Pub Date : 2020-04-02DOI: 10.1080/1046669X.2019.1657740
Steven C. Michael
Abstract Retail distribution is often organized into chain stores, where geographically dispersed units operate under a common trademark and operational routines. Franchising is an organizational form chosen by entrepreneurs to manage retail chains. Previous research has maintained that franchising is a solution to “the” agency problem. This article shows how franchising solves one agency problem, shirking, but creates another, free riding, giving rise to dual agency problems. We test which has a stronger effect on performance. Using stochastic frontier estimation, a technique from empirical economics, we show that marketing spending yields less sales for franchised chains relative to owned chains, suggesting that the loss associated with free riding dominates the gain from controlling shirking. Implications for theory and practice are discussed.
{"title":"Dual agency in retail chains","authors":"Steven C. Michael","doi":"10.1080/1046669X.2019.1657740","DOIUrl":"https://doi.org/10.1080/1046669X.2019.1657740","url":null,"abstract":"Abstract Retail distribution is often organized into chain stores, where geographically dispersed units operate under a common trademark and operational routines. Franchising is an organizational form chosen by entrepreneurs to manage retail chains. Previous research has maintained that franchising is a solution to “the” agency problem. This article shows how franchising solves one agency problem, shirking, but creates another, free riding, giving rise to dual agency problems. We test which has a stronger effect on performance. Using stochastic frontier estimation, a technique from empirical economics, we show that marketing spending yields less sales for franchised chains relative to owned chains, suggesting that the loss associated with free riding dominates the gain from controlling shirking. Implications for theory and practice are discussed.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2019.1657740","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46957462","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-01DOI: 10.1080/1046669X.2020.1739420
Edward T. Rincón
Abstract This article discusses a “perfect storm” that has evolved in recent years related to the composition of the U.S. Latino population—a dramatic demographic shift that threatens the economic stability of supermarkets and other retailers that have traditionally focused their services or products on the foreign-born segment of the Latino population. Using spatial analysis of recent data provided by the American Community Survey and the Consumer Expenditure Survey, the study identified four distinct segments of U.S. counties that provide different levels of market potential related to the concentration of native-born and foreign-born Latinos, their English-language proficiency, and their estimated food-at-home expenditures. Based on these findings, suggestions are made for marketers to re-align their marketing strategies to minimize the potential negative consequences of the developing perfect storm.
{"title":"A perfect storm is facing U.S. supermarkets","authors":"Edward T. Rincón","doi":"10.1080/1046669X.2020.1739420","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1739420","url":null,"abstract":"Abstract This article discusses a “perfect storm” that has evolved in recent years related to the composition of the U.S. Latino population—a dramatic demographic shift that threatens the economic stability of supermarkets and other retailers that have traditionally focused their services or products on the foreign-born segment of the Latino population. Using spatial analysis of recent data provided by the American Community Survey and the Consumer Expenditure Survey, the study identified four distinct segments of U.S. counties that provide different levels of market potential related to the concentration of native-born and foreign-born Latinos, their English-language proficiency, and their estimated food-at-home expenditures. Based on these findings, suggestions are made for marketers to re-align their marketing strategies to minimize the potential negative consequences of the developing perfect storm.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1739420","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49519036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract Deductions and claims to recover trade promotions incentives through post-audit of previous years’ transactions is a highly contentious but prevalent practice in the industry. Retailers, given their low margins of operations, are motivated to seek every opportunity to obtain extra incentives from suppliers to boost their profits. They often hire third-party post-auditors to scrub through all their transactions and “deal sheets” or supplier agreements to search for potential unclaimed trade promotion dollars promised by suppliers in prior years. Third party auditors have an incentive to also make dubious claims as they are compensated on contingency fees of a percent of claims recovered. Such practices lead to acrimony between retailers and suppliers. They often have differing viewpoints and opinions about the contextual terms of the trade promotion deals itself leading to an opinion “chasm” that is sometimes difficult to bridge. The resulting tension among retailers and suppliers, along with regulatory compliance under the Sarbanes–Oxley Act, and prevailing questions on the role and practices of post-auditors, motivated this study. Conducted over a 24-month period with extensive collaboration and research discussions between the study team and responsible managers from leading US retail and manufacturing companies. The distinctive mix of academic rigor and practitioner relevance was the hallmark of this study that involved three retail summits conducted with industry participants to discuss the research method and its resultant findings. Evidence suggests that transactional discrepancies will continue to happen, despite technological advances, because of large volume of transactions and multiplicity of complex trade promotion methods in vogue in the retail world. So, as long as there are claim opportunities, post-audit recovery practices will continue, confounding the darker side of the retailer–supplier relationship. Through a multi-stage and multi-level study, and data from a variety of sources, we identify best practices in post-audit recovery and suggest ways to reduce associated conflict and improve relationship satisfaction.
