Index
A
A&P (The Great Atlantic & Pacific Tea Company), 26–32
ability to pay, 150
Accelerated Merchandising, 10
active retailing
displays, role of, 82
overview, 126
shopper-assisted environments
checklist, 71
dominant shopping path, 67–71, 255
open spaces and sightlines, 5–10, 66–67, 255–256
shopper’s time, management of, 53–59
total store management, 239–245
affinity sales
Amazon
case study: Seattle store, 109–110
techniques for bricks stores, 104–106
leader category affinities, 244
“aisleness” of stores, 212–214
allocation, products/shopper, 3–5
Amazon
effect on shopper expectations, 61
efficiency, 254
Everything Store strategy, 37, 135
online sales
Long Tail, 93
techniques for bricks stores
case study: Seattle store, 107–112
crowd-social marketing, 104–106
curated information, 107
Long Tail, 106
overview, 95
selection, 101
angst
Angst purchase state, 37
long-cycle purchasing, 194–195
assisting shopper navigation. See navigation
Autopilot purchase state, 37, 206
B
“bazaar” shopping designs, 213
behavior of shoppers. See shopper behavior
Berra, Yogi, 77
Big Head
Big Head stores, 226
creating easy access to, 256
displaying on dominant shopping path, 255
focus on, 257
most frequently purchased items, 169–170
big-store strategy, 59
birth of self-service retail, 26–32
Bluetooth, measuring time in-store with, 54–55
Bohr, Niels, 15
BOPIS (buy-online-pick-up-in-store), 129
need for retailing evolution, 248–249
retailer/manufacturer relationship, 237–239
stopping and closing power, 257
bricks-and-mortar retailers
Amazonian techniques
case study: Seattle store, 107–112
crowd-social marketing, 104–106
curated information, 107
Long Tail, 106
selection, 101
BOPIS (buy-online-pick-up-in-store), 129
as convenience stores, 136
weaknesses of, 253
buy-online-pick-up-in-store (BOPIS), 129
C
capital, parked, 39
categories
categories purchased most often on quick trips, 167–168
category reinvention, 257
Long Tail product categories, 80–81
center-entrance stores, 207
checkout
chewing gum sales at checkout, 237–239
choice, validation of, 152
Cialdini, Robert, 93
clock-calendar time, 194
clockwise shopper movement, 210
closing sales
bricks-and-mortar retailers
top sellers, 104
got stage of shopping, 146–147
long-cycle purchasing, 153
club stores
quick trips, 165
Coca-Cola, 240
collaboration between retailers and manufacturers, 237–239
COMB (convergence of online, mobile, and bricks-and-mortar), 43
communal pantries, stores as, 35–36
competition
product/shopper competition, 3–5
completing transactions, 153
constancy of crowd, 95
consumer-packaged-goods (CPG), 246
context, importance of, 249–251
convergence of online, mobile, and bricks-and-mortar (COMB), 43
Coriolis Effect, 210
Costco
global position, 253
selection, 102
counterclockwise shopper movement, 210
CPG (consumer-packaged-goods), 246
creative destruction, 16
crowd behavior, 120
crowd-social marketing
Amazon
case study: Seattle store, 109–110
curated information provided by Amazon, 94–95
currencies of shopping
D
Delight purchase state, 36
demand, global, 254
“bazaar” shopping designs, 213
Big Head stores, 226
compound stores, 226
navigation
checklist, 71
dominant shopping path, 67–71, 255
open spaces and sightlines, 5–10, 66–67, 255–256
product/shopper allocation, 3–5
open space
offset shelves, 216
orientation and layout, 216–219
research into, 227
serpentine design, 225
desire, building
long-cycle purchasing, 144–147, 149–150
digital media, 257
direction of shopper movement, 207–210
active retailing, 82
ideal dimensions of, 214
offset shelves, 216
orientation and layout, 216–219
promotional displays, 255
dominant shopping path
Amazonian navigation principles, 96–101
online paths, 119
E
edge detection, 127
education, role in shopper’s journey, 151–152
efficiency
inefficiency, power of, 218–219, 249
elapsed time, 193
emotional tone of brands, 245–246
emotional totems, 257
end-of-aisle displays, 102–104, 182–188
engagement of shoppers, 147–149
Envirosell, 227
evolution of retailing, 15–16, 25–32, 248–249
eye-tracking studies
long-cycle purchasing, 173–177
online sales, 118
opportunity to final purchase, 23–25
F
Fader, Peter
interview with
active retailing, 126
crowd behavior, 120
current research, 127
effect of Internet on behavior studies, 116–117
efficiency in shopping, 123–124
lessons from offline shopper behavior, 119–120
need for behavior modeling, 126
online shopping paths, 119
online versus offline behavior patterns, 117–118
pace of shopping trips, 121
relationship between frequency and time, 205–206
shopper experience, 124
