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Purpose – Much of the literature on consumer empowerment focuses on consumers' efforts to regain control of their consumption processes from suppliers. The purpose is to argue that many suppliers achieve success by trying hard to empower consumers. The mechanism by which this takes place consists of researching and providing what consumers want. Consumers feel empowered when they are able to enjoy the consumption process. This is of particular note in shopping, which is not simply obtaining products but also experience and enjoyment. Design/methodology/approach – Research is examined into the links between firms' efforts to understand what consumers want, atmospheric stimuli, emotions and buying behaviour. Findings – The paper finds that successful firms' try hard to understand what consumers want and to improve consumer satisfaction and empowerment by providing pleasant marketing environments and apt, relevant information. Research limitations/implications – The approach is based on prior literature. The paper examines marketing to consumers in company locations, e.g. stores, malls, restaurants and banks to examine specific evidence of the effects of atmospheric stimuli such as aroma, music and video screen media. Practical implications – The paper contends that firms can and do become successful in a competitive arena by providing pleasant environments and information that people want. Originality/value – The paper shows how consumer empowerment is an important concept. This paper contributes since there is a dearth of writings specifically about consumer empowerment in the marketing literature. Far from the popular view of consumers being manipulated by firms, successful firms try hard to and succeed in empowering consumers in their marketing activities

Topshop and Gap are important fashion retail brands targeting young style-conscious UK consumers. However, business performance differs widely with Topshop enjoying record sales whilst Gap has recorded losses at a five year high. This paper investigated these variations in performance from a strategic and holistic view of retailer brand image, and the adoption of quality marketing orientation. Answers were sought using key image attributes as a vehicle to understanding customers' perceptions of the retailers under study. Survey data were collected from a sample of 300 typical customers who were set the task of ranking image attributes. Factor analysis of customer responses indicated that Gap customers were offered lifestyles in advertising that were out-of-step with the merchandise on the shelves. This reflected a failure on the part of retail management to satisfy the target market. Topshop customers displayed high levels of confidence in the merchandise proposition but stressed the importance of atmosphere and sales staff in overall assessments. This finding reinforces the view that sustainable retailer positioning pivots on a range of marketing activities as well as matching fashion consumers to styles. The research concludes with implications for strategic retail marketing, theory and practice.

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