• Journal of Distribution Research
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• v.17 no.4
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• pp.29-53
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• 2012

As so many marketers get to use diverse sales promotion methods, manufacturer and retailer in a channel often use them too. In this context, diverse issues on sales promotion management arise. One of them is the issue of unplanned buying. Consumers' unplanned buying is clearly better off for the retailer but not for manufacturer. This asymmetric influence of unplanned buying should be dealt with prudently because of its possibility of provocation of channel conflict. However, there have been scarce studies on the sales promotion management strategy considering the unplanned buying and its asymmetric effect on retailer and manufacturer. In this paper, we try to find a better way for a manufacturer in a channel to promote performance through the retailer's sales promotion efforts when there is potential of unplanned buying effect. We investigate via game-theoretic modeling what is the optimal cost sharing level between the manufacturer and retailer when there is unplanned buying effect. We investigated following issues about the topic as follows: (1) What structure of cost sharing mechanism should the manufacturer and retailer in a channel choose when unplanned buying effect is strong (or weak)? (2) How much payoff could the manufacturer and retailer in a channel get when unplanned buying effect is strong (or weak)? We focus on the impact of unplanned buying effect on the optimal cost sharing mechanism for sales promotions between a manufacturer and a retailer in a same channel. So we consider two players in the game, a manufacturer and a retailer who are interacting in a same distribution channel. The model is of complete information game type. In the model, the manufacturer is the Stackelberg leader and the retailer is the follower. Variables in the model are as following table. Manufacturer's objective function in the basic game is as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. And retailer's is as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+p_u(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. The model is of four stages in two periods. Stages of the game are as follows. (Stage 1) Manufacturer sets wholesale price of the first period($w_1$) and cost sharing level of channel sales promotion(${\Psi}$). (Stage 2) Retailer sets retail price of the focal brand($p_1$), the unplanned buying item($p_u$), and sales promotion level(L). (Stage 3) Manufacturer sets wholesale price of the second period($w_2$). (Stage 4) Retailer sets retail price of the second period($p_2$). Since the model is a kind of dynamic games, we try to find a subgame perfect equilibrium to derive some theoretical and managerial implications. In order to obtain the subgame perfect equilibrium, we use the backward induction method. In using backward induction approach, we solve the problems backward from stage 4 to stage 1. By completely knowing follower's optimal reaction to the leader's potential actions, we can fold the game tree backward. Equilibrium of each variable in the basic game is as following table. We conducted more analysis of additional game about diverse cost level of manufacturer. Manufacturer's objective function in the additional game is same with that of the basic game as follows: ${\Pi}={\Pi}_1+{\Pi}_2$, where, ${\Pi}_1=w_1(1+L-p_1)-{\psi}^2$, ${\Pi}_2=w_2(1-{\epsilon}L-p_2)$. But retailer's objective function is different from that of the basic game as follows: ${\pi}={\pi}_1+{\pi}_2$, where, ${\pi}_1=(p_1-w_1)(1+L-p_1)-L(L-{\psi})+(p_u-c)(b+L-p_u)$, ${\pi}_2=(p_2-w_2)(1-{\epsilon}L-p_2)$. Equilibrium of each variable in this additional game is as following table. Major findings of the current study are as follows: (1) As the unplanned buying effect gets stronger, manufacturer and retailer had better increase the cost for sales promotion. (2) As the unplanned buying effect gets stronger, manufacturer had better decrease the cost sharing portion of total cost for sales promotion. (3) Manufacturer's profit is increasing function of the unplanned buying effect. (4) All results of (1),(2),(3) are alleviated by the increase of retailer's procurement cost to acquire unplanned buying items. The authors discuss the implications of those results for the marketers in manufacturers or retailers. The current study firstly suggests some managerial implications for the manufacturer how to share the sales promotion cost with the retailer in a channel to the high or low level of the consumers' unplanned buying potential.

• Asia Marketing Journal
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• v.12 no.4
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• pp.137-164
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• 2011

