Perceived corporate social responsibility and job satisfaction in grocery retail: A comparison between low- and high-productivity stores

The relationship between corporate social responsibility (CSR) and job satisfaction is underexplored in the retail sector. We aim to fill this gap by unpacking these constructs to analyse their interrelationships. Moreover, conceptualising productivity as a contextual factor able to generate multiple stressors for retail employees, we compare the CSR-job satisfaction relationship between low- and high-productivity stores. We argue that CSR strategies effectively contribute to maintaining high job satisfaction in both retail contexts. Working on a sample of 708 grocery retail chain employees, we apply structural equation modelling and multigroup regressions to test our hypotheses. The results show that CSR positively influences job satisfaction. In detail, internal CSR benefits job satisfaction more than external CSR. CSR strategies effectively work to strengthen job satisfaction even in high-productivity stores. These findings contribute to the debate about the employees’ job satisfaction management in busyness and high-productive retail contexts.     

Private label usage and store loyalty: The moderating impact of shopping value

This study endeavours to develop and analyze a conceptual model that sheds light on the moderating impact of utilitarian and hedonic shopping values in determining the relationship between private label usage and store loyalty. In a test with data collected from 267 consumers, conceptual framework was analyzed by using structural equation modeling. The findings reveal that a negative relationship was observed between private label usage and store loyalty. However, utilitarian shopping value converts this existing negative relationship between private label usage and store loyalty into a strong positive association. This study offers such interesting implications for managers that developing marketing strategies oriented to create utilitarian shopping value during the shopping experience may enable retailers to enhance their store loyalty in a positive way in the long run. Prior research has not approached the private label product phenomenon from a shopping value perspective. Hence, this study attempts to measure the moderating impact of shopping value on the linkage between private label usage and store loyalty for the first time.     

Influence of restaurant atmospherics on patron satisfaction and behavioral intentions

The purpose of this research was to investigate empirically the influence of restaurant atmospherics on the dining satisfaction and behavioral intentions of restaurant patrons. An extensive literature review first identified five dimensions of restaurant atmospherics, namely: facility aesthetics, ambience, spatial layout, employee factors, and the view from the window. Data were collected from 10 middle and upscale full-service restaurants in Hong Kong, and factor analysis and multiple regression analysis were then performed to unveil the relationship between restaurant atmospherics and dining satisfaction and behavioral intentions. The results reveal restaurant atmospherics to have a significant influence on patrons’ dining satisfaction and their behavioral intentions, particularly their intentions to return and spread positive word-of-mouth and their willingness to pay more. Dining satisfaction itself was also found to have a significant influence on behavioral intentions, particularly the intentions to return and to recommend the restaurant. The paper concludes with the practical implications of the research.     

Experiencing atmospherics: The moderating effect of mall experiences on the impact of individual store atmospherics on spending behavior and mall loyalty

Retailers invest in atmospherics to create effective environments that engage shoppers in their shopping journey and promote business success. However, the link between store-level atmospherics and mall-level experiences remains opaque. In a quasi-experimental field study, we confirm that the quality of in-store atmospherics positively impacts in-store spending and reveal for the first time that it also positively influences loyalty intentions toward the mall as a whole. Both effects are mediated by perceived store atmosphere and moderated by mall experiences. The effects on spending are stronger for shoppers who are seeking hedonic experiences (seductive, recreational, and social) and are less interested in the functional experience. However, the impact on mall loyalty is stronger for shoppers pursuing material (functional) and avoiding social experiences. For retailers and mall owners, these findings underscore the importance of matching store atmospherics with mall experiences. Similarities and differences in the effects of atmospherics between and within the store and mall levels are discussed.     

Generalizations regarding the growth and decline of manufacturer and store brands

Stimulating growth or staving off decline in market share are core objectives for brand managers, including retailers who now offer store brands (SBs). This study identifies how changes in brand penetration and repeat-purchase loyalty accompany changes in brand share. We examine 1093 changes in brand share over 63 packaged goods categories in the UK from 2003 to 2007, covering both growth and decline. Two measures of repeat purchase loyalty are used—annual purchase frequency (PF) and share of category requirements (SCR). Our results show that brand share growth is accompanied by greater change in penetration than in loyalty, at a ratio of approximately 3:1. This finding generalizes across brand type, loyalty measure, retailer SB or manufacturer brand (MB), category purchase frequency, category type, and initial brand share. However, while brand share growth is accompanied by stronger changes in SCR than PF for MBs; the reverse is the case for SBs. For MB decline, both penetration and SCR change are significant correlates. However for SBs, the decline in brand share happens predominantly in loyalty—more strongly in SCR, followed by PF. Therefore, both brand types need to focus on building penetration to grow. While MBs also need to prevent light buyers from lapsing, SBs need to pay more attention to retaining heavy buyers to avoid repertoire demotion.     

