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The study explores the influence of shopping channels on the hedonic shopping experience, contributing to subjective well-being (SWB) based on the purchased branded product. It also assesses the variations in these effects according to brand luxury. The purpose of the paper is to provide strategic suggestions for building luxury apparel distribution tactics that balance maintaining brand luxury with business growth through both physical stores and digital stores (e-retail).

Based on 418 samples collected in Japan, consumers' perceptions of hedonic shopping value and SWB are examined according to two channel factors, such as physical retail vs e-retail and mono-brand stores vs multi-brand stores. Additionally, the moderation effects of brand luxury are discussed.

Multi-group path analyses reveal that physical mono-brand stores contribute to hedonic shopping value. In addition, this experiential value is found to increase SWB, especially when the brand luxury level is high.

These findings suggest that managers should place a high level of importance on consumers' shopping experiences via physical direct retail especially in the case of a higher luxury level, even in today's highly developed digital environment.

The current study uniquely discusses the effects of shopping channels and experiences on SWB based on an acquired branded product, i.e., an evaluation of the outcome of shopping behavior and product acquisition. The study also reinforces the importance of physical stores suggested in previous luxury research.

The purpose of this paper is to explore store choice behaviour of Indian apparel shoppers and analyses the factors influencing their choice of retail formats from an emerging market perspective.

The research draws on a data set of 336 structured questionnaires with adult urban Indian respondents to understand their perceptions about organised and unorganised apparel store formats. The exploratory study uses a comprehensive list of demographics, shopping situations and format stimuli parameters along with two established psychographic scales to assess the extent of their effect on the store choice of apparel shoppers.

Factor analysis revealed five well defined store attributes influencing the apparel shoppers’ decision. The growing market for organised retail with a preference for multi brand stores is highlighted. The study establishes that the shoppers’ perception of single-brand stores is still going through a formative phase. Further at the micro level of the decision process, significant differences are established by a number of variables.

The paper explores the store choice behaviour from a wider perspective that may be useful for future research on developing integrated store format choice models. However, the data used herein relates to a cross-section of shoppers in urban India due to the feasibility and convenience of studying relatively organised retail forms and structure of retail in an emerging market environment.

The paper attempts to enumerate befitting analyses of factors that influence the store choice behaviour of apparel shoppers by using apt format classifications that are specific to the emerging retail market scenario in India.

Given that existing retail brand research tends to treat each level of a retail brand as a separate concept, this paper aims to unveil the holistic nature of a multi-level retail brand, considering the distinctiveness of each level and the interrelationships between the images of different levels.

This study uses a scoping review approach that includes 478 retail brand articles. Subsequently, a thematic analysis method is applied.

The brand attributes that shape the distinct image of each retail brand level encompass diverse intrinsic and extrinsic attributes. Moreover, the holistic nature of a multi-level retail brand is formed by the interrelationships between the images of different levels, which are reflected in the presence of common extrinsic attributes and their interplay at attribute, benefit and attitude levels.

Theoretically, this review provides conceptual clarity by unveiling the multi-level yet holistic nature of a retail brand, helping researchers refine and extend existing theories in retail branding, while also providing new research opportunities in this field. Practically, the findings could guide retailers in implementing differentiated branding strategies at each level while achieving synergy across all levels.

Nowadays companies are constantly changing their retail settings and strategies to keep up with technological developments and consumer needs. Digital transformation enabled one’s shopping experience to be more efficient in terms of money, time, physical effort and other elements that determine the price a consumer has to pay. Channels of communication and distribution have evolved, increased in number and also became integrated. Mobile devices, mobile applications and location services help consumers in their shopping journey. These developments have led us to a new concept called omni-channel management. In theory, the omni-channel refers to a single and unified channel experience with multiple touchpoints, which include physical stores, online stores and direct marketing; mass communication channels (television, radio, print media, C2C, etc.), online channels (social media, search engines, comparison sites, e-mail, display etc.) and mobile channels (SMS, branded apps, etc.). Some examples of omni-channel practices are click-reserve, click-collect, tablets as in-store sales tools, in-store product order through mobile apps, etc.

In this chapter, the latest trends in marketing channels are discussed with enabling digital technologies and relevant success factors. Challenges and opportunities in implementing omni-channel strategies and several omni-channel initiatives from Turkey are reported.

A research was employed to present consumers’ preferences of touchpoints/channels for search, payment and delivery, and to find out the drivers that lead consumers to use more than one channel simultaneously and/or interchangeably in a buying process. The results will guide the readers to understand consumer behaviour in the new omni-channel world.

The purpose of this paper is to engage in the research gap regarding the missing link between retail innovation and branding by providing a brand-driven process to systematically develop retail format innovation projects. The so-called “Brand-driven Retail Format Innovation” (BRFI) approach provides a structured three-phase model that serves as a conceptual guide for the development of any type of retail format.

Longitudinal collaborative action research over a time span of 20 years plus extended case study research to develop the current BRFI approach.

BRFI is a circular three-phase framework, which integrates branding, and retail format innovation. It starts with the definition of the intended retail brand identity, which in phase 2 becomes translated into concrete touchpoint experiences along the main constituents of a retail format, finally during phase 3 materializing into the new retail format. A case study of a major food retailer is prototypically used to illustrate the application of the designed approach and to report achieved results.

