retail management case study with questions

The 24 Best eCommerce Retail Case Studies Worth Reading

In the fast-paced world of retail and eCommerce, staying ahead of the game is not just a goal; it’s the lifeline of our industry. For seasoned retail executives, inspiration often comes from the experiences and successes of industry giants who paved the way with their innovative thinking and managed to thrive through thick and thin. That’s why we’re excited to bring you an exclusive collection of the 30 best eCommerce case studies meticulously curated to provide you with a wealth of insights and ideas to fuel your strategies. These case studies are more than just success stories; they are beacons of guidance for retail professionals navigating the ever-changing landscape of our industry.

In this article, we delve deep into the journeys of retail giants who have not only weathered the storms of disruption but have emerged as trailblazers in eCommerce. From adapting to shifting consumer behaviors to mastering the art of online engagement, this compilation offers a treasure trove of wisdom for the modern retail executive. 

Table of Contents

• > Case studies for grocery/wholesale eCommerce retailers
• > Case studies for fashion eCommerce retailers
• > Case Studies for home & furniture eCommerce retailers
• > Case Studies for health & beauty eCommerce retailers
• > Case studies for electronics and tools eCommerce retailers
• > Case Studies for toys and leisure eCommerce retailers

Case studies for grocery/wholesale eCommerce retailers

Retail case study #1: tesco .

Industry : Grocery stores

Why worth reading: 

• Historical evolution: Understanding Tesco’s rise from a group of market stalls to a retail giant provides valuable lessons on growth and adaptation to market changes​.
• Customer service focus: Tesco’s long-term emphasis on customer service, which is consistent across their physical and online platforms, showcases the importance of customer-centric strategies.
• Innovation in eCommerce: The case study covers Tesco’s pioneering of the world’s first virtual grocery store in South Korea, a testament to its innovative approach to digital retailing.
• Crisis management: Insights into how Tesco handled the Horse Meat Scandal, including efforts to tighten its supply chain, contributing to its logistical success​.
• Financial integrity: The study discusses the Accounting Scandal, offering a sobering look at financial transparency and the repercussions of financial misreporting.

Read the full Tesco case study here .

Retail case study #2: Walmart 

Industry : Discount department and grocery stores

• Data-driven success: The case study provides a wealth of data, showcasing Walmart’s remarkable achievements. With an annual revenue of almost $570 billion, a global presence in 24 countries, and a customer base exceeding 230 million weekly, it’s a testament to the effectiveness of their strategies.
• Marketing strategies: The case study delves deep into Walmart’s marketing strategies. It highlights their focus on catering to low to middle-class demographics, the introduction of the Walmart Rewards loyalty program, and their commitment to environmental sustainability, all of which have contributed to their success.
• eCommerce transformation: As eCommerce continues to reshape the retail landscape, this case study details how Walmart shifted significantly towards omnichannel retail. Readers can learn about their innovative technologies and approaches, such as personalized shopping experiences and augmented reality, that have helped them adapt to changing consumer behavior.
• Supply chain innovation: Walmart’s proficiency in supply chain management is a crucial takeaway for retail executives. Their decentralized distribution center model , in-house deliveries, and data-driven optimization exemplify the importance of efficient logistics in maintaining a competitive edge.

Read the full Walmart case study here .

Retail case study #3: Sainsbury’s 

Industry : Grocery stores

• Omnichannel success amidst pandemic challenges: With the fastest growth in online shopping among major retailers, the study illustrates how Sainsbury’s adapted and thrived during unprecedented times.
• Dynamic brand positioning: The analysis delves into Sainsbury’s strategic shift in brand positioning, demonstrating a keen responsiveness to changing consumer preferences. This shift showcases the brand’s agility in aligning with contemporary health-conscious consumer trends, supported by relevant data and market insights.
• Supply chain and quality assurance: The study highlights Sainsbury’s commitment to a stellar supply chain, emphasizing the correlation between high product quality, ethical sourcing, and customer loyalty. With data-backed insights into the extensive distribution network and sourcing standards, retail executives can glean valuable lessons in maintaining a competitive edge through a robust supply chain.
• Innovative technological integration: Sainsbury’s implementation of cutting-edge technologies, such as Amazon’s “Just Walk Out” and Pay@Browse, demonstrates a commitment to providing customers with a seamless and convenient shopping experience. 
• Diversification beyond grocery: The case study unveils Sainsbury’s strategic partnerships with companies like Amazon, Carluccio’s, Itsu, Leon, and Wasabi, showcasing the brand’s versatility beyond traditional grocery retail. 

Read the full Sainsbury’s case study here .

Retail case study #4: Ocado 

• From startup to industry leader: The Ocado case study presents a remarkable journey from a three-employee startup in 2000 to becoming the UK’s largest online grocery platform.  
• Omnichannel excellence: The study emphasizes Ocado’s success in implementing an omnichannel approach, particularly its early adoption of smartphone technology for customer engagement. 
• Operational efficiency: From automated warehouses with machine learning-driven robots to digital twins for simulating order selection and delivery processes, the data-rich content sheds light on how technology can be leveraged for operational efficiency. 
• Navigating challenges through innovation: Ocado’s strategic response to challenges, particularly its shift from primarily a grocery delivery service to a technology-driven company, showcases the power of innovative thinking. The case study details how Ocado tackled complexities associated with grocery deliveries and embraced technology partnerships to stay ahead.  
• Strategic partnerships: The study sheds light on Ocado’s strategic partnerships with grocery chains and companies like CitrusAd for advertising opportunities on its platform. 

Read the full Ocado case study here .

Retail case study #5: Lidl

Industry : Discount supermarkets

• Longevity and evolution: The article provides a detailed overview of Lidl’s origins and evolution, offering insights into how the brand transformed from a local fruit wholesaler to a global retail powerhouse. Understanding this journey can inspire retail executives to explore innovative strategies in their own companies.
• Global success: Retail executives can draw lessons from Lidl’s international expansion strategy, identifying key factors that contributed to its success and applying similar principles to their global ventures.
• Awards and recognitions: The numerous awards and accomplishments earned by Lidl underscore the effectiveness of its marketing strategy. Marketers and eCommerce professionals can learn from Lidl’s approach to quality, innovation, and customer satisfaction. 
• Comprehensive marketing components: The article breaks down Lidl’s marketing strategy into key components, such as pricing strategy, product diversification, and target audience focus. Readers can analyze these components and consider incorporating similar holistic approaches in their businesses to achieve well-rounded success.
• Omnichannel transformation: The discussion on Lidl’s transformation to an omnichannel strategy is particularly relevant in the current digital age. This information can guide executives in adopting and optimizing similar omnichannel strategies to enhance customer experiences and drive sales.

