Search

Co-creation activities have shown dramatic development somewhat recently. The initial step of a productive co-creation technique originates from a comprehension of people’s practices inside of these websites. Based on the limited knowledge of online co-creation behaviour in the retail sector, particularly in fashion retailing, this study develops a latent class segmentation analysis that allows examining the diversity of co-creation behaviours. Thus, the main objective of this paper is to analyse the heterogeneity of co-creators’ behaviours in the online retail environment. This study examines different indicators that determine the co-creation behaviour of users such as co-creation value and activities, engagement with the company/brand, satisfaction with the co-creation process, intention to continue co-creating) in the Spanish fashion sector. Three different segments have been obtained: “full co-creator”, “co-creator oriented to the company/brand” and “co-creator oriented to other people” that show three distinct ways of co-creating with a fashion firm. The findings offer fashion retailers an interesting perspective for attracting customers to co-creation ventures during the fashion online shopping process.

In the omnichannel era, retailers have increased opportunities to provide unique brand experiences using a multiplicity of offline and online channels and touchpoints. Although the concept of brand experience is clearly defined, some authors have demanded a revision of the way in which it is measured to capture the complex brand experiences provided by omnichannel retailers. This paper follows a comprehensive process of scale development to suggest a retailer brand experience scale within the omnichannel context, focusing on single-brand retailers as they are able to provide richer shopping experiences. Our validated scale consists of 19 items grouped into eight dimensions: sensory, affective, intellectual, behavioural, lifestyle, pragmatic, relational, and social. This scale widens the existing domain of the brand experience construct by incorporating aspects of experience facilitated by the expanding number of digital media and channels that have augmented the physical channel in the omnichannel retail context. We conclude by proving that omnichannel retailer brand experience has positive impacts on customer satisfaction and loyalty.

Purpose This study aims to suggest an integrative model to investigate design orientation by analyzing its links with market orientation and its ability to generate and maintain a competitive advantage and improve effectiveness. Design/methodology/approach The structural equation technique is used to test the research hypotheses based on data from the Spanish furniture and lighting industries. The data are obtained from the responses of 209 companies to a questionnaire targeted at design and marketing managers. Findings The results suggest that design orientation helps companies to gain competitive advantages in product differentiation and improve business effectiveness. The design orientation is stimulated by proactive market orientation and by marketing-design integration during the development of new products. The design orientation fully mediates the effect of proactive marketing orientation on perceived effectiveness. Originality/value This study uses a quantitative research approach to propose and test an integrative model that relates design orientation with the generation of competitive advantage in product differentiation and perceived effectiveness.

Multichannel retailers are implementing cross-shopping options such as click-and-collect with the objective of better serving their customers. When consumers shop online to multichannel retailers they usually can choose between home delivery or click-and-collect (delivery at a nearby store). In this paper we investigate the consumers’ motivations behind this choice. Our results reveal that click-and-collect is explained by higher hedonic orientation whereas home delivery is explained by convenience orientation. Immediate gratification, and perceived delivery risk do not play a significant role in the choice.

Para estudiar la actividad internacional de las empresas minoristas de moda proponemos un marco que analiza las diferentes dimensiones de 'incrustación' en los mercados exteriores con las capacidades dinámicas. Partiendo de nueve entrevistas en profundidad a directivos de empresas del sector, obtenemos que cada dimensión de incrustación se apoya en diferentes capacidades dinámicas. La social requiere capacidades de construcción de marca que interactúen con las capacidades de gestión del canal y de gestión del conocimiento; la relacional está respaldada por las capacidades de gestión de los canales, mientras que la territorial lo está también por las capacidades de gestión de los canales. To study the international activity of fashion retail firms we propose a combined embeddedness-dynamic capabilities framework. We collect data through nine in-depth interviews related to international fashion retail companies. Our findings show each dimension of embeddedness is supported by different dynamic capabilities. Societal embeddedness requires brand building capabilities that interact with the capabilities of channel management and knowledge management. Network embeddedness is supported by channel management capabilities, while also territorial embeddedness is supported by the channel management capabilities.

There is broad consensus about the benefits of information and communication technologies (ICT) for distribution channel members. Notwithstanding, it has been pointed out that there is a need to adjust investment to what is strictly necessary. In this vein, this chapter attempts to analyze the level of use and assessment as well as the differences between the different actors’ perceptions of their respective suppliers’ ICT. In this way, it is intended to discern the major factors which suppliers should take into account when prioritizing the implementation of certain technological solutions, depending on the retail activity.