Morschett / Rudolph / Schnedlitz European Retail Research

2010 | Volume 24 Issue II
2011
ISBN: 978-3-8349-6147-1
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Deutsch, 204 Seiten, eBook

Reihe: European Retail Research

The aim of EUROPEAN RETAIL RESEARCH is to publish interesting manuscripts of high quality and innovativeness with a focus on retail researchers, retail lecturers, retail students and retail executives. As it has always been, retail executives are part of the target group and the knowledge transfer between retail research and retail management remains a part of the publication's concept.

Prof. Dr. Dirk Morschett, University of Fribourg, Switzerland

Prof. Dr. Thomas Rudolph, University of St. Gallen, Switzerland

Prof. Dr. Peter Schnedlitz, Vienna University of Economics and Business Administration, Austria

PD Dr. Hanna Schramm-Klein, Saarland University, Germany

Prof. Prof. h.c. Dr. Bernhard Swoboda, University of Trier, Germany

Zielgruppe

Research

Autoren/Hrsg.

Morschett, Dirk

Rudolph, Thomas

Schnedlitz, Peter

Schramm-Klein, Hanna

Swoboda, Bernhard

Inhaltsverzeichnis

1;Preface;6
2;Contents;8
3;The Classic Conceptualisation and Classification of Distribution Service Outputs – Time for a Revision?;9
3.1;Abstract;9
3.2;Keywords;9
3.3;1. Cause for Concern over a Classic Concept?;10
3.4;2. The ‘Classic’ Distribution Service Outputs Concept;11
3.4.1;2.1. Historical Roots;11
3.4.2;2.2. Interpretation of the ‘Classic’ Distribution Service Outputs Framework;13
3.5;3. Post-classic Distribution Service Outputs Frameworks;15
3.6;4. Time for a Revision?;16
3.7;5. Revision Agenda Stage I: Broadening the Classic Conceptualisation of Distribution Service Outputs;21
3.7.1;5.1. Beyond Economic Utilities and Monetary Price Elements;21
3.7.2;5.2. Beyond Physical Consumer Goods in Physical Stores;22
3.7.3;5.3. The Limitations of the DO Application Fields;23
3.8;6. Revision Agenda Stage II: Incorporating Distribution Service Ouputs into a Generic Higher Order Concept;25
3.9;7. Revision Agenda Stage III: Developing a Generic Higher Order Scheme;27
3.9.1;7.1. Functional Versus Institutional Origin of Customer Values;27
3.9.2;7.2. Positive versus Negative Customer Values According to Fundamental Underlying Motives;30
3.10;8. Revision Agenda Stage IV: Deepening the Distribution Service Outputs Concept;31
3.10.1;8.1. Desirable Properties of Operational DO Classifications;31
3.10.2;8.2. The Status of Operational Classifications in Empirical Studies;32
3.11;9. Conclusions and Future Research;34
3.12;References;37
4;Internal Marketing, Market Orientation and Organisational Performance: The Mythological Triangle in a Retail Context;41
4.1;Abstract;41
4.2;Keywords;41
4.3;1. Introduction;42
4.4;2. The Theoretical Background;43
4.4.1;2.1. Internal Marketing;43
4.4.2;2.2. Market Orientation;47
4.4.3;2.3. Organisational Performance;49
4.5;3. The Triangle: Internal Marketing, Market Orientation and Organisational Performance;50
4.5.1;3.1. Internal Marketing and Organisational Performance;50
4.5.2;3.2. Market Orientation and Organisational Performance;51
4.5.3;3.3. Internal Marketing, Market Orientation and Organisational Performance;53
4.6;4. Methodology;54
