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X
1
= 4.14).
Likewise, the treatment containing the two recognizable brands and the five
created brands (low number of recognizable brands), excluding the anchor
brand, had the lowest retail store image scores (
X
4
= 3.82). The difference
between these scores (
X
1
and
X
4
) was statistically significant at the 0.05
level. Second, in the high number of recognizable brands treatment, the
influence of the presence of the anchor brand was significant (
X
1
= 4.14
(anchor brand present);
X
3
= 3.85 (anchor brand not present)). A summary of
the overall retail image scores for each of the treatments is displayed in
Table V.
The next step in the analysis was to collapse across the experimental factors
to identify the individual and combined effects. In other words, the intent
JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 6 NO. 6 1997 381
Table IV. Factor analysis results of retail store image measure
Dimension Items
Factor 1: fashion 1. My wardrobe would be stylish and neat if I shopped at this
store
2. I would tell my friends about this store
3. This store will carry the latest fashions and styles
Factor 2: service 4. The employees should be knowledgeable about fashion
trends
5. The store should offer a full line of services (tailor, credit,
gift-wrapping)
6. The sales help will be mature and helpful
Factor 3: atmosphere 7. The interior furnishings in the store should give the shopper
the appearance and feeling of a quality retail outlet
8. The employees should be appropriately dressed and neat
Retail store image scores
was to investigate if the presence of the anchor brand, the number of
recognizable brands, or the interaction between the two factors influenced
retail store image. It was discovered that, when controlling for the presence
of the anchor brand, the number of recognizable brands carried by a retail
store did not influence the stores image. In contrast, when controlling for
the number of recognizable brands, the presence of the anchor brand did
influence the retail stores image. Consequently, it appears that, in terms of
brand image, the presence of an anchor brand has a positive effect on the
retail stores image, while the number of recognizable brands does not
influence perceptions of a retail stores image.
Finally, the effect of brand image on each of the retail store image
dimensions was tested. These tests indicated that brand image was related to
perceptions of fashion (F
3,135
= 5.53; p < 0.0013), but not to perceptions of
service (F
3,135
= 0.65; p < 0.5871) and atmosphere (F
3,135
= 0.83; p < 0.4803).
Furthermore, the effects of brand image on fashion perceptions mirrored the
pattern of effects found for overall retail store image, with one exception. In
the low number of recognizable brands treatment, when the anchor brand
was present, the retail image fashion score (
X
2
= 3.83) was significantly
different than when the anchor brand was not present (
X
4
= 3.47).Scores for
the fashion dimension of retail store image are displayed in Table VI.
In summary, this study found that brand image influences perceptions of
retail store image. In particular, brand image influences customers
perceptions of fashion, but not of service and atmosphere. Thus, there is
strong evidence to suggest that a tactic for ensuring a favorable retail image
is a merchandise mix composed of a relatively high number of recognizable
brands, one of which should have strong brand awareness an anchor brand.
Of the two brand strategies high image versus number it is more
important to feature an anchor brand than it is to carry a large number of
recognizable brands when trying to enhance retail store image.
382 JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 6 NO. 6 1997
Table VI. Mean scores for fashion dimension of retail store image
Description Treatment Mean
*
(%)
Anchor brand present/high number of recognizable brands 1 4.06
a
Anchor brand present/low number of recognizable brands 2 3.83
a,b
Anchor brand not present/high number of recognizable brands 3 3.51
b,c
Anchor brand present/low number of recognizable brands 4 3.47
b
Note:
*Statistically significant differences ( p 0.05) in scores are indicated by different letters
Table V. Mean scores for overall retail store image
Description Treatment Mean
*
(%)
Anchor brand present/high number of recognizable brands 1 4.14
a
Anchor brand present/low number of recognizable brands 2 4.03
a,b
Anchor brand not present/high number of recognizable brands 3 3.85
b
Anchor brand present/low number of recognizable brands 4 3.82
b
Note:
*Statistically significant differences ( p 0.05) in scores are indicated by different letters
Perceptions of fashion
Managerial implications and recommendations
The data analysis in the current study confirms that there is a relationship
between brand image and retail image. From previous research (Jacoby and
Mazursky, 1984), it is known that brand image can substantially improve or
damage a retail store image, depending on how the brand is evaluated.
Furthermore, brand image tends to be more powerful than retail image, as
brand image is not substantially improved by being linked with a more
favorable retail image (but can be damaged by a less favorable retail image).
Therefore, retailers and brand managers must be concerned with the
interdependencies between retail store image and brand image.
