Karine Picot-Coupey, Jean-Laurent Viviani and Paul Amadieu
Why do some retail networks operate shop-in-shops along with stand-alone units while others do not? Drawing on a resource-based and intellectual capital (IC) perspective as a…
Abstract
Purpose
Why do some retail networks operate shop-in-shops along with stand-alone units while others do not? Drawing on a resource-based and intellectual capital (IC) perspective as a broad theoretical lens, the purpose of this paper is to focus on retailer-run shop-in-shops and examine the determinants of their adoption.
Design/methodology/approach
To gain a comprehensive understanding of shop-in-shop adoption by retail branded networks, a research design mixing a quantitative study (n = 170) and a qualitative study (n = 19) was adopted to test nine hypotheses regarding these determinants of the adoption of retailer-run shop-in-shops and explore in greater depth the processes whereby they actually occur.
Findings
The main findings show that intangible resources are major determinants of the choice to operate shop-in-shops while tangible resources are minor determinants. The more robust results of the analysis lie in the positive effect of own-label merchandise range, premium pricing strategy, positioning based on symbols, retail concept fast renewal and high sector specialisation on the choice to operate a shop-in-shop. The effect of financial constraints on the decision to expand via shop-in-shops is limited.
Research limitations/implications
The authors emphasise the importance of marketing-related and company-related characteristics in differentiating the likelihood of retail networks to expand via shop-in-shops. These results lend support to the relevance of a resource-based and IC perspective in explaining the propensity of retailers to develop via shop-in-shops.
Practical implications
The decision to operate shop-in-shops should depend on the extent to which intangible resources – the most important being retail positioning grounded in symbols, an own-label merchandise range, and a high retail branded network reputation – can be valued and enhanced. Expanding a retail network via shop-in-shops does not appear to be a financially constrained expansion strategy: it must be considered as a relevant first best strategy when an independent and young retail company has intangible resources to value but limited tangible resources.
Originality/value
The study contributes to channel management and retailing research in four ways. First, it precisely delineates the specific characteristics of shop-in-shops. Second, it provides theoretical explanations – based on a resource and IC perspective – of determinants that influence the choice of shop-in-shops. Third, it empirically tests the influence of marketing-related and company-related characteristics when adopting shop-in-shops. Fourth, it provides insights into how adopting shop-in-shops. To the authors’ knowledge, the research is on the first to analyse theoretically and test the determinants for the choice of retailer-run shop-in-shops.
Details
Keywords
Rifat Kamasak, Deniz Palalar Alkan and Baris Yalcinkaya
There is a growing interest in the use of HR-based Industry 4.0 technologies for equality, diversity, and inclusion (EDI) issues yet the emerging trends of Industry 4.0 in EDI…
Abstract
There is a growing interest in the use of HR-based Industry 4.0 technologies for equality, diversity, and inclusion (EDI) issues yet the emerging trends of Industry 4.0 in EDI implementations and interventions are not fully covered. This chapter investigates the emerging themes regarding EDI and Industry 4.0 interaction through Google-based big data that show the actual interest in Industry 4.0 and EDI. Drawing on a web analytics method that tracks the real click behaviours of web users through querying combined sets of keywords, the study explores the trends and interactions between Industry 4.0 technologies and EDI-related HR practices. Our search engine results page (SERP) analyses find a high volume of queries and a significant interest between EDI elements and artificial intelligence (AI) only. In contrast to the suggestions of the extant literature, no significant user interest in other Industry 4.0 applications for EDI implementations was observed. The authors suggest that other Industry 4.0 technologies such as machine learning (ML) and natural language processing (NLP) for EDI implementations are in their early stages.
Details
Keywords
Antonino Galati, Maria Crescimanno, Salvatore Tinervia, Constantine Iliopoulos and Irini Theodorakopoulou
The purpose of this paper is twofold: first, it identifies distinct organizational models in a sample of small and medium enterprises operating in the Sicilian wine industry; and…
Abstract
Purpose
The purpose of this paper is twofold: first, it identifies distinct organizational models in a sample of small and medium enterprises operating in the Sicilian wine industry; and second, it identifies the key factors enabling a superior export success.
Design/methodology/approach
Internal resources were analyzed theoretically in order to achieve the aims of the study. Subsequently the empirical investigation was carried out administering a questionnaire to a sample of 102 wineries in Sicily, Italy. A cluster analysis was performed in order to group these firms into homogeneous categories.
Findings
The findings show that success in the international market is more common among wineries characterized by a larger physical and economic size, a longer experience in the international market, managed by entrepreneurs-owners who are highly educated and proficient in foreign language, and implement voluntary certifications.
Research limitations/implications
The results need to be interpreted within the context of the study’s research design; more specifically, the reader should take into account that the study focuses exclusively on one industry and on one region (wine in Sicily).
Practical implications
The findings offer a valid support for managers who could use this results to better focus their effort and choose the most appropriate strategy in order to improve their performance in foreign markets.
