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IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/S0022-4359(25)00107-1

引用次数: 0

Depicting a holistic picture of the impact of conflict delistings: Consequences beyond the involved brands, retailer and categories 描述冲突退市影响的整体图景：涉及品牌、零售商和品类之外的后果

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.05.006

Saeid Vafainia , Els Breugelmans , Sara Van Der Maelen , Kathleen Cleeren

Conflict delistings, where manufacturers’ brands are removed from retailer shelves due to failed negotiations, have become increasingly common. Such delistings not only impact the involved brands, retailers, and categories but can also have consequences for uninvolved brands, retailers, and categories. This research investigated the sales effects of a large-scale conflict delisting between a major retailer and a manufacturer in the Belgian fast-moving consumer goods market across different combinations of involved and uninvolved parties. The results show that the uninvolved retailers gained, while the involved retailer suffered, both for involved and uninvolved brands (in the involved categories), but also in uninvolved categories. This finding was replicated in a similar conflict delisting case. Further analysis of the heterogeneity across uninvolved categories at the involved retailer revealed that uninvolved categories in which the involved retailer had a premium price, a high promotion level, and many private-label brands (relative to the competition before the conflict delisting) experience lower losses. The same holds for uninvolved categories where the involved retailer offered more attractive prices and promotions during the delisting. Our study further discusses the boundaries of our findings, by illustrating that results do not replicate for a conflict delisting case that was highly dissimilar to the focal case in the study.

冲突下架（由于谈判失败，制造商的品牌从零售商的货架上撤下）已经变得越来越普遍。这种下架不仅会影响相关品牌、零售商和品类，也会对未涉及的品牌、零售商和品类产生影响。本研究调查了比利时快速消费品市场上一家大型零售商和一家制造商在不同参与方和非参与方组合下的大规模冲突退市对销售的影响。结果表明，无论是涉及品牌还是未涉及品牌（涉及品类），以及未涉及品类，未参与的零售商都获得了收益，而参与的零售商则遭受了损失。这一发现在一个类似的冲突除名案例中得到了重复。对涉事零售商非涉事品类异质性的进一步分析显示，涉事零售商价格较高、促销水平较高的非涉事品类和许多自有品牌（相对于冲突退市前的竞争对手）的损失较低。这同样适用于未涉及的类别，涉及的零售商在退市期间提供更有吸引力的价格和促销。我们的研究进一步讨论了我们研究结果的边界，说明了与研究中的焦点病例高度不同的冲突摘牌病例的结果不会重复。

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引用次数: 0

Warming up to private labels: Temperature impacts private label performance 预热到自有品牌：温度会影响自有品牌的性能

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.06.004

Josh Lundberg , Daniel E. Chavez

Private label sales represent nearly 20 %, or $199 billion, of all consumer packaged goods sold within the US and hold substantial benefits for retailers. Despite decades of investment by retailers in private label programs, these brands are often less trusted than competing national brands. The current research examines how an atmospheric factor present across all selling environments—temperature—benefits private label performance by reducing consumers’ reliance on trust when they choose between brands. In four studies, the authors demonstrate that warm (vs. cool) temperatures increase private label preference and choice, relative to national brands, because they mitigate the brand trust advantage held by national brands. Moreover, this process is shown to depend on consumer perceptions of risk in private labels. As retailers strive to optimize product assortments dynamically over time and different locations, these insights provide strategic guidance on how retailers can both respond to the weather and manipulate temperature to capture the strategic benefits associated with private labels.

自有品牌销售额占美国所有包装消费品销售额的近20%，即1990亿美元，为零售商带来了可观的利润。尽管零售商在自有品牌项目上进行了数十年的投资，但这些品牌往往不如竞争对手的全国性品牌那么受信任。目前的研究考察了在所有销售环境中存在的一个大气因素——温度——是如何通过减少消费者在选择品牌时对信任的依赖而有利于自有品牌的表现的。在四项研究中，作者证明，相对于民族品牌，温暖的（相对于凉爽的）温度增加了对自有品牌的偏好和选择，因为它们减轻了民族品牌所拥有的品牌信任优势。此外，这一过程取决于消费者对自有品牌风险的认知。随着零售商努力随着时间和地点的变化动态地优化产品组合，这些见解为零售商如何应对天气和操纵温度以获取与自有品牌相关的战略利益提供了战略指导。

引用次数: 0

Leveling up retail: How retailers and brands thrive in the video game ecosystem 零售升级：零售商和品牌如何在电子游戏生态系统中茁壮成长

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.06.002

Roman Welden , Kelly Hewett , Kiwoong Yoo , Michael Haenlein , Keith Marion Smith , Koen Pauwels , P.K. Kannan , John Hulland

