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The purpose of this paper is to determine if various measures of loyalty (satisfaction, continued patronage and share of wallet) converge or diverge. A related objective of the study is to examine the relative efficacies of merchandise quality, interaction quality, price and store environment in inducing store loyalty for two customer segments of a national automotive parts and accessories retailer in the USA. The two segments are the do‐it‐yourself customers and the professional customers.

Data for the study are collected via mail questionnaires. Usable responses are obtained from 17,034 customers. In operationalizing store loyalty, affective, conative and action‐related measures are used.

The results altogether suggest that merchandise quality is an effective predictor of loyalty but perhaps not as critical or dominant as interaction quality. Results also show that similar factors consistently exert like influence in generating loyalty for the two customer segments.

The efficacies of other antecedent variables (e.g. perceived value/value for money) as drivers of store loyalty should be examined. Also, it would be worthwhile to investigate the possible moderating role of demographic characteristics (e.g. gender) and situational characteristics (e.g. critical incident recovery) in attenuating the relationships between the antecedent variables and store loyalty.

To reinforce loyalty among its both do‐it‐yourself and professional customers, the focal retailer should continue to enhance the interaction skills of current and prospective employees via careful selection, training and motivation.

The paper shows that the three measures of loyalty (satisfaction, continued patronage and share of wallet) converge. The strongest correlations are between affective and conative loyalty.

Over the last 40 years Do‐It‐Yourself (DIY) consumers have evolved from relative obscurity to a major multibillion dollar per year market. Research findings based on 403 DIY cases were used to develop insights for the formulation of retailer strategy. Types of projects undertaken and annual activity rates formed the basis of the investigation. Nine project categories were identified: carpentry, vehicle, painting, electrical, lawn and garden, plumbing, sewing, wall and floor covering, and masonry. Annual activity rates of the sample DIYers were used to identify three major groups: light doers, average doers, and heavy doers. The type of retail outlet preferred (e.g., department store, hardware store) depended primarily upon the project category the DIYer was considering. However, the mix of a retailer's product, price, promotion, and place elements desired by DIYers was related to activity levels. This led the authors to suggest that retail strategies might appropriately be developed along these two lines. First, consider which project categories retailer wishes to enter. Second, adjust the merchandising offering to best serve DIYers according to their activity levels.

WHAT IS DO‐IT‐YOURSELF TRAINING? BASICALLY, IT IS NO MORE than a variant of on‐the‐job training. Let me hastily add, before your eyebrows rise in arch disapproval, that it often requires as much careful effort in its preparation as an equivalent off‐the‐job training scheme designed to fulfil the same purpose. But very often the results are astoundingly better.

Upon the changes that have taken place in the tourist sector since the 7 990s, the SMTEs and the destinations where they operate are called to reflect on the opportunity to redefine the strategic and organizational assets that have distinguished them until now in order to respond to new needs and desires coming from a more segmented demand side. This paper presents the results of a research project conducted in the Dolomites, the most important alpine area in terms of numbers of tourists, representative of a community tourist destination and where the tourists do not defer to intermediaries to organize the vacation (do‐it‐yourself tourists). The Dolomites are now in the “mature” phase of the development life cycle and as such need a new approach to the market in order to maintain loyalty among current visitors and to gain loyalty in new tourist segments. The research was done in the summer 2001 and winter 2001–2002 by administering 5,000 online questionnaires to a representative sampling of “do‐it‐yourself” tourists. The objective was to study the decision‐making and behavioural models of do‐it‐yourself tourists and to build profiles of tourists who choose this destination. From these profiles it is possible to identify strategies that the SMTEs and the alpine destination as a whole could undertake to achieve the goals described above. The research highlights the importance for SMTEs to overcome the entrepreneurial spontaneity and to adopt an informed and planned business strategy. In this scenario the Regional Tourist Boards emerge as important actors that can play a key role in meta‐management.

With reports of commodity shortages and the US energy crisis never far from the headlines, it would seem that America is in for a do‐it‐yourself boom, dictated partly by increased leisure and partly by necessity. In this paper Professor Ellsworth predicts sharp rises in the sales of craft yarns as the American housewife picks up her needles; and he offers advice to the retailer on how to benefit.

In this study, it is aimed to examine do-it-yourself (DIY) practices from sustainable and entrepreneurship perspectives and to understand how transformation mechanism works in between altruistic and utilitarian tendencies in shared economy market conditions. Meaning, material and competency of practice theory will be indicative in explaining transformation of existing practices, how practice is transformed and diffused in market ecosystem through the introduction of new objects and opportunities to better understand how values and meanings change.

This study is a phenomenological research interested in explaining contingency of sustainability in between altruistic and market conditions in shared economy ecosystem through DIY practices. The sample of this study is made up of 15 participants actively carrying out DIY activities. Data is analysed with MAXQDA Analytics Pro 2018 program through grounded coding technique.

DIYers' relationship with market results them to create roles subject to their dependence on altruistic values of sustainability and their stance to anti-consumption in between alternative and mainstream economy. When they converge to the market, DIY activities turn into medium of marketing activities. When they diverge from the market, they become “transformers” embracing principles of shared economy. Contingency appears depending on three conditions: one is related with active participation in DIY or market practices. Second is related with occupation status that DIYers have. Third is related with competence that active DIYers have.

This study is aimed only at active participants. Therefore, it is possible to see the effects of altruistic and market behaviour more clearly. However, this group represents a minor group that will make it possible to comment on a small group. This is one of the limitations of this study.

