Changing customer behaviour: Changing retailer response? The potential for pop-up retailing

Warnaby, Gary; Shi, Charlotte

doi:10.1362/147539219x15633616548489

Cited by 8 publications

(7 citation statements)

References 14 publications

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“…We expand on these studies by revealing that perceived social media agility can positively impact CBBE. Our study acknowledges customers’ ever-changing needs and their increasing expectations for quick response times (Warnaby and Shi, 2019; Xu et al , 2017). We posit perceived social media agility as a construct that can help firms address these challenges and positively contribute to CBBE.…”

Section: Theoretical Implicationsmentioning

confidence: 85%

“…As firms are operating in increasingly turbulent and complex environments, customers’ needs are changing at an unprecedented pace (Lee and Day, 2019). This trend characterizing customer behavior prompts the need for firms “to adapt their strategies and modus operandi to accommodate the shifting industry structural dynamics that arise from changing customer shopping habits” (Warnaby and Shi, 2019, p. 8). The challenges associated with ever-changing customers’ needs are amplified within a social media setting where customers expect a quick resolution to their requests.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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The role of perceived social media agility in customer engagement

Gligor

Bozkurt

2021

JRIM

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Purpose The concept of agility has been applied to several domains to help firms develop the capability to quickly adjust their operations to cope and thrive in environments characterized by frequent changes. Despite the soaring number of social media users and the benefits associated with agility in other domains, the application of agility in a social media context has yet to be explored. Further, little is known about how agility in a social media context impacts desirable customer-related attributes, such as customer engagement and customer-based brand equity (CBBE). This paper aims to address this gap by adapting the construct to social media (i.e. perceived social media agility) and exploring its impact on customer engagement and CBBE. Design/methodology/approach This paper conducted an online survey with 200 adult subjects. This paper used multivariate regression analyzes to empirically test a scale for perceived social media agility and explore its impact on CBBE and customer engagement, along with the moderating role of customer change-seeking behavior. Findings The study results show that perceived social media agility directly and indirectly (through customer engagement) positively influences CBBE. Also, results show that the positive impact of perceived social media agility on CBBE is further magnified for customers high on change-seeking. However, customer change-seeking does not affect the strength or direction of the impact of perceived social media agility on customer engagement. Originality/value This paper contributes to social media literature by adapting and testing a measurement scale for the construct of perceived social media agility and exploring its role in enhancing customer engagement and CBBE.

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Section: Theoretical Implicationsmentioning

confidence: 85%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The role of perceived social media agility in customer engagement

Gligor

Bozkurt

2021

JRIM

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“…The study also provides useful findings for the fourth category of beneficiaries, containing managers of circulation in other contexts. While exhibitions differ from other research contexts as described in Table 1, due to recent trends towards pop-up experiences in traditional industries such as retail (Warnaby and Shy, 2019), museums (Nguyen, 2020) and food service (Niroo and Van Winkle, 2019), the delineations between those contexts and events are becoming increasingly blurred. For example, pop-up experiences resemble exhibitions by dint of not being permanent in space and time, and their use and transformation of blank canvas spaces.…”

Section: Discussionmentioning

confidence: 97%

An exploration of the techniques, outputs and outcomes of circulation management at exhibitions

Töppig

Moital

2020

IJEFM

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PurposeTo establish how and why exhibition managers manage circulation, this study explores the techniques (specific activities used to influence circulation), outputs (tangible enhancements in the performance of the exhibition resulting from changes in circulation dynamics) and outcomes (benefits of those enhancements to exhibitors, attendees and the exhibition organiser) of circulation management.Design/methodology/approachIn face-to-face interviews, 10 exhibition managers were asked how and why they manage attendee circulation, which also involved a card-sorting exercise to elicit tacit circulation management knowledge. Four different experienced exhibitions managers from three continents were asked to validate the findings.FindingsFour types of techniques were identified: magnet, layout, curiosity and playfulness and guiding techniques, with these implemented to achieve five outputs: greater footfall, better exposure to exhibits, enhanced navigation, greater buzz and managing congestion levels. The results further show that circulation was managed to achieve a variety of organiser-, exhibitor- and attendee-related outcomes. The study uncovered a large range of factors influencing the employment of circulation management techniques. Conflicts in outputs resulting from several techniques are highlighted, requiring the exhibition manager to establish which outputs and resulting outcomes take priority over others.Originality/valueThis exploratory study is the first study to propose a circulation management model for the exhibition context, equipping exhibition managers with knowledge to strategically manage attendee circulation.

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“…Most notable of these commercial contexts is pop-up retailing, defined by Warnaby and Shi (2018, p. 1) in terms of "an ephemeral retail-oriented setting which can facilitate direct, experientially-oriented customer-brand interaction for a limited period". Pop-up has become an ever more popular promotional and sales-generating activity for retailers, who perforce have to be more agile and flexible in their operations (Warnaby & Shi, 2019). In a non-commercial context, the pop-up concept has been regarded as a manifestation of temporary urbanism (see, e.g., Bishop & Williams, 2012;Ferreri, 2015Ferreri, , 2016Harris, 2015), incorporating such activities as the temporary creative re-use of vacant urban space (see, e.g., Colomb, 2012;Zeihl & Oßwald, 2015), in ways that are frequently regarded as pioneering and experiential (Ferreri, 2015).…”

Section: Pop-up Retailingmentioning

confidence: 99%

Co‐creation and co‐design in pop‐up stores: The intersection of marketing and design research?

Overdiek

Warnaby

2020

Creat Innov Manage

Self Cite

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Co-creation as a concept and process has been prominent in both marketing and design research over the past ten years. Referring respectively to the active collaboration of firms with their stakeholders in value creation, or to the participation of design users in the design research process, there has arguably been little common discourse between these academic disciplines. This article seeks to redress this deficiency by connecting marketing and design research together-and particularly the concepts of co-creation and co-design-to advance theory and broaden the scope of applied research into the topic. It does this by elaborating the notion of the pop-up store as temporary place of consumer/user engagement, to build common ground for theory and experimentation in terms of allowing marketers insight into what is meaningful to consumers and in terms of facilitating co-design. The article describes two case studies, which outline how this can occur and concludes by proposing principles and an agenda for future marketing/design pop-up research.

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Changing customer behaviour: Changing retailer response? The potential for pop-up retailing

Cited by 8 publications

References 14 publications

The role of perceived social media agility in customer engagement

The role of perceived social media agility in customer engagement

An exploration of the techniques, outputs and outcomes of circulation management at exhibitions

Co‐creation and co‐design in pop‐up stores: The intersection of marketing and design research?

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