The most favorable retail image perceptions were found when the retail store
carried both an anchor brand and a relatively large number of recognizable
brands (i.e. seven brands compared to two). This is not a particularly
surprising finding; however, the findings regarding the separate effects on
retail image of an anchor brand and the number of recognizable brands
carried by a retail store have implications for brand managers and retailers.
First, the influence of a strong anchor brand on customers perceptions of
retail store image was confirmed. This implies that one strategy for retailers
to enhance their images is to include a brand with strong brand image an
anchor brand in their merchandise mix. For brand managers who want to
be associated with retail stores that have favorable images, this implies that
they should take one of two actions. First, brand managers can, through their
marketing mix strategies, attempt to position their brand as an anchor brand
to offer retailers. Or second, brand managers can choose to distribute their
products through retail stores that possess a strong image and that carry at
least one strong anchor brand. Either of these tactics will ensure the brand
managers product is associated with an image retail store and product mix
that is favorable.
While the influence of an anchor brand on retail image was the main finding
of the study, other findings related to the combined effect of an anchor brand
and the number of recognizable brands carried by a retail store also have
implications for brand managers and retailers. One such finding was that if a
retailer carries a relatively high number of recognizable brands, adding an
anchor brand should increase customers perceptions of overall retail image;
however, if a retailer carries a relatively low number of recognizable brands,
the mere presence of an anchor brand will not enhance customers overall
perceptions of the retail image (compared to another store carrying a
relatively low number of recognizable brands, without an anchor brand).
This implies that if a retailer carries a relatively large number of
recognizable brand names, to enhance the customers perceptions of the
stores image, one of the brands should possess strong brand recognition and
quality awareness among the retailers target market. In other words, the
retailer needs to carry an anchor brand. On the other hand, for retailers that
do not carry many highly recognizable brand names, the inclusion of an
anchor brand will not necessarily enhance retail image. Rather, retail store
image can be improved or clarified by positioning the store using attributes
other than brand recognition. For instance, a store may decide that it wants
to create an image of low price-cost leadership. The product mix strategy
might focus on stocking brands that are low price leaders in their product
class. Moreover, the retailer may decide that stocking generic or private
label brands may be the best positioning strategy available.
JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 6 NO. 6 1997 383
Interdependencies
Marketing mix strategies
Number of recognizable
brands
A related finding of the study was that if a specialty retailer does not carry
an anchor brand, simply adding more recognizable brands that do not have
strong brand awareness will not improve customers perceptions of retail
image. In other words, it is more important for a specialty retailer to feature
an anchor brand than it is to simply carry a large number of recognizable
brands. The implications of this may be different for different retail formats.
For example, because specialty retailers typically carry a relatively narrow
variety and deep assortment they must allocate their limited resources to
securing one brand with strong awareness an anchor brand. This may limit
the inclusion of other lesser known brands in their merchandise mix. In
contrast, department stores have more flexibility in selecting brands to be
carried because of their wide merchandise variety and deep assortment.
While they must still concentrate on securing an anchor brand, they have the
flexibility and resources to also carry recognizable brands that may not
necessarily be anchor brands. From a strategic perspective, this finding
suggests that retailers (especially specialty retailers) may need to emphasize
other image attributes such as customer service and personnel or the
physical condition and atmosphere of the store to enhance the retail image.
In addition, brand managers who can offer an anchor brand to retailers have
a competitive advantage, as they can provide evidence that adding the
anchor brand should enhance the image of the store.
Brand image and dimensions of retail store image
In concert with earlier research, the results of the study indicated that retail
store image is a multi-dimensional construct. The findings suggested that
retail store image is composed of fashion, service, and atmosphere
dimensions. Of particular interest to brand managers is the finding that brand
image influences customers perceptions of fashion, but not of service and
atmosphere. This allows brand managers to focus their efforts with retailers
on the enhancement of customers perceptions of the retailers fashion
image. In other words, brand managers should emphasize the positive
influence their brands can have on customers perceptions of the retailers
fashion image, particularly if the brand manager has an anchor brand to
offer. This is a significant finding for retailers also, because they need to
recognize that while brand image serves as an informational cue to their
retail stores images, brand image may influence the fashion image of their
stores. They need to understand other factors that provide informational cues
related to customers perceptions of service and atmosphere, the other two
elements of retail image. For example, Baker et al., (1994) found that
ambient factors, such as music and lighting, design factors, such as color,
layout, and organization of merchandise, and social factors, such as the
number of salespeople, also influence retail store image. These factors, in
particular, may influence the service and atmosphere dimensions of retail
store image.