Read the full Lidl case study here .

Retail case study #6: ALDI

Industry : FMCG

• Omnichannel approach: Aldi’s growth is attributed to a robust omnichannel strategy that seamlessly integrates online and offline channels. The case study delves into how Aldi effectively implemented services that can overcome the intricacies of a successful omnichannel approach in today’s dynamic retail landscape.
• Target market positioning: Aldi’s strategic positioning as the most cost-effective retail store for the middle-income group is explored in detail. The case study elucidates how Aldi’s pricing strategy, emphasizing the lowest possible prices and no-frills discounts, resonates with a wide audience. 
• Transparency: Aldi’s commitment to transparency in its supply chain is a distinctive feature discussed in the case study. For retail executives, understanding the importance of transparent supply chain practices and their impact on brand perception is crucial in building consumer trust.
• Differentiation: Aldi’s successful “Good Different” brand positioning, which communicates that low prices result from conscientious business practices, is a key focus of the case study. Effective differentiation through brand messaging contributes to customer trust and loyalty, especially when combined with ethical business practices.
• CSR Initiatives: The case study highlights Aldi’s emphasis on social responsibility to meet the expectations of millennial and Gen-Z shoppers. By consistently communicating its CSR efforts, such as sustainable sourcing of products, Aldi creates a positive brand image that resonates with socially conscious consumers and builds brand reputation.

Read the full Aldi case study here .

Retail case study #7: ASDA

Industry : Supermarket chain

• Omnichannel implementation: The case study details how ASDA seamlessly integrates physical and virtual channels, offering customers a diverse shopping experience through in-store, digital checkouts, Click & Collect services, and a dedicated mobile app. 
• Market segmentation strategies: The incorporation of partnerships with young British designers and influencer collaborations, coupled with socially progressive messaging, reflects a strategic shift that can inspire marketers looking to revitalize product lines.
• Crisis management and ethical branding: The study highlights ASDA’s strong response to the COVID-19 crisis, with ASDA’s actions showcasing a combination of crisis management and ethical business practices. This section provides valuable insights for executives seeking to align their brand with social responsibility during challenging times.
• Product and format diversification: ASDA’s product categories extend beyond groceries, including clothing, home goods, mobile products, and even insurance. The case study explores how ASDA continues to explore opportunities for cross-promotion and integration.
• Website analysis and improvement recommendations: The detailed analysis of ASDA’s eCommerce website provides actionable insights for professionals in the online retail space. This section is particularly beneficial for eCommerce professionals aiming to enhance user experience and design.

Read the full ASDA case study here .

Case studies for fashion eCommerce retailers

Retail case study #8: Farfetch

Industry : Fashion retail

• Effective SEO strategies: The Farfetch case study offers a detailed analysis of the company’s search engine optimization (SEO) strategies, revealing how it attracted over 4 million monthly visitors. The data presented underscores the importance of patient and dedicated SEO efforts, emphasizing the significance of detailed page structuring, optimized content, and strategic backlinking.
• Paid search advertising wisdom and cost considerations: The study delves into Farfetch’s paid search advertising approach, shedding light on its intelligent optimization tools and the nuances of running localized advertisements. Moreover, it discusses the higher cost of visitor acquisition through paid search compared to organic methods, providing valuable insights for marketers navigating the paid advertising landscape.
• Innovative LinkedIn advertising for talent acquisition: Farfetch’s unique use of LinkedIn advertising to attract talent is a standout feature of the case study and highlights the significance of proactive recruitment efforts and employer branding through social media channels. 
• Strategic use of social media platforms: Exploring the brand’s highly consistent organic marketing across various social media channels, with a focus on visual content, highlights Farfetch’s innovative use of Instagram’s IGTV to promote luxury brands. The emphasis on social media engagement numbers serves as a testament to the effectiveness of visual content in the eCommerce and fashion sectors.
• Website design and conversion optimization insights:   A significant portion of the case study is dedicated to analyzing Farfetch’s eCommerce website, providing valuable insights for professionals aiming to enhance their online platforms. By identifying strengths and areas for improvement in the website’s design, marketers, and eCommerce professionals can draw actionable insights for their platforms.

Read the full Farfetch case study here .

Retail case study #9: ASOS

Industry : Fashion eCommerce retail

• Mobile shopping success: eCommerce executives can draw inspiration from ASOS’s commitment to enhancing the mobile shopping experience, including features such as notifications for sale items and easy payment methods using smartphone cameras.
• Customer-centric mentality: ASOS emphasizes the importance of engaging customers on a personal level, gathering feedback through surveys, and using data for continuous improvement. This approach has contributed to the brand’s strong base of loyal customers.
• Inclusive marketing: ASOS’s adoption of an ‘all-inclusive approach’ by embracing genderless fashion and featuring ‘real’ people as models reflects an understanding of evolving consumer preferences. Marketers can learn from ASOS’s bold approach to inclusivity, adapting their strategies to align with the latest trends and values embraced by their target audience.
• Investment in technology and innovation: The case study provides data on ASOS’s substantial investment in technology, including visual search, voice search, and artificial intelligence (AI). eCommerce professionals can gain insights into staying at the forefront of innovation by partnering with technology startups.
• Efficient global presence: ASOS’s success in offering a wide range of brands with same and next-day shipping globally is attributed to its strategic investment in technology for warehouse automation. This highlights the importance of operational efficiency through technology, ensuring a seamless customer experience and reduced warehouse costs.

Read the full ASOS case study here .

