Exploring Department Store Offerings: A ZMET Study

Department stores in the UK have faced challenging retail conditions, which were affected by the everchanging external retail competition such as out-of-town and online retailers. As the boundaries between different retail institutions have blurred increasingly with an inclining similarity of their commodity offerings, the multi-department one-stop shopping experience is no longer unique to department stores. But the department stores are nevertheless still regarded as the anchor of the high street due to their strong brand associations linked to their heritage, physical presence, and emphasis on service quality. However, it is not clear if these associations are still relevant, particularly as customers are increasingly adopting a hybrid online/offline approach to shopping. This study, therefore, adopts a customer-based brand equity (CBBE) lens to explore the key constructs that are valued by customers in the current turbulent retail environment. This study was a mono-method qualitative study using Zaltman Metaphor Elimination Technique (ZMET). Data were collected from 24 UK high street department store shoppers in Derby using a cross-sectional time horizon. The use the of ZMET method elicited deep thoughts and feelings in the UK high street department stores by customers based on the participant’s choice of image. Thematic content analysis was used to analyse the data extracted from both the verbal interview, the participant’s choice of images and the montage created by the participants. A new onion model of customer-based brand equity (CBBE) in the current department store context was identified in this study, named customer-based department store brand equity (CBDSBE). This model showed that four out of Zaltman’s seven deep metaphors are more relevant to the current context, which are balance, resource, journey and connection. By identifying these deep metaphors, brand managers would gain in-depth understanding of their customers, and thus, establish enhanced marketing strategies accordingly. This study also identified that brand accessibility was a new construct that emerged from this study that contributed to the customer-based department store brand equity. It was identified that the department store provided access to the participants where they could access the individual brands, the physical products, and the experiences available at a department store. The outcomes of this study argued that the department store is not reaching the end of its lifecycle. It is suggested that a new definition of the department store is needed, which would ultimately distinguish the department store from its competitors who offered similar commodities and re-establish competitive advantage in the current turbulent retail environment by enhancing its customer-based department store brand equity

Revealing the Unspoken: Malaysian Students' Intrinsic Influences in Selecting the UK for Higher Education Migration

The UK has been amongst the leaders in providing higher education for both home and international students, especially from developing countries such as Malaysia. The recent budget cuts on the UK higher education sector implemented in the academic year 2012/13 have increased the competition for UK Higher Education Institutions (HEIs) to secure home [UK and EU] students as the opportunity cost is greater compared to starting a career. Therefore, it is almost imperative for UK HEIs to attract more international students to fill the gap left by home students to remain financially sustainable. Previous researches on the decision making process for higher education destinations looked extensively at rational factors such as financial viability, size of institutions and availability of programmes as well as reputation related factors, such as university ranking and league tables. The question is: Are these the factors - rational factors - that influence the decision making of prospective international students’ evaluation and selection of the UK as a possible host country for higher education migration? This research aims to elicit and understand the non-rational factors that may intrinsically influence the decision making behaviour of Malaysian students when selecting the UK as the destination for HE migration. Interpretive phenomenology was utilized as the research approach and the Ethnographic principle of cultural interpretation was enhanced by the researcher’s reflexive stances. Data was analysed using Interpretative Phenomenological Analysis. Six emergent constructs were revealed which then led to the emergence of three core themes reflecting the intrinsic influences hidden within Malaysian students’ HE migration decision behaviour. Twelve ZMET interviews and two focus group conversations with participants whom were recruited using the stratified random sampling method - covering three geographical regions of the UK, eleven UK universities within four main university groups. ZMET, short for Zaltman Metaphor Elicitation Technique, is an eleven-step in-depth interview technique that elicits both conscious and unconscious thoughts by exploring metaphoric expressions. Findings from previous researches employing ZMET as data collection method showed that data saturation is achievable with just four to five interviews, providing 90% validity. Focus group conversations functioned as methodology triangulation to validate findings. Both of these data collection methods were guided by two overarching questions: (1) why do you choose a UK university? and (2) what and how does being a UK university student make you feel? The six emergent constructs: (1) Egotism; (2) Self-concept; (3) Current security; (4) Future security; (5) Freedom and independence; and (6) Future opportunities, were then interpreted through the researcher’s reflexive stances - personal and epistemic - to signify the insights of the three emergent themes: (1) Fulfilling their emotional needs for acceptance; (2) Satisfying their spiritual pleas for freedom and independence; and (3) Providing a promise for a greater self-worth. These six emergent constructs were embedded into the conceptual framework of this research - Consumer Decision Making model underpinned by Push/Pull Theory of Migration - resulting in a revised conceptual framework depicting Malaysian students’ HE migration behaviour. This research contributes to academic knowledge, research methodology, practitioners and policy makers of HEIs - both in Malaysia and the UK. Suggestions for further research are longitudinal study, geographical extension study, comparison study and a study using this research’s revised conceptual framework as the research model