How do restaurant atmospherics influence restaurant authenticity? An integrative framework and empirical evidence

The study proposes an integrative conceptualization to capture the theoretical notion of perceived restaurant authenticity (PRA). It conceptualizes PRA as a multidimensional construct consisting of four dimensions. Furthermore, the study proposes a conceptual model that includes three main restaurant atmospheric aspects (i.e., design, ambiance, and social) as exogenous antecedents affecting the four restaurant authenticity dimensions. These PRA dimensions are hypothesized to positively influence restaurant attachment, which in turn, positively predicts restaurant patronage. To test the proposed model, structural equation modeling (SEM) is applied to data collected from patrons of two dining restaurants. The results are broadly supportive of the proposed model. Theoretical and managerial implications are discussed.     

New product success in the consumer packaged goods industry: A shopper marketing approach

Marketing activities that influence shoppers along the various stages of their path-to-purchase are gaining attention from both manufacturers and retailers. Using a dataset with detailed information on 105 new products (NPs) launched in the U.K. by 44 leading brands and sold across 13 major retail banners, we provide strong support for the prominent role of both upper- and lower-funnel marketing actions that influence consumers before (upper) or during (lower) their shopping trip. We show which of these shopper-marketing instruments have the largest effect on NP performance at a retailer, and whether and how their effect is moderated by the retailer's store context. When it comes to NP success, the lifeblood of CPG companies, the lower-funnel marketing actions targeting shoppers directly at the point-of-purchase predominantly decide your fate. Thus, manufacturers should work ever harder to collaborate with retailers and push the store-specific shopper-marketing instruments in a favorable direction through information sharing and tailoring of their marketing program to individual retailers. Indeed, not all news is bleak for brand manufacturers. We identify five pieces of good news that brand manufacturers can use to their advantage.     

Cross-category effects of induced arousal and pleasure on the internet shopping experience

Online retailers are likely to try to influence consumers’ shopping behavior through atmospherics and service, just as physical stores do. The impact of online atmospherics can be measured by the degree of stimulation and pleasure that is provided by a website. It is suggested that the characteristics of products and websites that are encountered early in online browsing can significantly influence the level of arousal and pleasure that consumers experience, and thereby can influence their later shopping behavior. Two experiments show that if the initial experiences encountered in a simulated Internet shopping trip are higher in pleasure, then there is a positive impact on approach behaviors and subjects engage in more arousing activities (e.g., more exploration, more tendencies to examine novel products and stores, higher response to promotional incentives). Further, if higher stimulation or information load is provided by the initial Internet experience, then consumers subsequently tend to engage in less arousing activities.     

Understanding Retail Managers’ Role in the Sales of Products and Services

This research investigates the influence of retail chain-level activities (e.g., district supervisor directives and policies) and store manager behaviors on the sale of physical products versus services. Using data gathered within a U.S.-based retail automotive parts chain, the authors discover that to sell services, especially in competitive environments, store managers should focus on sales planning and transformative leadership behaviors, which accentuate both the long-term planning horizon and the effects of managerial actions. In less competitive environments though, a more transactional approach (e.g., selling orientation) can be effective for selling services. Alternatively, to sell products, store managers’ selling effort appears to be the most important driver of success, and a transformative leadership approach may be detrimental when the retailer faces a high level of direct competition. In total, the findings suggest that corporate chain activities, such as the level and clarity of store managers’ goals and supervisor monitoring, influence store manager behaviors, which in turn affect the sale of physical products and services.     

Drivers of Customers’ Adoption and Adoption Timing of a New Loyalty Card in the Grocery Retail Market

The authors study consumers’ process of adoption of a new loyalty card in a grocery retail context. More specifically, the authors simultaneously investigate the impact of attitudinal, behavioral, and socio-demographic variables on the likelihood of adoption and the time to adoption. They show that these variables differently affect the adoption likelihood and timing and demonstrate the importance of attitudinal measures of customer loyalty such as commitment to the store. This research confirms the so-called self-selection bias and extends it to the attitudinal dimension of loyalty. Some guidelines are proposed to increase the effectiveness of loyalty card program launches.