Retail case study #10: Tommy Hilfiger 

Industry : High-end fashion retail

• Worldwide brand awareness: The data presented highlights Tommy Hilfiger’s remarkable journey from a men’s clothing line in 1985 to a global lifestyle brand with 2,000 stores in 100 countries, generating $4.7 billion in revenue in 2021. This strategic evolution, exemplified by awards and recognitions, showcases the brand’s adaptability and enduring relevance in the ever-changing fashion landscape.
• Adaptation and flexibility to changing market trends: The discussion on how the brand navigates changing trends and overcame market saturation, particularly in the US, provides practical insights for professionals seeking to navigate the challenges of evolving consumer preferences.
• Successful omnichannel marketing: Tommy Hilfiger’s success is attributed to a brand-focused, digitally-led approach. The analysis of the brand’s omnichannel marketing strategy serves as a map for effective promotion and engagement across various channels. 
• Decision-making and customer engagement: The case study emphasizes the brand’s commitment to data-driven decision-making with insights into customer behavior, leveraging data for effective customer engagement.

Read the full Tommy Hilfiger case study here .

Retail case study #11: Gap

• Overcoming challenges: The case study provides a comprehensive look at Gap Inc.’s financial performance, and growth despite the challenges. These insights can offer valuable takeaways into effective financial management and strategies for sustained success.
• Strong branding: Gap’s journey from a single store to a global fashion retailer reveals the importance of strategic brand positioning. Understanding how Gap targeted different market segments with unique brand identities, can inspire retail executives looking to diversify and expand their brand portfolios.
• Omnichannel adaptation: The case study delves into Gap’s omnichannel strategy, illustrating how the company seamlessly integrates online and offline experiences.
• Unique use of technology: By exploring the technologies Gap employs, such as Optimizely and New Relic, retail executives can learn about cutting-edge tools for A/B testing, personalization, and real-time user experience monitoring. This insight is crucial for staying competitive in the digital retail landscape.
• Inspiring solutions: The case study highlights challenges faced by Gap, including logistical, technological, financial, and human resource challenges. 

Read the full Gap case study here .

Retail case study #12: Superdry

• Success story: The case study emphasizes SUPERDRY’s successful transition to an omnichannel retail strategy, with in-depth insights into their adaptation to online platforms and the integration of technologies like the Fynd app. 
• Mobile-first and social-first strategies: As mobile internet usage continues to rise, understanding how SUPERDRY leverages videos and social media to engage customers can offer valuable takeaways for optimizing digital strategies.
• Sustainable fashion focus: Executives looking to appeal to environmentally conscious consumers can gain insights into how SUPERDRY navigated the shift towards sustainable practices and became a leader in eco-friendly fashion. 
• Data-driven marketing strategies: The case study delves into SUPERDRY’s social media marketing strategies, showcasing how the company uses targeted campaigns, influencers, and seasonal keywords. 
• Global market understanding: By exploring SUPERDRY’s experience in the Chinese market and its decision to exit when faced with challenges, the case study offers valuable insights into global market dynamics. 

Read the full SUPERDRY case study here .

Retail case study #13: New Look 

Industry : Fast-fashion retail

• Strategic pivots for profitability: A decade of revenue contraction led New Look to adopt transformative measures, from restructuring credits to withdrawing from non-profitable markets.
• Omnichannel strategy: Marketers and eCommerce professionals can study New Look’s journey, understanding how the integration of physical stores and online platforms enhances customer experience, reduces costs, and improves profitability.
• Social media mastery: The case study underscores the pivotal role of social media in engaging audiences, showcasing how New Look leverages user-generated content to build brand loyalty and maintain a positive brand perception. 
• Effective partnerships for growth: New Look strategically partners with major eCommerce platforms like eBay & Next to expand its brand presence, and tap into new audiences and markets.

Read the full New Look case study here .

Retail case study #14: Zara

• Rapid international expansion through innovative strategies: Zara’s unique approach to continuous innovation and quick adaptation to fashion trends fueled its global success. Marketers can learn how to build brand narratives that resonate across diverse markets, and eCommerce professionals can glean strategies for seamless international expansion.
• Revolutionary eCommerce tactics: The case study provides a deep dive into Zara’s eCommerce strategy, emphasizing the importance of agility and responsiveness. The brand can be a bright example of implementing supply chain strategies for a swift market adapting to rapid fashion cycles. 
• Visionary leadership: Amancio Ortega’s low-profile persona and visionary leadership style are explored in the case study, aiding retail executives to learn about leadership strategies that prioritize customer-centric business models. 
• Omnichannel marketing and integrated stock management: Zara’s successful integration of automated marketing and stock management systems is a focal point in the case study. With insights into implementing integrated stock management systems to meet the demands of both online and offline channels, Zara can inspire professionals to improve their operations.
• Co-creation with the masses: Zara’s innovative use of customer feedback as a driving force for fashion trends is a key takeaway. Marketers can learn about the power of customer co-creation in shaping brand identity, and eCommerce professionals can implement similar models for product launches and updates.

Read the full Zara case study here .

Case Studies for home & furniture eCommerce retailers

Retail case study #15: john lewis.

Industry : Homeware and clothing retail

• Omnichannel perspective: The data-driven approach, especially in tracking orders and customer behavior, serves as a blueprint for any retail business aiming to enhance its omnichannel experience.
• Strategic growth factors: This case study offers concrete data on the strategies that contributed to the company’s sustained success, inspiring similar endeavors. 
• Innovative customer engagement: John Lewis’s take on customer engagement showcases the brand’s agility and responsiveness to evolving consumer needs, supported by data on the effectiveness of these initiatives.
• eCommerce best practices and pitfalls: The analysis of John Lewis’s eCommerce website provides a data-backed evaluation of what works and what could be improved. The critique is grounded in data, making it a valuable resource for those looking to optimize their online platforms.

Read the full John Lewis case study here .

Retail case study #16: Argos 

Industry : Homeware catalog retail

• Adaptation to the changing retail landscape: Argos’s journey from a catalog retailer to a retail giant demonstrates its ability to successfully adapt to the evolving retail landscape. 
• Omnichannel success story: The case study provides a detailed analysis of Argos’s omnichannel strategy, showcasing how the company effectively integrated online and offline channels to achieve a seamless shopping experience across multiple touchpoints.
• Market share and financial performance: The inclusion of data on Argos’s market share and financial performance offers retail executives concrete metrics to evaluate the success of the marketing strategy. Understanding how Argos maintained a robust market share despite challenges provides actionable insights.
• Technological advancements: The case study delves into the technologies employed by Argos, such as Adobe Marketing Cloud, New Relic, and ForeSee. 
• Overcoming obstacles: By examining the challenges faced by Argos, including logistical, technological, financial, and human resources challenges, retail executives can gain a realistic understanding of potential obstacles in implementing omnichannel strategies. 

