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The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.

Marketplaces are changing, and customers are demanding improved experiences where they want, how they want, and when they want. The omnichannel concept is perceived as an evolution of multichannel retailing, which implies a blurring division between the physical and online stores. In the omnichannel environment, customers move freely among physical and online stores expecting seamless shopping experiences between channels. Among different generational consumer groups, Gen Z deserves marketers’ particular attention, which is the new rising segment for omnichannel experiences. The purpose of this chapter is first to verify the essence of generational differences in consumer’s omnichannel buying behavior by giving a special focus on the Gen Z segment. Secondly, this chapter discusses how retailers should integrate their online and offline store channels to provide the best retail brand experience to these distinctive Gen Z consumers.

This study traces the internationalization strategy of Hering, a Brazilian-based apparel company active in manufacturing and retail.

The data set and analysis is presented in chronological order and decisions taken by the company are viewed based on internationalization theories. It presents two main internationalization frameworks, the production network and the value chain models.

While the company started the internationalization process in the 1960s and reached a consistent global presence in distinct markets, it has now retracted from main markets in Europe and North America and is focused on its own distribution network in South America. Hering has changed its strategy of a global production network player into a leader in the retail value chain model with regional distribution. This strategy change has been possible by valuing brand management and distribution instead of manufacturing capacity.

BRIC countries are known for exporting commodities but have poor performance in selling its own branded consumer goods abroad. This study provides such a rare case of a Brazilian consumer good company operating abroad.

Numerous studies have focused on retailing firms and their activities in foreign markets; however, these have not been able to fully identify factors that influence the process of retail internationalisation. This paper examines the factors that influence the foreign market entry process in retailing firms and develops a conceptual model. The conceptual model is used to analyse two case studies. The case data were collected through in-depth interviews. N*Vivo was used to encode data and corroborate the analysis. The entry strategies of IKEA in China, and Marks & Spencer (M&S) in Hong Kong are examined. Firms planning to enter foreign markets would greatly benefit from our analysis. We provide insights into factors influencing the foreign market entry process and how firms can manage this process.

Many companies struggle with the assessment of customer experience. This chapter aims to demonstrate how mobile ethnography tackles this issue by assessing data in a holistical way, in-situ, and in real-time.

The chapter describes the implementation of a mobile ethnography project in a tourist destination, including participant recruitment, data collection, data analysis, and the derivation of insights.

The mobile ethnography project allowed to gain deep insights into the customers’ journeys.

Future research will need to further investigate questions of participant recruitment, the effectiveness of incentives as well as the performance of the data collection process. Furthermore the findings of this case need to be replicated in the context of other industries, as well as in other cultural contexts.

Mobile ethnography allows companies to gain more information on customer experience in real-time, thus with reduced cognitive and emotional bias. Therefore, the method can help to improve the touristic service offering and, consequently, customer experience.

As companies are searching for new approaches to research and manage customer experience, this chapter is of high value for both academia and practice.

• Service robots (SRs) in retail is an emerging topic for both scholars and practitioners.

• Most of the studies are performed in the field using observational methods.

• To date, there is a lack of using uniform frameworks in order to fully understand customer–robot interactions.

• The dark side of robots in retail is still an underexplored area.

Service robots (SRs) in retail is an emerging topic for both scholars and practitioners.

Most of the studies are performed in the field using observational methods.

To date, there is a lack of using uniform frameworks in order to fully understand customer–robot interactions.

The dark side of robots in retail is still an underexplored area.

How do people with few material resources manage their consumption lives? We address this question by investigating the consumption practices and processes of 27 subsistence consumers in South Africa. These individuals are economically active, underserved consumers who either had in the past or have today few resources in terms of income, employment, and education; most of these consumer–informants grew up in and/or live in urban townships populated by poor black South Africans. Our interpretation is based on family systems theory and centers on analyses showing that subsistence consumers enact strategies to cope with the chronic stress of resource allocation needs for the family that outpace resource generation. The repertoire of strategies includes: (1) adhering to resource generation opportunities, (2) accessing new resources, (3) talking to family members, (4) trying and striving, (5) sacrificing, and (6) risking. These strategies are discussed in light of family systems theory, consumer behavior research, and marketing to subsistence consumers.