Index
Note: Page numbers followed by n are located in the footnotes.
A
acculturation, 171
breaking rules, 109
closing power, 106–108
double conversion, 100–102
holding power, 105–106
in multicultural context, 162
niche products, 109–111
online retailing, 156–157
packaging
goals of, 104
importance of, 102–105
product placement, 109–111
stopping power, 106–108
VitalQuadrant™ analysis, 106–108
ActivityPath, 192
added value, 117
aisles, width of, 80–82
Aldi, growth of, 25–26
angst
overview of, 65–66
selection angst, 66
attitude, importance of, 196–197
averages, dangers of applying to shopping data, 27–28
Azarkman, Jerry, 175
Azarkman, Ron, 175
B
baseline volume, 31
behavior of shoppers
crowd behavior, 151
goal-gradient hypothesis, 153
importance of, 44
Internet influence on, 148–149
licensing and sequencing, 152
objectives of online shoppers, 156
role of efficiency in shopping, 154
role of variety in shopping, 153
shopping momentum, 153
similarities between online and offline shopping patterns, 149–151
utilitarian versus hedonic shopping, 155
big head stores, 93–94
definition of, 33
focusing on, 34–36
managing with in-store digital media, 194
Boorstin, Daniel, 5
Booz Allen Hamilton report on small-format retailers, 37
category management, 120
collaboration with retailers
category management, 120
connecting with shopper’s emotional mindset, 126–127
Marsh Supermarkets case study, 185–186
retailers’ control of reach, 127–128
total store management, 121–126
merchandising strategies, 201–203
trade and promotional allowances, 114
value of brands, 117–118
breaking rules, 109
C
Cadbury-Schweppes, 118
Campbell’s Soup, 87
capital-intensive product form change, 210
category management, 120
cell phones, interacting with shoppers via, 193–194
center-entry stores, 75
choice angst, 12
choices, reducing, 12
circle stores, 181
clock-calendar time, 65
Coca-Cola, 121
Collins, Jim, 111
communal pantries, retailers as, 36–38
Coors, 102
Coriolis Effect, 78
“Creating a Tiebreaker with Packaging” (Stevens), 104
creative value, 117
crowd behavior, 151
currencies of shopping
angst, 65–66
importance to marketing research, 67
money, 62
overview, 62–63
time, 63–64
D
Dandy, 118–119
Dawes, John, 31
design (stores)
big head stores, 93–94
compound stores, 93
enhanced perimeter design, 91
inverted perimeter design, 91–92
overview, 90
serpentine design, 93
digital media
cell phones, 193–194
implications of, 194–195
as source of information on shopper behavior, 195
VideoCart, 192–193
directed-purchase visits, 156
directional navigation, 99
double conversion, 100–102
Dr. Pepper/Seven Up, 44
Dunnhumby, 113
E
efficiency in shopping, 154
elapsed time, 65
emotional mindset of shoppers, connecting with, 126–127
end-of-aisle displays, 200
entrances, 75–76
Envirosell, 94
Evian, 102
eye movements of shoppers, tracking, 5–8, 50–53, 150
F
Fader, Peter, 20, 26, 74, 147–158
current research, 158
on crowd behavior, 151
on goal-gradient hypothesis, 153
on Internet’s influence on shopping behavior, 148
on licensing and sequencing, 152
on need for statistical models, 157
on role of efficiency in shopping, 154
on role of variety in shopping, 153
on shopping momentum, 153
on similarities between online and offline shopping patterns, 149–151
on utilitarian versus hedonic shopping, 155
online active retailing, 157
Fields, Marshall, 97
fifth wall, 183
fill-in shoppers, 14
distinctive purchases of, 31–33
overview of, 26–27
first right of refusal, 183
fixture design, 83–85
The Flight of the Phoenix, 196
float, 114
frequency, 74
frozen foods, shopping behavior for, 77
G
goal-gradient hypothesis, 153
Good to Great: Why Some Companies Make the Leap… and Others Don’t (Collins), 111
Gross Rating Points (GRPs), 54
Guinness, 47–48
H
H. E. Butt, 171
Harris, Brian, 120
brand/retailer partnership, 185–186
on focus on quick-trip shoppers, 185
on importance of incremental purchases, 186–187
on metrics, 184
on research into pre-shopping behavior, 183–184
on sales increases from store redesign, 180
on shopper segmentation, 184
on store design concepts
circle stores, 181
compound stores, 181