Read the full Argos case study here .

Retail case study #17: IKEA

Industry : Home & furniture retail

• Data-driven evolution: This detailed case study offers a data-rich narrative, illuminating the brand’s evolution into a leader in omnichannel retail.
• Pandemic response: This exploration delves into the integration of eCommerce strategies, online expansions, and the balance between physical and digital customer experiences.
• Advanced mobile apps and AR integration: A deep dive into IKEA’s innovative applications, notably the AR app “IKEA Place,” showcases how the brand leverages technology for a seamless customer experience.
• Democratic design approach: The study meticulously breaks down IKEA’s success factors, emphasizing the brand’s holistic approach through the lens of “Democratic Design.” 
• DIY mentality and demographic targeting: A detailed analysis of how IKEA’s affordability is intertwined with a Do-It-Yourself (DIY) mentality. The case study explores how IKEA strategically tapped into a shift in consumer behavior, particularly among younger demographics, influencing not only purchasing patterns but also reshaping industry norms.

Read the full IKEA case study here .

Retail case study #18: Marks & Spencer

Industry : Clothing and home products retail

• Valuable lessons in eCommerce: The Marks & Spencer eCommerce case study offers a profound exploration of the brand’s journey from a latecomer to the online scene to a digital-first retailer.
• Real-world application of effective solutions: By diving into the history of Marks & Spencer, the case study provides tangible examples of how a retail giant faced setbacks and strategically pivoted to revitalize its eCommerce platform. 
• Data-driven analysis of eCommerce failures: The case study meticulously analyzes the pitfalls Marks & Spencer encountered during its eCommerce journey, offering a data-driven examination of the repercussions of a poorly executed website relaunch. 
• Multichannel customer experience: Marks & Spencer’s shift towards a multichannel customer experience is dissected in the case study, emphasizing the significance of a seamless user journey for increased customer satisfaction and loyalty.
• Embracing technology: Exploring Marks & Spencer’s technological innovations, such as the introduction of an intelligent virtual assistant can enhance the customer shopping journey, foster engagement, and contribute to revenue growth.

Read the full Marks & Spencer case study here .

Retail case study #19: Macy’s 

Industry : Clothing and homeware retail

• Resilience and adaptability: The case study showcases Macy’s ability to navigate and triumph over obstacles, especially evident during the COVID-19 pandemic. Despite hardships, Macy’s not only survived but thrived, achieving $24.4 billion in net sales for 2022.
• Omnichannel innovation: Macy’s successful transition to omnichannel retailing is a standout feature. The case study delves into Macy’s implementation of a seamless omnichannel strategy, emphasizing the integration of physical and digital retail channels. 
• Private label strategy: The introduction of new private brands and the emphasis on increasing the contribution of private brands to sales by 2025 provides a strategic lesson. Retailers can learn from Macy’s approach to enhancing control over production and distribution by investing in private brands, ultimately aiming for a more significant share of profits.
• Groundbreaking retail media strategy: Macy’s innovative approach to retail media and digital marketing is another compelling aspect. For marketers, this presents a case study on how to leverage proprietary shopper data for effective advertising, including entry into connected TV (CTV).
• Community engagement and social responsibility: The case study explores Macy’s “Mission Every One” initiative, highlighting its commitment to corporate citizenship and societal impact, integrating values into business strategies.

Read the full Macy’s case study here .

Case Studies for health & beauty eCommerce retailers

Retail case study #20: the body shop .

Industry : Beauty, health, and cosmetics

• Activism and ethical values: The Body Shop has pioneered promoting eco-friendly, sustainable, and cruelty-free products. The brand’s mission is to empower women and girls worldwide to be their best, natural selves. This strong ethical foundation has been integral to its identity.
• Recycling, community fair trade, and sustainability: The Body Shop initiated a recycling program early on, which turned into a pioneering strategy. It collaborates with organizations to create sustainable solutions for recycling, such as the Community Trade recycled plastic initiative in partnership with Plastics for Change.
• Product diversity: The Body Shop’s target demographic primarily focuses on women, but it has expanded some product lines to include men. Its products include skincare, hair and body treatments, makeup, and fragrances for both men and women.
• Omnichannel strategy, technology, and eCommerce best practices: The Body Shop has embraced an omnichannel approach that incorporates personalization, customer data and analytics, and loyalty programs. The Body Shop utilizes technology, including ContactPigeon, for omnichannel customer engagement, personalization, and data-driven decision-making.

Read the full The Body Shop case study here .

Retail case study #21: Boots

Industry : Pharmacy retail

• Long-term success: Boots’ rich history serves as a testament to the effectiveness of the brand’s strategies over time, offering valuable insights into building a brand that withstands the test of time.
• Strategic omnichannel approach: The Boots case study provides a deep dive into the marketing strategy that propelled the brand to success, with valuable insights into crafting effective omnichannel growth. 
• Impactful loyalty program: Marketers can glean insights into designing loyalty programs that resonate with customers, fostering brand allegiance. 
• Corporate Social Responsibility (CSR) as a pillar: The case study sheds light on how Boots addresses critical issues like youth unemployment and climate change, showcasing how a socially responsible approach can positively impact brand perception.
• Adaptive strategies during crises: Boots’ proactive role during the COVID-19 pandemic, offering vaccination services and supporting the National Health Service (NHS), demonstrates the brand’s agility during crises. 

Read the full Boots case study here .