variety in shopping, 122
fast-moving-consumer-goods (FMCG), 246
Fender, Freddie, 57
First Light Insight, LLC, 156
Five Vital Tenets of Active Retailing
management of Long Tail, 76–81
management of shopper’s time, 53–59
shopper-assisted environments
checklist, 71
dominant shopping path, 67–71, 255
open spaces and sightlines, 66–67, 255–256
fixed time, 56
fixtures. See displays; shelving
float, 233
FMGG (fast-moving-consumer-goods), 246
frequency
of exposure to in-store media, 182–188
of purchases, 245
frozen foods, location of, 209
Frustration/Angst purchase state, 37
G
got stage of shopping, 146–147
The Great Atlantic & Pacific Tea Company (A&P), 26–32
GRPs (gross rating points), 182–183, 205–206
gum sales at checkout, 237–239
H
Habit: The 95% of Behavior Marketers Ignore (Martin), 76
habitual marketing, 259
HEB, 225
hedonic-time dimensions, 33
higher-cost purchases, 142–143
highest-selling items
creating easy access to, 256
displaying on dominant shopping path, 70–71
I
IBM, 231
iconic images, 257
ideal self-service retail experience, 41–43
IKEA store design, 6
immediate close
Amazonian techniques for bricks stores, 101–104
inefficiency, power of, 218–219, 249
information, providing to customers
Amazonian techniques for bricks stores, 107
information acceleration, 118
insight needs, 156
in-store migration patterns
clockwise versus counterclockwise, 210
location hypothesis, 211
main store versus promotional store, 219–221
open space
“aisleness” of stores, 212–214
offset shelves, 216
orientation and layout, 216–219
product hypothesis, 219
shopper movement through stores, 204–205
store design
Big Head store, 226
research into, 227
serpentine design, 225
in-store visibility, improving, 176–177
Internet, effect on behavior studies, 116–117
J-K-L
labels, evolution of, 259
laboratory research, 258
leveraging purchase states, 26–28
Lewis, Robin, 93
life changes, 150
Linden, Greg, 88
location hypothesis, 211
Long Tail
Amazon
case study: Seattle store, 110–111
online sales, 93
techniques for bricks stores, 106
long-cycle purchasing
consumer anxiety and indecision, 142–143
desire, building, 144–147, 149–150
romancing the sale, 144
shopper engagement spectrum, 147–149
shopping process, 143
time, role of, 143
loyalty card programs, 234–235
M
Machado, Antonio, 199
management
shopper navigation of store
checklist, 71
dominant shopping path, 67–71, 255
open spaces and sightlines, 5–10, 66–67, 255–256
shopper’s time in-store, 53–59
total store management, 239–245
manufacturer/retailer relationship
collaboration between retailers and manufacturers, 237–239
margin on sales, 233
marketing, crowd-social
bricks-and-mortar retailers, 104–106
mathematical modeling of webby stores, 129–135
maximizers, 190
McDonald’s, 207
McKinley, William, 173
McLaurin, Ian, 232
MediaCart, 216
merchandising
Accelerated Merchandising, 10
merchandise promotional planning, 245–246
in-store migration patterns, 205–206
migration patterns (in-store)
clockwise versus counterclockwise, 210
location hypothesis, 211
main store versus promotional store, 219–221
open space
offset shelves, 216
orientation and layout, 216–219
product hypothesis, 219
shopper movement through stores, 204–205
store design
Big Head store, 226
research into, 227
serpentine design, 225
mobile, role in retail, 153
models (behavior), need for, 126
Modiv Shopper, 216
Moe, Wendy (interview with)
current research, 127
effect of Internet on behavior studies, 116–117
efficiency in shopping, 123–124
online shopping research, 124–125
online versus offline behavior patterns, 117–118
moments of truth
definition of, 177
N
natural research, 258
Amazon
case study: Seattle store, 107–108
techniques for bricks stores, 96–101
checklist, 71
dominant shopping path
Amazonian navigation principles, 96–101
online paths, 119
in-store migration patterns
clockwise versus counterclockwise, 210
location hypothesis, 211
main store versus promotional store, 219–221
product hypothesis, 219
shopper movement through stores, 204–205
navigational angst, 195
online paths, 119
open spaces and sightlines
patterns of movement, 242
product/shopper allocation, 3–5
store design
Big Head store, 226
research into, 227
serpentine design, 225
navigational angst, 195
O
offset shelves, 216
omnichannel retailing, 146–147
online reviews, 127
Amazon
Long Tail, 93
techniques for bricks stores, 95–112
online reviews, 127
online shopping research, 124–125
online versus offline behavior patterns, 117–118
online versus offline behavior patterns, 117–118
OOS (out-of-stock) items, 22–23
