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In a process termed “organizational centrifugalism,” this chapter describes how avant-garde artists sought new, alternative organizational spaces for innovations in the visual arts from the late nineteenth century through the early twentieth century and how new alternative marketspaces co-evolved with these new organizational spaces. Organizational centrifugalism begins with the denouement of the state-run Salon and Academy in the mid-nineteenth century; the rise of the dealer-critic system and other, non-salon alternative exhibition spaces of French Impressionism in the latter half of the nineteenth century; and through many new organizational spaces associated with Modernism such as formal artists groups, museums, great exhibitions, schools of art, and Modernist art itself. The ultimate effect of organizational centrifugalism is drawing avant-garde art closer to the public and eventually the masses. Excessive organizational centrifugalism, however, can be dangerous to the avant-garde art.

This research is conducted in the context of beauty salons in India, to investigate how enhanced perceived acceptance in interpersonal relationships through consuming beauty salon services can generate narcissistic brand love among consumers via the mediation of brand happiness. It also investigates the moderating impact of consumer's anxious interpersonal attachment style and cynicism on the relationship between perceived salon brand-interpersonal acceptance goal congruence and salon brand happiness.

To test the hypothesized relationships, a survey was conducted among 225 regular consumers of beauty salon brands. The data were analyzed using Hayes' (2017) process macro in SPSS.

The results suggest that perceived goal congruence between beauty salon brand-interpersonal acceptance positively influences brand happiness, which in turn predicts consumer's narcissistic brand love. Consumer's anxious interpersonal attachment style positively moderates the effect of brand-interpersonal acceptance goal congruence on brand happiness, while cynicism negatively moderates the path.

Value of the study lies in extending interpersonal acceptance and rejection (IPAR) theory to the domain of consumer–salon brand relationship, to posit that if salon brands satisfy consumers' interpersonal acceptance goals, there is a potential for such happy consumers to love the salon brand, albeit narcissistically.

This study aims to propose a theoretical framework and provide empirical evidence on the most successful marketing strategies for obtaining behavioural loyalty in small and medium enterprises (SMEs).

The data are based on 475 telephone surveys conducted among Spanish hairdressers. The authors have used ordinary least squares to estimate the empirical model.

Pricing, services and communication (Web page and in-store communication) are the main drivers of customer loyalty. SMEs have to be cautious with the use of social networks to avoid damaging loyalty. In addition, those positioned at high-price segments should pay more attention to communication on the Web, and all companies should find a balance between in-store communication and the sale of products for use at home.

Further research should try to replicate the findings with data from consumers and firms.

Service managers need to understand the optimal strategy to succeed in the market. The key insights of this study could also apply to other sectors, such as health, personal care and wellness services.

Previous research focussed mainly on large companies, while the role of loyalty in the success of SMEs has been poorly studied, with focus only on the antecedents and the measurement of loyalty. This study contributes to the previous research by analysing the effect of the strategy (price, range of services, communication, size and location) in the achievement of loyalty in SMEs.

Este trabajo propone un marco teórico y aporta evidencia empírica sobre las estrategias de marketing más exitosas en la consecución de lealtad comportamental en PYMEs.

Se ha realizado una encuesta telefónica a 475 peluqueros españoles. El modelo utilizado para la estimación es el de mínimos cuadros ordinarios.

Precio, servicios, y comunicación (página web y comunicación en la tienda) son los principales generadores de lealtad. Las PYMEs tienen que ser cautelosas con el uso de las redes sociales para evitar dañar la lealtad. Además, aquellas posicionados en altos precios deben prestar más atención a la comunicación en la web y todas deben encontrar un equilibrio entre la comunicación en el tienda y la venta de productos para su uso en casa.

Investigaciones futuras podrían replicar este estudio usando datos de consumidores y de empresa.

Los gerentes necesitan entender la estrategia óptima para tener éxito en el mercado. Las ideas claves de este trabajo podrían aplicarse a otros servicios personalizados de salud y bienestar.

La investigación previa se centra principalmente en grandes empresas mientras que el papel de la lealtad en el éxito de las pymes ha sido escasamente investigado y se ha centrado en los antecedentes y la medición de la lealtad. Este estudio realiza una contribución al analizar el efecto de la estrategia (precio, surtido de servicios, comunicación, tamaño y localización) en la consecución de la lealtad en las pymes.

