Determinants of retail store network expansion via shop-in-shops
| Autor: | Jean-Laurent Viviani, Paul Amadieu, Karine Picot-Coupey |
|---|---|
| Přispěvatelé: | Centre de recherche en économie et management (CREM), Centre National de la Recherche Scientifique (CNRS)-Université de Rennes 1 (UR1), Université de Rennes (UNIV-RENNES)-Université de Rennes (UNIV-RENNES)-Université de Caen Normandie (UNICAEN), Normandie Université (NU)-Normandie Université (NU), Université de Montpellier (UM), Montpellier Research in Management (MRM), Université Montpellier 1 (UM1)-Université Paul-Valéry - Montpellier 3 (UPVM)-Université Montpellier 2 - Sciences et Techniques (UM2)-Université de Perpignan Via Domitia (UPVD)-Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School-Université de Montpellier (UM), Université Paul-Valéry - Montpellier 3 (UPVM)-Université de Perpignan Via Domitia (UPVD)-Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School-Université de Montpellier (UM), Université de Caen Normandie (UNICAEN), Normandie Université (NU)-Normandie Université (NU)-Université de Rennes (UR)-Centre National de la Recherche Scientifique (CNRS) |
| Jazyk: | angličtina |
| Rok vydání: | 2018 |
| Předmět: |
Marketing
Value (ethics) media_common.quotation_subject 05 social sciences Perspective (graphical) Resource-based theory Intellectual capital perspective Shop-in-shops Test (assessment) Intellectual capital Resource (project management) 0502 economics and business [SHS.GESTION]Humanities and Social Sciences/Business administration 050211 marketing Relevance (information retrieval) Business Determinants of the choice Business and International Management 050203 business & management Industrial organization Qualitative research Reputation media_common Retail growth strategy |
| Zdroj: | International Journal of Retail and Distribution Management International Journal of Retail and Distribution Management, Emerald, 2018, 46 (10), pp.915-943. ⟨10.1108/IJRDM-08-2016-0139⟩ International Journal of Retail and Distribution Management, 2018, 46 (10), pp.915-943. ⟨10.1108/IJRDM-08-2016-0139⟩ |
| ISSN: | 0959-0552 |
| DOI: | 10.1108/IJRDM-08-2016-0139⟩ |
| Popis: | PurposeWhy do some retail networks operate shop-in-shops along with stand-alone units while others do not? Drawing on a resource-based and intellectual capital (IC) perspective as a broad theoretical lens, the purpose of this paper is to focus on retailer-run shop-in-shops and examine the determinants of their adoption.Design/methodology/approachTo gain a comprehensive understanding of shop-in-shop adoption by retail branded networks, a research design mixing a quantitative study (n= 170) and a qualitative study (n= 19) was adopted to test nine hypotheses regarding these determinants of the adoption of retailer-run shop-in-shops and explore in greater depth the processes whereby they actually occur.FindingsThe main findings show that intangible resources are major determinants of the choice to operate shop-in-shops while tangible resources are minor determinants. The more robust results of the analysis lie in the positive effect of own-label merchandise range, premium pricing strategy, positioning based on symbols, retail concept fast renewal and high sector specialisation on the choice to operate a shop-in-shop. The effect of financial constraints on the decision to expand via shop-in-shops is limited.Research limitations/implicationsThe authors emphasise the importance of marketing-related and company-related characteristics in differentiating the likelihood of retail networks to expand via shop-in-shops. These results lend support to the relevance of a resource-based and IC perspective in explaining the propensity of retailers to develop via shop-in-shops.Practical implicationsThe decision to operate shop-in-shops should depend on the extent to which intangible resources – the most important being retail positioning grounded in symbols, an own-label merchandise range, and a high retail branded network reputation – can be valued and enhanced. Expanding a retail network via shop-in-shops does not appear to be a financially constrained expansion strategy: it must be considered as a relevant first best strategy when an independent and young retail company has intangible resources to value but limited tangible resources.Originality/valueThe study contributes to channel management and retailing research in four ways. First, it precisely delineates the specific characteristics of shop-in-shops. Second, it provides theoretical explanations – based on a resource and IC perspective – of determinants that influence the choice of shop-in-shops. Third, it empirically tests the influence of marketing-related and company-related characteristics when adopting shop-in-shops. Fourth, it provides insights into how adopting shop-in-shops. To the authors’ knowledge, the research is on the first to analyse theoretically and test the determinants for the choice of retailer-run shop-in-shops. |
| Databáze: | OpenAIRE |
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