4.7;5. Findings;60
4.8;6. Discussion and Conclusion;61
4.9;Appendix A;66
4.10;Appendix B;67
4.11;References;67
5;Information is Useful, but Knowledge is Power! Loyalty Programmes and how they can Benefit Retailers;76
5.1;Abstract;76
5.2;Keywords;76
5.3;1. Introduction;77
5.4;2. Literature Review;80
5.5;3. How Loyalty Programmes Acquire and Use Information;81
5.6;4. The Tesco Example;83
5.7;5. Loyalty Card Survey;84
5.8;6. Conclusions;89
5.9;Appendix A;92
5.10;Appendix B;94
5.11;References;98
6;Modelling the Impact of 3D Authenticity and 3D Telepresence on Behavioural Intention for an Online Retailer;99
6.1;Abstract;99
6.2;Keywords;99
6.3;1. Introduction;100
6.4;2. Theoretical Background;100
6.4.1;2.1. Telepresence and 3D Telepresence;100
6.4.2;2.2. 3D Authenticity;102
6.5;3. Conceptual Framework;103
6.5.1;3.1. 3D Telepresence and 3D Authenticity Antecedents;103
6.5.2;3.2. The Effects of 3D Authenticity and 3D Telepresence on Behavioural Intention;104
6.6;4. Method and Sample;105
6.6.1;4.1. Method;105
6.6.2;4.2. Sample;106
6.7;5. Results;106
6.7.1;5.1. Measurement Model;106
6.7.2;5.2. Structural Equation Model;108
6.7.3;5.3. Test of the Hypotheses;108
6.8;6. Discussion, Conclusions and Implications;109
6.8.1;6.1. Theoretical Implications;110
6.8.2;6.2. Managerial Implications;111
6.9;7. Limitations and Further Studies;112
6.10;Appendix;112
6.11;References;113
7;Integrated Retail Channels in Multichannel Retailing: Do Linkages between Retail Channels Impact Customer Loyalty?;116
7.1;Abstract;116
7.2;Keywords;116
7.3;1. Introduction;117
7.4;2. Conceptual Background and Hypotheses;118
7.5;3. Research Design;123
7.6;4. Measurement Scales;124
7.7;6. Summary and Implications;127
7.8;Appendix;129
7.9;References;130
8;The Retail Industry in Spain;134
8.1;Abstract;134
8.2;Keywords;134
8.3;1. Overview on Spain;135
8.4;2. Socio-economic Indicators of the Industry and the Retail Sector;137
8.5;3. Structure of the Retail Trade;144
8.6;4. Players and Trends in Different Retail Sectors;148
8.6.1;4.1. El Corte Inglés as Dominant Retailer in Spain;148
8.6.2;4.2. Textile and Fashion Retailing;150
8.6.3;4.3. Food Retailing;153
8.6.4;4.4. The Category Killers;162
8.7;5. General Conclusions on the Retail of FMCGs in Spain;166
8.8;References;168
9;Retailing in Italy - Players, Strategies and Trends;172
9.1;Abstract;172
9.2;Keywords;172
9.3;1. Introduction;173
9.4;2. Retail Market Structure;173
9.5;3. Main Food Retailer Profiles;179
9.5.1;3.1. Auchan;180
9.5.2;3.2. Carrefour;181
9.5.3;3.3. Conad;182
9.5.4;3.4. Coop;183
9.5.5;3.5. Esselunga;184
9.5.6;3.6. Selex;184
9.6;4. Clustering Local Italian Markets;186
9.7;5. Nonfood Retailing;188
9.8;6. Private Label Development;190
9.9;7. Loyalty programmes and Clubs – the Strategies of Italian Retailers;194
9.10;8. New Trends in Shopping Behaviour and Consequences for the Retail Landscape;198

Über Autor(innen)

Prof. Dr. Dirk Morschett, University of Fribourg, Switzerland

Prof. Dr. Thomas Rudolph, University of St. Gallen, Switzerland

Prof. Dr. Peter Schnedlitz, Vienna University of Economics and Business Administration, Austria

PD Dr. Hanna Schramm-Klein, Saarland University, Germany

Prof. Prof. h.c. Dr. Bernhard Swoboda, University of Trier, Germany