Preferences of smart shopping channels and their impact on perceived wellbeing and social inclusion

This study examines consumers’ interactions with retailers via three different shopping channels. Two of the channels are “smart” (technological) channels, comprising (i) where consumers shop using a computer and (ii) where consumers shop using a mobile phone. These two channels are compared with (iii) the traditional store channel. The paper explores the effect that consumers’ interactions with these channels have on their wellbeing, with a focus on individuals who perceive themselves as being socially excluded, for example, lacking access to goods, services and information. We make a connection between social exclusion and channel contribution to wellbeing for multiple channels, through the lens of the Theory of Planned Behaviour. The online survey findings (n=1368) indicate that for each channel, there is a higher contribution to wellbeing for that channel for people who are more socially excluded. Social exclusion can have many underlying causes, but channel contributions to wellbeing remain for consumers suffering financial stress and also those with mobility disability. For the mobile phone channel, the positive channel contributions to wellbeing are greater for younger than for older people. The paper outlines the implications for scholars and practitioners

Preferences of smart shopping channels and their impact on perceived wellbeing and social inclusion

This study examines consumers’ interactions with retailers via three different shopping channels. Two of the channels are “smart” (technological) channels, comprising (i) where consumers shop using a computer and (ii) where consumers shop using a mobile phone. These two channels are compared with (iii) the traditional store channel. The paper explores the effect that consumers’ interactions with these channels have on their wellbeing, with a focus on individuals who perceive themselves as being socially excluded, for example, lacking access to goods, services and information. We make a connection between social exclusion and channel contribution to wellbeing for multiple channels, through the lens of the Theory of Planned Behaviour. The online survey findings (n=1368) indicate that for each channel, there is a higher contribution to wellbeing for that channel for people who are more socially excluded. Social exclusion can have many underlying causes, but channel contributions to wellbeing remain for consumers suffering financial stress and also those with mobility disability. For the mobile phone channel, the positive channel contributions to wellbeing are greater for younger than for older people. The paper outlines the implications for scholars and practitioners

Inclusive or exclusive? Investigating how retail technology can reduce old consumers’ barriers to shopping

This paper investigates older consumers in-store shopping experiences and the barriers that they face. The aim is to understand how new retail technologies (e.g., interactive in-store displays, self-service tills, robots etc.) can help seniors access satisfying, autonomous retail experiences, helping them to achieve a sense of inclusion in physical retail settings. Drawing upon the social inclusion/exclusion theory and information overload theory, the research employs a qualitative approach based on an inductive design, including face-to-face semi structured interviews with 36 consumers aged 75+. The findings highlight (i) old consumers have scarce interactions with in-store technologies (adding knowledge to motivations literature), (ii) the need to develop new technologies to support these consumers, and (iii) the extent to which these technologies are excluding rather than including old consumers (adding knowledge to the drivers of the field of exclusion). Results provide guidelines for retailers to enhance the sense of inclusion for old consumers through a better usage of new technologies

The pandemic consumer response: a stockpiling perspective and shopping channel preferences

Covid-19 has changed consumer behaviour, probably forever. Initial consumer stockpiling led to stockouts, threat and uncertainty for consumers. To overcome shortages, consumers expanded their use of channels and many consumers started buying online for the first time. In this paper, we aim to address important research gaps related to consumer behaviour during the pandemic and especially stockpiling. Our paper starts by presenting the findings of our pre-study, which used social media to elicit or confirm potential constructs for our quantitative models. These constructs complemented the protection motivations theory to explain stockpiling behaviour, forming the basis for study 1, the stockpiling preparation stage and study 2, the effects of the Covid-19 pandemic disruptor on customer service logistics and lockdown shopping channel preferences. For studies 1 and 2 we gathered data via a UK online panel-structured questionnaire survey (n = 603). Results confirm that consumer-driven changes to supply chains emanate largely from consumer uncertainty. Lockdown restrictions led to consumers feeling socially excluded, but enhanced consumers’ positive attitudes towards shopping online and increased consumers’ altruism. In response, consumers stockpiled by visiting physical stores and/or ordering online. Lockdown restrictions led to feelings of social exclusion but, importantly, stockpiling helped to minimize consumer anxiety and fear and even increase wellbeing

Inclusive or exclusive? Investigating how retail technology can reduce old consumers’ barriers to shopping

