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Despite the importance of innovation in business performance, investigation into innovation in services is scanty and lacking consensus. In retailing, it is a topic that has been awakening considerable academic and business interest in recent years. In this study context, this work aims to analyse innovation in retail experiences from two aspects – marketing innovation and technological innovation – to understand the role it exercises in satisfaction and subsequent recommendation.

The authors’ objective is to investigate the direct and indirect influence of marketing and technological innovation on satisfaction and word-of-mouth (WOM) through three core constructs: store image, consumer value and store brand equity. SEM methodology is applied on a sample of 820 retail customers of grocery, clothing, furniture an electronics store.

The results show that technological innovation is more important than marketing innovation in shaping image, value and satisfaction. At the same time, store image is the variable that most influences customer satisfaction and that satisfaction is a very significant antecedent of WOM behaviour. Practical implications for retail managers and further research are presented.

The main value of this work has been to go deeper into the study of retail innovation, both in marketing and technologies, and its direct and indirect effects on satisfaction and subsequent recommendation through store image, consumer value and store brand equity. It is a new line of study, which is still fragmented and with little empirical evidence.

In the first of two RDM articles Dr Nigel Piercy discusses the position of marketing in retail firms in the UK. This article examines the findings of a recent survey of the marketing organisation and strategies of some 70 major retailers in the UK, covering some 15% of total retail turnover. The second article will focus specifically on the types of Marketing Department operated by major UK retailers and the implications for the strategic relationship with manufacturers; this article discusses the more general findings of the survey.

The purpose of this paper is to recount Stanley C. Hollander's own educational experiences and career paths. This is a reprint (with permission) of Stanley C. Hollander's article which first appeared in the Journal of Macromarketing in 1995.

An autobiographical description of the author's early years.

The paper reveals many of Stanley C. Hollander's personal thoughts, reflections and some regrets.

The paper provides valuable personal insights from the late Stanley C. Hollander.

This article investigates the interaction between urban place marketing actors with specific reference to marketing urban areas as shopping destinations – town centre managers, shopping centre managers, local authority economic development managers and marketing managers and tourism promotion managers. It reports the results of a survey of these actors in the top 173 urban shopping destinations in the UK. It identifies those actors with prime responsibility for marketing urban retail provision (i.e. town centre managers and shopping centre managers), the nature of their collaboration (via formal, informal, and initiative‐specific interaction), and the factors impelling interaction (i.e. recognition of the linkages between the activities of different organisations, ensuring wider representation of organisational interests and the financial imperative). With the recent publication of Draft PPS6 and its increased focus on the strategic development of smaller centres, the implications for the marketing/promotion of such centres are addressed in detail.

Despite substantial research on market orientation in manufactured goods companies, few studies have examined the adoption of market orientation by retailers. Develops a framework for market orientation and examines the pattern of market orientation in UK multiple retail companies. Shows that market‐orientated retail companies bear similar characteristics to similarly orientated manufacturing companies. Finds that the overwhelming majority of multiple retail companies have a marketing department but most of them are more akin to marketing services departments with a responsibility mainly for support activities rather than for policy. UK retailers tend to be either market or operations orientated. Although 40 per cent of companies reported a market orientation, about 70 per cent claimed to be moving towards a market orientation in the next two years. A market‐orientated retailer introduces more new formats, tailors offers to targeted groups of customers, researches customers more and, to a large extent, co‐ordinates business activities. However, market‐orientated retailers do not enjoy higher financial performance than retailers with other orientations. Discusses the managerial and research implications.

The UK retail environment is highly complex and competitive and as such the context for marketing may require change. This research investigates current marketing practices used by retail companies in the UK and explores their correlation across four different retail sectors. Random samples of companies from the grocery and convenience, specialist audio‐photographic and IT, retail banking and financial services, and, the optical, health, hair and beauty services sectors were used. Across all sectors, respondents feel that their company's marketing practices are changing to become increasingly focussed on a relationship with the customer. No evidence was found of a difference between the marketing variables by industry sector, nor that certain marketing practices might be more prevalent in specific industry sectors. Correlation analysis also shows that a variety of marketing types are being practised simultaneously across all retail companies.

