How customers ‘learn’ to work for retailers

Abstract

The purpose of this paper is to investigate how learning style affects the performance of the ‘working’ customer in one self-service context – retail Self Check-Out Tills (SCOT). For the purposes of this paper, we have adopted the UK term Self Check-Out Tills (SCOT), also known as ‘self-service registers’ in other countries, to describe this form of self-service in retail stores). The study uses qualitative and quantitative data collected from users of retail SCOT. Initial exploratory factor analysis of 232 SCOT users revealed significant differences in learning styles. Three categories emerged: ‘regular reassurance’, ‘motivated practice’ and ‘cautious discovery’. Customers adopting different learning styles varied in their perceptions of ability and enjoyment with SCOT, and in their capability of helping other customers with SCOT. The demographic make-up of customers adopting the different learning styles was also shown to vary. Previously, little has been done to identify the specific training needs of working customers. This research begins to address this knowledge gap.     

China to learn from Western countries in“go-west” campaign

China will draw on experience of foreign countries in formulating policies for large-scale development of its western regions, a government official said at a press conference in Beijing.     

What will business-to-business marketers learn from neuro-marketing? Insights for business marketing practice

This research note offers expert comments on the boundaries and frontiers of neuro-marketing application for business-to-business (B-to-B) marketing. This is done using a practice-led approach to discuss the boundaries and frontiers of neuro-marketing application for B-to-B marketing. Insights are provided into what neuro-marketing is, is not, can do, cannot do, should do, and should not do in B-to-B settings. This note can assist B-to-B marketing academics, practitioners, and neuroscientists in understanding the boundaries and frontiers of B-to-B neuro-marketing application. This note outlines how neuroscience can be appropriately applied in theoretical and practical B-to-B marketing endeavors. This note offers a useful response to a series of common but often inadequately answered or unanswered questions on B-to-B neuro-marketing application.     

也谈Live and learn和“开袋即食”——兼与陈德彰教授商榷

<正>在北京外国语大学陈德彰教授所著的《中国人最易犯的英汉翻译错误》(中国书籍出版社2008年1月出版)一书中对"Live and learn"和"开袋即食"的翻译提出了自己的见解。     

也谈Live and learn和"开袋即食"--兼与陈德彰教授商榷

在北京外国语大学陈德彰教授所著的《中国人最易犯的英汉翻译错误》（中国书籍出版社2008年1月出版）一书中对“Live and Iearn”和“开袋即食“的翻译提出了自己的见解。     

“Down and out” in D.C.: How Georgetown M.B.A. students learn about leadership through service to others

This article describes a community service project in which M.B.A. students learn about and experience directly the dynamics of leadership and power. The purposes of this project are to help students better understand the social reality of powerlessness, and how they, through their political activism and influence management skills, can improve the situations and lives of powerless people in the local community. In so doing, students begin to see the connection between political action and moral ends, the fundamental learning objective of this project.Wisdom is knowing what to do next. Virtue is doing it.(David Starr Jordan) Robert J. Bies is Associate Professor Management in the School of Business at Georgetown University. He received his Ph.D. from Stanford University. His research interests include leadership and power, the delivery of bad news, the litigation mentality, and organizational justice. He edited (with S. Sitkin) the book, The Legalistic Organization (Sage Publications, 1993).