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The purpose of this paper is to examine shopper marketing through service-dominant logic and service ecosystem lenses. In doing so, the authors reveal challenges and opportunities for supply chain management.

The work is conceptual, drawing on contemporary service-dominant logic thinking.

Examination of shopper marketing reveals that it is currently stuck in goods-dominant logic and micro-level ways of thinking. By taking a macro service ecosystem view, all actors, including shoppers, are seen as resource integrators seeking resource density. The macro view highlights a significant amount of goods and information flow and variance now being added throughout shopper marketing systems.

A guiding framework with appropriate terms defined offers new research directions and new ways practitioners can approach challenges in the industry. Research programs are suggested in the areas of facilitating resource density, examining the extent of ecosystems, measurement, mapping of resources, and creating shopper marketing innovations.

This study provides an alternative way of looking at problems that arise in supply chain management planning and execution of shopper marketing initiatives.

Few scholastic articles address shopper marketing even within marketing and essentially none do so in supply chain management despite it having significantly disrupted supply chains since 2004. This article offers an overview of shopper marketing and helps supply chain managers identify quickly how they can add value and supply chain management researchers begin to address the challenges.

Shopper marketing describes the planning and execution of all marketing activities that influence a shopper along – and beyond – the path-to-purchase, from shopping trigger to purchase, consumption, repurchase, and recommendation stages. Shopper marketing practices at manufacturers and retailers are growing at a tremendous pace and a rising portion of marketing budgets are now devoted to shopper marketing. The first phase of shopper marketing research and practice, Shopper Marketing 1.0, addressed interesting issues, primarily relating to in-store marketing. In the next phase, Shopper Marketing 2.0, will significantly extend to out-of-store marketing, including online and mobile marketing, resulting in an integrated practice. In this new environment, to formulate and execute effective shopper marketing strategies, managers need to better understand the complete picture of how online, offline, mobile and in-store marketing influence shoppers in the path-to-purchase-and-beyond cycle. In this chapter, we present the evolution of shopper marketing, summarize key learnings, outline important issues, and discuss the opportunities and challenges of Shopper Marketing 2.0.

Retail marketing is in the midst of an evolution. The paradigm is shifting from a product-centric to a consumer-centric focus, with a particular emphasis on understanding how consumers transition from harboring an interest in a product to actually purchasing that product. In response, shopper marketing, and in-store marketing (ISM) in particular, have emerged as important mechanisms to influence shopper behavior in brick & mortar and online retail environments. The academic literature is replete with work on what factors of ISM influence shopper behavior. In this chapter, we categorize prominent streams of findings on ISM into firm, customer, competitor and product characteristics of ISM and examine how the notion of a “store” is evolving from bricks to clicks – namely from physical formats to online shopping experiences. Insights from this chapter will help retailers and store managers identify what their customers respond to within a physical store, how technology is changing the way they can capture information on customers, and how shopper behavior is evolving in response to brick & mortar and online retail environments.

The best possible way for brick-and-mortar retailers to maximise engagement with personalised shoppers is capitalising on intelligent insights. The retailer operates differently with diversified items and services, but influencing retail atmospheric on personalised shoppers, the perception remains the same across industries. Retail atmospherics stimuli such as design, smell and others create behavioural modifications. The purpose of this study is to explore the atmospheric effects on brick-and-mortar store performance and personalised shopper's behaviour using cognitive computing based in-store analytics in the context of emerging market.

The data are collected from 35 shoppers of a brick-and-mortar retailer through questionnaire survey and analysed using quantitative method.

The result of the analysis reveals month-on-month growth in footfall count (46%), conversation rate (21%), units per transaction (27%), average order value (23%), dwell time (11%), purchase intention (29%), emotional experience (40%) and a month-on-month decline in remorse (20%). The retailers need to focus on three control gates of shopper behaviour: entry, browsing and exit. Attention should be paid to the cognitive computing solution to judge the influence of retail atmospherics on store performance and behaviour of personalised shoppers. Retail atmospherics create the right experience for individual shoppers and forceful use of it has an adverse impact.

The paper focuses on strategic decisions of retailers, the tactical value of personalised shoppers and empirically identifies the retail atmospherics effect on brick-and-mortar store performance and personalised shopper behaviour.

The authors explored the impact of a popular supply chain collaboration initiative – the shopper solution – on both retailers and manufacturers, as well as on the shopper.

The authors conducted a quasi-experimental field study, an experimental online study and an experimental behavioral lab study.

Overall, results revealed that shopper solutions increase the quantity and breadth of displayed products sold, along with sales totals. Shoppers also expressed higher willingness-to-pay (WTP) for products displayed in solutions. Shoppers positively (negatively) attributed the presence (absence) of solutions more strongly to retailers than to manufacturers due to perceived differences in manufacturers' concern for shoppers. Specifically, shoppers expressed higher (lower) word-of-mouth (WOM) and loyalty intentions toward retailers than manufacturers when solutions were (not) provided.

The authors provide a more holistic view of supply chain collaboration by showing how different chain members (retailers vs manufacturers) can experience disparate benefits from collaboration. The authors explain this within the context of shopper solutions by demonstrating that differences in perceived concern for shoppers underlies these effects. Thus, findings suggest that shopper marketing initiatives, such as solutions, are not always “win-win-win” outcomes for retailers, manufacturers and shoppers as intended. Overall, this is the first research to assess the implications of shopper solutions for retailers, manufacturers and shoppers, alike.

