convenience and value‐as excellence.     

New Cultures,New Strategies,New Formats and New Relationships in European Retailing

Abstract

During the last fifteen years there has been a substantial restructuring of retailing in Europe. The implications of this reach beyond Europe. The restructuring involves not only competitive relationships amongst retailers but also involves new forms of relationships with suppliers. A new perspective of the role of retailing is emerging that places retailing in a global framework of international store operations, international sourcing of products, international flows of management and managerial know-how, and international awareness by consumers of the retailers who are becoming international brands. The aim of this paper is to place the restructuring in context, to consider the nature of it and to explore how the new global framework will begin to have effects for distribution industries in Asia.     

Strategizing Retailing in the New Technology Era

The world of retailing is being reimagined and transformed at breakneck speeds due to new technologies, as well as due to changes in consumer purchasing behavior resulting from the COVID-19 pandemic. This dynamic retail marketplace is forcing retailers to strategize how to best position themselves to survive and flourish in this environment. Recognizing that we are at a critical inflection point in the world of retailing, we conceptualize a Strategic Wheel of Retailing in the new technology era that emphasizes technology as the core enabler of the strategies related to the 6Ps of retailing (retail place and supply chain management, product, pricing, promotion, personnel, and presentation). In particular, the articles calls for retailers to carefully their review their competitive ecosystem as they adapt to the new technologies, raises some issues, and offers new directions for further research on how technology can be leveraged to design profitable retail strategies.     

Smart Cards in the Internet Commerce Era

Abstract

Smart cards are the latest wave in the world of electronic commerce. The latest development in smart cards technology is its Internet related applications, which are mostly related to the support of online payment systems and its infrastructure. This paper propels the role and potential impact of the smart card and provides insights on implementing new technologies. It is intended to develop plans and discuss solutions and navigate through the myriad of processing investment decisions impacting the anticipated widespread acceptance of the smart card in the Internet commerce era. Managerial implications for Internet commerce are addressed as well.     

A Content Analysis of Retail Web-Sites

Abstract

A content analysis is presented of Web-sites maintained by the top 100 U.S. retailers. The prevalence of Web-based retailing, sales, merchandise presentation, sales promotion, corporate communication and customer service are examined. Results indicate that while 64 of the top 100 retailers have established Websites, few are using the electronic retail sites for sales, corporate communication or customer service. This study establishes a foundation for theory building and empirical examinations of Web-based retailing. Future directions for research in this area are suggested.     

The changing structure of Hungarian retailing: Prospects for foreign retailers

Since the mid‐1980s many innovations and developments have taken place in Hungarian retailing, notably because of the recognition by the government that weaknesses in the distribution system can be a fundamental handicap to the efficiency of the whole economy. Some of the changes in Hungarian retail organization date back to the two periods of reform in 1968 and the early 1980s. Those reforms which in the retail sector were designed primarily to encourage innovation and diminish the bureaucracy of large organizations are examined, as well as the major factors in the economy which continued to frustrate many of their beneficial effects.

The subsequent effects of deregulation measures since 1985 on retailing are analysed, particularly the main changes which have occurred in the structure of retailing, e.g. accelerated establishment of private retailers; the expansion of self‐service; the forward integration of importers, manufacturers and wholesalers; the hiving off of the small units belonging to large state multiples and cooperatives. In addition, how these governmental market‐oriented policies have affected the marketing strategies of some of the major Hungarian retailers, and the relationships they arc now forging with foreign retailers are also examined. Finally, the various entry methods utilized by foreign retailers are assessed, and the constraints in the retail infrastructure which still remain to be overcome if more foreign retailers than hitherto are to be encouraged to enter this market.     

How Technology is Changing Retail

Retailing is undergoing a remarkable transformation brought by recent advances in technology. In this paper, we provide a deep discussion of and look ahead on how technology is changing retail, starting with a classification of technologies that impact retailing, in particular, in the COVID-19 and beyond world. We discuss different theoretical frameworks or lenses to better understand the role of technology in retailing. We identify and elaborate on the drivers and outcomes of technology adoption by shoppers, retailers, employees, and suppliers. We speculate on future retail scenarios and outline future research avenues on technology and retailing. We close by concluding that technology is not only reshaping retailing, but also allowing retailing to pivot in the face of new and unforeseen circumstances.     

