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This study aims to provide a time- and price-sensitive market strategy for merchants to handle the markdown price strategy. The market demand for perishable products is usually price – and quality (freshness) – sensitive. The proper handling of markdown-price strategies can help merchants enhance competitiveness and maximize operational performance.

A markdown strategy consisting of price and markdown time was developed to explore the properties of market strategies based on the dynamic quality evaluation. The strategy considers multiple price discounts and multiple markdown times. The optimal price decisions in each stage and the optimal markdown times were derived during the selling season.

The results showed the following. A retailer always raises the initial price if it wants to adopt multiple price-markdown strategies. A high initial price may lead to a high inventory at the early stage and bring the next price reduction in advance. Large price discounts can be used to reduce the inventory later. The higher the previous price, the shorter the interval between the next price reduction. The markdown strategies showed that the regular discount as a new business model is not the best pricing model for perishable products. A time- and price-sensitive strategy, however, can increase operational performance and provide new insights for perishable products.

The results showed the following. A retailer always raises the initial price if it wants to adopt multiple price-markdown strategies. A high initial price may lead to a high inventory at the early stage and bring the next price reduction in advance. Large price discounts can be used to reduce the inventory later. The higher the previous price, the shorter the interval between the next price reduction. The markdown strategies showed that the regular discount as a new business model is not the best pricing model for perishable products. A time- and price-sensitive strategy, however, can increase operational performance and provide new insights for perishable products.

In spite of their importance within pricing strategies, “seasonal sales” have received little attention within the literature. The recent interest in “high‐low” pricing has, however, increased the attention given to temporal shifts in store‐wide, rather than item level, prices. Following a brief review, this paper draws upon two case studies of leading retailers of apparel in the UK. Evidence is also presented from audits of pricing and markdown activities over a three‐year period, illustrating some contrasts between stated strategies and actual pricing activities. A cost‐benefit analysis of high‐low pricing requires knowledge of consumer preferences and attitudes. Results are drawn from a study of over 2,600 “sale” shoppers, indicating stated preferences for markdown frequency, depth and coverage. In general “sale” shoppers appear to prefer a variety of markdown levels, increasing their scope to succeed as bargain hunters.

The purpose of this paper is to examine two key dimensions of in‐store marketing, namely in‐store promotions and price markdowns. These seem to be the two most important aspects of in‐store marketing, though other dimensions such as retail personal service are also worthy of study.

A sample of 287 New Zealand clothing and shoe retailers was studied. Survey questions included the perceived importance of in‐store promotions and price markdowns. The aim was to explain these perceptions in terms of marketing strategies, threat of competition and environmental uncertainty.

The results indicate that a discount marketing strategy, environmental uncertainty and emphasis on price‐promotions are key to explaining retailers' perceptions and use of specific in‐store marketing activities. In addition, seven key marketing activities were found to distinguish high‐ and low‐performance retailers with respect to in‐store promotions.

The study has highlighted strategic aspects of in‐store marketing, by focusing on two key components of in‐store marketing, namely in‐store promotion and price markdowns. The findings should provide much needed advice to retailers on the use of sales promotion tools in different environmental settings.

This paper should prove valuable to academic researchers and retailing managers (particularly to those in smaller countries), owner‐operated retail outlets, and chain stores.

The purpose of this paper is to study the optimal pricing problem that retailers are challenged with when dealing with seasonal products. The friction between expected demand and realized demand creates a risk that supply during the season is not cleared, thus forcing the retailer to markdown overstocked supply.

The authors propose a framework based on a Cox regression analysis to determine optimal markdown paths. They illustrate this framework by a case study on a large department store.

The framework allows one to determine when and how much to markdown in order to optimize expected total profit given the available supply. When the law of demand holds at a disaggregated level, i.e. the individual retailer, it is also possible to optimize the markdown path.

This paper provides a framework for the complex dynamic pricing problem in retail using transactional data. The case study shows that significant revenues can be generated when applying this framework.

The purpose of this paper is to put forward a multi-period dynamic pricing strategy for perishable food considering consumers’ price fairness perception. The impacts of the multi-period retail price, food freshness and inventory shortage risk on consumers’ heterogeneous willingness to pay (WTP) and their strategic purchasing behaviours are studied.

The authors present a price optimization model for perishable food, and conduct a laboratory experiment to justify the theoretical model. The data collected are analysed by correlation analysis and nonparametric test.

The results obtained reveal, first, food freshness and inventory shortage risk have effect on consumers’ heterogeneous WTP. Second, different retail prices lead to consumers’ strategically purchasing behaviours. Finally, consumers’ intertemporal price fairness perception and the food retailer’s long-term utility maximization can be achieved by developing multi-period dynamic pricing strategy.

This study suggests the perishable food retailer to apply a step-by-step price markdown strategy. It aims at eliminating price unfairness perceptions caused by loss of freshness and high shortage risk of the perishable food in the subsequent selling periods within the shelf life. Some valuable managerial insights towards perishable pricing for food retailers are discussed.