customer reaction to, 182–183
implementing new designs, 180–181
priorities, 179–180
on use of new technologies, 187
hedonic browsing, 156
hedonic shopping, 155
high-interest products, 107
Hispanic Marketing (Korzenny and Korzenny), 169
acculturation, 171
buying power, 164
channel use, 165–168
culture and shopping behavior, 169–171
family relationships and shopping behavior, 171
interest in supercenters and larger stores, 166–167
La Curacao case study, 174–175
manufacturer and retailer response to, 173–174
product selection and packaging issues, 172
reaction to loyalty cards, 169
serving needs of, 164, 172–173
significance in U.S. market, 163
holding power, 105–106
Huang, Rui Susan, 31
I
ID Magasin, 47
in-store digital media, 54–57
cell phones, 193–194
implications of, 194–195
as source of information on shopper behavior, 195
VideoCart, 192–193
in-store migration patterns. See migration patterns
in-store packaging case studies
capital-intensive product form change, 210
package design research, 210–211
package outage problem, 209
eye-tracking research, 50–53
importance of, 3–4
pioneering work in, 1–3
shopping time
average shopping time per week, 8–10
shopper seconds per dollar, 10–11
tracking shoppers’eye movements and field of vision, 5–8
value of, 20–22
incremental purchase, Marsh Supermarkets case study, 186–187
inefficiency, power of, 87
information acceleration, 150
Information Resources, Inc. (IRI) VideoCart, 192–193
instinctive-distinctive paths, 39–41
Institute of Marketing Science, 31
interacting with shoppers, 191
implications of new technology, 194–195
shopper loyalty cards, 21
via cell phones, 193–194
via VideoCart, 192–193
Internet influence on shopping behavior, 148–149
intrinsic value, 117
IRI (Information Resources, Inc.) VideoCart, 192–193
J-K
Jewel-Osco, movement to downsize stores, 25
Juran, Joseph, 112n
King Kullen, 99
knowledge-building visits, 156
Korzenny, Betty Ann, 169
Korzenny, Felipe, 169
Kvickly supermarket, 119
L
La Curacao case study, 174–175
Latino shoppers. See Hispanic shoppers
layered merchandising, 38–39
layout of stores, 85–88
leader products, 107
left-entry stores, 76
Leonard, Stew, 11–13, 61, 93, 194
licensing, 152
Lidl, growth of, 25–26
limited selection strategy, 12
location hypothesis, 80
long tail, 33
M
Machado, Antonio, 69
Magellan, 192
main (primary) store, 88–90
category management, 120
total store management, 121–123, 126
manufacturers. See brand suppliers
Maple Lodge Farms, 175
margin on sales, 115
brand/retailer partnership, 185–186
focus on quick-trip shoppers, 185
importance of incremental purchases, 186–187
research into pre-shopping behavior, 183–184
sales increases from store redesign, 180
shopper segmentation scheme, 184
store design concepts, 181–182
circle stores, 181
compound stores, 181
customer reaction to, 182–183
implementing new designs, 180–181
priorities, 179–180
use of metrics, 184
use of new technologies, 187
McDonald’s, 75
McKinley, William, 47
McLaurin, Ian, 113
means, dangers of applying to shopping data, 27–28
media. See in-store digital media
MediaCart, 192
medians, importance in shopping data, 28
merchandising. See also active retailing
closing power, 106–108
Guinness case study, 47–48
holding power, 105–106
layered merchandising, 38–39
moments of truth, 48–49
open space, 201
packaging
goals of, 104
importance of, 102–105
product placement, 109–111
promotional displays, 200
stopping power, 106–108
summary of merchandising strategies, 201–203
vital items, displaying on dominant path, 200
VitalQuadrant™ analysis, 106–108
checkout magnet, 79
direction of traffic flow, 76–79
directional navigation, 99
instinctive-distinctive paths, 39–41
main/primary store and promotional/secondary store, 88–90
open space, 79–81
aisle width, 80–82
orientation and layout, 85–88
shelf design, 83–85
similarities between online and offline shopping patterns, 150
store designs
big head stores, 93–94
compound stores, 93
enhanced perimeter design, 91
inverted perimeter design, 91–92
overview, 90
serpentine design, 93
store entrances, 75–76