The global video game industry, valued at over $180 billion, has become a powerful platform for consumer engagement, allowing retailers to connect with over 3.2 billion global players. Despite recent research into the video game ecosystem, there is a noticeable gap in understanding how retailers and brands engage consumers, and how their sometimes overlapping roles reflect distinct strategies and capabilities. Drawing on 30 qualitative interviews with video gamers as well as prior research, we identify eight distinct roles retailers and brands can adopt within gameplay (i.e., experience regulators, background immersion facilitators, goal reinforcers, and experience expanders) and beyond gameplay (i.e., content enablers, experience tools, community experience providers, and emotional redirects). Our findings highlight the potential of the video game ecosystem for retailers and brands to support immersive consumer experiences, support divergence from reality, prepare brands for next-generation consumers, and integrate value creation. To facilitate these decisions, we propose a framework for retailers and brands to engage effectively within this space, emphasizing seamless integration, co-creation of value, and transparency. We conclude with the ‘PLAY’ framework to highlight future research directions across a variety of retailing domains. By aligning retail strategies with the unique characteristics of the ecosystem, this research provides actionable insights for retailers, brands, and scholars, advancing retail innovation and encouraging exploration of this dynamic, evolving landscape.

全球电子游戏产业价值超过1800亿美元，已经成为一个强大的消费者互动平台，允许零售商与超过32亿的全球玩家建立联系。尽管最近对电子游戏生态系统进行了研究，但在理解零售商和品牌如何吸引消费者，以及他们有时重叠的角色如何反映不同的策略和能力方面，仍存在明显的差距。根据对30名电子游戏玩家的定性访谈以及之前的研究，我们确定了零售商和品牌可以在游戏玩法（即体验监管者、背景沉浸促进者、目标强化者和体验扩展者）和游戏玩法之外（即内容推动者、体验工具、社区体验提供者和情感重定向）扮演的8个不同角色。我们的研究结果强调了电子游戏生态系统对零售商和品牌支持沉浸式消费者体验的潜力，支持与现实的背离，为下一代消费者做好准备，并整合价值创造。为了促进这些决策，我们提出了一个框架，让零售商和品牌在这个领域有效地参与，强调无缝整合、共同创造价值和透明度。最后，我们以“PLAY”框架来强调未来在各种零售领域的研究方向。通过将零售战略与生态系统的独特特征结合起来，本研究为零售商、品牌商和学者提供了可操作的见解，促进了零售创新，并鼓励了对这一动态、不断变化的景观的探索。

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引用次数: 0

Should customers of all brands be multichannel? Investigating the moderating role of brand tier 所有品牌的客户都应该是多渠道的吗？考察品牌层次的调节作用

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.07.001

Lara Lobschat , Lisan Lesscher , Peter C. Verhoef , Katherine N. Lemon

The rapid expansion of sales channels enables firms to increase reach and enhance customer convenience but also adds complexity to multichannel management. While prior studies often assume that multichannel customers are more profitable, we find that this is not always the case. We show that greater multichannel use is, on average, associated with lower customer revenue. However, the relationship is nonlinear. Specifically, we find an inverted U-shaped effect, where moderate levels of multichannel usage generate the highest revenues, while both low and high levels can reduce performance. Furthermore, this effect varies by brand tier: only middle-tier brands benefit from increased multichannel behavior, while low- and high-tier brands experience flat or even negative revenue effects. These results provide novel insights into the nuanced effects of customer multichannel behavior across brand tiers, enabling firms to design more targeted and effective multichannel strategies, optimize revenue growth, and mitigate the complexities associated with managing diverse sales channels.

销售渠道的迅速扩张使公司能够扩大接触范围，提高客户的便利性，但也增加了多渠道管理的复杂性。虽然先前的研究通常认为多渠道客户更有利可图，但我们发现情况并非总是如此。我们表明，平均而言，更多的多渠道使用与更低的客户收入相关。然而，这种关系是非线性的。具体来说，我们发现了一个倒u型效应，即中等水平的多渠道使用产生最高的收入，而低水平和高水平的多渠道使用都会降低业绩。此外，这种效应因品牌层级而异：只有中档品牌受益于多渠道行为的增加，而中档和高端品牌的收入效应持平甚至为负。这些结果为跨品牌层的客户多渠道行为的细微影响提供了新颖的见解，使公司能够设计更有针对性和更有效的多渠道战略，优化收入增长，并减轻与管理不同销售渠道相关的复杂性。

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引用次数: 0

The new shopping paradoxes: When efficiency and responsibility backfire 新的购物悖论：效率和责任适得其反

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.11.002

Katrijn Gielens

引用次数: 0

Subtle glamour as an affective force in a non-exclusive retail brandscape 在非独家零售品牌中，微妙的魅力是一种情感力量