This study serves as the first step to utilize a laboratory experiment to dig out consumers’ intertemporal WTP towards perishable food. It also presents a novel way for describing consumers’ intertemporal price fairness perception by equalizing consumers’ average utilities considering consumer surplus, food freshness and shortage risk at different selling periods. The line of research on dynamic pricing concerning consumers’ price fairness perception is quite new in academic research, and has arisen due to its importance for food retailers of maximizing their long-term revenues and also of constructing mutual benefit and lasting connections with the consumers.

US retail executives' perspectives of the future of apparel retailing were explored in this study. Data were collected through personal interviews conducted at the 1996 National Retail Federation (NRF) Convention in New York City. Current and future changes in demographic, consumer behavioural and technological trends impacting apparel retailing were studied; current challenges in the apparel retailing field were discussed and future business strategies were recommended. Respondents' predictions include the emergence of a new competitive culture focused on the development of unique products and business strategies beyond price‐based retail competition. Retail executives recommend the development of niche markets and strong product development programmes. Based on study results, implications for retail practitioners and researchers are discussed with relevant hypotheses inductively generated from study findings. The research was funded, in part, by the Graduate Student Research Fund, College of Family and Consumer Sciences, Iowa State University.

The purpose of this study was to contribute to merchandising theory development by testing and refining Rupe and Kunz’s Volume per Stock‐keeping unit for an Assortment (VSA) and Assortment Diversity Index(ADI), using multiple merchandising performance measures. Behavioural Theory of the Apparel Firm with a Quick Response construct (BTAF/QR), was used as the theoretical framework for the study. The data were generated by a computer simulation of the merchandising process called Sourcing Simulator. Statistical analyses included Pearson correlation coefficients and regressions. The VSA had significant correlations with all 14 merchandising performance measures (p < 0:001), and the ADI was a consistent indicator of financial productivity considering all 14 merchandising performance measures. The results of the study supported the proposal of additional assumptions as well as propositions and hypotheses related to merchandising responsibility for BTAF/QR.

Due to product value uncertainty, consumers do not know the product matching rate before they get the product, which is the probability of product fitness. Taking the consumers’ anticipated regret into account, this paper aims to develop a theoretical model to explore how the anticipated regret affects pricing and advertising decisions and profits of retailers in the online to offline (O2O) supply chain.

This paper considers an O2O supply chain consisting of an e-retailer and a brick-and-mortar retailer; both retailers cooperate to provide buying online and pick up in-store (BOPS) for consumers.

It shows three major findings. Retailers should decide whether to introduce BOPS channel according to the matching rate of the product when the BOPS channel is not very convenient for consumers. When the BOPS channel does not exist in the market, the profits of two retailers increase with the online regret of consumers, while the BOPS channel exists in the market and the matching rate of the product is low, the higher offline regret can enable both retailers to increase the profits; furthermore, when the matching rate is high, the higher degree of online regret can bring more profit to the O2O supply chain. Therefore, both retailers can take measures together to induce consumers’ regrets according to the different matching rates, which makes both retailers obtain more profits. Counterintuitively, consumer surplus will not always increase due to consideration of anticipated regret.

The model has some limitations that are worth further discussing. First, in practice, the O2O supply chain includes many forms except the BOPS channel, for example, order online and pick-up in-store (ROPS) channel; future research can discuss and consider the impact of consumers’ anticipated regret on ROPS. Second, the authors consider that O2O is a supply chain composed of two retailers. In reality, there is also a situation where an oligopoly retailer opens two channels to realize O2O supply chain, in the case the inventory decision-making of the product is worth studying. Finally, to highlight the impact of the anticipated regret on consumers’ decision-making, the return of the product is not considered. Future research can take the return of the product into account to assess the robustness of the results.

The contributions are in two main aspects. First, this paper considers an O2O supply chain with consumer value uncertainty, where there are duopoly retailers in the market and most of the existing literature focus on oligopoly retailer operates both online and offline channels; meanwhile, consumers’ value perceptions of the product is deterministic. Second, this paper explores how the consumer anticipated channel regret affects the pricing and advertising decisions of O2O supply chain, and the authors take behavioral theory into account when studying omnichannel operations, while most studies on anticipated regret consider traditional two-stage price reduction management, product innovation, etc.

The purpose of this study is to compare the impact of multi‐period pricing, as an example of more dynamic pricing and discounting strategy with that of a present less dynamic alternative on customer satisfaction and consumers' willingness to make trade‐offs between price and remaining shelf‐life.

The authors conducted interviews with three food retail managers in South Korea to gather practical information about the management of perishable foods, which informed the design of a survey in which consumers in South Korea were questioned about their perceptions of the two strategies, with respect to nine perishable food products in three categories. The data collected were analysed by one‐way ANOVA and the t‐test.

The findings of this research present an improved understanding of the impact of a multi‐period pricing strategy on consumer satisfaction and customer behaviour for perishable foods. The conclusions have the potential to significantly assist food retailers to understand the consumers' perspective on the benefits of a more dynamic pricing strategy.

The findings suggest that food retailers can enhance customer satisfaction by offering an earlier but lower discount, and increasing it as perishable food items approach their expiry date, rather than a higher discount when the expiry date is imminent.

The findings in this study are significant since they serve as the first step in measuring the value of dynamic pricing approaches that provide better trade‐off options between price and remaining shelf‐life from consumers' perspectives.

Logistics decisions can have a significant impact on product offer quality so quality costs must be integrated into total cost analysis.