Store Design: the Effect of Iceland's Refit Strategy on Food Consumers

Journal of Business and Retail Management Research (JBRMR) Vol. 1 Issue 1 2006 Store design: the effect of Iceland’s refit strategy on food consumers Dr. Palto Ranjan Datta London College of Management Studies, UK Divine Mawuli Akwensivie Breyer State University London Centre, UK Gad Akwensivie Breyer State University London Centre, UK KEY WORDS Store design, store strategy, supermarket retailing, food shopping ABSTRACT The primary aim of the research was to determine the impact of Iceland foods plc store design refit strategy on shoppers’ behaviour. Based on the researcher’s phenomenological stand, informal interviews and observations were used to collect data. A total of thirty interviews and observations were carried out in two refitted stores of Iceland foods plc and the data collected were analyzed qualitatively. The findings point to the relative importance of the stages of the consumer decision making process, and also to the relative importance of the factors which influences the consumer decision making process. Overall, service quality was found to be important to all and the refit strategy according to the customers was indeed a success. INTRODUCTION Since Iceland was formed in 1970 it has followed a strategy of developing its business units into growth areas supported by integrated central functions. This integration process has been successful and cost controlled effectively. However, progress within the customer-facing business units has been more difficult. Over the last four years food retailing in the UK has undergone significant change. Large supermarket chains have entered the high street, which offer growth as changing customer habits, favour convenience shopping. Iceland stores are well located to participate in this growth but 1 Journal of Business and Retail Management Research (JBRMR) Vol. 1 Issue 1 2006 require investment to offer the width of product range associated with current convenience offer. Iceland’s strategy has been to invest in store estate with greater emphasis on fresh produce and chilled and ambient grocery products. These strategies have, in part been successful. Iceland’s new concept stores have improved sales densities and increased participation in the full weekly shopping basket, but not enough to catch up the market leaders. The UK food retail market has seen a second strategic shift following the supermarket consolidation. Retail prices have moved sharply downwards with an increased share of spends taken by ‘everyday low price’ (EDLP) format and away from the promotional format traditionally favoured by Iceland (Grimsey, 2004). Whilst improved buying has improved margins in the short term, Iceland has seen a decline in volumes and customer transactions. Iceland expects this difficult competitive landscape to persist. Moreover, the clearance by the competition authorities of recent acquisitions in the convenience and the high street segments by the major supermarket chains have made it clear that the authorities will continue to allow such expansions in the future. Opportunities for growth by acquisition have also been explored in all segments but these have not proved possible, partly as a result of the competition for assets from the major supermarket chains. Iceland’s interest in Londis, for example, would have provided facilities for delivered wholesale as well as increasing share of the convenience market but this was not successful. More generally Iceland’s ability to grow by acquisition has been and would continue to be constrained by its current degree of leverage and the problems with acquiring new properties. In light of these factors, the only possible alternative was to embark on the refit of its existing stores. RESEARCH AIMS AND OBJECTIVES As supermarkets offer products and services to satisfy the needs and wants of consumers, the opinions and attitude of consumers to these products and services are very important to the well being of supermarkets. The purpose of this study is to provide information which helps to improve the way supermarket (Iceland) reacts to the changing needs and wants of consumers. The primary aim of the study is therefore to determine the impact on shopper’s behaviour of the roll out of the new refitted store design. The key objective of the study is to find out after undertaking a refit of its existing structures Iceland meets the changing needs of its customers and improves its market position in the UK. The research will therefore empirically examine the purchasing habits of customers to find out if Iceland subsequently meets with their market demand. The findings of this study will be useful to Iceland and other competing supermarkets in the UK food retail marketplace. 2 Journal of Business and Retail Management Research (JBRMR) Vol. 1 Issue 1 2006 LITERATURE REVIEW In the past, supermarkets were not known for the quality of their design, because they place more emphasis on cleanliness, choice and efficiency. As the food retail environment is becoming very competitive, food retailers are relying on store design as a key strategy to penetrate into the various segments realizing that they were already strong on those traditional qualities of cleanliness, choice and efficiency. Hence they saw “store design” as the only strategic decision to further enhance their points of difference from the competition by using the design of the retail environment to influence the consumer decision making process and buying behaviour. The design of a retail store environment has become very important for the consideration of retailers as a way of creating competitive advantage. “Rapid development of large new stores in 1970’s drew attention to the need to consider the store selling environment as a whole to ensure that the shopping experience is convenient and attractive” (McGolddrick, 1990). Store design and for that matter store location and store refit strategy is a long term fixed investment strategy which needs to be critically evaluated. This is because there are so many disadvantages associated with a poor store design or store refit strategy whose effects are difficult to overcome. Given the significance of these decisions as stated by Bell, et al., (1998), the issue of store design (retail location) has generated a lot of debate in retail marketing literature. For example, central place theory, bid rent theory, and Theo law of retail gravitation are perhaps the most theoretical contributions to these debates. Industry analyst suggests that location explains up to 70 per cent of the variance in peoples’ supermarket choice decisions (Progressive Grocer, 23 February 1995). Consumer decision-making process Various theories and models have been developed by different writers to explain the consumer decision making process and buying behaviour. According to Bearden, et al., (1995), the consumer decision process assumes a conscious and logical decision making process: from recognition of a need or problem to information search to evaluation of alternatives, and purchase. Kotler, et al., (1996), also believed that consumers pass through five stages when buying a product. However, they ague that learning about the whys of consumer buying behaviour and the decision making process is not so easy because the answers are often locked within the consumer’s head. The model implies that consumers pass through all the five stages with each purchase. This view supports the ‘black box’ model which investigates complex objects (human beings) without knowledge or assumptions about its internal make-up, structure or parts i.e. a model exhibiting a behaviour that approximates what is observable from the outside of the ‘black box’. 3 Journal of Business and Retail Management Research (JBRMR) Vol. 1 Issue 1 2006 This sequence can be affected by the social environment, individual differences and situational factors. All these factors combine to establish the context within which organizations deliver their products and services to their consumers. Examples of such factors is the extent to which culture, shop layout, window posters, level of customer service, store environment can influence consumers purchase decisions. Blythe (2001), states that problem recognition arises when the consumer realizes that there is a need for some item. This can come about through assortment depletion (where the consumer’s stock of goods has been used up or worn-out) or assortment extension (which is where the consumer feels the need to add some item to the assortment of possession. There is, of course, a significant difference between being aware of a need or problem and being able to do something about it. Many needs are latent or remain unfulfilled either because the consumer decides not to do anything about it now, or because they are unable to do anything (Brassington and Pettit, 2000). Having become motivated or aware of the problem and the need to seek a solution, consumers engage in information search which is the second stage of the process. According to Brassington and Pettit (2000), there is evidence to suggest that consumers cannot cope with too much information at the product level. Thus the greater the relevance of the information to the consumer, such as the key benefits and applications of the product, the easier it is for the consumers to assimilate and process that information as part of the decision making. In other words, better and more extensive information may actually tend to a poorer buying decision. Jobber and Fahy (2003), argue that consumer’s level of involvement is a key determinant of the extent to which they evaluate a brand. When a purchase is highly involving, the consumer is more likely to carry out extensive evaluation. In contrast, in low involvement situations, consumers use simple choice tactics to reduce time and effort rather than maximize the consequences of the purchase. How consumers go about evaluating purchase alternatives depends on the individual consumer and the specific buying situations. In some cases, consumers use careful calculations and logical thinking. At other times, the same consumers do little or no evaluating; instead they buy on impulse and rely on intuition.

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