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.05.005

Lorna Stevens , Pauline Maclaran , Marleen van ’t Riet

How can a mainstream, high-street retail brand offer an aspirational and elevated shopping experience whilst still maintaining reasonable price perceptions? In this study we suggest that a subtle glamour aesthetic is an effective way to provide this experience. We draw on a qualitative, multi-method, ethnographic study of a UK lifestyle brand, The White Company, a brand that offers affordable luxury to its customers. Our study reveals the presence of a subtle glamour aesthetic within the retail brandscape, which operates as an affective force to elevate and enhance the brand. Its utilisation enables the brand to distinguish itself from competitors, whilst still offering affordability to its middle-class market. We show that glamour is used with moderation by the brand, as too much glamour would be at odds with its positioning in the marketplace and customer expectations. However, the discreet presence of subtle glamour enables the brand to elevate its products and enchant its customers. Three key branding outcomes of staging subtle glamour are identified, which we describe as: 1) staging the fascinating effect; 2) staging the promise of transformation and escape; and 3) staging the concealment of effort. We explore each of these in relation to material and discursive aspects, and importantly, how customers experience each of these staging practices. We conclude by offering suggestions for other high-street retailers on how a subtle glamour aesthetic can be used to provide customers with an enchanting and elevated shopping experience.

一个主流的高街零售品牌如何在保持合理价格的同时，提供令人向往的高端购物体验？在这项研究中，我们认为微妙的魅力美学是提供这种体验的有效方式。我们对英国生活方式品牌White Company进行了定性、多方法、人种学研究，该品牌为客户提供负担得起的奢侈品。我们的研究揭示了零售品牌景观中存在一种微妙的魅力美学，它作为一种情感力量来提升和提升品牌。它的使用使品牌与竞争对手区分开来，同时仍然为中产阶级市场提供负担得起的价格。我们表明，品牌适度地使用魅力，因为太多的魅力将与它在市场中的定位和客户的期望不一致。然而，微妙魅力的谨慎存在使品牌提升了其产品并迷住了客户。通过对微妙魅力的展示，我们发现了三个关键的品牌效果，我们将其描述为：1)展现迷人效果；2)上演转型与逃离的承诺；3)布置隐蔽的努力。我们从材料和话语方面探讨了每一个方面，重要的是，客户如何体验这些分期实践。最后，我们为其他高街零售商提供了如何利用微妙的魅力美学为顾客提供迷人和提升的购物体验的建议。

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引用次数: 0

Surprise, surprise: The dual impact of double discounting on consumer preferences 惊喜，惊喜：双重折扣对消费者偏好的双重影响

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.06.003

David M. Hardesty , Jonathan Hasford , Adam Farmer , Blair Kidwell

Retailers use price discounts to stimulate sales and impact long-term profitability. While most offer a single discount, retailers occasionally use double discounting, whereby they stack a second discount on top of an already discounted item (e.g., 20 % off plus an additional 25 % off). While double discounting is relatively rare, we demonstrate when and why it is effective. Double discounting is shown to outperform single discounts even when the double discount offered is objectively smaller, and even for low discount percentages. It also outperforms single discounts for consumers who are better able to perceive emotions. Moreover, it results in spillover effects on other non-promoted products. While previous research has indicated that consumers take a cognitive computational approach when offered double discounts by either computing the number of gains, adding the percentage of the two discounts, or assessing the relative magnitude of the two discounts offered, we develop an expanded conceptual model which considers the role that consumer emotional responses play. We find that consumers who make the computational error of adding the two percentages and those who do not both prefer double discounts. Consumers experience feelings of surprise associated with double discounting and this emotional response impacts evaluations beyond computational errors made by consumers, need for cognition, and luck. Thus, we offer a dual process explanation of affect and cognition to explain when and why double discounting is effective. In addition to these theoretical contributions, we also highlight practical managerial recommendations for the implementation of double discounts.

零售商使用价格折扣来刺激销售和影响长期盈利能力。虽然大多数商家只提供一次折扣，但零售商偶尔也会使用双重折扣，即在已经打折的商品上再加上第二次折扣（例如，8折再加25折）。虽然双重折扣是相对罕见的，我们证明何时和为什么它是有效的。即使在客观上提供的双重折扣较小，甚至折扣百分比较低的情况下，双重折扣也显示出优于单一折扣的效果。对于那些能够更好地感知情绪的消费者来说，它的表现也优于单次折扣。此外，它还会对其他非推广产品产生溢出效应。虽然先前的研究表明，消费者在获得双重折扣时采取认知计算方法，通过计算收益数量，增加两个折扣的百分比，或评估提供的两个折扣的相对幅度，我们开发了一个扩展的概念模型，考虑了消费者情绪反应所起的作用。我们发现，把两个百分比加在一起计算错误的消费者和没有加在一起计算错误的消费者都喜欢双倍折扣。消费者体验到与双重折扣相关的惊喜感，这种情绪反应影响了消费者的计算错误、认知需求和运气之外的评估。因此，我们提供了情感和认知的双重过程解释，以解释何时以及为什么双重折扣是有效的。除了这些理论贡献外，我们还强调了实施双重折扣的实际管理建议。

