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Gaining competitive advantage in retailing requires knowledge of the attributes consumers use to evaluate stores and an understanding of why these attributes are important. Although a number of store‐image studies have identified store attributes, evidence suggests that these attributes vary by store type and over time, but no work has considered the most crucial aspects to retailers, namely store loyalty. As no study has examined the links between store attributes and store loyalty, our knowledge remains largely speculative. This article explores this link using Kelly′s repertory grid methodology to assess the store images of three UK grocery retailers. Important differences were seen between primary store‐loyal customers’ perception of their store and secondary store‐loyal customers’ perception of that store. For example, primary‐loyal Tesco customers perceived quality, convenience and value factors in that order of importance, whilst primary‐loyal Kwik‐Save customers perceived quality, value and convenience factors when considering Tesco. Implications for retail positioning strategies and the development of store loyalty are discussed.

Rapid change in UK food retailing, in particular the entry of European discounters such as Aldi and Netto, has provoked speculation about the effect of these entrants on the major multiples. The discount sector is growing and the major multiples are trying to appear more price competitive. Reviews the emerging discount sector – its development and growth. A case study of one of the majors examines the effect of the discounters on turnover, and provides evidence that the turnover losses to the majors from discounter competition is minimal, and that the significant threat remains other multiples. The multiples still have more to fear from each other than they do from the discounters. However, the majors do now appear to be taking actions to limit the effect of the discounters. The growth of discounting and the success of the major multiple superstores seems to reflect polarizing markets. Examines future prospects for the food discounters.

Looks at Scotland′s uniqueness within the UK and, in particular, the Scottish patriotism with regard to buying “home” type goods. Also shows that, perhaps in spite of this, the Scots are nevertheless quite progressive in trying out new products/ideas. Evaluates how to market to the Scottish consumer through retail channels.

Reviews the activities of large retailing companies during the period 1991‐93. Identifies their strategic and operational responses to the economic situation prevailing at that time. Conducts the review using a financial model of a typical retailing business, within which a number of strategic and operational scenarios are proposed. Concludes that expansion continued by those companies who remain confident in the acceptance of the “offer” and where the risk was contained. Retailers were also active in consolidation and productivity activities.

One of the most successful of the discount groups, Kwik Save started in food and then moved into durables. Their stock control system, operated through its central computer at the Prestatyn warehouse, is regarded as sophisticated and effective. Their shares enjoy a substantial premium. But our financial analyst suspects that Kwik Save's growth rate will decelerate.

Headlines were made when Kwik Save's chief and founder Albert Gubay gave up control of his company early this year and abruptly left for New Zealand. One of the most successful of the discounters, Kwik Save built itself up mainly on food, but has recently extended into non‐food and particularly durable goods. The company began in North Wales and has spread throughout the north west of England, notably Lancashire and Cheshire. RDM staff writer Christine Moir has recently been in New Zealand; this article is based on an exclusive interview with Albert Gubay himself and discusses his plans for the future.

Examines Kwik‐Fit, a non‐traditional entrant in the financial services sector and analyses their entry strategy for the motor insurance market. Highlights the importance of effective customer relationship management, staff motivation and an innovative approach to selling. Provides an example of good practice for a new entrant to financial services and highlights long‐term challenges associated with this type of business.

Senior executives blithely talk about their commitment to quality, but how many would give customers their home phone number? Sir Tom Farmer, founder, chairman and CEO of Kwik‐Fit did just that a few years ago, putting his phone number up in the company service centers around the UK. Kwik‐Fit is the world’s largest automotive repair firm. Founded in 1971, it had 860 service centers in the UK and Ireland in April 1999 and 754 centers in The Netherlands, Belgium, France, Spain and Germany, as well as other business interests.

Provides the first exploratory analysis of the use of NHS touch‐screen information kiosks located throughout the UK. It examines, through a one month snapshot of the transactional logs of the kiosks, their use and makes comparisons between the types of organisation in which the kiosks are housed. Details of over 120 kiosks and nearly 47,000 user sessions and 310,000 page views were used for the comparison. The kiosks are proving popular, although some use appears to be of a cursory and seemingly unproductive kind. Surprisingly significant differences between kiosk locations were found. This early research reported here is part of an ongoing study of how users obtain health information by interacting with different digital platforms: kiosks, the Internet, and digital television. Comparisons are made between the results of this study and a similar study conducted by the authors on commercial health kiosks, those of InTouch With Health.

The most significant change in the Dublin retail scene over the past year has been the arrival of the discount food store, with Albert Gubay, formerly of Kwik Save, as the foremost operator. Three Guys, originally set up in Auckland, New Zealand, has now arrived in Dublin and Gubay plans to open five stores in eight months.