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1 – 10 of over 1000Eleonora Pantano and Kim Willems
In confining the COVID-19 pandemic, social distancing was key, with traditional, bricks-and-mortar retailing being shut-down for weeks, and have nearly universally moved into…
Abstract
In confining the COVID-19 pandemic, social distancing was key, with traditional, bricks-and-mortar retailing being shut-down for weeks, and have nearly universally moved into online channels. At the same time, online players have started to operate physical stores. This chapter provides an analysis of how COVID-19 has accelerated the digitalization of retailing, focusing on the shift towards the online and mobile shopping channel. On the basis of success stories and failures in retail business practice, lessons are distilled for developing effective future phygital scenarios.
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Subhan Shahid, Annika Becker and Yasir Mansoor Kundi
This paper aims to untangle the underlying mechanisms through which reputational signals promote stakeholders' intentions to donate in nonprofit organizations via stakeholder…
Abstract
Purpose
This paper aims to untangle the underlying mechanisms through which reputational signals promote stakeholders' intentions to donate in nonprofit organizations via stakeholder trust.
Design/methodology/approach
The authors apply a moderated mediation model using an experimental design with N = 248 business and public management students of France.
Findings
The results indicate that both a formal reputational signal (third-party certificate) and an informal reputational signal (self-proclaiming to be social entrepreneurial) affect stakeholder trust and intentions to donate. Stakeholder trust partially mediated the relationship between the formal signal and intentions to donate, and the mediation effect was stronger when an informal signal was present (vs. not present).
Practical implications
Trust is central to the exchange of nonprofit organizations and their external stakeholders. To enhance trust and supportive behavior toward nonprofit organizations, these organizations may consider using formal and informal reputational signaling within their marketing strategies.
Originality/value
This research highlights the pivotal role of formal and informal reputational signals for the enhancing stakeholders' trust and donation behavior in a nonprofit context.
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The purpose of this paper is to explore the influences of store attributes on store personality dimensions across different consumer segments. Subsequently, the study examines…
Abstract
Purpose
The purpose of this paper is to explore the influences of store attributes on store personality dimensions across different consumer segments. Subsequently, the study examines impact of store personality dimensions on consumer store choice behaviour.
Design/methodology/approach
A mall-intercept survey was undertaken using a systematic sampling of department store shoppers of age 18 years and above in Kolkata, a metropolitan city of India. Questionnaire was used to collect data from busy shopping malls or centres located in different places of Kolkata. Multiple regression analysis is used to examine the objectives of this study.
Findings
Results revealed that different sets of store attributes positively affect the various store personality dimensions differently across the segments. The study also found the positive impacts of store personality dimensions on consumer store choice behaviour.
Originality/value
Arguably, this study is the first to explore the link between store attributes and store personality across the consumer segments, and the impacts of store personality dimensions on consumer store choice behaviour.
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Eleonora Pantano and Kim Willems
This chapter provides an overview of technology management to support retailing, before and during the COVID-19 pandemic. Specifically, it focuses on the technologies developed…
Abstract
This chapter provides an overview of technology management to support retailing, before and during the COVID-19 pandemic. Specifically, it focuses on the technologies developed and in use before the pandemic, the ones further developed as response to the pandemic, while the final part of the chapter proposes a new technology implementation process (cycle) to support retailers in introducing new technology. In particular, the process in based on seven main activities: (1) Technology need recognition; (2) Technology screening; (3) Initial development and testing; (4) Business analysis; (5) Technology development; (6) Market acceptance testing; and (7) Technology adoption, while monitoring and learning actions should occur constantly throughout the process to evaluate the benefit of the technology at each stage (or to discard for further investment).
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Iris Vilnai-Yavetz, Shaked Gilboa and Vincent Mitchell
This study aims to identify the irritating aspects in the mall environment that impact shoppers with disability and explore the opportunities to design inclusive mall environments.
Abstract
Purpose
This study aims to identify the irritating aspects in the mall environment that impact shoppers with disability and explore the opportunities to design inclusive mall environments.
Design/methodology/approach
A mixed-methods design was used in which data collected using a survey (n = 1,434 shoppers with and without disability) were analyzed by structural equation modeling (SEM) and repeated-measures two-way ANOVA. In addition, qualitative data were obtained from critical incident technique (CIT) stories (n = 521) from shoppers with and without disability.
Findings
Mall environmental irritants evoke feelings of irritation that mediate the impacts of “inconvenient ambient conditions,” “the annoying socialscape” and “overwhelming design and atmospherics” on decreased mall-visit frequency. Compared with shoppers without disability, shoppers with disability suffer more from these irritating aspects of the mall environment, as evidenced by significantly greater high-activation unpleasant emotions. The “poor access and accessibility” category of irritants mainly affects the mall experiences of shoppers with disability.
Practical implications
Based on the findings, this study offers spatial-, temporal-, social-, material- and virtual-oriented recommendations for the design of inclusive retail spaces. The authors suggest that people with disability have a unique “lived experience” perspective on retail environments and that solutions should be co-created based on ongoing consultations with shoppers and employees with disability.
Originality/value
To the best of the authors’ knowledge, this study offers the first systematic, comprehensive comparison of the impact of environmental irritants on shoppers with and without disability and extends the literature on irritating aspects of retail environments from individual stores to malls.
