Journal of Retailing最新文献

Postpurchase out-of-stock (PP-OOS) often happens in an online grocery context, where products appear to be available at the time a consumer places an order, but become OOS when the order is to be dispatched. This paper investigates two substitution policies that can mitigate negative responses: substitutions can match (i) on the dominant attribute and (ii) with a product from the consumers’ past purchase portfolio. According to data collected through two computer-simulated purchase experiments, involving more than 3,000 households and five product categories, matching the substitution on the dominant attribute increases acceptance, but this dominant attribute varies across category differentiation level (flavor for horizontal differentiated categories like cereals or crips vs. brand for vertical differentiated categories like margarine or ketchup). Category differentiation also informs acceptance of national brand or private-label flavor substitutes, such that, same-flavor private label is prefered more in horizontal differentiated categories. Matching on the basis of previous purchases has positive effects for both category differentiation levels, and when combining both policies, the previous purchase matching effect grows stronger for same flavor, rather than same brand, matching. These detailed insights establish several key managerial implications for substitution policies in online grocery contexts.

The fast-paced growth of e-commerce is impacting the type and variety of products consumers purchase across channels. A commonly held theory, known as long tail theory, posits that online sales are less concentrated at the top of the sales distribution than offline sales, and that more variety is bought online, making the tails of the overall sales distribution denser with the growth of e-commerce. Most of the literature testing the long tail theory has focused on examining entertainment goods markets that do not require much physical examination, and has predominantly found results consistent with the theory. However, the magnitude and antecedents of the observed long tail effects might be different for product categories containing products that require more physical examination before purchase, such as fashion goods. In this study, using detailed individual and transaction level panel data from two multichannel fashion goods retail brands, we show that while the shift to the online channel results in a decrease in the concentration of overall sales for both brands, this change mostly results from consumers buying different products online rather than consumers buying a greater variety online compared to offline. We show that the flattening of the overall sales distribution with the growth of e-commerce in our data is driven by consumers sorting their purchases into channels based on product characteristics. In contrast to the recommendations from the previous long tail literature, our results show that fashion apparel retailers do not need to offer broader assortments online compared to offline, but they may find it profitable to carry or emphasize a different product mix online compared to offline. Our results also provide guidance to fashion goods retailers in curating their online and offline assortments and setting inventory management strategies across the channels.

Retailers increasingly use digital displays and projections to enhance traditional endcaps. With two field experiments, the authors investigate how the vividness of an endcap projection affects shoppers. The results indicate an inverted U-shaped relationship between the vividness of an endcap projection and sales, such that endcaps with moderately vivid projections (cf. traditional endcaps and highly vivid projection endcaps) result in higher sales. Attention and mental involvement serially mediate these effects on sales. By adding audio and scent to the moderately vivid endcap projection, the authors also find that the addition of audio increases sales, whereas the addition of a scent does not. This article concludes with a discussion of managerial implications related to the uses of endcaps.

With the proliferation of mobile communication technology, many firms, including retailers and consumer banks, are making efforts to develop mobile platforms to better engage with their customers and reduce operational costs. However, the cost advantage of these mobile technologies will not yield fruition unless the mobile channel accounts for a significant share of total transactions. In this article, we explore potential options for firms to promote usage of the mobile channel. To achieve this, we propose a hidden Markov model to both model customers’ decisions and assess different managerial strategies through simulations. While we apply our proposed model to data from a leading financial institution, our approach is equally applicable to other retail settings. The results show that customers’ choices of services and channels are sensitive to process time by type of channel. A 10% increase in process time through non-mobile channels leads to a nearly 14% increase in utilization of mobile banking channel. Therefore, retailing firms could potentially influence customers’ choice of different channels by changing channel-specific process times. Motivated by these findings, we present and compare performances across five different policies, in promoting the usage of mobile channel. Drawing on our simulation results, we also make personalized policy recommendations to firms facing different levels of financial constraints. For those with financial constraints, we recommend a policy of increasing process time for a selected subset of service requests through non-mobile channels. Firms not constrained by the resources might be better off improving process time with the mobile channel by targeting customers identified as having a better relationship with the firm.

This paper examines product-package Corporate Social Responsibility (CSR) messages called Corporate Social Responsibility Appeals (CSRAs) that directly convey CSR messages to shoppers on product packages. Using a multi-source dataset of more than 10 million transactions from a large grocery chain, this paper first presents a typology consisting of seven CSRA types that provide buyers functional or symbolic benefits and examines their effects on product sales. Second, the paper presents the analysis of the moderating effects of store-generated promotions (price promotions and feature advertisements) and product types (virtue and vice) on the effects of functional and symbolic CSRAs and seven CSRAs on weekly sales. Results show that functional CSRAs perform better than symbolic CSRAs and that price promotions strengthen the sales of functional CSRAs. Featured advertising was also found to positively influence the sales of Functional CSRAs, but is found to have no impact on Symbolic CSRAs. Finally, the results show that Functional CSRAs are a better strategy for virtue products than Symbolic CSRAs. This paper concludes with managerial implications, theoretical contributions, and additional findings regarding price elasticity, sales trajectory, and sales performance across product categories.

Prior work has shown that evaluations may be lower when retail price discounts are either small or large (vs. moderate), due to concerns about discount depth perceptions and/or product quality. Building from work on perceptual salience, we show that displaying the sale price in larger (vs. similar) font vis-à-vis the regular price makes the sale price more “salient”. In turn, when retail price discounts are either small or large (but, not moderate), such salience impacts how consumers process price discount information, mitigating concerns relating to discount depth perceptions and/or product quality, and so increasing evaluations. In effect, displaying the sale price using a relatively larger font increases consumers’ evaluations, somewhat mitigating the negative aspects of using small or large price discounts. We propose theory contributions towards research on display effects and pricing. Further, the proposed mechanism in this research note is easy-to-implement, and is expected to increase sales.

Nearly half of US households own a smart speaker with voice shopping functionality. Voice shopping product presentation is inherently sequential due to the audio delivery of information, which may give retailers the opportunity to influence customer decisions through the order in which brands are presented. This research examines the effect of brand order presentation in voice shopping and its impact on high-equity versus low-equity brands. Moreover, this research considers the moderating effect of product presentation format (simultaneous vs. sequential, audio vs. visual) on the impact of brand presentation order. The results of six experiments with more than 1,000 participants provide evidence that consumers attempt to balance competing concerns about risk in voice shopping with search costs because products are presented sequentially and information is reduced. If high-equity brands are presented first, the choice distribution in voice shopping is unimodal, with a peak at the first-presented products. However, a bimodal choice distribution results if low-equity brands are presented first. Importantly, choice distribution in voice shopping differs markedly from choice distribution when products are presented simultaneously and visually, as in online shopping.

How does feeling powerless (vs. powerful) affect variety-seeking in retail contexts? Based on the notion that feeling powerless is associated with lower autonomy, and building on studies showing that having a wider choice set enhances autonomy, we predict—consistent with research on compensatory consumption—that low-power consumers (vs. those with high power) will exhibit greater variety-seeking. Findings across nine studies were consistent with this prediction. Further, while all nine studies provide evidence that low-power consumers seek greater variety, three studies (1A, 1B, and 1C) support the prediction that this effect is mediated by need for autonomy and not by any of eight other competing mechanisms, including other-orientation, need for uniqueness, and risk aversion. Studies 2 and 3 explore theoretically and managerially relevant ways, respectively, of reducing the tendency for low (vs. high) power consumers to seek greater variety, while study 4 provides external (real-world) validity for our prediction in retail (i.e., a restaurant) context. The theoretical and managerial implications of our research are discussed.