The purpose of this paper is to give tribute to William R. Davidson and his pioneering work with Management Horizons, the retail consultancy he cofounded along with numerous contributions he and the firm made to marketing thought and retail knowledge.

The essay relies on the corporate history of Management Horizons as well as other publications.

A more complete picture emerges of Davidson's role in bridging the world of academia with the world of practitioners involved in retailing and wholesaling.

The essay discusses Davidson's contributions to marketing as they relate to Management Horizons. But not all his contributions to marketing and retailing thought are presented.

Real life examples related to marketing thought and retail practices are discussed.

The essay offers a unique review of Davidson's role in the creation of one of the most important retail consultancies of the twentieth century.

This chapter presents a summary of the literature on the influence of the Internet and other digital innovations on markets, consumers, and firms. The review leads to a list of topics in need of research in the general areas of big data, online and mobile advertising, consumer search, online privacy, online reviews, social networks, platforms for online transactions, and the impact of the Internet on retail markets, including multi-channel and omni-channel retailing. We discuss the big data approaches that have been applied to problems of targeting and positioning and suggest areas for further development of these approaches. We also discuss the emerging area of mobile advertising, which can further enhance targeting. On the consumer side, the evidence indicates that the Internet has greatly lowered the costs of search and access to retailers. Much of the consumer data are transmitted to sellers, and much of the online advertising is transmitted to consumers, through platforms, such as Google. We conclude that better models of competition among these platform firms are needed and that they need to be examined for anti-trust violations. While online retailing has grown rapidly, it still has a relatively small share of retail sales. Since sellers can combine the advantages of online and offline channels, it has been common for sellers to branch into multi-channel retailing. Given the increased availability of detailed consumer data, omni-channel selling, which emphasizes strategies for the various touchpoints that lead to a transaction, is an area for further development.

The purpose of this paper is twofold: to identify and assess the direction of development of food retail formats in Poland under the influence of a changing business environment; and to identify the key challenges that food retail companies in Poland face nowadays.

The approach in this paper is a systematic literature review of publications in the Web of Science, Ebsco and Pro-Quest electronic databases from 1990 (from the emergence of large-scale foreign chains in the Polish market) to 2016, as well as the results of research carried out by Polish and international research centers, food retailer groups and institutes. The paper is based on the analysis of secondary data that present the results of research carried out on the Polish food retailing market. These analyses included the development of food retailing formats operating in Poland.

According to the research results analyzed, the evolution of retail formats is an embodiment of innovations introduced by retail companies and is based on the mutual permeation of elements previously associated with a specific retail format. Currently, the blurring of differences between individual retail formats can be observed in respect of two formats in particular, i.e. discount and delicatessen. The discount format occupies a special position on the Polish market, though it differs significantly from a “classical” discount. In discount stores so-called premium group products can be purchased, with stores more and more frequently being located in expensive places, e.g. in shopping centers or in their vicinity. At the same time, the popularity of convenience stores is increasing with a simultaneous decrease in the significance of large-format stores.

This paper provides interesting insights into the development of food retailing formats in Poland and the influence of changes in the business environment in that process. In addition, the paper describes the specifics of the Polish market, detailing literature-based theories pertaining to the development of retailing forms. It also focuses on the perspectives and directions in the future development of retail formats.

The purpose of this paper is to understand how small to medium-sized enterprise (SME) retailers adopt and implement a loyalty card programme as a marketing management decision-making tool.

A qualitative and longitudinal case study research design is adopted. Data were collected from multiple sources, incorporating semi-structured interviews and analysis of company documents and observation within a retail SME.

The findings presented focus on the loyalty card adoption process to reflect both the organisational issues and impact upon marketing management decision-making.

This research is restricted to one region within the UK, investigating loyalty card adoption within a specific industry sector.

SME retailers operate in an industry environment whereby there is a competitive demand for loyalty card programmes. SME retailers need to carefully consider how to match the firm’s characteristics with customer relationship management (CRM) operational requirements as highlighted in this case.

The evidence presented extends current knowledge of retail loyalty card programmes beyond the context of large organisations to encompass SMEs. The study also illustrates the value of a structured, formal CRM system to help SME retailers compete in a complex, competitive and omni-channel marketplace, adding new insights into the retail literature.