Japan Marketing Journal
Online ISSN : 2188-1669
Print ISSN : 0389-7265
Volume 40 , Issue 2
Shopper Science
Showing 1-13 articles out of 13 articles from the selected issue
Preface
  • Junya Ishibuchi
    2020 Volume 40 Issue 2 Pages 3-6
    Published: September 29, 2020
    Released: September 29, 2020
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    The purpose of this special issue is to show the progress of marketing science research focusing on the changing behavior of shoppers due to innovations in information technology. Such innovations related to shopping have progressed rapidly. From a long-term perspective, this issue provides an opportunity to think about how the application and penetration of information technology are likely to change shopper behavior and the way of shopping.

Special Issue / Invited Peer-Reviewed Article
  • Akira Shimizu
    2020 Volume 40 Issue 2 Pages 7-17
    Published: September 29, 2020
    Released: September 29, 2020
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    Shopping path research has entered a new stage due to location-based technologies, such as RFID. We used a new location-based system, Quuppa, to study the consumers’ shopping path in a store. The data was collected for 70 days. We then combined the shopping path data with the FSP data from the store to examine the relationship between the consumers and the store. We explored the impact of the relationship on shopping path length and found the factors that explain the shopping path length itself. Compared with non-loyal users, loyal users exhibited a shorter shopping path, shorter time spent, and lower purchase amount for each shopping trip. It was shown that the shopping path was affected by the time spent in each sales zone, the time spent in the aisle, the weekend flag of the week, and the loyalty flag. It became clear that the relationship between the consumers and stores is effective for shopping path research.

  • Effects of Price Image as a Retailer on Word-of-Mouth and Buying Behavior
    Takashi Teramoto, Shoji Misaka
    2020 Volume 40 Issue 2 Pages 18-28
    Published: September 29, 2020
    Released: September 29, 2020
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    The authors clarify the effect of the price image that retailers refer to as “good cospa” (cospa is the abbreviation of “cost performance” which means “value for money”) on consumer reviews and purchases. Through empirical analysis, consumer-generated content is created experimentally to capture the difference in Word-of-Mouth (WOM) behavior under different expressions regarding price images as retailers. In addition, they also capture the differences in the buying behavior at the target stores before and after the WOM behavior. As a result, participants who contact post information related to “good cospa” are more likely to: (1) respond more frequently than post information related to “cheap,” (2) have more contact with the topic of “price” through “quality,” (3) have more contact with the topic of “fun” through “quality,” and (4) the purchase amount and unit purchase price at the target stores increased. The results show the effectiveness of the keyword “good cospa” in stimulating WOM and purchasing related to retail stores.

  • Hikaru Yamamoto
    2020 Volume 40 Issue 2 Pages 29-41
    Published: September 29, 2020
    Released: September 29, 2020
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    Due to the emergence of online flea market apps, consumers have begun to shop in retail shops with the intention of reselling in the future. In this paper, the author examines the effect of secondary market options on the shopping behavior in the primary market. More specifically, the paper examined the attractiveness of resale conditions, such as resale price and duration until settlement, at the secondary market using conjoint analysis. The analysis results indicate that although price and product attributes are important in decision-making at the primary market, the conditions at the secondary market also have positive utility. Moreover, the sellers on the online flea market app have relatively low price sensitivity at the primary market, and marginal willingness-to-pay of the conditions in the secondary market is higher compared with other user segments. The presence of a secondary market has the potential to raise consumer’s willingness-to-pay at the primary market.

  • Focus on Communication Channels and Engagement
    Ushio Dazai, Akihiro Nishihara, Takashi Okutani, Hiroyuki Tsurumi
    2020 Volume 40 Issue 2 Pages 42-52
    Published: September 29, 2020
    Released: September 29, 2020
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    In this paper, we applied several findings from multichannel research to understand customer-engagement behaviors, such as app use in an omnichannel environment, and explored the relationship between these behaviors and customer or retailer evaluations. Our research indicated that showrooming or webrooming enhances the reputation and engagement of companies implementing an omnichannel strategy. Especially, engagement behaviors correlated strongly with customer evaluations such as RFM. Also, a customer who showed a high level of engagement was more likely to visit a store, resulting in increased sales. Furthermore, our results show that use of multiple communication channels creates a synergistic effect on store visits. Finally, our analysis of outside channels, which are not controlled by the company, showed the presence of customers who intensively used other companies’ apps for earning points, before and after use of the company’s channel primarily for the purpose of earning points.