Originality/value
Very few empirical studies have been carried out on the impact that internal and in particular organizational resources have on the firms’ organizational models operating in the wine industry.
Details
Keywords
Vivian Ta-Johnson, Joel Suss and Brian Lande
Few studies have tested the efficacy of instruction based on cognitive load theory in police use-of-force (UoF) training due to limitations of existing cognitive load measures…
Abstract
Purpose
Few studies have tested the efficacy of instruction based on cognitive load theory in police use-of-force (UoF) training due to limitations of existing cognitive load measures. Although linguistic measures of cognitive load address these limitations, they have yet to be applied to police UoF training. This study aims to discuss the aforementioned issue.
Design/methodology/approach
Officers’ verbal behavioral data from two UoF de-escalation projects were used to calculate cognitive load and assess how it varied with officer experience level (less-experienced, experienced). The verbal data were further analyzed to examine specific thinking patterns that contributed to heightened cognitive load across officer experience levels.
Findings
Across both studies, responses from less-experienced officers contained greater usage of cognitive language than responses from experienced officers. Specific cognitive processes that contribute to cognitive load in specific situations were also identified.
Originality/value
This paper enables police trainers to facilitate the development of adaptive training strategies to improve police UoF training via the reduction of cognitive load, and also contributes to the collective understanding of how less-experienced and experienced officers differ in their UoF decision-making.
Details
Keywords
Hemverna Dwivedi, Rohit Kushwaha and Pradeep Joshi
In the light of the case study and the accompanying case study questions, the incumbent would be able to gain a comprehensive understanding on the theoretical underpinnings of…
Abstract
Learning outcomes
In the light of the case study and the accompanying case study questions, the incumbent would be able to gain a comprehensive understanding on the theoretical underpinnings of retail store expansion, identify the challenges for expanding a brand into emerging markets such as India and apply various marketing strategies aimed at in-depth analysis retail expansion. Learners can further comprehend the importance of brand communication incorporated by the brand to attract its customer subset.
Case overview/synopsis
It was in December 2022, when Mason Chatterjee, the Indian brand head of Armani Exchange (A|X), was confronted with the managerial dilemma whether launching the second store in the city of Ahmedabad would be a right decision. Another issue that was troubling him was how to go about launching a second store in a city which was not a home to other luxury sublabels. The case study illustrates the decisional aspect of retail expansion adopted by Chatterjee, considering the distinct managerial perspectives. Chatterjee found potential in the city of Ahmedabad, owing to an increased number of high-net-worth individuals and other macro factors. The case study is primarily an outcome of research carried out at A|X store at Ahmedabad One mall, Ahmedabad, for over a fortnight in the month of February 2023. The expansion decision of Chatterjee proved to be a success in the city of Ahmedabad reaching a sales figure of INR 1 crore (US$130,344.11) in the very first month of its launch. However, he was confronted with the managerial dilemma of further expansion, just six months after the launch of the latest expansion.
Complexity academic level
The case study is intended for advanced undergraduates or postgraduate programs in management or electives such as marketing, retail management and strategic management. It has not only been specifically designed for teaching the concept of retail expansion but can also be used to integrate contexts on brand’s merchandise mix, retail positioning, visual merchandising and brand communication. The case study has an overview of each of these elements. The instructor may choose them into the context for a wider encompassing detailed lesson or particularly on the main aspect of the case.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS8: Marketing
Details
Keywords
This study aims to identify which elements of the vending marketing mix are the main sources of competitive advantage for the industry, how they impact vending profitability, and…
Abstract
Purpose
This study aims to identify which elements of the vending marketing mix are the main sources of competitive advantage for the industry, how they impact vending profitability, and what are their related synergistic effects.
Design/methodology/approach
A full factorial experiment was developed to determine the effect of eight marketing mix scenarios on the profitability of a new vending channel in a French university library and assess the synergistic effects among three elements of a marketing mix (i.e. product quality, payment system, internal location) identified in a focus group as new sources of industry competitive advantage.
Findings
Although the main effects of product quality and payment system were weak-to-modest and insignificant, their interaction effect significantly impacted the daily net profit of the vending channel and generated the highest net synergy. The results partially challenge the marketing synergy axiom as internal location separately had a stronger impact on profitability than product quality and higher-order interaction effects do not necessarily translate into higher synergistic effects.
Research limitations/implications
This research was conducted in a real-life setting and has its limitations, which future researchers can overcome by extending the temporal, geographic and product scope of the study.
Originality/value
The distinction that we introduced between gross and net synergy allowed us to partially challenge the prevailing marketing mix assumption that synergy is always positive (i.e. that a vending retailer can achieve synergy by selecting a combination of marketing mix elements instead of relying on them separately). Moreover, by demonstrating that marketing synergy is not a uni- but a bi-dimensional concept, we provide vending retailers with a better methodological understanding of why they may have already fallen into the synergy trap and how to avoid it in the future.