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The purpose of this study is to examine the ability of supply chain merchandise replenishment strategies to minimize merchandise plan errors when assortments are diverse.

Sourcing Simulator 2.1, a computer simulation of the merchandising process, was used. Sourcing Simulator generated a total data set of 4,320 and determined financial outcomes of the merchandising processes based on multiple scenario inputs.

The impact of supply chain merchandise replenishment strategies on merchandising performance outcomes significantly differed, depending on assortment diversity and merchandise plan errors. The ability of supply chain merchandise replenishment strategies was limited in minimizing problems inherent in diverse assortments and over‐volume errors.

Sourcing Simulator does not necessarily simulate merchandising processes and performance in real retail stores but principles developed through simulation can be applied in retail stores. Future research based on real information is suggested for additional realistic understanding.

The study suggests that apparel and retail firms should develop both up‐front assortment planning and replenishment strategies, considering the level of assortment diversity.

Based on Behavioral Theory of the Apparel Firm, the study contributes to understanding the importance of merchandising functions in an apparel firm. In addition, the study illuminates assortment diversity as an important factor of merchandise planning, especially when apparel and retail firms plan replenishment strategies to minimize merchandise plan errors.

The purpose of this paper is to discover user-generated visual merchandising (VM) directives that could guide VM in physical stores as well as shed light on future development of customizable virtual stores for online retailing.

Applying a facet theory approach, our research involved consumers (n=145) in co-designing VM directives in a 3D virtual store in collaboration with target corporation. In total, 67 virtual shops in three product categories, i.e., women’s ready-to-wear, boy’s Cherokee, and men’s swim wear, were content analysed, along with written reports.

The research findings focused on the three facets of VM: merchandising presentation (fixturing, product density, manner of presentation, and product adjacency), in-store environment (layout and interior), and in-store promotion (signage). The research revealed the elements that these facets contain and the relationships between the elements. The findings suggest that retailers should design an ecological instead of a merely utilitarian environment; clear section identity helps shoppers find a sense of ownership and boundaries; and stores should also present a lifestyle solution instead of a merchandise selection.

The research contributes both original creations of VM directives and a methodical framework that moves the subject of VM from the physical to the virtual environment and shifts the traditional in-house function of VM to an open innovation in which consumers participate.

The purchase drivers of merchandise sales rank in professional sport are examined at both a conceptual and an empirical level. The paper aims to discuss these issues.

A database was constructed for all 30 clubs in the National Hockey League based on a conceptual model of relevant variables. Both public and private data sources were accessed, covering an extensive 12-season period (1999-2011), including the 2004-2005 lockout when the season was cancelled. Principal-components analysis was used to reduce the number of variables for regression analysis to distinguish relatedness and to gauge the influence of those variables on merchandise sales rank.

The results reveal that six club-based factors impact merchandise sales rank: Overall Fan Satisfaction, Media Exposure, On-Field Performance, Strength of a Club’s Brand, Local Market Dynamics, and Fan Capacity to Pay. These six categories of purchase drivers form a strong predictive model of merchandise sales rank in the National Hockey League.

The resulting model could be extended in future research by adding extra categories to the conceptual framework and by developing alternative or better measures of the variables the authors use. It could also be tested with other sales data as the dependent variable since the study was limited to ranking data on merchandise data for the National Hockey League clubs for each year. Future research could use the actual merchandise dollars for each club in a league to test the model. A further extension would be to model subparts of merchandise (such as jersey sales, impacts of brand changes, etc.). A similar area of future research would be to look at the role of individual athletes as opposed to clubs in driving merchandise sales rank or volume.

For managers in professional sport, the results suggest that there are steps that can be taken to improve merchandise sales rank (and, by extension, merchandise sales volume). Practitioners can develop and follow strategies in this regard. Results also suggest that practitioners should put the achievement of high Regional Television Ratings – the strongest influencing variable on merchandise sales rank – as a priority.

The results confirm that brand is important when attempting to increase merchandise sales rank. Club managers need to be cognizant of their brand and its impact on merchandising in all decisions.

The business of professional sport is evolving globally with new sources of revenue, including merchandising increasing in prominence. This research explores the drivers of merchandise sales rank in professional sport and provide direction on key antecedents. The study proposes and tests a conceptual model.

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

The authors aim to analyze actual practice in industry with respect to the use, choice, and effectiveness of four types of incentives, cash, prepaid cards, travel, and merchandise.

The paper uses a survey of 170 practicing incentive design managers.

Usage of cash and cards continue to increase but travel and merchandise are still frequently used.

This will provide useful information to practitioners who design incentive programs.