Farm business development: the motives and effects of diversification strategies

This thesis investigates the factors underlying farm business development in Sweden, and the economic and social implications related to different development strategies. The thesis consists of four papers. Paper I uncovers the values that underlie farmers’ strategic choices for business development. The results indicated that a mixed set of use- and non-use values guide choices for farm strategic orientation. Paper II examines the relationship between entrepreneurial orientation and farmers’ satisfaction with business performance while considering the moderating effects of the farm diversification strategy and the environmental conditions in which a farm business operates. The findings suggested that the combination of farm diversification strategy with the environmental conditions has a significant relationship with farmers’ satisfaction with business performance. These two papers differ in their methodological approaches, however, they focus on the farmer as the unit of analysis, whereas Papers III and IV that follow, focus on the farm business as the unit of analysis. In particular, Paper III investigates the role of diversification strategies in enhancing farm financial performance. The results show a heterogeneous relationship between agricultural and farm diversification with farm financial performance across farm types. Finally, Paper IV examines the impact of diversification strategies on farm-level employment and farm income variability. It suggests that farm diversification is a labour-saving strategy and that it increases farm income variability. In contrast, agricultural diversification is positively related to farm-level employment but negatively related to farm income variability

Investigating the Use of Audiovisual Elicitation on the Creative Enterprise

Elicitation methods have been explored extensively in social science research, and in business contexts, to uncover unarticulated informant knowledge. This qualitative study investigates the use of an audiovisual elicitation interviewing technique, developed by a UKbased creative multimedia production social enterprise; Fifth Planet Productions CIC. The method employs a system of using audiovisual stimulus to elicit participant responses in the interview setting. This study, conducted in two parts, explores how the method improves solutions for eliciting client requirements. Part 1 explores the audiovisual elicitation interview within the business setting; how the techniques are effective at revealing tacit knowledge that would ordinarily remain unspoken in the standard interview. Part 2 tests the developed methods on a sample of 25 business owners seeking to improve communication within their respective organisations. This evidences how it is possible to elicit rich information that can be interpreted to determine clients’ requirements on professional commissions. The study presents a working method of audiovisual elicitation that is regularly employed by Fifth Planet Productions CIC. The methods are used to elicit project requirements in professional commissions and to establish stronger client relationship

Exploring Metaphor as an Alternative Marketing Language

Purpose - The main aim of this paper is to stimulate more relevant and critical ideas about marketing and the wider management field by exploring the actual and potential contribution of metaphor to marketing theory and practice. The subsequent connections made can help contribute towards understanding and coping with the theory/practice gap. Methodology/Approach – To date, the majority of metaphor application has tended to be literal and surface-level rather than theoretically grounded. This paper interrogates the literature surrounding metaphor in marketing and management fields, while also examining the contribution of other areas such as art. The paper constructs and debates the conceptual notion of the marketer as an artist. Research Limitations/Implications – Incorporation of theoretically grounded metaphors into marketing theory can help develop a form of marketing which is capable of dealing with ambiguity, chaotic market conditions, creative thinking and practice. Originality/Value of paper – Adoption of a metaphorical approach to marketing research helps to instil a critical and creative ethos in the research process. Marketers are concerned with identification and exploitation of opportunities. Metaphor assists in the process by enhancing visualisation of these future directions. We live out our lives to a large degree through the making of metaphorical connections. We should therefore embrace more qualitative, creative associations in marketing theory, as well as practice

MEASURING INDIVIDUAL SEARCH COSTS ON THE MOBILE INTERNET

The advent of smartphones enables more and more consumers to use the mobile internet. In addition, there is a continuing integration of location-based services (LBS). By means of Global Positioning Systems or WiFi-triangulation LBS provide context-aware information to consumers. This leads to a convergence of online and offline worlds. The usage of LBS delivers additional information to consumers (e.g., alternative offers or detailed product information). Particularly during the search process, information about prices or geographic distances, that are relevant for the purchase, are of importance. The goal of this study is to estimate search costs in a mobile internet context. We first illustrate the relevant literature on search theory (online/offline, mobile/desktop) and consumer behavior. Then we estimate search costs via a choice-based conjoint analysis for a large representative online sample. Our empirical results show that mobile search and LBS have a significant impact on consumer behavior. We quantify search costs in monetary units on an individual level by using geographic distance as a trade-off for price. We find that consumers trade off one extra minute of travel to another store with an average price reduction of 0.87

