Gender differences in mail-catalog patronage motives

Abstract

This study investigated the rational and nonrational patronage motives of males and females for catalog shopping. Data was collected using a self-administered questionnaire from a national random sample of catalog shoppers. Using a value-expectancy model, consumers indicated both the importance of their rational and nonrational motives and the expectation that these motives would be satisfied through patronage of a mail catalog. Based on differences in their motives, results indicated that each gender may constitute a different market segment of catalog shoppers. Salient motives of males for catalog patronage consisted primarily of merchandise and service motives. Females, on the other hand, indicated that their salient motives were convenience oriented.

Consumers' perceptions of e‐shopping characteristics: an expectancy‐value approach

“…Convenience is a key motive behind in-home shopping (Eastlick and Feinberg, 1994). Convenience is measured by effort savings (e.g.…”

Modeling Consumer Distribution Channel Switching Behavior: The Case of Direct Vs. Traditional Channels

“…When making purchases, consumers often substitute one distribution channel with another because of the relative household time and effort involved (Dardian 1987;Eastlick and Feinberg 1994). According to Kelley et al (1990), consumers actually participate in the transaction process at the retail level by acting as 'partial employees', i.e., consumers trade off time and energy to achieve better quality or lower prices at the retail level.…”

Add an E-commerce Channel for Catalogers: Outcomes from Consumers' Perspective

“…Because of the relative household time and effort involved, consumers often substitute buying a good through one distribution channel with another channel (Darian, 1987;Eastlick and Feinberg, 1994). According to Kelley, Donnelly and Skinner (1990), consumers act as "partial employees" to actually participate in the transaction process at the retail level.…”

“…According to the Direct Marketing Association (2001), direct mail (including catalogs) leads the media for direct order sales (34.8%), and interactive sales (including internet) were projected to increase 41.3% per year to reach $36.4 billion by 2005. Researchers (Darian, 1987;Lavin, 1993;Eastlick and Feinberg, 1994;Gehrt et al, 1996) have attributed this continuing growth in direct order marketing to its relative time savings and convenience compared to traditional retailing channels. Industry studies (National Retail Federation, 2000;NPD Group, Inc., 2001) have found an increasing use of the internet as a communication channel for information and comparison shopping, and as a distribution channel for online purchasing.…”