As a prevalent and growing form of customer behaviour, deshopping is on the rise. Retailers' focus on good customer service and the offering of lenient returns polices has led to the growth in this fraudulent behaviour of customers in returning goods. This paper considers retailer myopia in the context of dishonest customer returns, applying the Theory of Planned Behaviour (TPB) using a quantitative questionnaire with 535 female consumers. The findings highlight the extent of the behaviour with 50% admitting to partaking in deshopping. The TPB variables can be utilised to manage and prevent deshopping. The results indicate that currently these customers perceive it to be easy to deshop as there are no consequences with the result that such behaviour continues to grow. If retailers were less myopic they would monitor returns more thoroughly and make it less easy for such customers to get away with undesirable deshopping behaviour. The paper makes recommendations for retailers to manage or alter perceived behavioural characteristics for customers, which in turn, would reduce tendencies for dishonesty in customers returning goods for refunds. Retail myopia is evident with deshopping behaviour with consequences for retailers in time, effort and costs.
KEYWORDS
Fraudulent customer returns, Deshopping; Retailer return policies, Theory of Planned Behaviour, Theory of Reasoned Action
INTRODUCTIONThe marketing myopia pinpointed in this paper concerns the under-representation in the literature and by companies about an aspect of customer behaviour, termed deshopping. This behaviour to do with returning goods to sellers, as presented in this paper on shopping research, leads to increased cost implications for organisations that are detrimental to their good health. This under-representation is in contrast to the emphases in marketing journals, books and conferences that are replete with papers concerning customer retention and loyalty. Both retention and loyalty are key aspects emphasised in marketing strategy development helped along by short term promotional incentives. However, is retention of all customers a desirable outcome for organisations? The answer needs to be balanced between retaining those customers who are of high value with a succession of repeat buying and without difficulties in keeping up repayments against those who present a variety of persistent problems varying from lack of payments to demands for refunds leading to customer disloyalty and malpractices. The paper's research is concerned with the latter regarding customer returns and malpractices because such behaviour is detrimental to the good health of organisations as it consumes their staff's time and energies. Moreover, it leaves organisations with less than optimum products since these were handled by customers outside their facilities and then returned back to the sellers. The objectives of this paper are twofold. First, to attempt to address the gap in academic literature concerning customer malpractices, in particular, dishonest cust...