Retail case study #22: Sephora

Industry : Cosmetics

• Authentic customer experience-focused mentality: Backed by an impressive array of data, the case study meticulously outlines how Sephora transforms its in-store spaces into digital playgrounds, leveraging mobile technologies, screens, and augmented reality to enhance the customer shopping experience. 
• Exceptional omnichannel business plan: The early adoption of an omnichannel strategy has been pivotal to Sephora’s ascendancy. The case study delves into the mobile app’s central role, acting as a comprehensive beauty hub with data-driven insights that drive the success of groundbreaking technologies. 
• Omnichannel company culture: The case study illuminates this by detailing how this amalgamation allows a holistic view of the customer journey, blurring the lines between online and in-store interactions. This unique approach positions Sephora as a global leader in turning omnichannel thinking into a robust business strategy.
• Turning data into growth: Sephora’s adept utilization of mobile technologies to harness customer insights is a beacon for retailers in an era where data reigns supreme. The case study dissects how a surge in digital ad-driven sales, showcases the power of data-driven decision-making.

Read the full Sephora case study here .

Case studies for electronics and tools eCommerce retailers

Retail case study #23: screwfix.

Industry : Tools and hardware retail

• Innovative omnichannel approach: The case study highlights how the company strategically implemented online ordering with in-store pickup, creating a seamless shopping experience that contributed to a significant sales growth of 27.9% in just one year.
• Customer-centric strategies: Marketers can gain insights from Screwfix’s emphasis on customer experience. By studying customer feedback and incorporating personalized shopping experiences, Screwfix achieved success in the competitive home improvement sector. 
• Supply chain management for rapid growth: The company strategically opened distribution centers to keep up with demand, ensuring efficient inventory management for both online and in-store orders.
• Mobile-first approach for trade professionals: With a customer base primarily consisting of trade professionals, the company’s mobile app allows for easy inventory search, order placement, and quick pickups, catering to the needs of time-sensitive projects.
• Commitment to employee well-being and community: Retail executives and marketers can draw inspiration from Screwfix’s commitment to building a positive workplace culture.

Read the full Screwfix case study here .

Case Studies for toys and leisure eCommerce retailers

Retail case study #24: lego.

Industry : Toys and leisure retail

• Global reach strategies: LEGO’s case study meticulously outlines LEGO’s focused approach, investing in flagship stores and understanding the local market nuances.
• Diversification and licensing brilliance: LEGO’s commitment to diversification through licensing and merchandising emerges as a beacon for marketers. The collaboration with well-established brands, the creation of movie franchises, and themed playsets not only elevate brand visibility but also contribute significantly to sales. 
• Social media takeover: The case study unveils LEGO’s unparalleled success on social media platforms, boasting over 13 million Facebook followers and 10.04 billion views on YouTube. LEGO’s adept utilization of Facebook, Instagram, and YouTube showcases the power of social media in engaging customers. 
• User-generated content (UGC) as a cornerstone: LEGO’s innovative use of digital platforms to foster a community around user-generated content is a masterclass in customer engagement. This abundance of UGC not only strengthens brand loyalty but also serves as an authentic testament to LEGO’s positive impact on users’ lives.
• Education as a marketing pillar: LEGO’s unwavering commitment to education, exemplified by its partnerships and $24 million commitment to educational aid, positions the brand as more than just a toy. Aligning brand values with social causes and leveraging educational initiatives, builds trust and credibility.
• Cutting-edge mobile strategy: Sephora’s foresight into the mobile revolution is dissected in the case study, presenting a playbook for retailers aiming to capitalize on the mobile landscape.

Read the full LEGO case study here .

Tons of eCommerce retail inspiration, in one place

In the realm of business, success stories are not just tales of triumph but blueprints for aspiring executives to carve their paths to growth. The case studies explored here underscore a common theme: a mindset poised for evolution, a commitment to experimentation, and an embrace of emerging trends and technologies are the catalysts for unparalleled growth.

For any executive eager to script their growth story, these narratives serve as beacons illuminating the way forward. The dynamic world of retail beckons those ready to challenge the status quo, adopting the strategies and technologies that promise scalability. The key lies in constant optimization, mirroring the agility demonstrated by industry leaders.

As you embark on your growth journey, consider the invaluable lessons embedded in these success stories. Now is the time to experiment boldly, adopting new trends and technologies that align with your brand’s ethos. If you seek personalized guidance on navigating the intricate landscape of growth, our omnichannel retail experts at ContactPigeon are here to assist. Book a free consultation call to explore how our customer engagement platform can be the linchpin of your growth strategy. Remember, the path to scaling growth begins with a willingness to innovate, and your unwritten success story awaits its chapter of transformation.

Let’s Help You Scale Up

Loved this article? We also suggest:

Sofia Spanou

Sign up for a demo.

Strategic Retail Management

Text and International Cases

• © 2017
• Joachim Zentes 0 ,
• Dirk Morschett 1 ,
• Hanna Schramm-Klein 2

FB Wirtschaftswissenschaften, Universität des Saarlandes FB Wirtschaftswissenschaften, Saarbrücken, Germany

You can also search for this author in PubMed   Google Scholar

University of Fribourg, Fribourg, Switzerland

University of siegen, siegen, germany.

Retail management in 18 lessons

Each lesson includes key issues and a comprehensive case study

Includes supplementary material: sn.pub/extras

2.04m Accesses

41 Citations

15 Altmetric

• Table of contents

About this book

Authors and affiliations, about the authors, bibliographic information.

• Publish with us

This is a preview of subscription content, log in via an institution to check access.

Access this book

• Available as EPUB and PDF
• Read on any device
• Instant download
• Own it forever
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

Licence this eBook for your library

Institutional subscriptions

Table of contents(20 chapters)

Front matter, functions, formats and players in retailing, retail functions.

• Joachim Zentes, Dirk Morschett, Hanna Schramm-Klein

Store-based Retailing – Food and Near-food

Store-based retailing – general merchandise, online retailing, cross-channel retailing, vertical players – manufacturers and verticals, strategic marketing in retailing, growth strategies, the internationalisation of retailing, retail branding and positioning, corporate social responsibility, marketing mix in retailing, store location – trading area analysis and site selection, merchandise and category management, marketing communication, in-store marketing, customer relationship management.