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引用次数: 0

Adding good or removing bad: Consumer response to nutrition claims 加好还是去坏：消费者对营养声明的反应

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.06.006

Iina Ikonen , Aylin Aydinli , Peeter Verlegh

Consumers often encounter nutrition claims on food packaging that emphasize either the addition of healthy nutrients (e.g., “with added vitamins”) or the removal of unhealthy ones (e.g., “now with less sugar”). But do these claims influence consumers differently, and if so, why? Across a meta-analysis and seven controlled experiments, we show that addition-focused claims consistently lead to stronger behavioral intentions than removal-focused claims. The studies show that this effect is driven in part by the higher perceived value of products with added (vs. removed) nutrients. These findings suggest that marketers and policy makers can more effectively promote healthier foods through addition claims. In addition, our studies show how marketers can mitigate the lower effectiveness of removal claims by following a communication strategy that explicitly highlights the value added.

消费者经常在食品包装上看到强调添加健康营养素（如“添加了维生素”）或去除不健康营养素（如“现在少糖了”）的营养声明。但这些说法对消费者的影响不同吗？如果是，原因何在？通过一项荟萃分析和七个对照实验，我们发现，以添加为中心的主张始终比以移除为中心的主张导致更强的行为意图。研究表明，这种影响在一定程度上是由于添加（相对于去除）营养物质的产品具有更高的感知价值。这些发现表明，营销人员和政策制定者可以通过添加声明更有效地推广更健康的食品。此外，我们的研究表明，营销人员如何通过遵循明确强调增值的传播策略来缓解移除声明的较低有效性。

引用次数: 0

Digital lead generation platforms: Rightsizing the seller base 数字潜在客户生成平台：调整卖家基础

IF 10.2 1区管理学 Q1 BUSINESS

Journal of Retailing

Pub Date : 2025-12-01 DOI: 10.1016/j.jretai.2025.06.007

Shashank Vaid , Fred M. Feinberg

This article introduces Digital Lead Generation Platforms (DLGPs), an increasingly popular way to allow users to explore products from multiple retailers. Despite their growing influence, little is known about how DLGPs can manage their effectiveness or profitability. Here, we discuss their distinctive and salient aspects relative to other types of digital retailing, and explore data-centric methods to better manage the size of their seller base. Specifically, using a rich proprietary dataset, we examine drivers of user click propensity (UCP), focusing on a key issue for platform managers: is consumer response better when there are “endless aisles,” or should the number of sellers active at a given time (the “base of sellers”) be somehow limited in a category-specific manner?

Based on a flexible nonparametric model, our results suggest that base of sellers has an inverted-U relationship with UCP, with potentially severe consequences for seller underpopulation, one that is masked when endogeneity is not corrected for. Intriguingly, we do not find such an effect for the number of offers, which might be expected based on “overchoice”. Although this general shape for base of sellers is apparent in all 10 product categories studied, there is substantial variation in how often each is suitably populated, with Cars over 60 % of the time and Mobile Accessories only 5 %. These findings have important implications for both DLGP managers and sellers: platform operators can enhance their revenue potential by “rightsizing” their seller base, while sellers may be able to improve clickthrough rates by timing their involvement based on contemporaneous competition in their particular categories.

本文介绍了数字潜在客户生成平台（DLGPs），这是一种越来越流行的方式，允许用户从多个零售商那里探索产品。尽管它们的影响力越来越大，但人们对dlgp如何管理它们的效力或盈利能力知之甚少。在这里，我们将讨论它们相对于其他类型的数字零售的独特和突出方面，并探索以数据为中心的方法来更好地管理其卖家基础的规模。具体来说，使用丰富的专有数据集，我们研究了用户点击倾向（UCP）的驱动因素，重点关注平台管理人员的一个关键问题：当有“无尽的通道”时，消费者的反应是否更好，或者在给定时间活跃的卖家数量（“卖家基数”）是否应该以某种方式以特定类别的方式加以限制？基于一个灵活的非参数模型，我们的结果表明卖家基数与UCP呈倒u关系，这对卖家人口不足有潜在的严重后果，当内生性没有得到纠正时，这种后果就会被掩盖。有趣的是，我们没有发现报价数量有这样的影响，这可能是基于“过度选择”的预期。尽管在研究的所有10种产品类别中，销售者的基本形态都很明显，但每种产品的销售频率存在很大差异，汽车超过60%的时间，而移动配件只有5%。这些发现对DLGP管理者和卖家都具有重要意义：平台运营商可以通过“调整”卖家基础来提高收入潜力，而卖家可以根据其特定类别的同步竞争来选择参与时间，从而提高点击率。

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