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英译中 求翻译 在线等 有追加
In the present article, we offer some findings on the extent
to which some of the regularities in patterns of grocery
store choice observed by Keng and Ehrenberg (1984) extend
to another category of retail stores--women's specialty
clothing stores. In their segmentation analysis of the
Chicago fashion market, Kopp, Eng, and Tigert (1989)
identified an apparel retail group called "Career-Women
Fashion Specialty Stores." This grouping of the fashion
market corresponds to the stores used in our study. In particular,
women's specialty clothing stores here are characterized
as being "upscale" with designer clothing for professional
and casual dressing. These stores tend to be smaller
than department stores, are independently owned and operated,
rely on establishing long-term relationships between
salesperson and client, and do not use discounting tactics.
In addition to exploring store choice tendencies, we also
suggest and apply a gain/loss analysis to explore the competitive
structure of the women's specialty clothing market.
Given that most customers can be expected to have a favorite
store but not be store loyal, gain/loss analysis among
competing stores is an advanced type of preference/
vulnerability analysis based on shopping behavior.
Kopp, Eng, and Tigert (1989) maintain that using competitor
analysis by retail store type allows for better understanding
of the retail environment. Their results indicate
that grouping competitors "produces a more managerially
useful view of the market, particularly for highly competitive
markets such as fashion retailing" (p. 496). Corstjens
and Doyle (1989) also call for active monitoring of the
competitive structure of retail markets in order to keep pace
with an often rapidly changing environment.
Gain/loss analysis as studied here may be more useful
than the store (or brand) loyalty and vulnerability analysis
proposed by Wind (1977). The basic vulnerability matrix
developed by Wind (1977, p. 314) is a 3 x 3 factorial of
behavior (buy at store X regularly, buy occasionally at store
X, and do not buy at store X) and attitude ("like" store X,
"indifferent" to store X, and "dislike" store X). Such an
analysis fails to identify the specific stores which pose the
greatest threat to a given store, store X, and which stores are
most vulnerable to store X's marketing strategy. Also,
learning patterns in customer shopping behavior among
competing stores is likely to be a more useful and accurate
research step to take before measuring customers' global
attitudes toward a given store.
In the present article, we offer some findings on the extent
to which some of the regularities in patterns of grocery
store choice observed by Keng and Ehrenberg (1984) extend
to another category of retail stores--women's specialty
clothing stores. In their segmentation analysis of the
Chicago fashion market, Kopp, Eng, and Tigert (1989)
identified an apparel retail group called "Career-Women
Fashion Specialty Stores." This grouping of the fashion
market corresponds to the stores used in our study. In particular,
women's specialty clothing stores here are characterized
as being "upscale" with designer clothing for professional
and casual dressing. These stores tend to be smaller
than department stores, are independently owned and operated,
rely on establishing long-term relationships between
salesperson and client, and do not use discounting tactics.
In addition to exploring store choice tendencies, we also
suggest and apply a gain/loss analysis to explore the competitive
structure of the women's specialty clothing market.
Given that most customers can be expected to have a favorite
store but not be store loyal, gain/loss analysis among
competing stores is an advanced type of preference/
vulnerability analysis based on shopping behavior.
Kopp, Eng, and Tigert (1989) maintain that using competitor
analysis by retail store type allows for better understanding
of the retail environment. Their results indicate
that grouping competitors "produces a more managerially
useful view of the market, particularly for highly competitive
markets such as fashion retailing" (p. 496). Corstjens
and Doyle (1989) also call for active monitoring of the
competitive structure of retail markets in order to keep pace
with an often rapidly changing environment.
Gain/loss analysis as studied here may be more useful
than the store (or brand) loyalty and vulnerability analysis
proposed by Wind (1977). The basic vulnerability matrix
developed by Wind (1977, p. 314) is a 3 x 3 factorial of
behavior (buy at store X regularly, buy occasionally at store
X, and do not buy at store X) and attitude ("like" store X,
"indifferent" to store X, and "dislike" store X). Such an
analysis fails to identify the specific stores which pose the
greatest threat to a given store, store X, and which stores are
most vulnerable to store X's marketing strategy. Also,
learning patterns in customer shopping behavior among
competing stores is likely to be a more useful and accurate
research step to take before measuring customers' global
attitudes toward a given store.
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