• International case studies
• Multichannel retailing
• Online retailing
• Retail formats
• Retailing Performance measurement
• Retailing logistics

Joachim Zentes

Dirk Morschett

Hanna Schramm-Klein

Book Title : Strategic Retail Management

Book Subtitle : Text and International Cases

Authors : Joachim Zentes, Dirk Morschett, Hanna Schramm-Klein

DOI : https://doi.org/10.1007/978-3-658-10183-1

Publisher : Springer Gabler Wiesbaden

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : Springer Fachmedien Wiesbaden GmbH 2017

Softcover ISBN : 978-3-658-10182-4 Published: 18 October 2016

eBook ISBN : 978-3-658-10183-1 Published: 07 October 2016

Edition Number : 3

Number of Pages : XVI, 468

Number of Illustrations : 150 b/w illustrations

Topics : Trade , Sales/Distribution , Marketing

Policies and ethics

• Find a journal
• Track your research

Retail Management Notes, PDF I MBA 2024

• Post last modified: 5 April 2022
• Reading time: 10 mins read
• Post category: Uncategorized

Download Retail Management Notes, PDF, Books, Syllabus for MBA 2024. We provide complete retail management pdf. Retail Management study material includes retail management notes, book, courses, case study, syllabus, question paper, MCQ, questions and answers and available in retail management pdf form.

Retail Management subject is included in MBA so students are able to download retail management notes for MBA 3rd year and retail management notes for MBA 5th semester.

Table of Content

• 1 Retail Management Syllabus
• 2 Retail Management PDF
• 3 Retail Management Notes
• 4 Retail Management Questions and Answers
• 5 Retail Management Question Paper
• 6 Retail Management Books

Retail Management Notes can be downloaded in retail management pdf from the below article.

Retail Management Syllabus

A detailed retail management syllabus as prescribed by various Universities and colleges in India are as under. You can download the syllabus in retail management pdf form.

• Unit 1: Introduction to Retailing: An overview of Global Retailing – Challenges and opportunities – Retail trends in India – Socio-economic and technological Influences on retail management – Government of India policy implications on retails.
• Unit 2: Retail Formats: Organized and unorganized formats – Different organized retail formats – Characteristics of each format – Emerging trends in retail formats – MNC’s role in organized retail formats.
• Unit 3: Retailing Decisions: Choice of retail locations – internal and external atmospherics – Positioning of retail shops – Building retail store Image – Retail service quality management – Retail Supply Chain Management – Retail Pricing Decisions. Merchandising and category management – buying.
• Unit 4: Retail Shop Management: Visual Merchandise Management – Space Management – Retail Inventory Management – Retail accounting and audits – Retail store brands – Retail advertising and promotions – Retail Management Information Systems – Online retail.
• Unit 5: Recent Trends in Retailing: Ethics in Retailing – CRM in Retailing – Research in Retailing – Common woes of Retailing – consumerism in Retailing

Retail Management PDF

Retail management notes.

According to Phillip Kotler: “Retailing includes all the activities involved in selling goods or services to the final consumers for personal and non-business use.”

Retailing is the world’s largest private sector contributing to 8% of the GDP and it employs one sixth of the labor force. The estimated retail trade is expected to be 7 trillion US $. Many countries have developed only due to retailing and presently we see there is a vast change in the retail industry. As far as India is concerned it contributes to 14% of our GDP and it is the second largest sector next to agriculture which provides employment to more number of persons.

Retail Management Questions and Answers

If you have already studied the retail management and notes, then it’s time to move ahead and go through previous year retail management question and answers.

• Explain the Challenges and opportunities of retailing.
• Explain the retail trends in India.
• Briefly explain the socio economic influences on retail management.
• Describe the government of India policy implications on retails.
• Elucidate the organized and unorganized format.
• Explain the different organized retail formats.
• Describe the characteristics of an Explain the choice of retail locations.
• Explain the internal and external atmospherics.
• Describe the positioning of retail shops organized retail format.
• Explain visual merchandise management.
• Briefly describe the space management.
• Explain the retail shopper behavior.
• Explain the shopper profile analysis.
• Describe the shopping decision process.
• Describe the factors influencing retail shopper behavior.

Retail Management Question Paper

If you have already studied the retail management and notes, then it’s time to move ahead and go through previous year retail management question paper.

It will help you to understand the question paper pattern and type of retail management question and answer asked in MBA 3rd year retail management exam. You can download the syllabus in retail management pdf form.

Retail Management Books

Below is the list of retail management books recommended by the top university in India.

• Michael Havy, Boston, Aweitz and Ajay Pandit, Retail Management, Tata McGraw Hill, Sixth.
• Ogden Integrated Retail Management, Biztantra, India, 2008.
• Suja R.Nair – Retail Management. Himalaya book Publishers.
• Patrick M. Dunne and Robert F Lush, Retailing, Thomson Learning, 4th Edition 2008.
• Chet an Bajaj, Rajnish Tow and Nidhi V. Srivatsava, Retail Management, Oxford University.
• Swapna Pradhan, Retail Management -Text and Cases, Tata McGraw Hill, 3rd Edition, 2009.
• Dunne, Retailing, Cengage Learning, 2nd Edition, 2008.
• Ramakrishna and Y.R.Srinivasan, Indian Retailing Text and Cases, Oxford University Press,.
• Dr.Jaspreet Kaur, Customer Relationship

In the above article, a student can download retail management notes for MBA 3rd year and retail management notes for MBA 6th semester. Retail Management study material includes retail management notes, retail management books, retail management syllabus, retail management question paper, retail management case study, retail management questions and answers, retail management courses in retail management pdf form.

Go On, Share & Help your Friend

Did we miss something in MBA Study Material or You want something More? Come on! Tell us what you think about our post on Corporate Taxation Notes | PDF, Book, Syllabus | MBA 2024 in the comments section and Share this post with your friends.

You Might Also Like

What is technopreneurship traits, challenges, importance, risk, boolean algebra and logic gates, what is kaizen practice, benefits, backconnect proxy: the key to your online anonymity and security, auction sale: types, rules, relationship, what is benchmarking types, process, what is group dynamics factors effecting, groupthink, strategies, financial decision making, group decision making, industrial relations management notes, pdf i mba 2024, what is taxation objectives, structure, types, tds, indian political system notes, pdf i mba 2024, leave a reply cancel reply.

You must be logged in to post a comment.

World's Best Online Courses at One Place

We’ve spent the time in finding, so you can spend your time in learning

Digital Marketing

Personal growth.

Development

Free Case Studies on Retail Management

Here is a compilation of top four case studies on retail management.