open space
“aisleness” of stores, 212–214
offset shelves, 216
orientation and layout, 216–219
“From Opportunity to Final Purchase” (eye-tracking study), 23–25
orientation and layout, 216–219
OTS (opportunity to see), 188
out-of-stock (OOS) items, 22–23
P
pace of shopping trips, 121
packaging
stopping and closing power, 257
verbosity, 257
Pão de Açucar, 215
The Paradox of Choice (Schwartz), 93, 122, 189
parked capital, 39
passive retailing, 49–51, 246–247
patterns of movement, 242
perimeter
per-item time, 56
placement of vital items, 256–257
Polinchock, David, 188
prediction, challenges of, 15
Principle of Social Proof, 93
produce, location of, 209
product benefits, 150
product hypothesis, 219
product placement of vital items, 256–257
product/shopper allocation, 3–5
profits in retail, sources of, 232–234
promotional (secondary) store, 219–221
promotions
buy time, 245
promotional (secondary) store, 219–221
promotional allowances, 233
promotional displays, 255
purchase frequency, 245
purchase states
Frustration/Angst, 37
Routine/Autopilot, 37
Surprise/Delight, 36
purchasing, long-cycle
consumer anxiety and indecision, 142–143
desire, building, 144–147, 149–150
romancing the sale, 144
shopper engagement spectrum, 147–149
shopping process, 143
time, role of, 143
Q
categories purchased most often on, 167–168
consumer considerations influencing where and how to shop, 161
focus on, 254
implications for retailers and manufacturers, 171
overview, 155
pre-store decisions, 160
shopper motivations for, 168–169
“trip management” research, 161–164
walking speed, 170
warehouse clubs and supercenters, 165
R
radio frequency identification (RFID) tags, 118
reach, 182–188, 205–206, 246–247
real estate, 233
real-world research, 258
reinventing categories, 257
research
edge detection, 127
eye-tracking studies
long-cycle purchasing, 173–177
online sales, 118
laboratory versus real-world, 258
online reviews, 127
online shopping research, 124–125
into store design, 227
retail profits, sources of, 232–234
retail strategies. See also navigation; online sales
active retailing
displays, role of, 82
overview, 126
shopper-assisted environments, 63–71
shopper’s time, management of, 53–59
total store management, 239–245
Big Head
creating easy access to, 256
displaying on dominant shopping path, 255
focus on, 257
big-store strategy, 59
brand strategies
need for retailing evolution, 248–249
retailer/manufacturer relationship, 237–239
stopping and closing power, 257
category reinvention, 257
COMB (convergence of online, mobile, and bricks-and-mortar), 43
crowd-social marketing
bricks-and-mortar retailers, 104–106
habitual marketing, 259
long-cycle purchasing
consumer anxiety and indecision, 142–143
desire, building, 144–147, 149–150
shopper engagement spectrum, 147–149
shopping process, 143
time, role of, 143
loyalty card programs, 234–235
merchandise promotional planning, 245–246
moments of truth
definition of, 177
need for retailing evolution, 248–249
omnichannel retailing, 146–147
promotional displays, 255
quick trips
categories purchased most often on, 167–168
consumer considerations influencing where and how to shop, 161
focus on, 254
implications for retailers and manufacturers, 171
overview, 155
pre-store decisions, 160
shopper motivations for, 168–169
“trip management” research, 161–164
walking speed, 170
warehouse clubs and supercenters, 165
reach, 182–188, 205–206, 246–247
retailer/manufacturer relationship
collaboration between retailers and manufacturers, 237–239
self-service retail evolution
changing retail landscape and, 46–47
development of, 16
ideal self-service retail experience, 41–43
purchase states, leveraging, 26–28
total store management, 239–245
definition of, 129
retailer/manufacturer relationship
collaboration between retailers and manufacturers, 237–239
retailing evolution, 15–16, 25–32, 248–249
Retailing: The Trojan Horse of Global Freedom and Prosperity, 15
reviews, online, 127
RFID (radio frequency identification), 118
romancing the sale, 144
Routine/Autopilot purchase state, 37
S
sales margin, 233
salespeople
role in closing transaction, 153
satificers, 189
Scammell-Katz, Siemon, 202, 227
Schumpeter, Joseph, 16
selection
Amazon
case study: Seattle store, 109–110
techniques for bricks stores, 101
Costco, 102
self-service retail evolution
changing retail landscape and, 46–47
development of, 16
ideal self-service retail experience, 41–43
step-by-step process to leverage Surprise/Delight/Now! purchase states, 44–46
selling. See also retail strategies
sales margin, 233