Conclusion
Brand image influences retail image; however, this study revealed several
additional aspects of this association of which brand managers and retailers
should be aware. First, the effects of an anchor brand on retail image were
highlighted by this study. Retailers and brand managers should be aware of
the implications of this finding. The measures of retail store image used in
this study show promise and potential in isolating the dimensions of retail
image. This is important because, as the study pointed out, determinants of
retail image may influence one dimension of image but not others. Brand
384 JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 6 NO. 6 1997
Variety and assortment
Additional aspects
managers and retailers should realize that the influence of brand image
relates to the fashion dimension of retail image, but not to the service and
atmosphere dimensions. Although there is considerable room for
improvement in these measures of retail store image, the identification of the
fashion, service, and atmosphere dimensions allows future research to
determine what additional factors influence the separate dimensions of retail
image. The creation of consumer perceptions concerning a brand is a crucial
strategic decision facing brand managers. It must be remembered that brand
managers and retailers are not merely promoting a physical good or service,
rather they promote an image. A brands image is a combination of a
consumers subjective perceptions of the products innate characteristics,
and the environment that surrounds a brand the retail setting. Ultimate
success of a brand and a retailer is determined by how closely the image of
the selling organization and the product meet the expectations of the
consumer.
References
Aaker, D.A. (1991), Managing Brand Equity: Capitalizing on the Value of a Brand Name, The
Free Press, New York, NY.
Baker, J., Grewal, D. and Parasuraman, A. (1994), The influence of store environment on
quality inferences and store image, Journal of Academy of Marketing Science, Vol. 22
No. 4, pp. 328-39.
Hair, J.F. Jr, Anderson, R.E., Tatham, R.L. and Black, W.C. (1992), Multivariate Data
Analyses with Readings, 3rd ed., Macmillan Publishing Company, New York, NY.
Jacoby, J. and Mazursky, D. (1984), Linking brand and retailer images do the potential risks
outweigh the potential benefits?, Journal of Retailing, Vol. 60 No. 2, pp. 105-22.
Keaveney, S.M. and Hunt, K.A. (1992), Conceptualization and operationalization of retail
store image: a case of rival middle-level theories, Journal of Academy of Marketing
Science, Vol. 20 No. 2, pp. 165-75.
Lindquist, J.D. (1974-1975), Meaning of image: a survey of empirical and hypothetical
evidence, Journal of Retailing, Vol. 50 No. 4, pp. 29-37.
Martineau, P. (1958), The personality of the retail store, Harvard Business Review, Vol. 36,
January-February, pp. 47-55.
Mazursky, D. and Jacoby, J. (1986), Exploring the development of store images, Journal of
Retailing, Vol. 62, Summer, pp. 145-65.
Monroe, K.B. and Krishnan, R. (1985), The effect of price on subjective product evaluations,
in Jacoby, J. and Olson, J.C. (Eds), Perceived Quality: How Consumers View Stores and
Merchandise, Lexington Books, Lexington, MA, pp. 209-32.
Olshavsky, R. (1985), Perceived quality in consumer decision making: an integrated
theoretical perspective, in Jacoby, J. and Olson, J.C. (Eds), Perceived Quality: How
Consumers View Stores and Merchandise, Lexington Books, Lexington, MA, pp. 3-29.
Peter, J.P. and Olson, J.C. (1994), Understanding Consumer Behavior, Irwin, Boston, MA.
Stokes, R. (1985), The effect of price, package design, and brand familiarity on perceived
quality, in Jacoby, J. and Olson, J.C. (Eds), Perceived Quality: How Consumers View
Stores and Merchandise, Lexington Books, Lexington, MA, pp. 233-46.
Ward, J.C., Bitner, M.J. and Barnes, J. (1992), Measuring the prototypicality and meaning of
retail environments, Journal of Retailing, Vol. 68, Summer, pp. 194-220.
Zimmer, M.R. and Golden, L.L. (1988), Impressions of retail stores: a content analyses of
consumer images, Journal of Retailing, Vol. 54 No. 3, pp. 265-91.
(Stephen S. Porter and Cindy Claycomb are both Assistant Professors in Marketing and
Entreneurship at the W. Frank Barton School of Business, Wichita State University, Kansas,
USA.)
I
JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 6 NO. 6 1997 385
Executive summary and implications for managers and
executives
Brands and the retailer: an uneasy alliance
To what extent do manufacturer brands influence your image of a retailer?
