Denise Jarratt

shopper taxonomy for retail strategy development

Segmentation of shoppers has been explored by many academic researchers and business practitioners seeking to understand shopping behaviour or to develop marketing strategies for particular customer groups. Market segmentation holds the key to successful marketing strategy as it encourages understanding of the key variables that differentiate specific segments. The shopper taxonomy determined through this study is based on a set of variables that is relevant and appropriate for shopper segmentation and reflects the key aspects important to shoppers in motivating shopping behaviour towards a specific retail location. This taxonomy extends the proposed motivational taxonomy of Westbrook and Black (1985), derived from Taubers (1972) earlier research. Westbrook and Black defined this taxonomy through shopping motives, and identified categories of product-oriented, experiential and a combination of product and experiential shoppers. Their research findings, however, pointed to a six-cluster typology, defining...

A comparison of two alternative interviewing techniques used within an integrated research design: a case study in outshopping using semi‐structured and non‐directed interviewing techniques

Notes that many authors have supported the value of integrating qualitative and quantitative approaches within a research design to address research questions that aim both to develop or extend theory and test its application. Presents research which explores two alternative approaches to conducting qualitative interviews within an integrated research method. Aims to determine how those different approaches can enhance the design of the quantitative component of the research, and contribute to the interpretation of the quantitative data. Concludes that the findings indicate the importance of adopting both qualitative interview techniques within this combined approach, while completing a comprehensive review of the literature. Suggests that this will develop a theoretical framework and quantitative design, and assist in the interpretation of the quantitative data. The qualitative components of two outshopping studies, each study having a combined qualitative/quantitative research design, were selected to illustrate the nature of the data produced through each qualitative interviewing technique and the contribution of the data to the interpretation of the quantitative findings.

The influence of information and advice on competitive strategy definition in small‐ and medium‐sized enterprises

Although strategy development in large corporations has been well documented, the process of formulating strategy in small firms has not been extensively investigated by researchers. The process in small firms does not reflect exhaustive strategic analysis, but rather, a personality driven, opportunistic or instinctive approach, channelled through an emergent planning process. This study builds on recent work examining the planning patterns and approaches of small firms by integrating an understanding of the nature and extent of information and advice sought and received by the firm, and how that interaction influences the formation of competitive strategy. Results of this qualitative study point to more formal sources of advice such as providers of professional advisory services being bypassed due to a perceived lack of relevance of their information and planning advice to the SMEs specific industry context.

A strategic classification of business alliances: a qualitative perspective built from a study of small and medium‐sized enterprises

Business alliances can assist organisations to acquire the means to compete within an ever complex and changing environment. For small and medium‐sized enterprises in non‐metropolitan areas these alliances can provide the means to extend business activity and compete against nationally based competitors. What is the nature of alliances formed by businesses in regional (non‐metropolitan) settings and how do those alliances contribute to business development? This research first examines theory supporting the classification of alliances in the literature, and then explores managers’ perceptions on motivation driving the formation of alliances and the role of alliances in a business’s strategic direction. When data identifying the purpose for entering the alliance and benefits received from the alliance were linked to data measuring alliance performance, three major dimensions emerged, which together describe strategic motivation or intent for the range of alliances observed in the data. The framework developed through this research provides a management perspective of building alliances, which supports Sheth and Parvatiyar’s (1992) prior classification of strategic (exclusive arrangements that create new opportunities), and operational (enhancing current business capabilities) alliances, with the addition of alliances created to defend past strategic activities against competitive and/or environmental threats.

Outshopping behaviour: an explanation of behaviour by shopper segment using structural equation modelling

Outshopping is defined as the purchase of goods by consumers outside their local shopping area. Structural equation modelling was applied to the data to confirm relationships previously reported in the literature and relationships established through causal path method. Anticipated linkages explaining outshopping behaviour by shopper segment are argued from shopper segment descriptors, and separate models of outshopping behaviour presenting different causal explanations are tested for each segment. While outshopping behaviour for the total sample is explained through a model containing several constructs, multiple variables and direct and indirect paths, when outshopping behaviour is examined by shopper segment, different patterns emerge. Aspects important to specific shopper groups dominate their evaluation of a specific shopping area, and this evaluation contributes directly and, for some shopper segments indirectly, to outshopping through trading area commitment. A segmentation approach to understanding outshopping behaviour provides shopping centre managers with information to support retail strategy development.

