The antecedents of in-store hoarding: measurement and application in the fast fashion retail environment

Byun, Sang‐Eun; Sternquist, Brenda

doi:10.1080/09593960701868241

Cited by 82 publications

(97 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…When limited product availability is hinted, customers expect competition with other customers, become excited, and demonstrate greater purchase intention. This result is consistent with the finding that the more customers recognize perishability and scarcity, the more they conduct in-store hoarding (Byun and Sternquist 2008;.…”

Section: Discussionsupporting

confidence: 82%

“…Customers expect competition between customers even before they enter a store. When the volume of in-store products is limited, customers take urgent action such as hoarding to obtain the limited product (Byun and Sternquist 2008;. Customers are more likely to expect competition when they have to wait in line to enter a store than when they do not.…”

Section: Expectation For Customer Competitionmentioning

confidence: 99%

See 1 more Smart Citation

Waiting in line at a fashion store: psychological and emotional responses

Park

Min

Lee

2014

Fashion and Textiles

View full text Add to dashboard Cite

Waiting in a service context is known to negatively affect consumer evaluation of services and service providers. However, this study investigates the positive effects of waiting-such as expected customer competition, excitement, and purchase intention-during the purchase of fashion merchandise. We classified waiting into four types based on whether waiting occurs, whether customers receiver a filler, or whether a filler is related to the context. A scenario-based online survey was conducted for empirical testing. After reading the scenario, 266 respondents replied to a questionnaire regarding expected competition, excitement, and purchase intention. The findings indicated that expected competition, excitement, and purchase intention differed significantly according to the wait type. Customers provided with a context-related filler reported the highest expected competition, excitement, and purchase intention, and excitement was found to mediate the relationship between expected competition and purchase intention. This paper ends by discussing its implications for managing waiting at a fashion store.

show abstract

Section: Discussionsupporting

confidence: 82%

Section: Expectation For Customer Competitionmentioning

confidence: 99%

Waiting in line at a fashion store: psychological and emotional responses

Park

Min

Lee

2014

Fashion and Textiles

View full text Add to dashboard Cite

show abstract

“…According to the theories previously described, luxury retailers can also manage the 'rarity principle' (Dubois and Paternault 1995;Phau and Prendergast 2001) and the 'scarcity principle' to positively affect product valuation. The scarcity principle is strategically applied by fast fashion retailers (Byun and Sternquist 2008) to create a 'sense of scarcity', but it could become a useful strategy also for luxury retailers and luxury fashion companies. Perception of scarcity is usually reachable through limited production (e.g.…”

mentioning

confidence: 99%

“…Zara stores that receive small quantity of products twice a week and where 40% of the assortment varies continually). Simultaneously, product scarcity will increase the risk of the unavailability of the product in the expected time period (Tan and Chua 2004), becoming a significant driver of in-store hoarding and impulsive shopping (Byun and Sternquist 2008).…”

mentioning

confidence: 99%

Externalised vs. internalised consumption of luxury goods: propositions and implications for luxury retail marketing

Amatulli

Guido

2012

The International Review of Retail, Distribution and Consumer R

View full text Add to dashboard Cite

This study conceptualises the dichotomy of luxury goods consumption ('externalised luxury' vs. 'internalised luxury') in terms of six dimensions: on the one hand ostentation, materialism and superfluousness (which refer to luxury as a social statement) and, on the other hand individual lifestyle, emotions/ hedonism and culture (which refer to luxury as individual style). Through this literary framework, it presents a series of propositions that might be tested in future research, one for each dimension, about retail strategies and operations for fashion luxury brands. Implications for retail managers of luxury companies are discussed for each proposition, considering the main aspects of retailing strategies and tools (e.g. assortment, sales force, in-store experience and atmospherics) together with possible theoretical developments.

show abstract

“…With this speed, retailers are capable of offering high-end designs to consumer masses at low prices. Nonetheless, the expedited manufacturing speed necessary to meet fashion trends may neglect working conditions [14], and the rapid cycle needed to keep up with trends has led to the deliberate shortening of the lifespan of fashion products [15]. The styles in fast fashion tend to fade out after a couple of fashion seasons, and the low quality and low pricing of the fast fashion products encourages people to buy multiple clothes at once and to dispose of them shortly thereafter, resulting in increasing fashion waste [16].…”

Section: Slow Fashion From a Sustainability Perspectivementioning

confidence: 99%

Sustainable Development of Slow Fashion Businesses: Customer Value Approach

2016

View full text Add to dashboard Cite

Abstract:As an alternative to the prevalent fast fashion model, slow fashion has emerged as a way of enhancing sustainability in the fashion industry, yet how slow fashion can enhance profitability is still largely unknown. Based on a customer value creation framework, this study empirically tested a structural model that specified the slow fashion attributes that contribute to creating perceived customer value, which subsequently increases a consumer's intention to buy and pay a price premium for slow fashion products. An analysis of 221 U.S. consumer data revealed that delivering exclusive product value is significantly critical in creating customer value for slow fashion, and customer value, in turn, positively affects consumers' purchase intentions. Further analysis also revealed that different slow fashion attributes distinctively affect customer value. This provides potential strategies on which slow fashion businesses can focus to secure an economically sustainable business model, thereby continuously improving environmental and social sustainability with the slow fashion ideal.

show abstract

The antecedents of in-store hoarding: measurement and application in the fast fashion retail environment

Cited by 82 publications

References 26 publications

Waiting in line at a fashion store: psychological and emotional responses

Waiting in line at a fashion store: psychological and emotional responses

Externalised vs. internalised consumption of luxury goods: propositions and implications for luxury retail marketing

Sustainable Development of Slow Fashion Businesses: Customer Value Approach

Contact Info

Product

Resources

About