Customer co-creation in innovations : a protocol for innovating with end users

The transition into the information revolution or age has made it possible for consumers and users to interfere in the conceptualization, design, production and sales processes of firms. Consumers and users can express their needs in more direct way to producing firms, they have access to the way products and services are made, and last but not least, have access to information on competing products and services that even producers don’t know about. Consumers have become more knowledgeable and are therefore capable of designing and producing their own products and services. The success of innovations or new product and service development is highly dependent on whether they take in consideration the needs and demands of potential users and consumers. In other words, a market orientation is essential for the success of an innovation. Firms would therefore welcome the idea of consumers and users expressing their demands and probably appreciate consumers who want to participate in the new product or service development, because they would have immediate feedback on the potential success of the innovation. Question is, however, how to achieve this and how to successfully co-create with customers in the innovation process. This design research addresses customer co-creation in innovations for product and service industries. It addresses how firms should successfully activate customers or users and what process they should follow, i.e. the kind of customers or users to involve, the tools and techniques to apply, and procedures to be followed. It develops the appropriate interventions for this in a Customer Co-Creation in Innovations (3CI) - Protocol. The nature of this research is prescriptive, based on the Design Science principles, aiming to design a solution for firms that are interested in the co-creation role that customers can play in their organizations regarding innovations. The research results in a protocol which organizations that want to co-create with customers in their innovation process, can use or apply, to effectively co-create with these customers. Effectively in this sense means that the customer input will be of added value to the innovation, resulting in the outcome that the organization succeeds in bringing the innovation into the market or in use. This doesn’t necessarily mean that the innovation will be a commercial success, because this success depends on more and other factors than just customer co-creation. But, in this context customer co-creation gives the organization the necessary confirmation that the innovation fits needs and demands in the market, and thus leads to a higher adaptation than one should expect when not co-creating with customers. There is an abundance of literature that argue the benefits of involving customers in the innovation process, while other address the issue of which customers to involve, so, the research focuses itself on best practices, experiments, and such to develop this protocol. This has been accomplished by studying the diverse modes or appearances of customer involvement in product or service development, such as market research, empathic design, user-centered design, co-design, mass customization, user innovation, open source software development, user generated content, crowdsourcing, and customer co-creation. Although there is a lot of overlap and similarities among these modes of involvement, there are also many differences, indicating that customer co-creation in innovations is contingent on many factors and aspects. To reduce the confusion, a construct of customer co-creation in innovations has been developed, which has been defined as the process where product manufacturers and/or service providers actively engage with their end users or customers in (parts or phases of) innovation projects to jointly perform innovation activities and co-create value, with the aim of increasing effectiveness and efficiency of the innovation process. Effectiveness refers to (1) the result of meeting users’ and customers’ needs and demands in a better way; and (2) increasing customer loyalty. Efficiency refers to (1) the reduction of research and development costs; and (2) the reduction of development time. And to analyze differences and similarities so that the appropriate design propositions can stated, a 3CI framework was developed, covering the following topics: (1) how to determine whether a firm can co-create with its customers in innovations, which are the so called context conditions; (2) how to identify, select, and motivate potential customers to participate in customer-open innovations; (3) how to engage and involve these customers in the innovation process in an effective and efficient way, the process, procedures and methods one can follow, the tools one can use to accomplish this. With this framework the practice of customer co-creation was analyzed by means of five case studies, in which two of them, the author was an actor in designing and executing the process of co-creation. The cases, selected for their diversity, reveal the opportunities and challenges of customer-inclusive innovation. Customer involvement was at least a partial success in all cases. At the same time, it was never a ‘silver bullet’ to permanently transform the way the company worked. 3CI seems to be capable to support both incidental and repeating innovation initiatives of a firm. Another observation is that, whether a B2B or B2C type of firm, a manufacturer or service provider, small or large firms, all seem to be capable of and suited for 3CI. Common in all cases, however, is that the organization’s offerings and markets should be heterogeneous, thereby containing opportunities to either develop line extensions or really novel (radical) offerings. The technology base of the organization, however, does not seem to be a prerequisite. Another theme cutting across the cases is the nature of an ‘innovation community’, where users test, experiment with and modify or enhance existing prototypes and products, paving the roadway to innovation. As for the relationship between innovation type and type of customer, the cases undoubtedly demonstrate that ‘ordinary’ users can provide useful input to develop radical or novel innovations. The cases also demonstrate that nearly all innovation activities can be conducted by co-creating with customers, including needs assessment, ideation, the screening of ideas or concepts, concept