What are some uses and limitations of spatial location models?
There can be uses and limitations of spatial location models for instance, certain spatial models will use other tools needed and aid those management team in their decision-making processes as such towards a possible new location store sites. The use of these models is to give metrics and measurements of landscapes ideal for retailing business built up and limit only to setting forth of outcomes based on spatial considerations but can’t give accurate prognosis for retail store effectiveness due to location choices and plans. Thus, use to measure desirable land area that retail team can follow in putting a business may it be new venture or an expansion of an existing retail operation and limited only to measuring sites for land feature as there can account to site complexity and over dynamic ways. Spatial models are helpful to retail managers because several of the models consider store and customer based relationships and the arrangement of retail store for such space and timeframe. The visualizations that accompany spatial models may permit retail store managers to recognize and see the effects of such site location management as well as strategies towards retail business execution and interest for reliable market demand and potential finance resources and reserves. However, such expense entailed in developing retail databases required for spatial location models may limit widespread implementation of the overall retail features and structures. In addition, many location models were developed for one or a few retail branches and outlets and dealing with multiple factors towards retailing process remain to be a significant challenge in realizing retail market success. To be most useful to retail managers, spatial location models will have to be customer and employee friendly, easily to adjust on measure cues, and achieve solid retail operations from within spatial and temporal scales appropriate to retail location sites decisions and using of retail sites input and output tools and measured affordably However, less attention has been given in the development of location models to understanding retail business process that underlies retail site ways, more fully articulated spatial models are necessary, focusing on retail site modeling. From such point, it is argued that spatial location models are of ad hoc development without retail theoretical framework and susceptible to certain conceptual and estimation problems for retail business start up. Although these models are developed within rigorous retail sites, they are of limited use in developing spatial location models for retail application.
What are some key dimensions of retail atmospherics that can be manipulated to influence consumers buying decision?
Although not usually recognized in the published work in retail atmospherics, the environment created by retail managers is an important strategic variable. Most of the work in atmospherics has focused on consumer reactions to environments while the strategic dimensions of this decision have largely been ignored. There explore gap by focusing on the managerial dimensions of store atmosphere by linking retail strategies and atmospheric design with consumer behaviors and issues and underscores the necessity for retail managers to have specific goals for the atmosphere in mind before creating a store design since the retail environment is capable of eliciting wide range of behaviors from consumers. Thus, positive affect and negative affect impact the measure, but the impact is facilitated through both feelings' relationship with hedonic and utilitarian shopping value. Many factors, both obvious and subtle, influence customers’ store patronage intentions. Using videotape technology that enabled us to experimentally manipulate the number of visible store employees, number of customers, and music, we test the relative importance of wait expectations and store atmosphere evaluations on patronage intentions and that constructs are found to be critical antecedents of store patronage intentions in the context of the service-intensive retail store at which the model can be tested and there has found support for the direct effects of gender on wait expectations and store atmosphere evaluations. We discuss some implications for retailing research and practice