Sustainable development concept and creation of innovative business models by retail chains

Bilińska–Reformat, Katarzyna; Kucharska, Barbara; Twardzik, Małgorzata; Dolega, Les

doi:10.1108/ijrdm-04-2017-0071

Cited by 37 publications

(25 citation statements)

References 37 publications

(33 reference statements)

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“…Fashion retailers assume that they can, for the foreseeable future, attract consumers to high-street stores through previous successful approaches and business models (Bilińska-Reformat et al , 2019). Yet electronic commerce (e-commerce) has changed consumers' shopping habits.…”

Section: Introductionmentioning

confidence: 99%

How to design fashion retail's virtual reality platforms

Xue

Parker

Hart

2020

IJRDM

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PurposeHigh-street fashion retail faces an uncertain future because of fluctuating consumer shopping habits. To revive fashion retailers, adopting disruptive technologies such as virtual reality (VR) becomes important to offer highly valued consumer experiences. Yet v-commerce designers still lack sufficient guidance to create effective retail environments. This paper establishes the v-commerce experience that targets fashion consumers’ desire and presents 13 specific design guidelines.Design/methodology/approachIn this study, 22 participants, 20 consumers and two VR developers were interviewed regarding attitudes towards VR, motivation to shop through v-commerce and the moderating variables that influence virtual environment perceptions.FindingsConsumers expect a vivid shopping environment with authentic product features instead of the more common simulated environment. Hedonically motivated consumers are more open to v-commerce than utilitarian consumers and consumers aged 18–34 years regard interactivity, personalisation and social networking as critical to offer a cost-efficient shopping experience.Research limitations/implicationsThis paper explored the ways v-commerce delivers creative experiences to facilitate consumer purchase behaviour, contributing to the high street's regeneration. Yet consumers have too high expectations of lifelike interaction in v-commerce, which is beyond contemporary VR's capabilities. Future research should focus on developing authenticity of v-commerce environments, i.e. vivid interaction with product and people.Originality/valueThis paper establishes the fundamental design rules for v-commerce platforms, enabling designers to create effective retail environments, sympathetic to the consumer's cognitive desires.

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Section: Introductionmentioning

confidence: 99%

How to design fashion retail's virtual reality platforms

Xue

Parker

Hart

2020

IJRDM

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“…To solve the problem of long-term competitiveness and innovation [16], the authors propose providing an added-value consumer experience through an innovative business model created on a sustainable basis, as the literature demands [17]. The sustainable retailer model's specific features that the authors validated suggests the need for surveillance of SMEs in the single digital market, providing competitive advantages.…”

Section: Discussionmentioning

confidence: 99%

How Can SMEs Become More Sustainable? Modelling the M-Commerce Consumer Behaviour with Contingent Free Shipping and Customer Journey’s Touchpoints Optimisation

et al. 2021

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Digital technology is leading the transformation of business models into sustainable ones, expanding and changing the competitiveness scenario. This paper aims to promote a new sustainable retailer model shaped by contingent free shipping theory and the optimisation of the customer’s journey, enriching the scientific literature by proposing a consumer behavioural model that highlights the contribution of four selected touchpoints to the sustainable transformation of SMEs. The research was elaborated by deploying a framework that presents five analysis methods, namely, an additive function construction, a TOPSIS method, a Spearman rank correlation coefficient calculation, a content analysis and an analytic hierarchy process, which engender the new model. Discovering nine distinguished categories of e-tailers, the sustainable retailer profile was developed and the touchpoint with the greatest contribution to the transformation process was identified. The results of the study allowed the authors to propose the model as a solution to withstand the preponderant negative experience provided by analysed e-tailers to digital buyers, representing the opportunity for SMEs’ sustainable transformation and long-term growth in a competitive, ever-growing market.

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“…Another key question is whether sustainability should become an integrated part of the already established strategy and business model, as often suggested in the literature (Bilińska-Reformat et al , 2019; Porter and Kramer, 2006), or whether it should lead to a different business logic. While it may be effective to relate sustainability to the existing strategy, there is also a possibility that managers will only find it relevant when there is an evident link to performance measures regarding, for example, sales.…”

Section: Discussionmentioning

confidence: 99%

“…It has often been argued that it is important to relate sustainability activities to the firm's industry and core strategy (Ellen et al , 2006; Porter and Kramer, 2006), and to a retailers' business model (Bilińska-Reformat et al , 2019). The role of human resources in the process of developing and implementing sustainability initiatives is also relevant (DuBois and DuBois, 2012; Frostenson et al , 2012; Fuentes and Fredriksson, 2016; Gupta and Pirsch, 2008).…”

Section: Introductionmentioning

confidence: 99%

Competing corporate sustainability perceptions in a global retail organization

Elg¹,

Hultman

Welinder³

2020

IJRDM

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PurposeThe purpose is to explore the different and often contradictory perceptions individual managers have about corporate sustainability within a global retailer.Design/methodology/approachA qualitative case study method is used, including interviews and document studies. The authors study the global retailer IKEA. In total the authors have interviewed respondents on both the global level and the country level, within the sustainability organization as well as corporate, sales and communication management. The study includes managers in Sweden, the UK and Germany.FindingsThe research is based on institutional theory, focusing upon cognitive and normative aspects; the authors propose that managers may have a proactive, forceful view on sustainability or a reactive view. These need to coexist. The authors also show how global retailers can balance sustainability goals with other business considerations, as well as about the implications of the sustainability approach for the retailer's business model.Practical implicationsRetail managers need to recognize and integrate the contradictory views on sustainability that managers hold. The authors show how sustainability can be given different impact depending on the context and the strategic issue it is linked to.Originality/valueMost studies have focused on how sustainability is managed on an organizational level and how different goals can co-exist. The authors’ focus is on individual managers and their perceptions of sustainability – what it includes, how they want to manage sustainability issues, and the priority it should be given.

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Sustainable development concept and creation of innovative business models by retail chains

Cited by 37 publications

References 37 publications

How to design fashion retail's virtual reality platforms

How to design fashion retail's virtual reality platforms

How Can SMEs Become More Sustainable? Modelling the M-Commerce Consumer Behaviour with Contingent Free Shipping and Customer Journey’s Touchpoints Optimisation

Competing corporate sustainability perceptions in a global retail organization

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