testing, design and development, the commercialization of the innovation and even the re-innovation or use stage. So, although one could get the idea of 3CI being of particular interest in the front end of an innovation stage, we see that in all later stages 3CI can be beneficial as well. Typical across all cases is also the contingency of the channel of involvement (online versus face-to-face) with the amount of customers involved, which we have typed as the degree of openness. The more people are involved, the more open (no secrecy) the co-creation is and the more the involvement is obtained through the online channel, either with communities or on an open call. Conversely, the less participants, the more secrecy is needed and the sooner the physical presence or offline participation seems to be imminent in participation. Finally, regarding the use of tools it can be concluded that sophisticated methods for customer co-creation are a complement rather than the sole source of user information. More important seems to be the occurrence of a dialogue between firm and participating customers, implying that the quality of the interaction depends on mutual trust, appreciation, commitment and equality. Tools that support this dialogue, such as the ZMET¿, OBR, or similar techniques, seem to be important to assure effective and efficient contribution from customers. Subsequently, the design process was conducted, first by defining 16 design requirements for the protocol – subdivided in functional and use requirements, and design restrictions and boundary conditions – followed by the development of the design propositions. A grand total of 28 design propositions have been identified, regarding the context of 3CI (10 propositions), the customer requirements (10 propositions) and process (8 propositions). The context propositions reflected the context decisions to be made, i.e. the appropriate strategy, the suitability of the firm’s market, the initiator for the co-creation (firm or customer), and the type of innovation (incremental vs. radical, open vs. closed mode). Wherever appropriate we have also reviewed the appropriate methods, tools and techniques for the best implementation of the interventions. These are the first decisions the firm has to make when undertaking the 3CI Journey. Only when these decisions are made a next step, i.e. determining which customer requirements are appropriate, can be made. It has been argued that any organization can co-create with its customers in innovations, provided that they adopt and maintain a market oriented strategy, along with the necessary tools, space, freedom and transparency for customers to participate. Customer co-creation leads to at least effective incremental innovations, but when the organization applies Customer Knowledge Methods it increases the chance for an effective radical innovation. If secrecy is required, a closed mode approach of co-creation can be followed, entailing that a minimum amount and diversity of external participants are involved, provided that there is a clear scope of innovation objectives and the market it is intended for. Finally, organizations can either rely on customer-initiated ideas or initiate an innovation itself. In the first approach the organization is recommended to create and maintain a customer community, which can be observed and interacted with to elicit the customers’ ideas. The 10 customer design propositions deal with the type of customers to co-create with in innovations and the available interventions to engage with and maintain involvement from the selected participants. We have argued that all (potential) customers are eligible to participate, as long as they have a certain use experience with the product, service or category of innovation. Only in the case of a radical innovation, the company can choose to add some lead users in order to increase the chance of generating really novel ideas or concepts. To find these lead users, the company can make an appeal on the customer community, since lead users are usually known in communities. In order to benefit in the best way from the participating ordinary and lead users, the company should select them on the basis of their willingness to participate. On top of that, participants should be trained or educated in the tools, techniques and methods that are applied during their involvement. To prevent a decrease of intrinsic motivation with participants, companies have to be very prudent with the promise and administering of financial rewards. Rewards can be given, but preferably unexpected and contingent on task complexity and performance demonstrated by the participant. Depending on the channel of involvement, a minimum of 15 to an undetermined maximum of participants is possible, provided that the company reserves sufficient resources to handle the amount of participants. To our initial 20 design propositions we have added an additional 8 design propositions regarding the process of co-creation. We have seen that all innovation stages are suited to co-create with customers. For the appropriate activities in which these customers can contribute we have developed a table depicting activities and contributions per innovation stage. Co-creation can take place in one, more or all stages; to receive the most benefit, customers should be involved as early as possible in the innovation process. To prevent loss of attention, de-motivation and premature abandonment, we have proposed to change participants with ongoing activities; relying on the same customers in all stages can result in ‘myopic’ results. Both online and offline co-creation are possible, depending on openness, amount of participants and available resources. If participation is online, we recommend applying crowdsourcing methods and techniques, preferably within the customer community. To support an effective communication, we finally proposed to use metaphor or analogy based ‘language’ and to treat the participants as if they were team members. Through scrutinizing and analyzing the 28 design propositions in relation to one another and some pre-defined design requirements, we have identified four main routes – metaphorically named the dreamcatcher, contest, touchstone and employment route – that a company can follow when aiming to co-create with customers in the innovation process. The dreamcatcher route appeals on a user community – existing or yet to be created, preferably online, but with a physical possibility – where existing