{"title":"Where the twain shall meet? A study of best practices to resolve retailer–supplier acrimony in post-audit recovery of trade promotion dollars","authors":"Atul Parvatiyar, Janakiraman Moorthy, Naveen Donthu","doi":"10.1080/1046669X.2020.1741297","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1741297","url":null,"abstract":"Abstract Deductions and claims to recover trade promotions incentives through post-audit of previous years’ transactions is a highly contentious but prevalent practice in the industry. Retailers, given their low margins of operations, are motivated to seek every opportunity to obtain extra incentives from suppliers to boost their profits. They often hire third-party post-auditors to scrub through all their transactions and “deal sheets” or supplier agreements to search for potential unclaimed trade promotion dollars promised by suppliers in prior years. Third party auditors have an incentive to also make dubious claims as they are compensated on contingency fees of a percent of claims recovered. Such practices lead to acrimony between retailers and suppliers. They often have differing viewpoints and opinions about the contextual terms of the trade promotion deals itself leading to an opinion “chasm” that is sometimes difficult to bridge. The resulting tension among retailers and suppliers, along with regulatory compliance under the Sarbanes–Oxley Act, and prevailing questions on the role and practices of post-auditors, motivated this study. Conducted over a 24-month period with extensive collaboration and research discussions between the study team and responsible managers from leading US retail and manufacturing companies. The distinctive mix of academic rigor and practitioner relevance was the hallmark of this study that involved three retail summits conducted with industry participants to discuss the research method and its resultant findings. Evidence suggests that transactional discrepancies will continue to happen, despite technological advances, because of large volume of transactions and multiplicity of complex trade promotion methods in vogue in the retail world. So, as long as there are claim opportunities, post-audit recovery practices will continue, confounding the darker side of the retailer–supplier relationship. Through a multi-stage and multi-level study, and data from a variety of sources, we identify best practices in post-audit recovery and suggest ways to reduce associated conflict and improve relationship satisfaction.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1741297","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44618424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-25DOI: 10.1080/1046669X.2020.1742052
L. Guissoni, Jonny Mateus Rodrigues, Felipe Zambaldi, M. F. Neves
Abstract Previous studies have found a convex relation between weighted measures of distribution and market share for consumer products in developed economies, while companies in emerging markets often use a non-weighted (numeric) distribution measure to manage their channel strategy. In contrast to the markets with high retail concentration, the numeric distribution could be best suited to a more fragmented retail market in which the percentage of physical distribution is important. We investigate the effects of expanding numeric versus expanding weighted distribution by studying stores in channels and regions characterized by structural differences in an emerging market. Our data come from retail audits in Brazil and include 91 soft drink manufacturers, 195 brands and 1,110 stock-keeping units. Our study highlights the importance of numeric distribution as a performance measure in this market. Additionally, we show that the effects of numeric and weighted distribution on market share vary by region and channel format.