1 . Case Study on Kanchi Silks:

Kanchi Silks is a well-known fashion saree retailer in Kanchipuram that provides one-stop shopping for all sarees. The product variety is truly amazing, covering a wide range including Arani, Bangalore, Dharmavaram, Kanchipuram, Kumbhakonam, Pochampalli, Salem, Tanjavur, Venkatagiri etc. Kanchi Silks was established in 1981 at Vilakadi Kovil Street.

Its original site of 500 sq. ft. has now grown to more than 1,00,000 sq. ft. in two or three floors in adjacent locations, with over 1,00,000 SKUs. The store sales revenue in 2007 was more than Rs.20 crore. The founder, Mr. Murugan, can often be seen serving customers, unrecognized by those whom he serves.

On normal weekdays, 15-25 customers visit the store with the number increasing to 100 plus customers at times on weekdays as well as the weekends. His early memories begin with the time he joined the family profession of manufacturing silk saree boxes, made out of paper boards which he supplied to leading silk saree manufacturers. He started his first store with an area of 500 sq. ft. at his residence in Kanchipuram.

ADVERTISEMENTS:

Kanchipuram town is known as the silk city since the main profession of the people is weaving silk sarees. Its economy is entirely dependent on tourism and the well-established handloom industry. Approximately 70 per cent of Kanchi Silks customers are tourists and the rest are locals. The tourists are mainly from the neighboring states especially from Karnataka, Andhra Pradesh and Kerala.

In terms of competition, Kanchi Silks unique positioning is its location. This area is closer to the market area where all the leading silks manufactures have their stores. This store is located at residential area having some great advantages like ample parking facility and easy accessibility from the main road. Even local retailers find difficult to compete with Kanchi Silks on pricing due to higher overheads.

Kanchi Silks practices discounted pricing and provide fair value to its customers. Although it does not necessarily have the lowest prices in town, it is often perceived to be competitive by its customers. The gross margin on products is more than 40 per cent on an average, with the range between 25 to 30 per cent.

Kanchi Silks is very careful in its sourcing practices. They buy products on consignment basis from the weavers from in and around the town. Where it previously used only a few suppliers, it has now widened its purchasing network and buys sarees from different places like Bangalore, Arani, Dharmavaram, Selam and Thanjavour. Kumaran himself does the sourcing from the cheapest suppliers, bypassing all the intermediaries.

Mustafa mainly employs local people and weavers. The silk weavers of Kanchi settled more than 400 years ago and have given it an enviable reputation as the producer of the best silk sarees in the country.

Kanchipuram has thousands of handloom and skilled weavers that make its silk sarees one of the best in the entire world. About 75% of the city’s population is associated with the handloom industry in some way or the other. About 75% of Kanchipuram’s population is dependent on the silk saree industry, either directly or indirectly.

The market for South Indian silk sarees, popularly known in North India as ‘Kanchipuram silk’ irrespective of the place of production — Arni, Bhuvanagiri Thanjavur or elsewhere — is growing briskly. Conjeevaram is the English name of the ancient Kanchipuram. Like all ancient cities, this city was the capital of the early Cholas dating back to 2nd century BC and a Pallava capital between the 6th and 8th century.

Kanchi Silks communication efforts are limited because of the brand name. It leverages the city name and believes on the word-of-mouth concept and the past customer referrals. Although it does buy airtime on local TV (mainly Tamil speaking) and advertises in the local newspapers, it believes positive word-of-mouth communication is a more effective means of promotion.

The Indian women apparel market has undergone a transformational phase over the past few years — growing number of working women, changing fashion trends, rising level of information and media exposure, and entry of large number of brands have given the industry a new dimension.

The highly lucrative market was estimated at more than Rs.37, 000 crore in 2007. The market, in the past five years, posted a growth rate of good 14%. And with the growing presence of organized retail and rapidly spreading mall culture, the industry is all set to grow further in future, according to “Women Wear Market Forecast to 2010”.

Founder Kumaran has now expanded his store operations in different parts of the country. He started his outlet in Hyderabad in late 90s. Kanchi Silks has its own website www (dot)kanchisilks(dot)com that is meant to replace its catalogs. The website receives order for almost 5-8 sarees in day worth of Rs.30, 000 with the orders coming mainly from across the world especially from countries like Singapore, Malyasia, Sri Lanka and the United States.

Today, they also get order from different states like Maharashtra, Kerala, UP, MP, and the North East. Online store uses the technology that allows for the user’s name and address as well as critically sensitive information such as the credit card number. But on an average he sells very limited sarees through internet. Also it is difficult to deliver the products across the country because different states will have different taxing procedures.

However, the US slowdown has resulted in low values of NRI purchases, although the volume has grown. They usually come down on business and won’t mind spending a huge amount on silk sarees because they earn in dollars. But because of the job loss there and uncertainty about the future there has been a five per cent dip in NRI purchases.

Kumar laments the unavoidable loss in excellence as zari is today made from copper, which is electroplated with silver and given a gold coating. In commercial terms, this is called ‘tested zari’. The gaudy shine is produced by treating the zari chemically and the ‘gold’ borders become lack-lustre within five years. He says, “To those who look at the price we give tested zari and the ones who are particular about quality we give them pure zari”. The price of zari has also doubled tremendously in recent years.

The maximum length possible on a traditional loom is an 18-yard wrap, which means that no more than three silk sarees can exactly look alike. In the new millennium, as the ‘Kanchipuram’ silk route traverses continents, hundreds of sarees designed for standardized tastes, are produced on the power looms.

The silk production turned competitive with the emergence of new silk houses in Tamil Nadu. Today, perhaps Kanchi silk are better known than Kanchi cottons. Kumaran, now a days also owns power looms to cater into cotton sarees business, which aims to target office going women.

2. Case Study on Shreejii:

It was 9.00 pm and standing in front of the store Ajay saw the busy Ghatkopar MG Road still filled with commuters as his employees rolled the shutters of his store down. Ajay is the third generation businessman of Shreeji Opticians and Contact Lens Clinic.

He slid back in memory and remembered his father and grandfather who ran the showroom. It was the same store of about 350 sq. ft. which they managed with a handful of employees. They did business much better than he could manage today. Shreeji was established in 1972 as the first AC Opticians showroom in Ghatkopar, but in the recent years it remains forgotten.

