David Bennison

The art and science of retail location decisions

Although formal techniques of locational analysis have been available for over 50 years, most retailers traditionally made no use of them, relying instead on intuition guided by experience and “common sense”. However, the simultaneous advent in the last 15 years of low cost computing and the increasing availability of retail related data of all types has given retailers the opportunity to take a much more rational approach to decision making. This paper examines the extent to which retailers have taken advantage of the potential released by these developments, and adopted more “scientific” rules based methodologies. The analysis is based on an extensive questionnaire survey of UK retailers conducted in 1998 which encompassed organisations operating altogether more than 50,000 outlets across eight sectors. The survey sought to identify the use made both of particular types of techniques, and of Geographical Information Systems, which act as a platform for them. It was complemented by a series of in‐depth interviews with location specialists in a number of major retail organisations.

Making sense of market segmentation: a fashion retailing case

Purpose – The purpose is: first to review the marketing segmentation literature and its antecedents; second, to evaluate the organizational practice of marketing segmentation in a specific commercial context noted for its dynamism and complexity, fashion retailing; third, to assess theoretical and practical implications; and finally to identify an agenda for future research.Design/methodology/approach – Through the analysis of an instrumental case study examining practice in fashion retailing this paper makes a contribution to current market segmentation debates. Sensemaking properties are used as a disciplined structure in which to report the case and make sense of segmentation.Findings – This research demonstrates that the definition and scope of market segmentation is broader than the current marketing literature suggests. In practice, based on evidence from this research, contemporary segmentation solutions include implicit assumptions, judgement and compressed experience, which are latent within the ...

Reasons for retailers’ involvement in town centre management

Building on an earlier publication in the International Journal of Retail & Distribution Management, the following article investigates the reasons for retailers’ involvement in town centre management (TCM) schemes in the UK. Findings are drawn from interviews with representatives of independent traders and national multiples, and a questionnaire survey of town centre managers. The article reveals several key reasons for retailers’ involvement in TCM and identifies some significant differences between independents and multiples in this respect. The findings show that the overriding motivation for the participation of retailers in TCM is their belief that it may benefit their business in some way. Equally importantly, the research identifies a number of reasons why retailers do not become involved in TCM schemes. The article concludes by showing that an understanding of the reasons for retailers’ involvement in TCM can play a significant role in attracting retail support for the concept.

The organisational context of retail locational planning

Retailers have a large number of techniques at their disposal to assist them in their locational planning, but the use made of them is varied, regardless of their intrinsic merits. The reasons for this lie very much in the organisational context in which the techniques are applied. This paper discusses the nature of locational planning and decision making, and puts forward a framework which links locational planning and the organisational settings in which it takes place. The preliminary results of a survey of the use of techniques by U.K. retailers are presented, which show that while most companies use more than ‘Rules of Thumb’, it is the simplest techniques which are the most widely used. The application of the more advanced knowledge based methods is still relatively uncommon. The explanation for the variations lies in the attributes of the techniques themselves, the types of locational planning undertaken, and the structural and cultural characteristics of the companies.

People and partnerships: marketing urban retailing

This article investigates the interaction between urban place marketing actors with specific reference to marketing urban areas as shopping destinations – town centre managers, shopping centre managers, local authority economic development managers and marketing managers and tourism promotion managers. It reports the results of a survey of these actors in the top 173 urban shopping destinations in the UK. It identifies those actors with prime responsibility for marketing urban retail provision (i.e. town centre managers and shopping centre managers), the nature of their collaboration (via formal, informal, and initiative‐specific interaction), and the factors impelling interaction (i.e. recognition of the linkages between the activities of different organisations, ensuring wider representation of organisational interests and the financial imperative). With the recent publication of Draft PPS6 and its increased focus on the strategic development of smaller centres, the implications for the marketing/promotion of such centres are addressed in detail.

Marketing town centres: Retailing and town centre management

The role of town centre management (TCM) schemes in the UK has expanded to incorporate a more overt and explicit focus on marketing and promotion. This paper considers the marketing/promotional activities of TCM schemes in the UK. TCM schemes operate at the interface of the public and private sectors. The implications of this are discussed, including the need for a consensual approach by a wide range of urban stakeholders, and the actual activities undertaken, influenced by the funding imperative under which such schemes operate (which impacts on the feasibility of certain activities and the efforts made to evaluate them). Comparisons are drawn between specific place marketing practice by TCM schemes and wider place marketing strategies.

Locational decision making in retailing: An exploratory framework for analysis

Competitive pressures on retailers in the 1990s are leading to a closer consideration and use of location as a source of competitive advantage. Increasingly, locational decisions involve not only the evaluation of potential new sites, but also the management of existing ones. This paper takes stock of the range of locational decision-making activity being undertaken by retailers through an exploratory study of thiry-seven companies in the UK. The need for a strategic perspective for understanding locational decision-making activity is highlighted. A review and synthesis of work undertaken in the fields of strategic marketing and the geography of retailing leads on to the development of a conceptual framework for exploring the operational and strategic dimensions of location. The paper concludes with the identification of a research agenda for further work in this area.

Retailing and the Marketing of Urban Places: A UK Perspective

Notwithstanding the importance of retailing to urban economies, the role of retailing in the marketing of urban places has been an area neglected by both academics and practitioners alike. It is acknowledged that the principles of marketing can be applied (albeit with modification) to the context of urban places. The theoretical implications of this are considered using Corsicos (1993) metaphors of the city as enterprise, market and commodity. Such issues are considered via a survey of place marketing actors within the specific context of the marketing of towns and cities as shopping destinations in urban places classified as sub-regional and above. Particular attention is paid to responsibility for the marketing of the retail provision, the emphasis given to retail in the marketing/promotional activities of various urban stakeholders, the perceived role of retailing, and the factors influencing the nature of the urban retail provision. Promotion of retailing was found to be important for all urban stakeholders to a greater or lesser degree. However, prime responsibility lay with town centre managers and shopping centre managers. The implications for both theory and practice are discussed.

Retailers’ financial support for town centre management

Investigates the role that retailers play in the cash funding of town centre management (TCM) schemes in the UK. The findings are drawn from a detailed questionnaire survey of town centre managers, and a series of interviews with retail business representatives. Reveals that although most TCM schemes attract some funding from retailers, the number who contribute is very low. Moreover, substantial financial involvement in TCM at a corporate level is restricted to seven major retail companies. It is also shown that retailers’ financial support for TCM can be classified into two basic types: “ring‐fenced” and “freestanding”. In conclusion, the implications of the relatively low level of retail funding for TCM are assessed, and some potentially useful areas of research are identified.

Retail planning policy, superstore development and retailer competition

Explores the economic advantages of superstore (food and non‐food) development especially to the consumer. Looks at the increasing difficulties facing superstore retailers and developers in the UK. Provides some recommendations for superstore retailers and developers. Concludes that superstore and retail parks enhance retail competition and thus are of benefit to the consumer.