The purpose of this paper is to examine the extent to which Indian consumers of different demographic groups vary in terms of shopping mall visits (frequency of visit, hours spent…
Abstract
Purpose
The purpose of this paper is to examine the extent to which Indian consumers of different demographic groups vary in terms of shopping mall visits (frequency of visit, hours spent in the mall, and number of shops visited) and purchase behaviour (total money spent, number of shops purchased from and number of items purchased).
Design/methodology/approach
The study used a self-administered survey of 400 Indian mall shoppers to examine Indian shoppers’ behaviour with respect to visiting and buying behaviour. Descriptive analyses and χ2 tests were conducted to identify patterns and capture the significant relationships in shopping behaviour across different demographic segments.
Findings
The results show that shoppers of different age cohorts and from different household sizes behave differently from one another in a significant manner. In terms of gender, however, men and women tend to behave in a similar manner in terms of visit frequency, time and money spent per visit. The study also provides insight into where the differences occur and between which specific groups.
Research limitations/implications
Data comes from one major city of India which limits the generalizability of the results.
Practical implications
For mall managers and retailers, the study findings indicate that the stores that serve recreational needs should focus more on younger segments, where men and women share similar buying patterns. Findings from this study could also be used for segmentation exercises and to build strategies to convert footfall into actual purchase, especially within the rapidly growing Indian mall market.
Originality/value
The study adds value to the body of retail literature and provides empirical evidence from the rapidly developing Indian market. The study also provides insight into where differences occur and between which specific groups. By highlighting the differences in greater detail, the study benefits retailers in general and specifically, mall managers.
Details
Keywords
Naser Pourazad, Lara Stocchi and Vipul Pare
The purpose of this study is to determine if brand passion shapes attitudinal brand loyalty while driving a series of important brand-related outcomes (i.e. brand advocacy, social…
Abstract
Purpose
The purpose of this study is to determine if brand passion shapes attitudinal brand loyalty while driving a series of important brand-related outcomes (i.e. brand advocacy, social media following, sense of community, willingness to pay a premium price and alternative devaluation). These aspects are explored for sports apparel brands after considering the perceptions of Iranian consumers.
Design/methodology/approach
This study is based on the analysis of survey data gathered online and face-to-face from a sample of Iranian consumers of sports apparel brands that were analysed using partial least square path modelling.
Findings
The key empirical findings obtained confirm that brand passion underpins attitudinal brand loyalty and several important brand-related outcomes. Furthermore, the findings show that attitudinal brand loyalty explains the impact of brand passion on most of the outcomes considered, except for social media following.
Research limitations/implications
This study advances knowledge of brand passion by illustrating its “power” as a strong nuance of relationships between consumers and brands. In particular, this study highlights the importance of brand passion in shaping attitudinal brand loyalty, as well as a driver of several outcomes of theoretical and managerial relevance.
Practical implications
By establishing strategies aimed at enhancing brand passion, brand managers can increase attitudinal brand loyalty, attain important goals such as brand advocacy, premium price and social media following, as well as the devaluation of competing brands.
Originality/value
This study uses a unidimensional theorisation of brand passion to increase the understanding of its role as predictor of attitudinal brand loyalty and driver of relevant outcomes. It also examines the mediating effect of attitudinal brand loyalty, thus illustrating important conceptual links between brand passion and brand loyalty in the context of sports apparel brands in a growing economy (Iran).
Details
Keywords
Armando Maria Corsi, Cam Rungie and Leonardo Casini
This paper aims to argue that the polarization index (φ) represents a valid loyalty measure for evaluating changes over time.
Abstract
Purpose
This paper aims to argue that the polarization index (φ) represents a valid loyalty measure for evaluating changes over time.
Design/methodology/approach
The brand performance measures (BPM) are a valid and useful tool for marketing managers in measuring the loyalty consumers attach, in a single time period, to a product or brand. However, the BPM reflect other attributes and not only loyalty. Over time, what might appear to be a change in loyalty may actually be a change in market size or market share. The polarization index (φ) is not biased in this manner and is more appropriate for evaluating changes over time. The study compares the results obtained with three well known BPM utilised for the analysis of loyalty – the purchase frequency, the share of category requirements and the repeat rate – with those obtained with the φ on the purchases of wine made by Italian consumers in the retail sector over two three‐year periods (2003‐2005 and 2006‐2008).
Findings
The study shows that the BPM are a fundamental source of information on the loyalty consumers attach to brands and products at one point in time. However, their strong relationship with market share risks providing results that do not reflect actual trends in loyalty. By comparison, φ provides a valid and useful analysis of the ways in which loyalty evolves over time.
Originality/value
Although several researchers have studied the uses of φ on one‐year and three‐year periods, none observed how the index offers more valid results than the BPM over time. The paper shows that marketing managers should always compare the results obtained with the BPM with those derived from the φ before drawing conclusions on the real loyalty trends of their products and brands.
Details
Keywords
Describes how a group of organizations (consultants, companies and universities) in Houston, Texas, USA created an informal yet organized forum for sharing information, case…
Abstract
Describes how a group of organizations (consultants, companies and universities) in Houston, Texas, USA created an informal yet organized forum for sharing information, case studies, tools, and methodologies in the area of business process re‐engineering (BPR) to learn from one another’s experiences and to avoid pitfalls in their BPR endeavours. The forum is named “Houston Business Process Re‐engineering Share Group”. Acts as a road‐map for practitioners and academicians who want to establish similar share groups to increase interaction and improve their understanding of principles and methodologies of BPR. Within 40 months of its startup with 24 members, the Houston BPR Share Group membership increased to over 200 ‐ an indication of its utility and the benefits to the participating organizations.