products, services or platforms are used, reviewed and discussed by customers. The company observes and participates in this discussion through a dialogue, possibly also moderating the community. Opportunities are identified by the company and translated into innovation projects by the company, in which customers again can participate. In the contest route the company can pose users with a specific question or request, a challenge, for which they are expected to think of a solution, of which typically one, or a limited amount of solutions are eligible. The intention is to specifically involve the customer in the front end of the innovation, because the company does not know or is not aware yet of customer needs and wants, or the intended product or service requirements. Customer input is then required in the first stage (Conception), but is not necessary excluded in later stages, where customers can test prototypes, assist in the commercialization and the re-innovation. In the touchstone route the company can decide to co-create with customers in any, arbitrary stage or activity of the innovation process, a sort of a one off. In such a case, the company usually has already identified the opportunities, the innovation project and its goals. Customer co-creation is opportune to verify assumptions, fill in details, and provide additional, not thought of product or service requirements. Of course it is possible to co-create with the customer in more than one activity, but this approach is seen as discrete co-creation activities to support just that particular and specific stage, in which the co-creation is required, usually in the implementation stage and thereafter. Finally, in the employment route the company can integrate one or more (limited amount of) customers in the innovation project, e.g. by temporarily employing them. This approach is of particular interest in idea generation, design and development activities, i.e. the Conception and Implementation stage, but later stages aren’t excluded. We can see this approach applied in customized projects, where it is the intention to create something for a specific set of customers or segment. This can be on request by the customer or because the company has discovered an unfulfilled or unattended set of needs with these customers, e.g. through dreamcatching. To decide which route(s) is or are appropriate we have discussed some premises and considerations – objectives for co-creation, stages and contributions for co-creation, type and openness of innovation – that a company has to assess systematically. Each route was elaborated on, providing preparation steps and do’s and don’ts for an effective and efficient contribution from customers. The four routes are also interrelated and do not exclude one another, but nevertheless provide a company with the optimal approach for 3CI. The 3CI-protocol is therefore a robust, handy guideline for companies to co-create with their customers in innovations. Because of the systematic and rigorous analysis and synthesis of theory and practice, the protocol can be applied in most situations. To test and prove the correctness of this last assertion we validated the design by having it reviewed by some potential users, some experts and some scholars, and to base the conclusion of its validity on the opinions of these reviewers. A total of 25 potential reviewers, both national and international, consisting of product/service developers, co-creation intermediaries, consultants and scholars were approached independently from and ‘blind’ to each other to conduct this review. Ten of them consented in participation; three abandoned the review process prematurely for personal reasons, leaving a total of 7 reviewers that have submitted comments. It was agreed on to enhance the review with a Delphi if responses were very divergent. All reviewers found the protocol useful and helpful for guiding the process of customer co-creation. Comments or critique referred mainly to the readability of the protocol, with the remark that users might lose attention because of the academic reasoning. Some of them provided useful additions to the protocol in order to enhance the readability. Also, suggestions were made to promote the protocol to practice, for instance by publishing it via a community and a management book. The comments did not contain divergent viewpoints on the subject, the design and its content, so the Delphi was left out. Based on these comments and suggestions by the reviewers, we have redesigned the protocol into the 3CI Protocol version 1.0, which can be published as a separate document, detached from this thesis, which all potential users can get hold of and apply without having to acquire a copy of the thesis. We propose to use this protocol to further validate it in practice and giving us feedback on its effectiveness. Our main contribution to research in management and organization has been to develop a comprehensive how-to guideline for practitioners, based on and grounded in a diversity of theory. Therefore, we believe that we have contributed with a design that is applicable in all kind of business and organizational contexts where the interaction with end users is aimed at developing new offerings. However, modesty is also in place, when we observe that this has to be proven, yet. Further research can be aimed at obtaining this proof, while other research could focus on the underlying assumptions, which we named generative mechanisms, of the design

How smartphone advertising influences consumers’ purchase intention

In the last decade, the use of smartphones has grown steadily. The way consumers interact with brands has changed owing to the accessibility of an internet connection on smartphones, and ubiquitous mobility. It is crucial to understand the factors that motivate consumers to interact with smartphone advertisements and therefore what stimulates their decision to purchase. To achieve this goal, we proposed a conceptual model that combines Ducoffe’s web advertising model and flow experience theory. Based on the data collected from 303 respondents, from a European country, we empirically tested the conceptual model using a partial least squares (PLS) estimation. The results showed that advertising value, flow experience, web design quality, and brand awareness explain purchase intention. The study provides results that allow marketers and advertisers to understand how smartphone advertisements contribute to consumer purchase intention