Editorial

Citation

Towers, N. (2012), "Editorial", International Journal of Retail & Distribution Management, Vol. 40 No. 11. https://doi.org/10.1108/ijrdm.2012.08940kaa.001

Editorial

Article Type: Editorial From: International Journal of Retail & Distribution Management, Volume 40, Issue 11

This edition includes a comprehensive review of the body of literature concerning human factors in retail environments and their influence on consumers, identifies the key success factors (KSFs) of the grocery “click and drive” (or drive – or drive-in) model developed by French grocery retail companies, explores the attitudes and beliefs of front line employees regarding how customer-company interactions might be improved and finally “fast fashion” in the apparel sector exploring the issues arising for the SMEs in the supply chain.

The first submission by Kim and Kim presents a comprehensive review of the body of literature concerning human factors in retail environments and their influence on consumers. This study uses qualitative approaches to provide a comprehensive review of human factors in retail environments. The review is synthesised based on two main categories: the effects of other customers and the effects of sales associates. The influence of other customers, including the number of customers and social relations, is a significant source of human-related environmental cues. In addition, existing studies support the importance of the number of sales associates, sales associates’ physical attributes, and their behavioural characteristics observed in stores. The study suggests that retailers need to effectively manage, control, and manipulate human-related environmental factors in order to generate a positive influence on consumers’ behaviours and perceptions towards their stores.

The second paper by Colla and Lapoule identifies the key success factors (KSFs) of the grocery “click and drive” (or drive – or drive-in) model developed by French grocery retail companies and to understand the basis of their competitive advantages. The conclusions of a review of the literature are compared with an analysis of the various grocery drive-in approaches developed in France by applying a multi-method qualitative perspective comprising semi-structured interviews with managers and e-consumer focus groups. The research confirms, with the exception of the quality of customer reception, which is particularly valued by managers and consumers, the main key success factors identified in the literature and reveals a real consensus among the main operators on those KSFs and on the nature of the kind of core competences required in order to obtain competitive advantages. The paper implies that French grocery retailers should develop, along with a more differentiated logistical system, an improved approach to customer relations marketing. Moreover, it implies that “click and drive” outlets enable traditional grocery retailers to sharpen their competitive edge.

The third paper by O’Reilly and Paper explores the attitudes and beliefs of front line employees regarding how customer-company interactions might be improved. Since front-line employees are closely connected to customers, resultant experiences and relationships with customers are highly dependent on their actions. However, little is written from the perspective of front-line employees. Using a qualitative approach and employing an adaptation of the grounded theory method, this study uses front-line employee participants with data collection occurring over a six-month period. A variety of data sources were used including open-ended reciprocal interviews, member-checking interviews, observation, and collection of participant and researcher artefacts. The findings suggest that organizational changes initiated by management create strategically constructed silos that force implementation through people and systems to control and standardize the service interface and resultant customer experience. This reactive and inwardly focused construction of silos often serve company rather than customer needs and can result in deteriorating service levels based on the type of customer-company interaction occurring.

The final contribution by Oxborrow and Brindley focuses on one particular aspect of the fashion industry, namely the apparel sector and in particular “fast fashion” to explore the issues arising for the SMEs in the supply chain. The research adopts a qualitative methodology and is longitudinal in nature, spanning five years from August 2006. The first stage of the research is reported here, where a series of focussed interview scenarios were conducted over an eighteenth month period. The sample of 12 SMEs was a convenience one, drawn from the 30 participants who took part in a business-to-business event in Leicester, a geographical location which acts as a microcosm of the apparel industry. The apparel supply chain has changed significantly due to recessionary ripples and structural changes. The SMEs have had more success in managing the upstream rather than the downstream relationships and relationships between buyer and suppliers continue to be fractious. Innovation has occurred but is hampered by the relationships that persist. Culture has proved to be a key dimension.

Neil Towers