This paper investigates older consumers in-store shopping experiences and the barriers that they face. The aim is to understand how new retail technologies (e.g., interactive in-store displays, self-service tills, robots etc.) can help seniors access satisfying, autonomous retail experiences, helping them to achieve a sense of inclusion in physical retail settings. Drawing upon the social inclusion/exclusion theory and information overload theory, the research employs a qualitative approach based on an inductive design, including face-to-face semi structured interviews with 36 consumers aged 75+. The findings highlight (i) old consumers have scarce interactions with in-store technologies (adding knowledge to motivations literature), (ii) the need to develop new technologies to support these consumers, and (iii) the extent to which these technologies are excluding rather than including old consumers (adding knowledge to the drivers of the field of exclusion). Results provide guidelines for retailers to enhance the sense of inclusion for old consumers through a better usage of new technologies

Competing during a pandemic? Retailers’ ups and downs during the COVID-19 outbreak

The COVID-19 pandemic (that started in early 2020) is causing several disruptions in the short- and mid-term, to which businesses have to adapt. Some retailers have reacted to the emergency immediately, displaying a plethora of different intervention types. The authors aim to synthesize the challenges that retailers are facing during the COVID-19 emergency. We do this from the perspective of both consumers and managers, with the goal of providing guidelines on and examples of how retailers can handle this unprecedented situation

Cultural heritage appraisal by visitors to global cities: the use of social media and urban analytics in urban buzz research

An attractive cultural heritage is an important magnet for visitors to many cities nowadays. The present paper aims to trace the constituents of the destination attractiveness of 40 global cities from the perspective of historical-cultural amenities, based on a merger of extensive systematic databases on these cities. The concept of cultural heritage buzz is introduced to highlight: (i) the importance of a varied collection of urban cultural amenities; (ii) the influence of urban cultural magnetism on foreign visitors, residents and artists; and (iii) the appreciation for a large set of local historical-cultural amenities by travelers collected from a systematic big data set (emerging from the global TripAdvisor platform). A multivariate and econometric analysis is undertaken to validate and test the quantitative picture of the above conceptual framework, with a view to assess the significance of historical-cultural assets and socio-cultural diversity in large urban agglomerations in the world as attraction factors for visitors. The results confirm our proposition on the significance of urban cultural heritage as a gravity factor for destination choices in international tourism in relation to a high appreciation for historical-cultural amenities.info:eu-repo/semantics/publishedVersio

Sustainable consumption: towards action and impact. : International scientific conference November 6th-8th 2011, Hamburg - European Green Capital 2011, Germany: abstract volume

This volume contains the abstracts of all oral and poster presentations of the international scientific conference „Sustainable Consumption – Towards Action and Impact“ held in Hamburg (Germany) on November 6th-8th 2011. This unique conference aims to promote a comprehensive academic discourse on issues concerning sustainable consumption and brings together scholars from a wide range of academic disciplines. In modern societies, private consumption is a multifaceted and ambivalent phenomenon: it is a ubiquitous social practice and an economic driving force, yet at the same time, its consequences are in conflict with important social and environmental sustainability goals. Finding paths towards “sustainable consumption” has therefore become a major political issue. In order to properly understand the challenge of “sustainable consumption”, identify unsustainable patterns of consumption and bring forward the necessary innovations, a collaborative effort of researchers from different disciplines is needed