Brand-driven retail format development based on translating socio-cultural meanings into touchpoint experiences to materialize format constituents is opening up new research avenues to govern retail format development. At present the approach is based on retail and services case studies in Western Austria.

The three-phase model represents a practical tool for retail managers, who want to renew and to develop their retail format in a structured way. The approach is applicable to all retail industries from small- to large-scale organizations as well as online and offline environments.

This is the first study engaging in the missing link regarding retail innovation and branding by providing a brand-driven process to systematically develop retail format innovation projects. BRFI locks into anthropological research findings where cultural meanings are considered as the main source for the construction of brand identities whereby the new retail format is transformed around brand-derived touchpoint experiences.

Studying the role of advertising music (ad music) in a retail context can be an emergence of new marketing practices. The purpose of this paper is to identify the potential usage and utility of ad music as an atmospheric stimulus in contrast to music (retail music) as an atmospheric stimulus. This paper also aims to provide a model, which depicts how ad music could be an alternative to retail music in retail settings with regard to consumers’ attitudinal influence and its optimistic correlation with related marketing outcomes.

The paper reviewed the literature related to the role of retail music as an atmospheric stimulus and studies related to the role of music in the ad.

Advertising music as an atmospheric stimulus is more likely to influence consumers’ attitude towards advertising music, towards advertising and towards the advertised brand. Contrary to retail music, advertising music as an atmospheric stimulus may help a consumer for ad recall, ad message/brand information recall, brand recall, brand identification and brand recognition. Consequently, advertising music may always have an advantage over retail music with regard to purchase intent, brand choice and financial return.

This work may encourage the advertisers for the proper usage of ad music as an atmospheric stimulus that may holistically magnify the saliency of advertising theoretically and practically.

This study is a novel attempt to conceptualise the potential scope of utilisation of ad music in the retail context.

Infrastructural revolution, intense competition and customer attraction towards organised apparel retailing in India are potentially affecting traditional retailing. The authors seek to identify the factors that customers perceive during shopping in organised apparel retail store. This study also investigates the indirect effects of identified factors on behavioural outcomes such as loyalty.

The study randomly selected the customers immediately after shopping to minimise the experience's carryover effects. A sample of 648 customers was collected. Data were analysed using multivariate analysis of covariance.

The study has found that in-store logistics is the second order factor with ease of return, on-shelf availability, product accessibility, shopping convenience, and product information as the variables. The result shows that in-store logistics, store environment, store communication, merchandise assortment, perceived price and employee attribute influence customer satisfaction. As expected, these factors indirectly influence the loyalty.

This study focused on organised multi-brand apparel retailing, and the survey was conducted in a tier-II city of India only. Hence, any attempt to generalise the findings must be undertaken with caution.

In the context of multi-brand retailing, competition is fierce. New entrants and traditional apparel retailers hesitate to adopt organised apparel retailing. The findings of this study can be helpful for new entrants and traditional apparel retailers to adopt organised apparel retailing.

Previous studies in the field of multi-brand retailing have mainly focused on the marketing aspect of retail stores. This study contributes to the operations aspect and tests the impact of operational function (in-store logistics) on customer satisfaction.

The purpose of this paper is to review and extend previous work involving branding and website performance and aesthetics by applying a best-worst scaling (BWS) approach. Respondents were tasked with choosing the best and worst from 16-brand attribute statements representing website communications and aesthetics, a more effective understanding of consumer segmentation is revealed between the offline facility to the online retail experience.

A research design utilising BWS was deployed to provide an alternate perspective of consumer choice in an omni-channel retail environment.

Findings indicate a bifurcated audience with one-half reliant on communication and the other half on aesthetics is most important in the online environment when generating a positive relationship towards the retail brand.

This study was conducted within a single retail format category (sportswear and apparel) so future studies need to estimate cross-category implications. The authors also suggest online experimental designs for consumers to compare traditional retail brand images. Finally as this study utilised Australian responses only the authors suggest cross-cultural comparisons to better understand the universal nature of website functionality and its link with traditional retail formats.

Retail executives will find the results from this study useful in two ways. To ensure consistency of brand image across channels managers must communicate efficiently and effectively. Brand managers must mediate between customer segments with some preferring clear concise website communications and others well established aesthetics.

This study adopts a BWS approach to better understand consumer choices in an online/offline branding environment.

The purpose of this paper is to assess Indian consumers' brand consciousness by examining their brand knowledge, purchase behaviour and perceptions of foreign brands. It provides key inputs for global retailers to harness the potential in growing consumerism in India.

A survey of 300 Indian consumers was conducted and the data were analysed using descriptive and simple regression techniques.

The study found that brand purchase in India varies across product categories. At present, consumer knowledge and use of foreign brands is low, and Indian consumers are price‐sensitive. Indian consumers are experimenting with brands and would like more foreign brands to enter the Indian market.

Due to the small sample size, advanced econometrics techniques could not be used to analyse the dataset.

The paper is the first to assess the impact of retail liberalisation on Indian consumers' shopping behaviour, particularly their brand consciousness.