This question, I suspect, will receive the answer it depends from most
people. In this case (fashion clothing) the chances are that the brands
stocked are essential to image. In other retail sectors the impact of
manufacturer brands is less. Porter and Claycomb show support for the
relevance of brands to clothing retailing but we must treat any transfer to
other sectors with caution. Even in the apparel sector there are successful
outlets (Marks & Spencer for example) that do not stock named brands but
rely on their own powerful brand.
Assuming the importance of the brands we stock in our shop, we need to
consider the balance between creating our own image independent of those
brands and securing the right impression by reference to those brands.
Relying on the fickle nature of fashion brands could prove a risky strategy
over the long term. Three aspects to retail image management need
attention:
(1) Getting the right brand mix.
(2) Creating your own image independent of stock branding.
(3) Developing customer loyalty.
Its not all designer labels, is it?
The brand name provides reassurance to the consumer. In the case of
fashion this assurance extends beyond issues of product quality to issues of
personal image and style. For many people the brands worn are used as a
vehicle for impressing friends, displaying wealth and signaling style. The
man who buys a Rolex watch doesnt just buy the watch because its of top
quality. He wants to demonstrate a certain image plus his ability to afford
such an expensive item. The same goes for other fashion and luxury
products.
The shop that stocks the top designer brands wants to pass across the image
that those products demonstrate. And in using these brands to create that
classy image, the shop hopes that this sense of class transfers to other less
well-known brands in the shop. However, as Porter and Claycomb
demonstrate, this effect depends on the balance between the top brands and
other brands. You cannot use just one or two anchor brands to create the
right image, you have to have a range of top brands alongside the anchor.
A reminder that, as ever, consumers are not nearly so easily fooled as many
like to think.
Fashion retailers should consider:
Creating a core stock of top brands ideally those with proven
longevity.
Using this core in advertising, direct mail and PR activity.
Researching changes in consumer brand preference so as to manage
secondary brands.
Cooperation with brand owners in advertising and promotion.
386 JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 6 NO. 6 1997
This summary has been
provided to allow
managers and executives
a rapid appreciation of
the content of this
article. Those with a
particular interest in the
topic covered may then
read the article in tototo
take advantage of the
more comprehensive
description of the
research undertaken and
its results to get the full
benefit of the material
present
You need your own image too
While the right brand mix provides the core for retail image in the fashion
sector we must not ignore efforts to create a brand for the store itself. We
know that, over time, consumers relate to the store brand as much as they do
to the brands stocked by the shop. The retailer who relies on the big brands
for creating image runs the risk of losing out as fashion changes and other,
competing retailers establish their own independent brand franchise:
Deliver on quality and support remember top brands need top service
to go with them.
Make sure staff understand and appreciate the brands you stock
including the lesser names.
Dont let manufacturer brands dominate your advertising and
promotions.
Develop your shops image through PR activity.
Focus on your local target audience rather than general advertising.
Make sure you add value to the brands by helping people create the
right style.
Make them your customers not the designer labels
Anyone (well, almost anyone) can stock top labels in their shop. But not
everyone can produce the service, attention and care that goes to creating a
successful retailer. Your task is to make customers come to you out of
preference rather than to another store. This loyalty follows from hard work
at your image and service and cannot be taken for granted:
Go out of your way for customers and make sure your staff do likewise.
Involve your customers ask them about what to stock, get feedback
about service and, above all, speak to them regularly.
Open to match your customers needs not your convenience. Just
because you sell posh clobber doesnt mean making it hard to buy is
justified.
Find out about your customers; keep good records and use them for
stock planning and communications.
Remember, youre a service business
Stocking the right brands may be important but its not the be all and end all
of good retailing. Sticking the brands on your racks wont make you
successful in the long run. You have to be the customers friend, assistant
and guide through the frightening world of style and fashion. You are, to
most customers, the expert and they want you to help them make the right
choice.
Too often fashion retailers seem to think that they can employ any old dimwit
and, so long as the brand mix is right, make loads of money. It might work
with some but most customers want more from their shopkeeper. If you dont
offer that extra added value then someone else will and your shop will
decline and close. The days of piling it high and selling at obscene prices
are long gone (if they ever existed). If thats your attitude to fashion
retailing, go find something else to do.
(A prcis of The influence of brand recognition on retail store image.
Provided by Marketing Consultants for MCB University Press.)
JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 6 NO. 6 1997 387