The purpose of this study was to empirically evaluate a modified version of Sheth's model (1981) of buying behavior, in order to determine retail buyers’ willingness to trade off on negotiation variables when placing items on automatic replenishment (AR). A total of 103 usable questionnaires were returned from corporate buyers from five major department store chains located throughout the USA, yielding a 41 percent response rate. Multiple regression analysis indicated that the modified portion of Sheth's model used in this study was satisfactory in exploring relationships that exist between buyers and vendors when determining what products can be placed on AR. The model was significant and respectable in explanatory power, and the significant or highly related variables were: merchandise driven mentality; price/value; color; design; and type of merchandise category. These were all significant or highly related to the buyer's willingness to trade off on the negotiation variables (price, packaging, delivery and assortment). Future research is needed to explore the development of a model that explains the process and decision criteria for successful AR programs.

The purpose of this study was to examine visual merchandising (VMD) elements of apparel retail web sites, to describe the state of apparel online VMD and to develop a taxonomy of online VMD cues whose effects can be studied empirically.

A total of 50 US and 50 Korean web sites were content analyzed in terms of environment, manner of presentation, and path finding.

Results of the study revealed that many VMD features of offline stores have been implemented online. In addition, some VMD features of online apparel stores do not have a direct offline parallel. The taxonomy of VMD cues can be used by researchers to systematically study the effects of the cues following the SOR Model.

Because of the descriptive nature of the study important discussions about possible effects of various VMD elements on consumer behaviors cannot be addressed. Future research needs to investigate the effects of different VMD features introduced in the study on diverse consumer behaviors.

Using the VMD categories developed and coded in the study, online apparel retailers may be able to gain knowledge about online VMD features they can use to create desirable effects simulating those of in‐store VMD.

In spite of the strategic importance of VMD in online apparel stores, specific online VMD features that may influence consumer attitudes and behaviors have not been identified. Findings provide a comprehensive list of online VMD elements available from apparel web sites that are comparable to traditional offline VMD.

The purpose of this paper is to predict intentions to purchase sport team licensed merchandise (STLM) using the theory of planned behavior (TPB).

Three constructs of the TPB such as attitudes, subjective norms, and perceived behavioral control (PBC) were used to predict purchase intention of STLM. In an effort to increase the level of prediction, additional elements – past behavior and role identity – were included. A total of 384 university students participated in the survey.

The results indicated that attitude, subjective norms, and PBC accounted for 64 percent of the variance in purchase intention of STLM. Past behavior and role identity explained an additional 9.3 percent of the variance in purchase intentions. Past behavior was the strongest predictor of purchase intention.

The results showed the efficacy of the TPB in predicting purchase intentions of STLM.

This paper aims to examine mall consumer brand meaning through understanding consumer brand associations of shopping malls.

Building on the literature, a quantitative methodology is applied. A large sample (n = 755) of an Australian shopping mall is surveyed, and the data are analysed using structural equation modelling.

The first set of findings is that mall atmosphere and mall merchandise are the main determinants of consumer mall satisfaction. In turn, consumer mall satisfaction and mall merchandise are the main determinants of consumer mall brand attitudes.

The study is the first known study to measure consumer-based mall brand meaning quantitatively. This discovery gives a more holistic understanding of the mall brand. Additionally, the study highlights that mall branding is essentially experiential branding.

The study provides sound guidance for mall managers by suggesting priorities in shaping the mall brand, the emphasis on mall atmosphere and the criticality of tenant mix. Some malls spend hundreds of millions of dollars on refurbishments, enhancing mall atmosphere, consistent with the emphasis of this paper.

More effective experiential branding could influence community well-being.

This original research pioneers the discovery of customer-based mall brand meaning. Additionally, the study adds to the experiential branding literature. Sensory experiences are not sufficient to examine brand experiences; additionally, the core product (mall merchandise in our context) enhances the total (mall) brand experience.

This paper aims to shed light on the potential of ethnography to provide a dialectical approach to modeling the process of branding as its focus widens from managerial to social.

A critical approach to ethnography is adopted and implemented in light of the French sociologist Pierre Bourdieu's ethnographic modeling technique of “participant objectification”.

The paper demonstrates from the customer standpoint, of a case of a grocery retailer, the ability of critical ethnography to dialectically model the branding process as an organic cultural whole, which envelops an intricate set of different, yet interdependent, social and managerial systems, functioning in a coherent and complementary manner.

The empirical evidence is limited to the area of grocery retailing. Thus, widening the application of the technique in other areas would be desirable.

The dialectical nature of the critical approach to modeling yields a rich multi‐faceted view of the branding process that could help remedy the problem of detachment from complex reality, which has often been a criticism of traditional approaches to modeling in marketing.

The suggested dialectical approach to modeling expands the potential use of ethnography within the critical orientation to theory building in marketing generally, and branding in particular through elaborating the process of cultural construction from textual via participant observation to dialectical via participant objectification.