salespeople
role in closing transaction, 153
sequential selling, 71–76, 120–121
serpentine design, 225
ideal dimensions of, 214
offset shelves, 216
orientation and layout, 216–219
efficiency
eye-tracking studies
long-cycle purchasing, 173–177
online sales, 118
opportunity to final purchase, 23–25
hedonic-time dimensions, 33
ideal self-service retail experience, 41–43
insight needs, 156
in-store migration patterns
clockwise versus counterclockwise, 210
location hypothesis, 211
main store versus promotional store, 219–221
product hypothesis, 219
shopper movement through stores, 204–205
long-cycle purchasing
anxiety and indecision, 142–143
satificers, 189
maximizers, 190
most frequently purchased items, 169–170
navigation of store
checklist, 71
dominant shopping path, 67–71, 255
open spaces and sightlines, 5–10, 66–67, 255–256
patterns of movement, 242
product/shopper allocation, 3–5
online shoppers
crowd behavior, 120
effect of Internet on behavior studies, 116–117
eye-tracking studies, 118
lessons from offline shopper behavior, 119–120
need for behavior modeling, 126
objectives of online shoppers, 124–125
online versus offline behavior patterns, 117–118
pace of shopping trips, 121
purchase states
Frustration/Angst, 37
Routine/Autopilot, 37
Surprise/Delight, 36
quick trips
categories purchased most often on, 167–168
consumer considerations influencing where and how to shop, 161
implications for retailers and manufacturers, 171
overview, 155
pre-store decisions, 160
shopper motivations for, 168–169
“trip management” research, 161–164
walking speed, 170
warehouse clubs and supercenters, 165
shopper engagement spectrum, 147–149
shopper experience, 124
store designs and
Big Head store, 226
research into, 227
serpentine design, 225
total store management and, 239–245
variety in shopping, 122
web-browsing patterns, 118
shopper engagement spectrum, 147–149
shopper experience, 124
shopper-assisted environments
checklist, 71
dominant shopping path, 67–71, 255
open spaces and sightlines
short trips. See quick trips
“shouting” at customers, 21–23
sightlines
single-item purchases, 158
size of stores
small stores, rise of, 163–164
small stores, rise of, 163–164
Social Proof, Principle of, 93
speeding up path-to-purchase, 151–153
states (purchase)
Frustration/Angst, 37
Routine/Autopilot, 37
Surprise/Delight, 36
Stew Leonard’s, 163–164, 189, 225, 253
store design
“bazaar” shopping designs, 213
Big Head store, 226
compound store, 226
navigation of store
checklist, 71
dominant shopping path, 67–71, 255
open spaces and sightlines, 5–10, 66–67, 255–256
product/shopper allocation, 3–5
open space
“aisleness” of stores, 212–214
offset shelves, 216
orientation and layout, 216–219
research into, 227
serpentine design, 225
small stores, rise of, 163–164
store navigation. See navigation
strategy. See brand strategies; retail strategies
supermarket profits, sources of, 232–234
Surprise/Delight purchase state, 36
T
time
clock-calendar time, 194
elapsed time, 193
as metric for advertising exposure, 205–206
role in long-cycle purchasing, 143
time in-store, measuring, 53–57
time-derived measures, 194
time-lapse photography, 201–203
tipping point, facilitating
long-cycle purchasing, 144–147, 149–150
Tolkien, J. R. R., 7
total store management, 239–245
Toys-R-Us, 43
trade allowances, 233
Trader Joe’s, 226
traffic flow. See navigation
transactions, completing, 153
“trip management” research, 161–164
truth, moments of
definition of, 177
insight needs, 156
quick trips
categories purchased most often on, 167–168
consumer considerations influencing where and how to shop, 161
implications for retailers and manufacturers, 171
needs of quick-trip shoppers, 169–171
pre-store decisions affecting, 160
Quick-Trip Paradox, 166
shopper motivations for, 168–169
walking speed of quick-trip shoppers, 170
to warehouse clubs and supercenters, 165
“trip management” research, 161–164
U
urgency, sense of, 91
V
validation of choice, 152
values, brand. See brand strategies
variety in shopping, 122
verbosity, 257
Views on the World of Shoppers, Retailers, and Brands, 1
vision studies
long-cycle purchasing, 173–177
online sales, 118
opportunity to final purchase, 23–25
vital items
creating easy access to, 256
displaying on dominant shopping path, 70–71
W-X-Y-Z
Walgreen’s, 208
Walmart
global position, 253
in-store media, 182
Walton, Sam, 31
wants, 145
warehouse clubs, quick trips to, 165
Watson, Thomas J., 231
web-browsing patterns, 118
webby stores
definition of, 129
Whyte, William, 206
wishes, 145
Woodward, Robert, 131