In the past, retailers secured customer loyalty by offering convenient locations, unique assortments of goods, better services than competitors, and good credit policy. All this has changed. Goods assortments among stores have become more alike as national-brand manufacturers place their goods in more and more retail stores. Service differentiation also has eroded. Many department stores have trimmed services, and many discount stores have increased theirs. Customers have become smarter shoppers. They don't pay more for identical brands, especially when service differences have diminished. In the face of increased competition from discount storess and specialty stores, department stores are waging a comeback war. Growth of intertype competition, competition between store-based and non-store-based retailing and growing investment in technology are changing the way consumers shop and retailers sell. Different types of stores-discount stores, catalog showrooms, department stores-all compete for the same consumers by carrying the same type of merchandise. The biggest winners are retailers that have helped shoppers to be economically cautious, simplified their increasingly busy and complicated lives, and provided an emotional connection. The growth of e-retailers has forced traditional brick-and-mortar retailers to respond. Basically brick-and-mortar retailers utilize their natural advantages, such as products that shoppers can actually see, touch, and test, real-life customer service, and no delivery lag time for small-sized purchases. They also provide a shopping experience as a strong differentiator. They are adopting practices as calling each shopper a "guest". The store atmosphere should match the basic motivations of the shopper. If target consumers are more likely to be in a task-oriented and functional mindset, then a simpler, more restrained in-store environment may be better. Consistent with this reasoning, some retailers of experiential products are creating in-store entertainment to attract customers who want fun and excitement. The retail experience must deliver value to turn a one-time visitor into a loyal customer. Retailers need a tool that measures the full range of components that define experience-based value. This study uses an experiential value scale(EVS) developed by Mathwick, Malhotra and Rigdon(2001) which reflects the benefits derived from perceptions of playfulness, aesthetics, customer "return on investment" and service excellence. EVS is useful to predict differences in shopping preferences and patronage behavior of customers. EVS consists of items measuring efficiency, economic value, visual appeal, entertainment value, service excellence, escapism, and intrinsic enjoyment, which are subscales of experiencial value. Efficiency, economic value, service excellence are linked to the utilitarian shopping value. And visual appeal, entertainment value, escapism and intrinsic enjoyment are linked to hedonic shopping value. It has been found that consumers value hedonic experiences activated from escapism and attractiveness of shopping environment as much as the product quality, price, and the convenient location. As a result, many department stores, discount stores, and other retailers are introducing differential marketing strategy based on emotional/hedonic values. Many researches suggest that consumers go shopping not only for buying products but also for various shopping experiences. In other words, they seek the practical, rational value as well as social, recreational values in the shopping process(Babin et al, 1994; Bloch et al, 1994). Retailers may enhance buyer's loyalty to store by providing excellent emotional/hedonic value such as the excitement from shopping, not just the practical value of buying good products efficiently. We investigate the effect of perceived shopping values on the emotional experience and store loyalty based on the EVS(Experiential Value Scales) developed by Holbrook(1994), Mathwick, Malhotra and Rigdon(2001). This study assumes that the relative effect of shopping value dimensions on the responses of shoppers will differ according to types of stores and analyzes the moderating effect of store type(department store VS. discount store) on the causal relationship between shopping value dimensions and store loyalty. Emprical results show that utilitarian values of shopping experience and hedonic value of shipping experience give the positive effect on the emotional response of consumers and store loyalty. We also found the moderating effect of store types. The effect of utilitarian shopping values on the attitude toward discount store is higher than the effect of utilitarian shopping values on the attitude toword department store. And the effect of hedonic shopping value on the emotional response to discount store is higher than on the emotional response to department store. The empirical results reflect on the recent trend that discount stores try to fulfill the hedonic needs of consumers as well as utilitarian needs(i.e, low price) that discount stores traditionally have focused on

• Journal of the Korean Society of Food Science and Nutrition
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• v.39 no.5
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• pp.709-718
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• 2010

The study was performed through questionnaire to determine purchase characteristics and consumers' satisfaction for Hanwoo beef for 400 residents in Busan, Gyeongsangnam-do, Daegu and Gyeongsangbuk-do. The results obtained from 363 consumers excluding 37 improperly answered ones were statistically analyzed. The properly answered consumers were classified according to gender, 107 (29.5%) male, 256 (70.5%) female, and ages, 70 (19.3%) twenties, 97 (26.7%) thirties, 131 (36.1%) forties, and 65 (17.9%) over fifties. Consumers having older ages purchased Hanwoo beef more frequently (p<0.05), and Hanwoo specialty shop operated by farmers cooperative was the most popular purchasing sources. Consumers' favorite retail cuts for Hanwoo beef were in the order of loin (43.5%), ribs (22.9%), tender loin (10.5%), brisket (9.9%), round, fore (4.7%), others (3.3%), chuck (2.8%), strip loin, rump (2.5%). For the experiences of purchasing imported beef, 24.55% and 22.3% of consumers answered for 'sometimes' and 'yes', respectively, for the reason of 'low price' (73.3%). Consumers answered 'sometimes' (69.1%) for the question of disguisement of imported beef to Hanwoo beef, and thought traceability (61.7%) and country of origin (17.1%) would be the most effective methods to prevent disguisement. Percentages of responses were 61.1% and 75.5% for traceability and country of origin, respectively, under the assumption of consumer's trustworthiness of above 70%. Prerequisites for Hanwoo beef to succeed as a brand were in the order of taste (3.90 points), consumers' satisfaction (3.28 points), consumers' trustworthiness (3.20 points), safety (3.03 points). Consumers' satisfaction is influenced by the age, academic background and the occupation (p<0.05). Safety is expected to show the difference by the educational background (p<0.05) and the occupation (p<0.01), whereas consumers trustworthiness is influenced by the educational background and income (p<0.05). From the results obtained in the current study, it is concluded that traceability and country of origin is essential to gain consumers' satisfaction and trustworthiness, and that the most important factors for branding Hanwoo beef would be taste and safety.