vital items, displaying on dominant path, 200
modes, importance in shopping data, 28
Modiv Media, 192
current research, 158
on Internet’s influence on shopping behavior, 148
on objectives of online shoppers, 156
on online pop-up promotions, 155
online active retailing, 156
closing power, 60–62
overview of, 48–49
reach, 53–59
stopping power, 59
on active retailing, 162
on challenges of multicultural shoppers, 162–163
on Hispanic shoppers
acculturation, 171
buying power, 164
channel use, 165–168
culture and shopping behavior, 169–171
family relationships and shopping behavior, 171
interest in supercenters and larger stores, 166–167
La Curacao case study, 174–175
manufacturer and retailer response to, 173–174
product selection and packaging issues, 172
reaction to loyalty cards, 169
serving needs of, 164, 172–173
significance in U.S. market, 163
on other multicultural segments, 175–176
tips for multicultural retailing, 176–177
multicultural retailing, 161
active retailing in multicultural context, 162
challenges of multicultural shoppers, 162–163
Hispanic shoppers
acculturation, 171
buying power, 164
channel use, 165–168
culture and shopping behavior, 169, 171
family relationships and shopping behavior, 171
interest in supercenters and larger stores, 166–167
La Curacao case study, 174–175
manufacturer and retailer response to, 173–174
product selection and packaging issues, 172
reaction to loyalty cards, 169
serving needs of, 164, 172–173
significance in U.S. market, 163
serving needs of multicultural shoppers, 175–176
tips for multicultural retailing, 176–177
N
Nabisco, 192
navigation
checkout magnet, 79
direction of traffic flow, 76–79
directional navigation, 99
instinctive-distinctive paths, 39–41
main/primary store and promotional/secondary store, 88–90
navigational angst, 12, 43, 66
open space, 79–81
aisle width, 80–82
orientation and layout, 85–88
shelf design, 83–85
similarities between online and offline shopping patterns, 150
store designs
big head stores, 93–94
compound stores, 93
enhanced perimeter design, 91
inverted perimeter design, 91–92
overview, 90
serpentine design, 93
store entrances, 75–76
vital items, displaying on dominant path, 200
navigational angst, 12, 43, 66
Neff, Jack, 117
new media. See in-store digital media
niche products, 110
definition of, 107
product placement, 109–111
O
OBS hypermarket, 119
online retailing, integrating with offline retailing, 147
crowd behavior, 151
goal-gradient hypothesis, 153
Internet’s influence on shopping behavior, 148–149
licensing and sequencing, 152
need for statistical models, 157
objectives of online shoppers, 156
online active retailing, 156–157
role of efficiency in shopping, 154
role of variety in shopping, 153
shopping momentum, 153
similarities between online and offline shopping patterns, 149–151
utilitarian versus hedonic shopping, 155
aisle width, 80–82
orientation and layout, 85–88
shelf design, 83–85
optimizers, 61
orientation and layout, 85–88
P
pace of shopping
goal-gradient hypothesis, 153
shopping momentum, 153
walking speed, quick-trip shoppers versus stock-up shoppers, 30
packaging
appeal to Hispanic shoppers, 172
goals of, 104
importance of, 102–105
in-store packaging case studies, 210–211
capital-intensive product form change, 210
package design research, 210–211
package outage problem, 209
Pão de Açucar, 83
The Paradox of Choice (Schwartz), 61
The Partnering Group, 120
Pilatus Markt, 118
Pollo Campero, 172
pre-shopping behavior, 183–184
pre-store decisions affecting quick trips, 135–136
price promotions, hidden cost of, 30–31
produce, shopping behavior for, 77
product hypothesis, 88
product placement, 109–111
profits, main sources of, 114–115
promotional (secondary) store, 88–90
promotional displays, 200
end-of-aisle displays, 200
hidden cost of, 30–31
Publix, 98
purchase modes and selection paradigm, 41
Q
Quick-Trip Paradox, 140
quick-trip shoppers
appeal of quick trips, 134–135
categories purchased most often on quick trips, 140–142
definition of quick trip, 133–134
distinctive purchases of, 31–33
Marsh Supermarkets case study, 185
meeting needs of, 142–145