The impact of market and organisational challenges on marketing strategy decision-making: a qualitative investigation of the business-to-business sector

Abstract Technological advances, global competition, re-alignment of organisational processes with the markets they serve, new rules of corporate strategy and outsourcing to access or to extend organisational capabilities are influencing the nature of the client/organisational interface and are changing the nature of competition in todays market place. This research describes how marketing strategy is evolving within the context of this new competitive and organisational environment. Specifically, it explains how those responsible for marketing activities in the firm view marketing strategy and how they approach strategy development.

Market Orientation: An Iterative Process of Customer and Market Engagement

ABSTRACT Research Purpose. The objective of this research was to examine market orientation in organisations that deliver manufacturing-based services to both client organisations and their customers. Research Approach. The case study research method employed three data collection methods: in-depth, semi-structured interviews, document analysis and physical artefact analysis. Embedded study units comprising groups of different stakeholders with distinctly different perspectives provided a basis for replication logic to enhance validity of the findings. Findings. The research revealed that a firms transition toward a market-oriented state is progressive. At a given point in time, a firm may be adjusting to its markets intuitively or cognitively; market responsiveness may be occurring in specific pockets of the firm, or as an enterprise-wide strategy; and some of the conditions specified may be met, some may be partly met and others may remain to be addressed in the future. A specific customer focus was important to the conceptualisation of market orientation in the case organisation. Research Implications. Key implications of the research are as follows: • In conceptualising market orientation as a process as opposed to an ideal state, important issues of structural and policy alignment and senior executive vision and drive are revealed; • in addition to customer and competitor orientations and intra-organisational co-ordination, other dimensions of a market orientation revealed in the research context are a customer focus and a new knowledge orientation; and • both inter- and intra-organisational co-ordination facilitate the development of market driven and market driving customer value. Practical Implications. While the senior executives were aware of the significant performance benefits to be achieved through a national, market-oriented vision, the lack of a co-ordinated plan to achieve cultural change resulted in incremental achievements towards the vision. One key factor inhibiting the envisioned cultural change was the power base of those within the organisation who perceived that a national, market focus would eliminate local autonomy. Specific policy was required to align rewards with required behavioural change. Contribution. This research provides a unique perspective of market orientation as process of organisational development directed towards aligning the organisation with its served markets. Intervention strategies and incremental changes attempted to achieve a national market perspective, highlight the importance of aligning structure, human resource management strategy, top management commitment and leadership drive in achieving such a cultural change.

Causal linkages between psychographic and demographic determinants of outshopping behaviour

This article explores determinants of rural to rural outshopping in the Central Western region of NSW, Australia. The results of this study indicate significant psychographic and demographic variables associated with outshoppers to another rural trading area. These outshoppers tend to be more socially active, innovative, have one to two children living at home and are younger than those people who tend to shop in their local trading area. Regression analysis is used to develop a causal relationship between psychographic variables, demographic variables and outshopping.

The Effect of Organisational Culture on Business-to-Business Relationship Management Practice and Performance

Abstract While an individual at an organisational interface can display effective supportive, normative relationship behaviour, it is the shared presence of this normative behaviour within organisations that will support effective relationship management practice and performance outcomes. Organisational culture, and its underpinning values, influences behaviour and expectations of individual managers within a business. Further, it shapes the employees’ shared perceptions of how other organisations should be treated, correct modes of behaviour and basic attitudes towards activities of the business. This research identifies organisational cultural dimensions that underpin successful relationship management practice, and that lead to relationship outcomes of equality, satisfaction and performance. The importance of organisations looking inwards and evaluating their own culture as a critical starting point for relationship development is highlighted.

The impact of culture on the adoption of high technology products

Although culture appears to be an important element in consumer behaviour, few have researched its direct impact on the adoption of innovation. In an exploratory study, research was conducted with migrants from Vietnam and Poland to examine the impact of culture on the adoption of high technology products. Specifically, data were examined for differences in adoption of these products between Vietnamese and Polish migrants to Australia; and the effect of cultural factors, specifically, “traditions”, “religion” and “fatality” (beliefs about man’s inability to control nature), on adoption. This research was a preliminary study, but the results indicate that culture has an important role in the adoption process of high technology products.