Lealtad; pequeñas y medianas empresas; Pymes; peluqueros; estrategia de marketing; salon

Artículo de investigación

Entrepreneurship, Entrepreneurial Marketing and Services Marketing.

The New Wella Salon case (B) is suitable for teaching at MBA level and last-year students of undergraduate-level courses in services marketing and entrepreneurship.

This case discusses the challenges faced by a young entrepreneur Mr Meer, who has successfully brought a new trend in the salon industry of Sukkur City. The new trend focuses on trendier and sophisticated services keeping in mind the changing mindset of consumer and services provided by leading salons of Pakistan. Though, the new salon has proved to be a great success. But recent developments have badly shaken the well-established brand. The most challenging issue was the loss of customers to competition, showing a negative sign for the future of this leading brand of local salon industry. He was confused and upset about the future of the leading salon brand of the local industry. He knew that he has to make some strategic decisions to secure his career and family business but appeared to be confused about how to operationalize these. He soon realized that word-of-mouth publicity and running a Facebook page would not be enough to promote his business effectively; so, he has to explore some new ways to promote his unique and nascent service other than advertising. But what should those be? To capture the growing demand of trendy services and scattered populations as a result of growing competition from similar salons, Meer has chalked down two different options: open another salon at a promising avenue and/or offer more services.

To identify and differentiate between traits of an entrepreneur and traditional businessman. To discuss how services companies can create and sustain competitive advantage. To understand the various strategic aspects of the small businesses that lever their decision-making. To work out strategic choices available to a new entrepreneurial firm, evaluate the alternatives and devise strategies for successful expansion of the business. To assess the usefulness of traditional and non-traditional marketing channels for promoting a small business.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

The purpose of this paper is to examine whether young consumers, growing up during a time of cultural hybridization and at a time when the unisex hair salon has proliferated, will exhibit segments in their patronage likelihood toward a unisex hair salon staffed by young, white women. Based on social identity theory and the similarity‐attraction principle, it was hypothesized that identity groups (white men, white women, non‐white men, non‐white women) would differ in patronage likelihood toward a unisex hair salon with an all‐white, female staff. Further, based on prior qualitative research of African‐American barbershops, it was proposed that non‐white men would prefer a male haircutter.

A convenience sample of 190 university students was obtained, self‐categorized into the four identity groups. Respondents reported their perceptions of a unisex hair salon presented in text and photo‐collage format. Responses were analyzed with the Kruskal‐Wallis H test, a non‐parametric analogue to one‐way ANOVA.

Compared to other groups, non‐white men reported significantly lower patronage likelihood and image congruence for the described unisex salon. Also, the non‐white male group was unique in having a strong preference for a male barber/stylist.

The non‐white male group was largely composed of a single ethnic minority and the perceptions of this group may not represent those of other minorities.

The idea that gender and ethnic identity of the servicescape affects consumer approach and avoidance behavior has not been well researched. The paper's findings suggest that if a unisex hair salon wishes to attract a non‐white male clientele, the salon should have at least one non‐white male service provider on staff.

The purpose of this study aims to explore the dimensions assessing the servicescape of beauty salons and provides suggestions to improve the salon's servicescape.

A mixed-method design is used in the sequence of thematic analysis through focus group technique followed by exploratory factor analysis and confirmatory factor analysis were used to assess the beauty salon's servicescape.

The exploration of factors in beauty salons is determined with three dimensions: the substantive staging of servicescape, the communicative staging of servicescape and the social staging of servicescape. These dimensions are mentioned in the order of importance perceived by the customers. The substantive staging of servicescape was identified with five factors: ambient conditions, facility aesthetics, artifacts, provisions and spatial layout. Communicative staging of servicescape explored four factors: employee duties, employee commitment, employee–customer interactions and employee image. Social staging derived two factors: customer characteristics, customer-to-customer interactions.

The findings enrich the previous literature with the addition of new factors while assessing servicescape in beauty salons and the development of new items through qualitative research in the domain of servicescape.

The study offers the managers to understand the importance of various factors affecting the servicescape in beauty salons. The salon managers can beautify the service environment through the implementation of the factors identified, thus resulting in enhancing the experience of customers at the salons.

Considering no research has been conducted on beauty salons scale development, this study serves as the first empirical research effort.

