Percentage rent contracts between co-stores

Moussawi-Haidar, Lama; Çömez-Dolgan, Nagihan

doi:10.1016/j.ejor.2016.08.063

Cited by 6 publications

(8 citation statements)

References 51 publications

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“…There was then a shortcoming in the literature during 20 years. Recent years have seen renewed interest in this topic, with studies focussing more on branding and positioning issues (Netmeyer et al, 2012;Badrinarayanan and Becerra, 2016;Gaupp and Kuhn, 2016;Banerjee and Drollinger, 2017) and on relationships between manufacturers and retailers within shop-in-shop arrangements ( Jerath and Zhang, 2010;Kim et al, 2011;Li et al, 2016;Moussawi-Haidar and Çömez-Dolgan, 2017). It is worth noting that shop-inshops were observed in an international context as a foreign operation mode (Moore and Birtwistle, 2004;Palmer and Quinn, 2005;Wigley and Chiang, 2009) or more recently in an online context (Abhishek et al, 2015); however, this is not the focus of this study.…”

Section: Literature Review and Hypotheses Description Of A Retailer-run Shop-in-shopmentioning

confidence: 97%

“…It is operated either by a manufacturer or a retailer under the roof of traditional retailers ( Jerath and Zhang, 2010;Kim et al, 2011). It attracted attention in marketing and retailing research in the 1970s and 1980s (Davidson, 1970;Ognjenovic, 1980;Worthington, 1984Worthington, , 1985Worthington, , 1988McGoldrick, 1987), and knows a renewed interest since the 2010s ( Jerath and Zhang, 2010;Kim et al, 2011;Gaupp and Kuhn, 2016;Li et al, 2016;Moussawi-Haidar and Çömez-Dolgan, 2017). This academic conversation has primarily focussed on retailers hosting shop-in-shops and on manufacturers running shop-in-shops.…”

Section: Introductionmentioning

confidence: 99%

“…This hosted retailer has no financial investment in premises or sites with shop-in-shops, unlike stand-alone stores (Kim et al, 2011;Li et al, 2016). The host retailer charges rent for the floor space used by the concessionaire, monitors the presence of different shop-in-shops and runs the store and its brand (Moussawi-Haidar and Çömez-Dolgan, 2017).…”

mentioning

confidence: 99%

“…Shop-in-shop as a store format A store format is a specific configuration of the retailing mixproduct offered, approach to customer services and personnel, pricing policy adopted, location favoured, approach to store environment and communication proposed (Reynolds et al, 2007;Calvo-Porral and Lévy-Mangin, 2014). From this perspective, the shop-in-shopcompared with stand-alone company-owned or franchised shopsis considered an innovative format because of its unique combination of attributes that eases consumers' shopping experience (Sorescu et al, 2011;Badrinarayanan and Becerra, 2016;Moussawi-Haidar and Çömez-Dolgan, 2017). A shop-in-shop is of limited size and located inside another store.…”

mentioning

confidence: 99%

“…Combining carefully selected brands in a single location lead to better brand exposure and brand reinforcement (Netmeyer et al, 2012;Banerjee and Drollinger, 2017). Operational efficiency is also likely to stem from the shared premises and cross-trained employees that are specific to a shop-inshop format ( Jerath and Zhang, 2010;Moussawi-Haidar and Çömez-Dolgan, 2017). Investments in shop-in-shops are lower than those normally made in stand-alone units.…”

mentioning

confidence: 99%

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Determinants of retail store network expansion via shop-in-shops

Picot-Coupey

Viviani

Amadieu

2018

IJRDM

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Purpose Why do some retail networks operate shop-in-shops along with stand-alone units while others do not? Drawing on a resource-based and intellectual capital (IC) perspective as a broad theoretical lens, the purpose of this paper is to focus on retailer-run shop-in-shops and examine the determinants of their adoption. Design/methodology/approach To gain a comprehensive understanding of shop-in-shop adoption by retail branded networks, a research design mixing a quantitative study (n = 170) and a qualitative study (n = 19) was adopted to test nine hypotheses regarding these determinants of the adoption of retailer-run shop-in-shops and explore in greater depth the processes whereby they actually occur. Findings The main findings show that intangible resources are major determinants of the choice to operate shop-in-shops while tangible resources are minor determinants. The more robust results of the analysis lie in the positive effect of own-label merchandise range, premium pricing strategy, positioning based on symbols, retail concept fast renewal and high sector specialisation on the choice to operate a shop-in-shop. The effect of financial constraints on the decision to expand via shop-in-shops is limited. Research limitations/implications The authors emphasise the importance of marketing-related and company-related characteristics in differentiating the likelihood of retail networks to expand via shop-in-shops. These results lend support to the relevance of a resource-based and IC perspective in explaining the propensity of retailers to develop via shop-in-shops. Practical implications The decision to operate shop-in-shops should depend on the extent to which intangible resources – the most important being retail positioning grounded in symbols, an own-label merchandise range, and a high retail branded network reputation – can be valued and enhanced. Expanding a retail network via shop-in-shops does not appear to be a financially constrained expansion strategy: it must be considered as a relevant first best strategy when an independent and young retail company has intangible resources to value but limited tangible resources. Originality/value The study contributes to channel management and retailing research in four ways. First, it precisely delineates the specific characteristics of shop-in-shops. Second, it provides theoretical explanations – based on a resource and IC perspective – of determinants that influence the choice of shop-in-shops. Third, it empirically tests the influence of marketing-related and company-related characteristics when adopting shop-in-shops. Fourth, it provides insights into how adopting shop-in-shops. To the authors’ knowledge, the research is on the first to analyse theoretically and test the determinants for the choice of retailer-run shop-in-shops.

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