This paper aims to provide marketers with a blueprint for designing winning point of sale (POS) strategies at the final moment of truth. It focuses on traditional trade (kirana stores), the most critical distribution channel in emerging markets such as India, and outlines a four-pillar strategy of shopper marketing for traditional trade.

The paper is based on and draws from experience and expertise built in the course of many years of specialized, on-field research in the area of shopper insights in India. It is supplemented with secondary research on retail and shopper trends in India and other developing markets.

The paper examines how traditional trade in India has evolved to meet the challenges of changing shopper preferences amidst the advent of modern trade. Keeping the common goal of serving customer and shopper needs effectively and efficiently, the paper details a four-pillar strategy of shopper marketing for traditional trade centered around segmenting store clusters; mining shopper insights at the store; leveraging the shopkeeper; and adopting a scientific, organized process of testing and redeploying POS initiatives.

This paper provides marketers and sales professionals with a structured and cohesive approach to designing POS strategies for traditional trade. While the paper is developed for the Indian market, the principles can also be easily adopted across other emerging markets where traditional trade is a dominant channel.

Retailers are continuously seeking to improve upon the in-store shopping experience for their customers. The present research aims to examine consumers’ responses to one such initiative – the shopper solution – that, despite its growing marketplace prominence, remains largely unexamined in academic literature.

Two studies employed a 2(shopper solution: present vs. absent) between-subjects design. MANOVA and regression analyses were used to test hypothesized relationships.

Findings across two studies reveal that the presence (vs absence) of solutions positively influenced shoppers’ perceptions of shopping convenience, as well as their purchase intentions. These favorable effects also extended to the provider in higher word-of-mouth and loyalty intentions. Shopping convenience was identified as the mechanism underlying the impact of solutions, while “smart shopper” self-perceptions were shown to moderate these mediating effects.

Shopper solutions represent a low-cost, in-store marketing tactic that enhances shopping convenience. They are easy to implement, result in little to no overhead costs and can benefit both shoppers and retailers.

To the best of the authors’ knowledge, this research represents the first academic examination of the impact of shopper solutions. The authors identify key mediating and moderating influences of the effects of solutions.

In the age of “big data,” one of the most important capabilities that differentiates the winners from the losers in the intensely competitive grocery market is how successfully a firm can harness its vast amounts of shopper data to become more shopper-centric. Grocery retailers struggle with how to manage the tremendous amount of data available to them and best leverage their frequent shopper data to derive insights. These data also present an opportunity for academic research on decision-making and evaluation of strategic initiatives. This chapter discusses three case studies that illustrate the various capabilities of frequent shopper data in generating shopper insights. Specifically, using frequent shopper data for millions of shoppers, the three case studies demonstrate how frequent shopper data can be used as an important information asset for understanding differences and similarities among different shopper groups (Case Study 1), as a means to assess the effectiveness of store redesigns/environment changes (Case Study 2), and as a key tool for evaluating program success (Case Study 3). The chapter concludes with a discussion of how successful collaboration between practitioners and academics can be a boon to both business success and academic research.

Despite huge investments within the modern trade arena, Vietnam remains a traditional trade retailing country. The purpose of this paper is to establish the combined effects of motivation, store attributes and demographic factors on the predictive outcome of store format choice in Vietnam.

A logistic regression model is used to determine the effect of these factors on the predictive outcome of traditional markets or supermarkets in purchasing non-food products or processed food products.

The dichotomy between what supermarkets and traditional markets have to offer is simple but effective. Utilitarian-motivated shoppers are more likely to shop at traditional markets. They emphasize the need to buy products quickly, find a good price, with less travel time and hence lower travel costs. Hedonistic shoppers are motivated by feelings of happiness; they shop to relieve stress and to keep up with trends. Significant difference in store choice also exists between older and higher income shoppers.

Future research should examine the sociocultural dimensions of shopping at traditional stores by exploring how such shopping relates to, and is embedded in, the formation and changes of individual identity, especially in communities outside of Ho Chi Minh City where shoppers are almost entirely dependent on traditional stores.

Traditional stores have the benefit of convenient location and savings in both time and travel costs. These benefits are being eroded as supermarkets and transnational retail corporations establish new stores close to the traditional stores.

Shopping at traditional markets is part of the social culture and is embedded in individuals’ identity formation, despite increasing urbanization and shoppers’ higher incomes.

This study comprehensively explores the interactions between store choice and motivation, store attributes and demographic factors, taking into account contemporary and contextually relevant factors.

Focuses on the impact of supercenters on traditional food retailers in four markets, including two small cities (Victoria, Texas; Gainesville, Georgia) and two large cities (Columbus, Ohio; Omaha, Nebraska). Consumer surveys were conducted in order to assess the effects of the entry of Meijer, Wal‐Mart, Kmart, and Target supercenters. The results show supercenters can gain from 15 to 20 percent of primary shoppers and an even greater proportion of secondary shoppers. Furthermore, the supercenter primary shoppers, and especially those of Wal‐Mart and Meijer, identified low price and assortment more often as the reason for store choice. In comparison, traditional supermarket primary shoppers were less willing to trade off locational convenience or, in some cases, quality and assortment. Wal‐Mart is predicted to continue to rapidly gain share at the expense of competitors who do not differentiate themselves in some significant way.