In the study, proximity and distance to mainstream market condition are taken as the basis and market structure is taken as an agent. By this way, DIYers' activities evaluated not only from social and economical perspective but also their transformation compared to capitalist market conditions challenging altruistic values of DIY, sustainability and sharing economy. Thus, this study is evaluating sustainability, shared economy and DIY not as an entity but as a process.

Firms that are selling a relatively new market offering have to create the need for that offering. House Wonders entered a market that was not that well-informed about their market offering, and thus, have experimented with several communication channels that had different cost, and naturally different results. The purpose of this case is to encourage the students to compare and contrast the different communication methods, discuss their usage by House Wonders and come up with the best communication strategy.

This case simulates the challenges faced by a department store that is specialized in home improvement and hardware that recently started operations in Egypt. The store heavily emphasizes the role of “do it yourself” products, which is relatively new to the Egyptian customers. The case study presents the current economic conditions in Egypt, the company profile of the store and its parent company. The following sections involve explaining the concept of “do it yourself,” and other competitive advantages the store, House Wonders, has and how the management team managed to make the best out of it. The case study is concluded by explaining that in spite of all their efforts, the team is still faced with a number of challenges that are yet to be resolved, the most important of which is how to better reach the targeted segment.

Undergraduate/ MBA.

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CSS 8: Marketing.

The purpose of this paper is to describe the far reaching business potential of offering innovative DIY services and goods. Such offerings can enable businesses to do significant good for the world, while doing well for themselves.

This paper provides a business‐oriented summary of, and makes reference to, survey research and action research carried out over five years.

Innovative DIY offerings can enable anybody anywhere to develop, produce, use and/or sell physical goods that are both original and sophisticated. Businesses introducing such innovative DIY offerings reverse two trends that have dominated since before the Industrial Revolution. First, they radically reduce financial and professional barriers against the participation of ordinary individuals. Second, they cut back mass production by enabling individual development and production of physical goods that spring from the imaginations of individual people. In doing so, businesses can avoid many of the challenges that they typically face, such as margins shrinking due to core products becoming more and more interchangeable. Also, they can directly address the three principal goals of sustainability: better enabling people to meet their needs, and express their potential, while preserving natural eco‐systems.

Businesses are facing many challenges as they try to do well for themselves. At the same time, businesses are uncertain as to how they might do good for the world. In this paper, it is explained how offering of do‐it‐yourself (DIY) services and goods is already enabling some businesses to do well and to do good at the same time. Moreover, an overview is provided, together with references to more detailed information, of how introducing innovative DIY offerings can open many more opportunities for businesses to do well and to do good.

The originality of the paper is that it describes a practical option for businesses that aim to do both well and to do good. The value of this paper is that provides a referenced overview of relevant business examples and relevant enabling technologies.

Smart eyewear, such as augmented or virtual reality headset, allows the projection of virtual content through a display worn on the user’s head. This paper aims to present a mobile platform, named “CARTON”, which transforms a smartphone into smart eyewear, following a do-it-yourself (DIY) approach. This platform is composed of three main components: a blueprint to build the hardware prototype with very simple materials and regular tools; a software development kit (SDK) to help with the development of new applications (e.g. augmented reality app); and, finally, a second SDK (ControlWear) to interact with mobile applications through a Smartwatch.

User experiments were conducted, in which participants were asked to create, by themselves, the CARTON’s hardware part and perform usability tests with their own creation. A second round of experimentation was conducted to evaluate three different interaction modalities.

Qualitative user feedback and quantitative results prove that CARTON is functional and feasible to anyone, without specific skills. The results also showed that ControlWear had the most positive results, compared with the other interaction modalities, and that user interaction preference would vary depending on the task.

The authors describe a novel way to create a smart eyewear available for a wide audience around the world. By providing everything open-source and open-hardware, they intend to solve the reachability of technologies related to smart eyewear and aim to accelerate research around it.

The learning outcomes are as follows: examining the attributes and characteristics of successful entrepreneurs, understanding the biggest challenges entrepreneurs are facing in the process of developing their own business, understanding how to lead change and create competitive advantage in an emerging economy, identifying the challenges and pressuring the business in facing the retail industry and discussing and debating the challenge of diversification strategy and the risks associated with it.

It was year 2009 when the largest hypermarket in Albania, “Do it Yourself”, opened its doors to the public by bringing in Albania an important investment. This investment was significant for the country because it materialized in the midst of the world economic crisis. The company hired 500 employees, a big number for the size of the country. The 160,000 m² area facility is strategically located 6 km from Tirana International Airport and 8 km from the center of Tirana, the capital city. The interior of the Hypermarket Retail Store occupies 20,000 m² retail, 12,000 m² wholesale and 2,600 m² office space. The rest is green space and parking. Megatek carries a range of 51,000 products in different categories as homemade decorations, lighting and electrical, building materials, tools, gardening, heating and cooling, painting, wood and flooring. The products are available at a brick and mortar store and also online; the products are also home delivered. The company has been devoted to contribute to consumer education, quality service delivery and quality products at competitive prices. Armed with eight years of continuing success, Dionis was facing a critical decision. Should he expand or stand pat? Should he diversify the activity or maintain focus? Meanwhile, Megatek’s challenges on growing its business remain vivid. A couple of changes in the external environment ask for smart responses in the internal environment.

BA and Master level students.

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CSS 11: Strategy