pre-store decisions affecting quick trips, 135–136
Quick-Trip Paradox, 140
Unilever’s Trip Management research, 136–140
walking speed, 30
R
Radio Frequency Identification (RFID) tags, 150
Ralph’s, 99
real estate, 115
reduction of shopper choice, 12
retailer/brand supplier partnerships
category management, 120
connecting with shopper’s emotional mindset, 126–127
retailers’ control of reach, 127–128
total store management, 121–123, 126
retailing evolution, need for, 128–130
retailing strategies
active retailing
breaking rules, 109
closing power, 106–108
double conversion, 100–102
holding power, 105–106
niche products, 109–111
packaging, 102–105
product placement, 109–111
stopping power, 106–108
VitalQuadrant™ analysis, 106–108
category management, 120
end-of-aisle displays, 200
focusing on big head, 34–36
forces changing retailing, 20
Guinness case study, 47–48
instinctive-distinctive paths, 39–41
integrating online and offline retailing, 147
crowd behavior, 151
goal-gradient hypothesis, 153
Internet’s influence on shopping behavior, 148–149
licensing and sequencing, 152
need for statistical models, 157
objectives of online shoppers, 156
online active retailing, 156–157
role of efficiency in shopping, 154
role of variety in shopping, 153
shopping momentum, 153
similarities between online and offline shopping patterns, 149–151
utilitarian versus hedonic shopping, 155
layered merchandising, 38–39
limited selection, 12
main sources of supermarket profits, 114–115
moments of truth
closing power, 60–62
overview of, 48–49
reach, 53–59
stopping power, 59
multicultural retailing, 161
acculturation, 171
active retailing in multicultural context, 162
buying power, 164
challenges of multicultural shoppers, 162–163
channel use, 165–168
culture and shopping behavior, 169–171
family relationships and shopping behavior, 171
Hispanic segment in U.S. market, 163
interest in supercenters and larger stores, 166–167
La Curacao case study, 174–175
manufacturer and retailer response to, 173–174
product selection and packaging issues, 172
reaction to loyalty cards, 169
serving needs of, 164, 172–173
serving needs of multicultural shoppers, 175–176
tips for multicultural retailing, 176–177
need for retailing evolution, 128–130
open space, 201
price promotions, hidden cost of, 30–31
purchase modes and selection paradigm, 41
retailer/brand supplier partnerships
category management, 120
connecting with shopper’s emotional mindset, 126–127
retailers’ control of reach, 127–128
total store management, 121–123, 126
retailers as communal pantries, 36–38
scan data, 115–117
serpentine paths, 12–13
shopper seconds per dollar, 41–42
summary of, 199–203
total store management, 121–123, 126
vital items
displaying on dominant path, 200
focusing on, 200–202
RFID (Radio Frequency Identification) tags, 150
rules, breaking, 109
S
Safeway
movement to downsize stores, 25
use of Magellan, 192
satisficers, 61
Scammell-Katz, Siemon, 3, 94, 126
scan data, 115–117
Schwartz, Barry, 61
search/deliberation visits, 156
segmentation of shoppers
Marsh Supermarkets case study, 184
problems with, 43–44
selection angst, 66
selection paradigms and purchase modes, 41
Senegal, Jim, 109
sequencing, 152
serial time, 65
serpentine paths, 12
shelf design, 83–85
shopper loyalty cards, 21, 169
shopper seconds per dollar, 11, 41–42
shoppers
behavior
crowd behavior, 151
eye-tracking research, 5–8, 50–53
goal-gradient hypothesis, 153
importance of, 44
Internet influence on, 148–149
licensing and sequencing, 152
objectives of online shoppers, 156
pre-shopping behavior, 183–184
role of efficiency in shopping, 154
role of variety in shopping, 153
shopping momentum, 153
similarities between online and offline shopping patterns, 149–151
utilitarian versus hedonic shopping, 155
choice angst, 12
converting to buyers, 100–102
converting visitors to, 100–102
currencies of shopping
angst, 65–66
importance to marketing research, 67
money, 62
overview, 62–63
time, 63–64
emotional mindset, connecting with, 126–127
fill-in shoppers, 14
distinctive purchases of, 31–33
overview of, 26–27