• Journal of Distribution Research
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• v.15 no.2
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• pp.71-99
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• 2010

Most of studies on patriotism in the marketing area have focused on ethnocentric tendencies observed in consumption behaviors. On the contrary, there have been few empirical studies on how patriotism in the general sense, indicating affection for, attachment to, and pride in the country, influences consumers' evaluation of domestic and foreign products. Given the current situation that marketing activities appealing to people's patriotism is increasing, this is somewhat surprising. Thus, this study examined empirically how patriotism influences people's evaluation of domestic and foreign products. In addition, we tested whether consumer ethnocentrism works as an intervening variable in the relation between patriotism and product evaluation. The empirical analysis was conducted through a questionnaire survey of undergraduate and graduate students at universities in Seoul. The survey asked about the respondents' patriotism, consumer ethnocentrism, domestic product evaluation, foreign product evaluation, and demographical characteristics. In foreign product evaluation, the respondents were requested to evaluate Chinese and Japanese products. Email was used to send and recover the questionnaires, and 135 replies were used in the analysis. Major findings from the empirical analysis are as follows. First, a significant relationship was observed between patriotism and domestic product evaluation. That is, patriotic participants evaluated domestic products more favorably. On the other hand, no significant relationship was observed between patriotism and foreign product evaluation(See Table 1-1 and 1-2). Next, the effect of patriotism on domestic product evaluation was mediated by consumer ethnocentrism. However, whether the effect of patriotism on domestic product evaluation is mediated by consumer ethnocentrism partially or fully was different according to product(See Table 2-1 and 2-2). Lastly, we tried to analyze the relation between consumer ethnocentrism and product evaluation and comparing the results with findings of previous researches. According to the results, a significant relationship was observed between consumer ethnocentrism and domestic product evaluation but not between consumer ethnocentrism and foreign product evaluation. The meanings of this study are as follows. First, there have been few marketing studies that investigated the relation between patriotism and product evaluation. Thus, this study is meaningful in that it supplemented the limitation of previous research. Second, consumer ethnocentrism was found to mediate the relation between patriotism and domestic product evaluation. Considering the absence of previous research that examined the role of consumer ethnocentrism as an intervening variable, this study is significant in that it expanded the scope of research on consumer ethnocentrism. Third, from the practical aspect, the results of this study suggest that marketing appealing to patriotism is effective in stimulating consumers' purchase and consumption of domestic products. Accordingly, such a marketing strategy is expected to be effective in protecting domestic markets from imported goods and overseas brands and to increase demands for domestic products and brands. However, there is the question of whether the effect of patriotism based marketing strategies in promoting demand for domestic products would persist. That is, this study could not find a significant relation between patriotism and foreign product evaluation, and this means that the increase in patriotism for the home country does not damage people's view to the quality of foreign products negatively. Accordingly, without change in people's perception of foreign products, it is highly likely that the increase in demand for domestic products or brands induced by patriotism elevated at a specific time or situation may not last long. Fourth, the results of this study suggest that the patriotism level may influence consumers' choice behavior toward retailers strongly connected to a specific country or region. That is, consumers with high level patriotism may hesitate or avoid using a retailer associated with some foreign country. Fifth, according to the results of this study, when people's patriotism is stimulated by a specific social situation or event, it can be an opportunity for domestic franchise brands to increase their market performance such as sales and market share and, at the same time, for foreign franchise brands to experience adversities. Therefore, during a period like the Olympic Games or the World Cup when people's sense of belonging or attachment to their country is heightened, domestic franchise brands need to make marketing activities that may lead market opportunities to substantial results and foreign franchise brands to cope with such adversities. Sixth, consumers' brand choice is often made in retail stores. It has been demonstrated by numerous studies that in store stimuli such as point of purchase display can affect consumers' behavior. Considering this, domestic brands facing competition with foreign brands should make continuous efforts to enhance the market performance of their products through developing in store stimuli that can stimulate consumers' patriotism. Finally, based on the major findings of this study, both academic and practical issues were discussed. Suggestions for future studies were provided.

• The Korean Journal of Food And Nutrition
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• v.25 no.1
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• pp.132-141
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• 2012

This current survey was conducted to examine consumer attitudes toward factors determining beef purchasing and improving distribution systems. The frequency of beef purchasing was shown to reflect social and economic status, where inhabitants in large cities, such as Seoul, with higher salaries showed a higher frequency. In addition, consumers that were in their forties bought beef more frequently than consumers that were in their twenties. Consumers in Seoul and the megalopolis with a monthly income of higher than 200 million won preferred to purchase meat from department stores and discount markets. In contrast, people in small cities with lower incomes tended to buy meat from butcher shops and brand shops. In a question regarding unsatisfaction factors of retail beef, individuals that were in their thirties with a high income had concerns associated with packaging problems. For people under thirty with low income, the consistency of quality and price were the prime concerns. In regards to the beef grading system, consumer response varied between inhabitants, monthly income and age group, where consumers from small cities that were in their twenties and forties with a low income had a negative viewpoint. For the differential beef distribution system, housewives between the ages of 30 and 40 from a small city with an income higher than 200 million won had a positive response; however, a large number of consumers were not familiar with this system. The most demanding beef cuts were in the following order: loin, flank and rib. In addition, the most important factors determining purchasing beef were as follows: price, breed and portion.