This chapter outlines a unique collaboration between industry, academia and education to embed sustainability across the hairdressing sector. The chapter is in two parts with the first part written by Dr Denise Baden from the academic perspective. Dr Baden begins by outlining why the hairdressing sector is especially important to engage with respect to sustainability. Three projects run by the Southampton Business School, University of Southampton, and funded by the Economics and Social Research Council (ESRC) are then described. Lynda Whitehorn then expands upon the context of hairdressing practice, training and education from the perspective of Vocational Training Charitable Trust (VTCT) – a specialist awarding organisation which offers vocational and technical qualifications in a variety of service sectors, including hairdressing and barbering. In the process, we show how the collaboration between academia, industry and education enabled sustainable practice to become embedded across the sector.

This study aims to examine the influence of funding on the technology acquisition by small businesses in a metropolitan municipality, Mangaung, which governs Bloemfontein and surrounding towns in the Free State province of South Africa.

A case study using survey research strategy of 110 small businesses in a South African municipality informed the research design for this study. The structured questionnaires were quantitatively analysed yielding both descriptive and regression results to address the research objectives.

The findings suggest that the prime sources of public funding for hair salon businesses are the National Youth Development Agency and the Small Enterprise Development Agency. The results also demonstrate that public funding has a negative and significant impact on technology acquisition, perhaps suggesting the complexity of debt financing and the exorbitant interest rates charged on principals borrowed by foreign nationals.

The study recommends the judicious acquisition of inexpensive technologies (e.g. social media platforms) and cautionary utilisation of complex technologies and personal savings before resorting to external borrowing.

The learning outcomes of this paper is as follows: to identify unique selling points of a growing business for attaining competitive advantage; to understand the role of segmentation for Wellness Zone Headmasters (WZH); to explore different strategic choices for successful expansion of business; to help students understand the concept of customer satisfaction in a competitive industry; and to understand the importance of differentiation as a major deciding factor for the future of a business.

In March 2020, Kumud Goel, one of the directors of WZH, a chain of wellness spa and salon in Jammu and Kashmir (India), was considering different marketing strategies to grow her existing business. The company had opened two new outlets in the past two years and was looking at increasing its customer base. Kumud was concerned about keeping her customers satisfied in a highly competitive industry. She was aware that differentiation was critical for future growth. In what ways could WZH differentiate itself from its competitors at a time when the market was exploding? Could customer segmentation be the solution? What measures would WZH need to take to increase its repeat customers?

The case is appropriate for use in a 90-min class in a Masters in Business Administration-level management course and for undergraduates, especially marketing majors and in a module on marketing strategy and customer value.

Teaching notes are available for educators only.

CSS 8: Marketing.

Consumer psychology research has established the importance of customer satisfaction as a determinant of customer repurchasing intention. Nonetheless, even satisfied customers switch brands. Also, even dissatisfied customers have repurchasing intentions. This means that customer repurchasing behaviour is extremely difficult to predict, necessitating additional research to identify additional factors that can help organizations better understand the methods to predict customer repurchasing intention. To fill this knowledge gap, this study examined the mediating effects of brand love (BL) and positive word of mouth (PWOM) on psychological contract fulfilment (PCF) and customer repurchasing intentions.

This is a cross-sectional study. The study used structural equation modelling (SEM) to analyse relationships from a sample size of 400 beauty salon customers. Also, a process macro mediation test was used to analyse the mediating effects of BL and PWOM on the relationship between PCF and customer repurchase intentions.

The findings indicate that transactional and relational psychological contracts have a positive and significant relationship with BL and PWOM. As well, BL and PWOM positively and significantly influence customer repurchase intentions. Finally, the findings indicate that BL and PWOM mediate the relationship between psychological contract fulfilment and customer repurchase intentions.

This survey sampled beauty salons solely. Given that each type of organization may have a unique way of fulfilling psychological contracts, future studies may include more categories such as restaurants and craftsmanship to broaden the sample. Additionally, this study utilized female beauty salons. Therefore, future research could include salons that cater to women and men to boost the sample's generalizability. Finally, this study concluded that BL and positive recommendations are the most effective variables for resolving consumer satisfaction challenges. However, additional factors can probably amplify this fact by focusing on additional elements to broaden the arguments.

Past studies have extensively covered customer repurchasing intention in relation to customer satisfaction. However, it was noted that even some satisfied customers could switch to other brands, and those who were dissatisfied could repurchase the brand. Given that little is known about how other factors than customer satisfaction can affect repurchasing intentions, this study examines the mediating effects of BL and PWOM on PCF and customer repurchase intentions.