acculturation, 171
buying power, 164
channel use, 165–168
culture and shopping behavior, 169–171
family relationships and shopping behavior, 171
interest in supercenters and larger stores, 166–167
La Curacao case study, 174–175
manufacturer and retailer response to, 173–174
product selection and packaging issues, 172
reaction to loyalty cards, 169
serving needs of, 164, 172–173
significance in U.S. market, 163
interacting with, 191
implications of new technology, 194–195
via cell phones, 193–194
via VideoCart, 192–193
migration patterns. See migration patterns
multicultural shoppers. See also Hispanic shoppers
challenges of, 162–163
serving needs of, 175–176
tips for multicultural retailing, 176–177
optimizers, 61
purchase modes and selection paradigm, 41
quick-trip shoppers
appeal of quick trips, 134–135
categories purchased most often on quick trips, 140–142
definition of quick trip, 133–134
distinctive purchases of, 31–33
focusing on, 200
Marsh Supermarkets case study, 185
meeting needs of, 142–145
pre-store decisions affecting quick trips, 135–136
Quick-Trip Paradox, 140
Unilever’s Trip Management research, 136–140
walking speed, 30
reaction to store redesigns, 182–183
satisficers, 61
segmentation schemes
Marsh Supermarkets case study, 184
problems with, 43–44
shopping time
average shopping time per week, 8–10
shopper seconds per dollar, 10–11
stages of shopping, 15
stock-up shoppers, 14
distinctive purchases of, 31–33
overview of, 26–27
Shopping Buddy, 192
shopping momentum, 153
shopping, stages of, 15
small stores, rise of, 29–30
Sorensen Associates, 2
speed
of closing, improving with in-store digital media, 194
of shopping
goal-gradient hypothesis, 153
shopper seconds per dollar, 41–42
shopping momentum, 153
walking speed, 30
stages of shopping, 15
Stevens, Robert E., 3, 104, 207
in-store packaging case studies, 210–211
capital-intensive product form change, 210
package design research, 210–211
package outage problem, 209
on testers versus users, 207–209
stock-up shoppers, 14
distinctive purchases of, 31–33
overview of, 26–27
Stop & Shop, 192
store designs
big head stores, 93–94
compound stores, 93
enhanced perimeter design, 91
inverted perimeter design, 91–92
overview, 90
serpentine design, 93
store entrances, 75–76
subjective culture, 170
supermarket profits, main sources of, 114–115
Swan, Alexander, 44
T
Tesco, 93
“Fresh & Easy” small-format stores, 25
loyalty cards, 113
testers versus users, 207, 209
Thompson, William (Lord Kelvin), 1
time, 74
time-derived measures, 65
time invested in shopping, 63–64
TNS Multicultural, 2, 94, 161. See also Morales, Emil
total store management, 121–123, 126
Toys-R-Us, 192
trade and promotional allowances, 114
Trader Joe’s, 25, 93, 109, 118
The “Traveling Salesman” Goes Shopping (Wharton School Study), 42
Trip Management research (Unilever), 136–142
truth, moments of. See moments of truth
on appeal of quick trips, 134–135
on categories purchased most often on quick trips, 140–142
definition of quick trip, 133–134
on meeting needs of quick-trip shoppers, 142–145
on pre-store decisions affecting quick trips, 135–136
on Quick-Trip Paradox, 140
Trip Management research, 136–140
U
underdeveloped products, 107
Unilever, 20, 133. See also Twitty, Mike
Trip Management research, 136–142
users versus testers, 207, 209
utilitarian shopping, 155
V
variety in shopping, 153
vendors. See brand suppliers
VideoCart, 192–193
Views from the Hills of Kentucky (newsletter), 207
in-store packaging case studies, 210–211
capital-intensive product form change, 210
package design research, 210–211
package outage problem, 209
testers versus users, 207–209
vision research, 50–53
visitors, converting to shoppers, 100–102
vital items
displaying on dominant path, 200
overview of, 200–202
VitalQuadrant™ analysis, 106–108
W-X-Y-Z
Wal-Mart, 19
“Marketside” small-format stores, 25
use of VideoCart, 192
Walgreens, 77
walking speed, quick-trip shoppers versus stock-up shoppers, 30
Walton, Sam, 19
Watson, Thomas J., 113
web browsing clickstreams, 150
Whyte, William, 75
Woolworth, Frank W., 25
WPP, 2