Consumers’ Behavioral Intentions Toward Self-Service Technology in the Emerging Markets

ABSTRACT

Self-service technologies (SSTs) allow customers to offer their own service encounters via the interaction of electronic service interfaces or machines rather than by interacting with a firm's service personnel. This lack of personal interaction generates doubts and queries in the minds of the people, especially those unaware or less aware of these technology-based services. Such a situation is quite prevalent in the developing nations (like India), where still a large number of people are apprehensive about using the latest technologies. In this regard, the present study aims to develop an integrated model designed to predict and explain the various factors that influence customers’ behavioral intentions to use or not to use one particular SST (i.e., ATM services). The study finds that bank customers are less innovative and less optimistic to try out new technologies. Usefulness of the technology helps in developing positive attitude toward the technology, which in turn affects customers' intentions to use that technology.     

Investigating the Moderating Effects of Perceived Technological Change on Sales Force Acceptance

ABSTRACT

Purpose: Prior literature has shown that the acceptance of new technologies can improve the long-term performance of sales forces and firms. However, new technologies are likely to introduce obstacles to acceptance, especially for those technologies that represent a massive change for the user. Sales force members who drastically change their work processes in order to integrate a technology sacrifice both time and effort and may be distracted from their primary goals (e.g. hitting deadlines or sales goals). Thus, we investigate how perceived technological change can negatively moderate individual motives to accept a new technology. Furthermore, we analyze how managerial support can help overcome the acceptance issues caused by perceived technological change.

Methodology/approach: Data for this study was collected from 163 sales force members via an online survey. Respondent data was collected using a private market research firm that provides access to online panels. We utilize structural equation modeling for factor analysis and ordinary least squares (OLS) regression for testing the hypotheses.

Findings: We find that perceived technological change negatively moderates the influence of individual goal orientation on to acceptance of new technology. We also find that managerial support, as opposed to team goal commitment, will positively moderate an individual’s goal orientation onto acceptance of new technology. This suggests that managerial support is necessary in order to encourage acceptance of technologies that present drastic change for the end user. Post-hoc analysis takes a deeper look into potential curvilinear effects, a three-way interaction, and differences among categories of technologies. This analysis reveals that the negative influence of perceived technological change specifically affects the acceptance of behavioral-based technologies, as opposed to outcome-based technologies, thus necessitating the moderating influence of managerial support.

Contribution: This study demonstrates the acceptance issues presented by technologies associated with drastic perceived technological change. This article identifies and suggests how to more appropriately enhance acceptance of technologies that introduce drastic changes by sales force employees, thus enhancing potential long-term organizational performance.     

Retail formations: tracing the fluid forms of an online retailer

ABSTRACT

Change has often been said to characterise retailing, and research on retail change is extensive. However, though much of that research has focused on retail formats, it has not sufficiently addressed the fluid nature of retailing and how its formats emerge. This paper offers a more dynamic conceptualisation of retail format change by introducing the concept of retail formation. Taking a constructivist market studies approach and drawing upon an ethnographic study of a Swedish consumer electronics retailer, the paper shows how retail formations are continually being made in a dynamic process that can be initiated by various actors, does not necessarily follow a logical order, and commonly produces unexpected results. The concept of retail formation allows us to better understand the increasing fluidity of retailing enabling us to trace complex market processes, examine multiple actors simultaneously, and taking into account the socio-historical and socio-cultural dynamics involved in shaping retail markets.     

Adoption of Web-Based Applications in the Financial Sector: The Case of Online Insurance

ABSTRACT

Implementation of new technologies is a never-ending process that attempts to secure the best available tools to accomplish organizational goals. Previous studies on technology implementation discuss the technology adoption process and the multiple factors that are important for making this process successful. This study focuses on the adoption of web-based applications in the insurance industry. An in-depth investigation of relevant literature on the technology adoption process and data collected from insurance companies helped us identify the success factors for online insurance. Relevant factors include infrastructure flexibility, website availability, the degree of business integration, and company age.     