{"title":"Numeric or weighted distribution? The effect of different channel performance metrics on market share","authors":"L. Guissoni, Jonny Mateus Rodrigues, Felipe Zambaldi, M. F. Neves","doi":"10.1080/1046669X.2020.1742052","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1742052","url":null,"abstract":"Abstract Previous studies have found a convex relation between weighted measures of distribution and market share for consumer products in developed economies, while companies in emerging markets often use a non-weighted (numeric) distribution measure to manage their channel strategy. In contrast to the markets with high retail concentration, the numeric distribution could be best suited to a more fragmented retail market in which the percentage of physical distribution is important. We investigate the effects of expanding numeric versus expanding weighted distribution by studying stores in channels and regions characterized by structural differences in an emerging market. Our data come from retail audits in Brazil and include 91 soft drink manufacturers, 195 brands and 1,110 stock-keeping units. Our study highlights the importance of numeric distribution as a performance measure in this market. Additionally, we show that the effects of numeric and weighted distribution on market share vary by region and channel format.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1742052","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42693156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-25DOI: 10.1080/1046669X.2020.1741992
Mel F. Zuberi, Daniel Rajaratnam
Abstract Driven by global advances in technology and changes in consumer buying behavior, brick-and-mortar retailers are being forced to become omni-channel retailers. This calls for new metrics for evaluating retail performance. We examine the challenges facing the retail industry, the metrics that traditional brick-and-mortar stores have used as well as the new metrics that retail industry experts are suggesting for online retailing. A conceptual framework for omni-channel retailers is suggested.
{"title":"Measuring retail performance in an omni-channel world","authors":"Mel F. Zuberi, Daniel Rajaratnam","doi":"10.1080/1046669X.2020.1741992","DOIUrl":"https://doi.org/10.1080/1046669X.2020.1741992","url":null,"abstract":"Abstract Driven by global advances in technology and changes in consumer buying behavior, brick-and-mortar retailers are being forced to become omni-channel retailers. This calls for new metrics for evaluating retail performance. We examine the challenges facing the retail industry, the metrics that traditional brick-and-mortar stores have used as well as the new metrics that retail industry experts are suggesting for online retailing. A conceptual framework for omni-channel retailers is suggested.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2020.1741992","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44655263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-02DOI: 10.1080/1046669X.2019.1646187
B. Dimitrova, Brent Smith, Trina larsen Andras
Abstract In recent years, major technological advances have been a primary force driving channel evolution. In particular, the Internet of things has provided a means for some firms to experience the rise of one of the most innovative and cutting-edge channels—the platform enterprise (i.e., firms such as Amazon, Etsy, and Airbnb). We examine the platform enterprise through a marketing channel evolution lens. In doing so, we point to key factors that enable particular kinds of firms to forge unique marketing channels. As platform enterprises, these channels offer value that transcends contactual efficiency, because they utilize their resources and capabilities not only to connect buyers and sellers efficiently but also to create a community of stakeholders whose collective efforts are focused on two linked priorities—brand value co-creation and brand value appropriation.
{"title":"Marketing channel evolution: From contactual efficiency to brand value co-creation and appropriation within the platform enterprise","authors":"B. Dimitrova, Brent Smith, Trina larsen Andras","doi":"10.1080/1046669X.2019.1646187","DOIUrl":"https://doi.org/10.1080/1046669X.2019.1646187","url":null,"abstract":"Abstract In recent years, major technological advances have been a primary force driving channel evolution. In particular, the Internet of things has provided a means for some firms to experience the rise of one of the most innovative and cutting-edge channels—the platform enterprise (i.e., firms such as Amazon, Etsy, and Airbnb). We examine the platform enterprise through a marketing channel evolution lens. In doing so, we point to key factors that enable particular kinds of firms to forge unique marketing channels. As platform enterprises, these channels offer value that transcends contactual efficiency, because they utilize their resources and capabilities not only to connect buyers and sellers efficiently but also to create a community of stakeholders whose collective efforts are focused on two linked priorities—brand value co-creation and brand value appropriation.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2019.1646187","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43700479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-02DOI: 10.1080/1046669X.2019.1657736
Peter Andersen, F. Weisstein, Lei Song
Abstract Marketing channels have faced rapid structural and functional transformations during the last few decades. While a large body of research has been devoted to understanding the supply-side aspects of marketing channels, much less research has taken the demand-side perspective to study consumer perception of channel position and functions. This article extends the channel literature to a broader domain and develops a consumer-based theoretical framework reflecting factors that influence consumer perception of and reaction to channel strategies and decisions. The authors conceptualize that consumers’ perceived channel value is a critical factor in determining their loyalty behavior. Seven important channel features are identified that would positively influence the perceived channel value. The relationship between perceived channel value and channel preference is strongly dependent on the level of customer value co-creation. The article concludes with research implications and suggestions of avenues for future research.
