Retail Marketing - Explain critical areas in quality service, a promotion schemes and corporate ethics that can help to build a retail store image
Explain critical areas in quality service, a promotion schemes and corporate ethics that can help to build a retail store image
There is no doubting the global influence of retail service quality as well as retailing schemes for promotions in building better and ideal store image which accounts for company reputation and ethical means. The critical areas can be persuasive to note as for example in the area of retail ethics consideration there plays certain various quality award schemes that leads to a successful retail promotion strategies as there can positively allow retail store image on a better stature catering to retail store integrated approach implying to quality services offered in each of the store areas, critical on the side of low operational skills in order to achieve effective store imaging and promotion accountability towards its customers. Thus, retail oriented business ethics has the potential to become significant aspect of brand and image innovation strategy and culture of the retail process. Critical towards achievable quality standards as such of desirable customer services and care of products offered at and may have issues towards adequate promotions and employee assumed ethics conduct that includes overall store management and business environment, creating image awareness for the common good and that of wider retail store responsibility. The approach is to internalize within retailers concern for ethical matters, and the appointment of consumer advocate with access to marketing tenets for sales drive options and be able to provide justification for involvement of retail services quality and in business ethics. Thus, promotions enclosed with ethical considerations integrate guarantee way to ensure such as through adoption of total service quality procedures found within the store and be protective of the image they hold for instance, Wal-Mart stores as well as Morrison’s and Safeway. However it is not precise that the quality service in retailing has placed sufficient emphasis on ethical considerations for such imaging as well as branding to be appropriate. The demand for separate ethical audits of retail stores demonstrates that there are perceived gaps in the systems and procedures of service quality cycles. For example, if the few references to ethics belie the true incidence of ethical criteria, then it would seem to be sound public relations initiative to reference such retail promotions and even to permit a dedicated quality service audits be derived from the main quality auditing of the retail store to keep positive image going and going and not stagnate. For better store image, store sites and locations matter in order to act out well on the services and promotions and exercise a just ethics application mostly in dealing with loyal and potential customers be it on a traditional way or e-shopping types. Thus, be able to invite the proliferation of multitude of unnecessary and confusingly overlapping retail promos which will less than optimally fulfill the needs of the various retailers for whom service quality optimization are intended. There is also critical points on retail management handling that centers on specific elements in the retail store environment in which there influence consumers’ inferences about merchandise and service quality and discusses the extent to which these inferences mediate the influence of the store environment on store image that ambient and social elements in the store environment provide cues that consumers use for their quality inferences. In addition, store environment as well as service quality can be posited to be antecedents of store image rather than components of store image.
The retail image ranges as high quality brand alternatives to leading manufacturer brands required not only changes in product quality, but in other visible clues from which consumers build their perceptions development of innovative products in high value markets. In order to develop such technology products and to ensure constant quality of product, retailers were required to pursue the more proactive, partnership type relationships with image players. Manufacturers argue that association with their brands through packaging clues imply that the retail brand has the same product qualities or even originate from the same manufacturer. In response retailers claim that certain color coding and packaging conventions are synonymous with particular product groups so some similarity is necessary to aid product and brand comparison. Despite a number of studies attempting to measure consumer confusion covering a range of products, methodologies and implemented in different countries, there is no clear consensus over the degree of confusion and mistaken purchase. The quality characteristics of retail areas are shown according to their distance from the town centre, position in the intra-urban retail hierarchy, period of development, location with respect to the road network, morphological attributes, fabric contiguity and the socio-economic character of their tributary areas. The use of loyalty cards as a knowledge tool has become so critical that retailers offer customers substantial rewards in return for card subscription and continuous use, being aware that knowledge accumulates only if consumers keep on using the cards they subscribe to. To be an effective instrument for retailers to obtain customer knowledge, loyalty cards must have value for their holders. Consumers will use the card every time they shop only if they perceive it as worthwhile to do so. Although the value of using a card may seem self-evident, this is not actually the case for many cardholders. Therefore promotional inducements appear to be the engine which gives power to store image and thus generation of retailing knowledge as promotional incentives expressed in absolute terms seem important than total shopping basket, it could be more effective and efficient to tie the rewards of card scheme to consumers’ shopping frequency.
There is recognition of the source of retail image in line with quality, promotion and ethics for instance, TESCO significance of wielding improved buying and information power in a more proactive way and the benefits of centralization in creating uniform retail promotion tactics, culminated in clear recognition by several UK grocery retailers of importance and potential of critical process in developing retail store image. It is important to appreciate the context within which these developments maybe taking place, quality positioning is relative to others in retail marketplace. From the generic market positioning of the leading grocery retailers was to focus attention upon non-price competition, whilst maintaining price competitiveness on key lines and further encouraged or enabled through local market monopolies reinforced by the planning process and be aware of significant competitive threat from segments of store image and reputation. There emphasis to addition of income-generating services such as dry cleaning, coffee shops and photo-processing and customer-service initiatives such as car parking facilities, bag packing schemes and customer service desks. In such store image, investment in high quality, standardized or conforming retail stores will represent an investment in image releasing value added built up in retail stores as such Marks and Spencer, which operated 100 percent retail brand policy, but one based upon high added value, innovative food products. The crucial factor in the realignment of retail brand ranges has been clear appreciation of what the retail trade name means to the customer, it is the retail trade name which is placed on the product and the values that customers attribute to that trade name which are transferred to the product. If the retailer wishes its retail brand product range to be perceived as high quality alternative, comparable to the leading manufacturer brands, it must ensure that its trade name carries the appropriate values and that store image has been established coherently in the minds of the consumer via its stores. Retail consumers will transfer brand connotations to the product range from the experiences of the retail store. If the chain has poor image, for example its stores are perceived as low quality with disinterested staff, low levels of customer service and failing to deliver pleasant shopping experience, the values will be transferred to the product. Thus, does not put its own trade name on retail brand products as well as the attempt to develop strong retail brand in this time and develop coherent image and transfer values to retail product range. The typical brand product range comprised structure of leading manufacturer brand, seen as the high quality alternative of acceptable quality for better promotions at a low price with basic market segmentation principles. Thus, consumers tended to compare the retail brand offer with the retail generic offer. Price and quality perceptions tended to link these two brands together, in effect lowering the quality perceptions of the retail brand. Rather than the three-tier branded offer made available by the retail company, the consumer perceived such offer of manufacturer brand and retail brand and carefully managed by the retail chains.
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