To boardrooms and sustainability: the changing nature of segmentation

Market segmentation is the process by which customers in markets with some heterogeneity are grouped into smaller homogeneous segments of more ‘similar’ customers. A market segment is a group of individuals, groups or organisations sharing similar characteristics and buying behaviour that cause them to have relatively similar needs and purchasing behaviour. Segmentation is not a new concept: for six decades marketers have, in various guises, sought to break-down a market into sub-groups of users, each sharing common needs, buying behavior and marketing requirements. However, this approach to target market strategy development has been rejuvenated in the past few years. Various reasons account for this upsurge in the usage of segmentation, examination of which forms the focus of this white paper. Ready access to data enables faster creation of a segmentation and the testing of propositions to take to market. ‘Big data’ has made the re-thinking of target market segments and value propositions inevitable, desirable, faster and more flexible. The resulting information has presented companies with more topical and consumer-generated insights than ever before. However, many marketers, analytics directors and leadership teams feel over-whelmed by the sheer quantity and immediacy of such data. Analytical prowess in consultants and inside client organisations has benefited from a stepchange, using new heuristics and faster computing power, more topical data and stronger market insights. The approach to segmentation today is much smarter and has stretched well away from the days of limited data explored only with cluster analysis. The coverage and wealth of the solutions are unimaginable when compared to the practices of a few years ago. Then, typically between only six to ten segments were forced into segmentation solutions, so that an organisation could cater for these macro segments operationally as well as understand them intellectually. Now there is the advent of what is commonly recognised as micro segmentation, where the complexity of business operations and customer management requires highly granular thinking. In support of this development, traditional agency/consultancy roles have transitioned into in-house business teams led by data, campaign and business change planners. The challenge has shifted from developing a granular segmentation solution that describes all customers and prospects, into one of enabling an organisation to react to the granularity of the solution, deploying its resources to permit controlled and consistent one-to-one interaction within segments. So whilst the cost of delivering and maintaining the solution has reduced with technology advances, a new set of systems, costs and skills in channel and execution management is required to deliver on this promise. These new capabilities range from rich feature creative and content management solutions, tailored copy design and deployment tools, through to instant messaging middleware solutions that initiate multi-streams of activity in a variety of analytical engines and operational systems. Companies have recruited analytics and insight teams, often headed by senior personnel, such as an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such personnel out-weigh posts for brand and marketing managers. Far more companies possess the in-house expertise necessary to help with segmentation analysis. Some organisations are also seeking to monetise one of the most regularly under-used latent business assets… data. Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a Chief Data Officer. This emerging role has also driven the professionalism of data exploration, using more varied and sophisticated statistical techniques. CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of value propositions and the need to look after core customers; CFOs because segmentation leads to better and more prudent allocation of resources – especially NPD and marketing – around the most important sub-sets of a market; COOs because they need to better look after key customers and improve their satisfaction in service delivery. More and more it is recognised that with a new segmentation comes organisational realignment and change, so most business functions now have an interest in a segmentation project, not only the marketers. Largely as a result of the digital era and the growth of analytics, directors and company leadership teams are becoming used to receiving more extensive market intelligence and quickly updated customer insight, so leading to faster responses to market changes, customer issues, competitor moves and their own performance. This refreshing of insight and a leadership team’s reaction to this intelligence often result in there being more frequent modification of a target market strategy and segmentation decisions. So many projects set up to consider multi-channel strategy and offerings; digital marketing; customer relationship management; brand strategies; new product and service development; the re-thinking of value propositions, and so forth, now routinely commence with a segmentation piece in order to frame the ongoing work. Most organisations have deployed CRM systems and harnessed associated customer data. CRM first requires clarity in segment priorities. The insights from a CRM system help inform the segmentation agenda and steer how they engage with their important customers or prospects. The growth of CRM and its ensuing data have assisted the ongoing deployment of segmentation. One of the biggest changes for segmentation is the extent to which it is now deployed by practitioners in the public and not-for-profit sectors, who are harnessing what is termed social marketing, in order to develop and to execute more shrewdly their targeting, campaigns and messaging. For Marketing per se, the interest in the marketing toolkit from non-profit organisations, has been big news in recent years. At the very heart of the concept of social marketing is the market segmentation process. The extreme rise in the threat to security from global unrest, terrorism and crime has focused the minds of governments, security chiefs and their advisors. As a result, significant resources, intellectual capability, computing and data management have been brought to bear on the problem. The core of this work is the importance of identifying and profiling threats and so mitigating risk. In practice, much of this security and surveillance work harnesses the tools developed for market segmentation and the profiling of different consumer behaviours. This white paper presents the findings from interviews with leading exponents of segmentation and also the insights from a recent study of marketing practitioners relating to their current imperatives and foci. More extensive views of some of these ‘leading lights’ have been sought and are included here in order to showcase the latest developments and to help explain both the ongoing surge of segmentation and the issues under-pinning its practice. The principal trends and developments are thereby presented and discussed in this paper

Gender and Equality in Transport. Proceedings of the 2021 Travel Demand Management Symposium

Proceedings of the 10TH INTERNATIONAL TRAVEL DEMAND MANAGEMENT (TDM) SYMPOSIUM IN CONJUNCTION WITH TINNGO AND DIAMOND FINAL CONFERENCE titled: Gender and Equality in Transpor