{"title":"Consumer response to marketing channels: A demand-based approach","authors":"Peter Andersen, F. Weisstein, Lei Song","doi":"10.1080/1046669X.2019.1657736","DOIUrl":"https://doi.org/10.1080/1046669X.2019.1657736","url":null,"abstract":"Abstract Marketing channels have faced rapid structural and functional transformations during the last few decades. While a large body of research has been devoted to understanding the supply-side aspects of marketing channels, much less research has taken the demand-side perspective to study consumer perception of channel position and functions. This article extends the channel literature to a broader domain and develops a consumer-based theoretical framework reflecting factors that influence consumer perception of and reaction to channel strategies and decisions. The authors conceptualize that consumers’ perceived channel value is a critical factor in determining their loyalty behavior. Seven important channel features are identified that would positively influence the perceived channel value. The relationship between perceived channel value and channel preference is strongly dependent on the level of customer value co-creation. The article concludes with research implications and suggestions of avenues for future research.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2019.1657736","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43757875","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-02DOI: 10.1080/1046669X.2019.1647913
Rolph E. Anderson, Alex H. Cohen, P. Christ, R. Mehta, Alan J. Dubinsky
Abstract Personal selling and sales management issues have been the focus of tremendous attention by research scholars, thus expanding our extant knowledge of the field of marketing. However, studies on the development of the discipline of personal selling and sales management from a historical perspective have been sparse. Accordingly, this manuscript makes a unique contribution by partially addressing this gap in the literature by tracing the transition of personal selling through sales management to a prominent role in strategic marketing channel management. From a historical vantage point this article discusses the genesis and evolution of personal selling and sales management, which include the Pioneer Era (1750–1780), Era of Scarcity (1780–1820), Era of Production (1820–1870), Era of Innovation and Growth (1870–1914), Era of Scientific Management (1880–1920), Era of the Roaring Twenties (1920–1929), Era of World Turmoil (1929–1945), Era of Postwar Recovery and Prosperity (1945–1977), Era of Personal Computers, Empowerment of Salespeople, Changing Roles of Sales Managers (1977–2000), and the Era of Customer Relationships and Top-Level Sales Managers As Strategic Channel Managers (2000–Present). With reference to the current era, the article discusses the role salespeople in general and senior- to top-level sales managers in particular play in fostering long-term relationships with a firm’s marketing channel members by moving from transactional selling and relationship selling to the current greater emphasis on forging symbiotic and synergistic strategic partnerships/alliances with reseller intermediaries.
{"title":"Provenance, evolution, and transition of personal selling and sales management to strategic marketing channel management","authors":"Rolph E. Anderson, Alex H. Cohen, P. Christ, R. Mehta, Alan J. Dubinsky","doi":"10.1080/1046669X.2019.1647913","DOIUrl":"https://doi.org/10.1080/1046669X.2019.1647913","url":null,"abstract":"Abstract Personal selling and sales management issues have been the focus of tremendous attention by research scholars, thus expanding our extant knowledge of the field of marketing. However, studies on the development of the discipline of personal selling and sales management from a historical perspective have been sparse. Accordingly, this manuscript makes a unique contribution by partially addressing this gap in the literature by tracing the transition of personal selling through sales management to a prominent role in strategic marketing channel management. From a historical vantage point this article discusses the genesis and evolution of personal selling and sales management, which include the Pioneer Era (1750–1780), Era of Scarcity (1780–1820), Era of Production (1820–1870), Era of Innovation and Growth (1870–1914), Era of Scientific Management (1880–1920), Era of the Roaring Twenties (1920–1929), Era of World Turmoil (1929–1945), Era of Postwar Recovery and Prosperity (1945–1977), Era of Personal Computers, Empowerment of Salespeople, Changing Roles of Sales Managers (1977–2000), and the Era of Customer Relationships and Top-Level Sales Managers As Strategic Channel Managers (2000–Present). With reference to the current era, the article discusses the role salespeople in general and senior- to top-level sales managers in particular play in fostering long-term relationships with a firm’s marketing channel members by moving from transactional selling and relationship selling to the current greater emphasis on forging symbiotic and synergistic strategic partnerships/alliances with reseller intermediaries.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2019.1647913","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59843033","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-02DOI: 10.1080/1046669X.2019.1646188
Marko Grünhagen, N. Mumdžiev, Barbara Harča, Tamara Milenković-Kerković, Jasmina Dlačić
Abstract Since the Balkans have not been covered with regards to franchising in any comprehensive fashion in the past, this study represents a first look at the topic in this part of the world and contributes to the literature on franchising in emerging economies. This research contrasts the development of franchising in the ten Balkan countries of Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Kosovo, Macedonia, Montenegro, Romania, Serbia, and Slovenia. A comprehensive overview of the franchise industry and its history is created for each country, integrating economic and franchise infrastructure development. The study reveals severe deficiencies in the region with regards to the availability of official data and a lack of specific legislation with regards to franchising and disclosure mandates, as well as education about franchising and a reliable legal environment. Implications for researchers and policy makers conclude the study.