  • Naoki Akamatsu, Reo Fukuda
    2020 Volume 40 Issue 2 Pages 53-64
    Published: September 29, 2020
    Released: September 29, 2020
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    The current research focuses on the relevance of each choice as a factor that moderates the influence of prior choices on subsequent choices, and discusses the interaction between this relevance and a consumer characteristic, health awareness.

Review Article / Invited Peer-Reviewed Article
  • Norio Imai
    2020 Volume 40 Issue 2 Pages 65-73
    Published: September 29, 2020
    Released: September 29, 2020
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    Recent evolutions in technology have enabled the rapid growth of digital companies through ecosystems, which have generated both threats and opportunities for existing companies who are struggling to adapt themselves to this rapidly changing environment. Digital transformation is a company-wide transformation initiative to leverage new business models enacted by multiple recent digital technologies. Digital business depends on ecosystems, which are composed of a platform, and multiple players, such as complementary product providers, competitors, regulators, and others. Companies could leverage platforms from business and/or technology perspectives for value creation, which has added new ways of competition among companies. Companies could take various digital transformation approaches and their step-by-step approaches could improve the success rate of their digital transformation initiatives. In the future marketing research, the impact of digital transformation on a company’s performance, value creation process with complementary product providers, technology capacity development process with IT departments, and identification of the roles and responsibilities of the CDOs and their teams are suggested.

  • Sayaka Tokita
    2020 Volume 40 Issue 2 Pages 74-82
    Published: September 29, 2020
    Released: September 29, 2020
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    The concept and activities of prosumers, as proposed by Toffler (1980), have been expanded through changes in information technology and social environment. The purpose of this paper is to clarify the definition of prosumer and his/her motivation that changes with technology and social environment, by reviewing existing research on the prosumer, which is defined as active consumers. The concept of prosumer is applied in various academic fields, and there are some similar concepts. These similar concepts are different in the level of activeness and provision of goods and services to others. After categorizing these definitions into four, this paper points out that, in addition to the production and the use of prosumers, the provision to others should also be included to cope with the recent social environment. In addition to their personal and social motivation, their economic motivation is also considered in this paper. Finally, based on these, future research issues are presented.

Marketing Case
  • Good Smile Company’s ‘Lucky Factory’ in Tottori, Japan
    Ryuta Ishii, Hidetoshi Shiroishi, Akinori Ono
    2020 Volume 40 Issue 2 Pages 83-93
    Published: September 29, 2020
    Released: September 29, 2020
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    Figures in the shape of anime characters attract fans all over the world. Good Smile Company is a leading company with a high market share in the figure industry. Because the production process of figures requires manual operations of skilled professionals, figure manufacturers outsource most of the process to overseas factories. However, in 2014, Good Smile Company established the “Lucky Factory” in Kurayoshi, Tottori and started producing some series of figures there. The strategy of simultaneously making and buying the same good or service is called a dual sourcing strategy. This paper shows that this strategy enables the company to not only improve quality and decrease the costs of the figures, but also to catch up on the latest production technologies and succeed in improving production efficiency and negotiating in detail with overseas factories.

  • A Case Study of the UNIQLO Brand Creating a New “Clothing” Market
    Kayoko Honjo
    2020 Volume 40 Issue 2 Pages 94-103
    Published: September 29, 2020
    Released: September 29, 2020
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    This article is a case study that examines the UNIQLO brand and seeks to clarify the process of creation of the brand image and the brand management. The company has run a business while being acutely conscious of globalization, based on its own principle and brand concept since its foundation. As a result, UNIQLO has become an established global brand as of the 30th anniversary of the company’s foundation. The company has created a new “clothing” market called LifeWear. This case studies the innovative business activities and their marketing communication over 15 years and derives the essentials of brand management.

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