Interactive Technologies and Retailing Strategy: A Review,Conceptual Framework and Future Research Directions

During the past decade, a number of interactive technologies, including the Internet, have fundamentally transformed how retailers compete in the marketplace. In a similar vein, emerging interactive technologies can be expected to significantly alter the retailing landscape through their impact on retailing strategy and operations. Furthermore, it is conceivable that certain emerging interactive technologies will be perceived by some retailers as enablers (tools to more effectively compete in the marketplace) and by other retailers as disruptors of the present ways of doing business. Interactive technologies can either be generic, a technology that is readily available from an information technology (IT) vendor and is widely adopted by retailers, or proprietary. An interactive technology that is proprietary can enable a firm to generate economic rents from the innovation for an extended duration of time. Investing in a generic interactive technology, however, may be perceived as a cost of doing business for a retailer, and not a potential source of sustainable competitive advantage. However, a retailer's complementary resource endowments may enable the retailer to more effectively leverage a generic technology relative to its competitors and thereby achieve a sustainable competitive advantage. In this paper, we review the related literature, develop a process model delineating the mechanisms by which an interactive technology can affect and necessitate changes in retailers' strategies and identify directions for future research.     

Going liquid: French food retail industry experiencing an interregnum

ABSTRACT

By calling the present condition of the French food retail industry an interregnum, this research considers the impact of liquid modernity on this sector and looks for signs of a new order at a designing stage. Nine experts representing large retailers and entrepreneurs using alternative modes of food retailing were interviewed. An interpretive analysis reveals a wide diversity of changes. Following Bauman’s liquid metaphor, we identify shock, transformations, and crisis in food retailing, which we describe as phases that mark the dynamics in the shift from solid to liquid retailing. We discuss how retailers are adapting and deploying tactics both to respond and belong to these liquid times and how retailers can regain some legitimacy by claiming a role in territorial sovereignty.     

Pushing boxes or solving problems? Some marketing issues in the diffusion of computer‐integrated manufacturing innovations∗

This paper reviews some early evidence on the adoption and diffusion of computer‐integrated manufacturing in the UK. It draws particularly on research into experience with partially‐integrated applications of advanced manufacturing technology such as flexible manufacturing systems. Analysis of both supplier and user side issues is followed by a brief discussion arguing the need for closer integration at a number of levels. Within the supply side the various actors need to cooperate or move towards other forms of strategic alliance. On the user side successful implementation of integrated manufacturing technology appears to depend on supporting organisational integration. Finally, the novelty and complexity of the technological systems being sold requires a shift from simply selling automation products towards working closely with users in providing appropriate and often highly specific solutions to their problems.     

Advertising-Operations Interaction Effect on Promotion Success in the United States during the Early Stage of a Retailing Innovation

ABSTRACT

It has been shown that while promoting a retailing innovation, the stronger a retailer's operations capability, the more successful the retailer's promotion in its early stage. The current study is intended to be an empirical exploration of a new research question. While promoting a retailing innovation in the U.S.A., is it possible that the stronger a retailer's capability-based advertising efficiency, the stronger the positive effect of the capability-based operations efficiency on promotion success in the early stage of the innovation? Our results showed that the interaction between efficiency in advertising function and that in operations function did not appear to play any significant role towards success in the USA while promoting a retailing innovation.     

RFID Applications for Integrating and Informationalizing the Supply Chain of Foodservice Operators

Abstract

By enabling easier and real-time information sharing among supply chain partners, Internet applications foster and support new forms of collaborative supply chain management (SCM) practices within the foodservice sector. Advances in Radio Frequency Identification (RFID) technologies extend such collaborative SCM practices by increasingly integrating and synchronizing demand and supply chains. The objective of this paper is to investigate and analyze how RFID technologies can seamlessly tie customer interactions with the food supply chain and revolutionize the accuracy, efficiency, personalization-interaction, and security of foodservice marketing, production, and distribution simultaneously. To achieve this, the paper discusses the RFID implementation issues, practices, and benefits within the foodservice sector. The food industry's perspectives on the adoption and benefits of RFID developments are reported by discussing the results of a reality-check study conducted in the Greek foodservice sector.     

电子零售商顾客满意度模型的构建

随着信息技术的发展和顾客消费观念的快速转变,电子零售业得到了高速发展,而顾客满意度测评也成为电子零售业客户价值管理的重要手段。传统购物环境下的顾客满意度模型无法有效应用于电子零售业的管理,必须结合电子零售业的特点,构建出一个包含产品、服务与系统三大要素的新的顾客满意度测评模型和计量方法及指标,从而为电子零售商提供一个客观、科学的客户价值管理参考资料。