{"title":"Franchising in the Balkans: History, status, and challenges","authors":"Marko Grünhagen, N. Mumdžiev, Barbara Harča, Tamara Milenković-Kerković, Jasmina Dlačić","doi":"10.1080/1046669X.2019.1646188","DOIUrl":"https://doi.org/10.1080/1046669X.2019.1646188","url":null,"abstract":"Abstract Since the Balkans have not been covered with regards to franchising in any comprehensive fashion in the past, this study represents a first look at the topic in this part of the world and contributes to the literature on franchising in emerging economies. This research contrasts the development of franchising in the ten Balkan countries of Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Kosovo, Macedonia, Montenegro, Romania, Serbia, and Slovenia. A comprehensive overview of the franchise industry and its history is created for each country, integrating economic and franchise infrastructure development. The study reveals severe deficiencies in the region with regards to the availability of official data and a lack of specific legislation with regards to franchising and disclosure mandates, as well as education about franchising and a reliable legal environment. Implications for researchers and policy makers conclude the study.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2019.1646188","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45017459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-02DOI: 10.1080/1046669X.2019.1700868
Işık Özge Yumurtacı Hüseyinoğlu, H. Kotzab, Kübra Göksu Köstepen, Tilo F. Halaszovich
Abstract Consumer logistics (CL), focuses on the role of consumers in the logistical processing of goods for the purpose of consumption from point of acquisition to the point of disposal. The objective of this study is to test and validate the CL scale as introduced by Bahn, Granzin, and Tokman for grocery shopping in a previously unexplored country setting, namely in Turkey. Our findings show in contrast to Bahn et al. only six CL functions: information search, transportation management and materials handling, storage management & inventory needs assessment, contingent inventory operations & product acquisition, intra-household communication, and interdependent transportation operations. These six CL functions are more applicable for an emerging market, such as Turkey. These findings are consistent across the different socio-demographic characteristics in our sample.
{"title":"Assessing consumer logistics functions in grocery shopping: Evidence from an emerging market","authors":"Işık Özge Yumurtacı Hüseyinoğlu, H. Kotzab, Kübra Göksu Köstepen, Tilo F. Halaszovich","doi":"10.1080/1046669X.2019.1700868","DOIUrl":"https://doi.org/10.1080/1046669X.2019.1700868","url":null,"abstract":"Abstract Consumer logistics (CL), focuses on the role of consumers in the logistical processing of goods for the purpose of consumption from point of acquisition to the point of disposal. The objective of this study is to test and validate the CL scale as introduced by Bahn, Granzin, and Tokman for grocery shopping in a previously unexplored country setting, namely in Turkey. Our findings show in contrast to Bahn et al. only six CL functions: information search, transportation management and materials handling, storage management & inventory needs assessment, contingent inventory operations & product acquisition, intra-household communication, and interdependent transportation operations. These six CL functions are more applicable for an emerging market, such as Turkey. These findings are consistent across the different socio-demographic characteristics in our sample.","PeriodicalId":45360,"journal":{"name":"Journal of Marketing Channels","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/1046669X.2019.1700868","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42030411","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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