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Eleonora Pantano and Kim Willems
Determining the right number of customers inside a store (i.e. human or customer density) plays a crucial role in retail management strategies. On the one hand, retailers want to…
Abstract
Determining the right number of customers inside a store (i.e. human or customer density) plays a crucial role in retail management strategies. On the one hand, retailers want to maximize the number of visitors they attract in order to optimize returns and profits. On the other hand, ensuring a pleasurable, efficient and COVID-19-proof shopping experience, would go against an excessive concentration of shoppers. Fulfilling both retailer and consumer perspectives requires a delicate balance to be struck. This chapter aims at supporting retailers in making informed decisions, by clarifying the extent to which store layouts influence (perceived) consumer density. Specifically, the chapter illustrates how new technologies and methodologies (i.e. agent-based simulation) can help in predicting a store layout's ability to reduce consumers' perceived in-store spatial density and related perceptions of human crowding, while also ensuring a certain retailers' profitability.
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This study examines unexplored horizontal accountability types between public, private and third sector actors within a hybrid organization. The case organization was applying a…
Abstract
Purpose
This study examines unexplored horizontal accountability types between public, private and third sector actors within a hybrid organization. The case organization was applying a novel alliance model to generate service paths for heterogeneous clientele consuming cultural, educational, health and social services. It was first to do so in Finland.
Design/methodology/approach
This research is on a case study that used documents and interviews to examine the design of the horizontal accountability. The descriptive analysis focused on identifying what type of formal accountability system was designed (i.e. who is the account holder, and who is accountable and for what and why).
Findings
An imbalanced accountability system was identified because accountability obligations were unevenly distributed between public, private and third sector actors. The private sector was the most accountable for performance, and the third sector (i.e. voluntary sector) was the least accountable. As account holders, the public, private and third sector actors were judging their conduct as account providers. This created a biased horizontal accountability system. The hybrid's accountability system was dynamic because the contracts made to establish the hybrid included opportunities to change horizontal accountability if future changes to the external environment affect too drastically the potential to achieve the hybrid's goals.
Originality/value
Three new concepts are proposed for studying dysfunctional accountability systems: dynamic, biased and horizontally imbalanced accountability.
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Laurens De Gauquier, Malaika Brengman, Kim Willems, Hoang-Long Cao and Bram Vanderborght
The purpose of this paper is to empirically investigate the role of the placement (i.e. location) of humanoid service robots (HSRs) for entertainment applications in retailing by…
Abstract
Purpose
The purpose of this paper is to empirically investigate the role of the placement (i.e. location) of humanoid service robots (HSRs) for entertainment applications in retailing by inspecting a multitude of performance metrics along the point-of-sale conversion funnel.
Design/methodology/approach
The study was conducted using unobtrusive observations at a Belgian chocolate store. In total, 42 h of video observation material was collected and analyzed, with an even spread over three conditions: (1) an HSR placed outside, (2) an HSR inside the store and (3) a control condition (no robot stimuli). All passersby and their interactions with the robot and the store were systematically coded and compared.
Findings
The study found that the better placement of HSRs (inside or outside the store) is contingent on the goals the retailer prioritizes. When the goal is to create awareness and interest toward the store, the HSR should be placed outside, as it has double the stopping power. To induce consumers to enter the store, placement of the HSR inside the store is the better option. Ultimately, however, in terms of the number of transactions and total amount spent, outside placement of the HSR outperforms inside placement.
Research limitations/implications
This study was not able to verify the internal emotional/cognitive state of the passersby, as the method relied on unobtrusive camera observations. A longitudinal research design would be desirable to exclude potential bias due to the novelty effect.
Originality/value
While research on robots in retail services is emerging, this study is the first to provide insights on how retailers can decide on the placement of robots inside or outside the store, depending on the particular goals they are aiming to reach at the point of purchase.
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Helen Inseng Duh and Oliver Pwaka
Despite competition and supply-chain disruptions during Covid-19 pandemic (2019–2021), one grocery retailer consistently thrived and was ranked top. The sources of the sustained…
Abstract
Purpose
Despite competition and supply-chain disruptions during Covid-19 pandemic (2019–2021), one grocery retailer consistently thrived and was ranked top. The sources of the sustained performances needed examination. Guided by self-congruity theory and integrating three models, the authors examined how much the retailer's brand performances (brand loyalty, equity, preference and repurchase intentions) were emanating from brand personalities and marketing offerings. The mediating roles of brand loyalty and equity were tested.
Design/methodology/approach
Cross-sectional data was collected from 480 frequent customers using an online questionnaire posted on the researchers' social media pages. Factor analysis was conducted to identify the dimension that best describes the grocery retailer. Partial least square–structural equation modelling (PLS-SEM) was used to test a conceptual model.
Findings
Factor analysis results show that brand sincerity (28.582% variance-explained; M = 4.1) was top (factor 1), followed by excitement (20.336% variance-explained; M = 3.9) and then trustworthiness (18.854% variance-explained; M = 3.87). PLS-SEM results revealed that two brand personalities (brand excitement and trustworthiness) and marketing offerings (price, place, product, promotion) impacted loyalty found to be a strong driver of brand equity. Repurchase intention and brand preference were influenced by brand equity. Brand loyalty mediated most of the relationships between brand personality dimensions, marketing offerings and brand equity. Brand equity also significantly mediated the relationships between brand loyalty, preference and repurchase intentions. The integrated model produced high explanatory powers with brand equity (67.8%), brand preference (71.7%), brand loyalty (63.2%) and repurchase intentions (54.2%).
Originality/value
The study extends a brand personality-loyalty model through integrating two other models that provided marketing offerings and brand equity outcomes. It demonstrates that a stream of profitable customers' responses awaits a retailer who holds both brand and customer mindsets by building admired brand personalities while providing desired marketing offerings.
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