Walking back home Ajay started thinking — he had a good variety of frames, lenses and sunglasses and they also started contact lens dispensing from mid-90’s. He had four salesmen out of which three were there with the store for more than seven years now. He also had one optometrist for eye testing of the customers, which was offered as a free service.

But despite this, Shreeji lost in the competition. Ghatkopar had about 23 standalone opticians; most of them had mushroomed in the last decade. Of late he was more disturbed with the entry of a major player — Gangar Eye Nation with a huge footprint of about 2,000 sq.ft. that was about 12 mins walking distance from his store. He had also got the news that Titan Eye Plus was eyeing Ghatkopar and was looking out for a suitable store location there.

He reached home, sat down on his study table, and started analyzing his sales for the past 10 years. Earlier the store had bigger profit margins with an average footfall of 20-25 people per day with a good conversion rate. Shreeji used to deal in local brands like Sillotti, and frames procured usually from wholesale players like Alankar Opticians.

Lenses were procured from Central Optics, Ghag etc. But now, times were changing. Today the profit margins were reduced because of competition from national players and high operating cost. Interestingly the store footfall has gone up to 75-90 per day and most of the customers are youngsters who prefer to use branded frames like Optimed, Swaroski, cK and Steppers. In lenses Essilor, Kodak, Nikon, is what customers demand for. Today, Shreeji has the conversion rate of 20%.

Ajay also found some of the interesting facts of the competitors in the vicinity like most of the stores deal with the branded products but only a few of them have better walk-in and conversion rates.

Ajay was skeptical from dispensing branded products as brands did not offer the kind of margin. Ajay could manage from the locally sourced products. But he missed out on the fact that brands could charge a premium for the same product that otherwise would have been considered as a rip off.

Players like Gangar sold only branded products like Prada, Gucci etc. while Titan dealing with the products under its own Brand Eye+ stores sold frames under the Titan brand as well as the Eye+ and Dash brands (the Dash brand targets children). The stores also deal with frames and sunglasses from a large number of international fashion brands like Elle, Vogue, Versace, Dior, Steppers, Hugo Boss, Armani, Levis, Esprit, Oxydo, Tommy Hilfiger, Dolce & Gabbana, Calvin Klein, Silhouette, Swarovski, Dunhill and Mont Blanc etc.

In early 2007, the prescription eyewear market in India was estimated to be worth between Rs. 18-20 billion with around 30 million pieces (frames with glasses) being sold every year. The organized eyewear market is still at an infant stage. This segment however, was largely dominated by the unorganized sector, which accounted for 95% of the prescription eyewear business. India has an estimated Rs. 1, 500 crore eyewear market and that is poised to grow between 15 to 20 per cent annually.

TITAN EYE, Kodak, Luxottica Group, Eye was from Odysseys, Vision Express from Reliance Retail and major international players will change the way eyewear industry operates in the country. They aim to introduce the concepts of branding, right pricing and value for money, which is non-existent now.

3. Case Study on Dosa Plaza:

Mr. Ganapathy smiles and says it was an accidental business. He basically hails from a small village called Naglapuram from Tamil Nadu. He came to Mumbai in 1990 in search of livelihood with a great ambition and dream along with his basic educational background. He passed out of 10 th standard and migrated to Mumbai with the help of his friend.

He applied for a job at different places but was denied a job for not having a good education background or knowing English. Then he worked in a bakery at Bandra making pav vada and pavs are the favourite dish of Mumbaikars. Mr. Ganapathy worked at many small places and restaurants. He was not satisfied with his job and shifted his base to new Mumbai.

He started a career with a restaurant in Vashi called Prem Sagar as a service boy. Later, his passion for cooking led to a business opportunity when he started selling dosas.

Having seen a dosa stall on the roadside in sector 12 at Vashi along with his brother, he decided to start a business in dosa. He was running a business almost for five years in the same area and offered as many as 15 varieties of dosas. During this period he created a customer base and learned new varieties of dosas.

Along with his dosa outlet he tried his luck by investing in a Chinese restaurant in which he incurred a loss. But he tried Chinese cuisine in his dosas which worked very well. He got passionate and invented variety of dosas in Chinese style like American chopsuey, schezwan dosa, paneer chilly, spring roll dosa etc. By the year end, Dosa Plaza had fashioned 20-25 original varieties of dosas.

During this time he learnt about the computers and the use of internet from a friend. He had a vision to make dosa an international cuisine. Late in the evening, he used to browse the internet to broaden his skills and convert his vision into a reality. He made his dosas popular by serving them complimentary to his customers. The tremendous response that he received from his customers inspired him to fashion many more original one-of-their-kind recipes.

Dosa Plaza had already made its presence felt in the hearts of the food lovers. By 1998, Dosa Plaza had 104 delicious varieties of dosas in its list. He started his first shop at the Vashi Railway station. He earned a good name and credibility through the Vashi store. The response to his dosas kept growing, so he stayed on for a whole year. He bought his vegetables from APMC Vashi market at a wholesale price every morning and made basic recipes at home with his brother.

Dosa plaza came to his mind as both the words have “AA” in the end which make it sound better and Plaza means open corner space and his new outlet was also in an open corner. Dosa Plaza is affixed with Prem Sagar as he worked in Prem Sagar. Before which, he never got such an opportunity to work.

Earlier he was always instructed by his employer to work in a kitchen. It was the Prem Sagar restaurant which gave him an opportunity to interact with customers and showcase his talent. According to Mr. Ganapathy, the market is kaleidoscopic. When he started, customers used to come because of the owner’s name and the personal relationship. Gradually customers shifted to food taste. Brand had a major role in customer preferences. Now customers come for brand. Service, location and ambience play an important role on a customer’s mind.

Competition:

Dosa Plaza doesn’t have any big competition as everybody operates in their own way. The major organized player has also entered into this business with a strong financial support and brand name. Dosa Diner is the first restaurant in Mumbai to transform traditional Udipi food into non-vegetarian fare.

This attempt is to capture the mid-market family dining segment. The restaurant effectively mixes bright colors and ethnic materials to produce a warm ambience. The restaurant offers various types of dosas with choice of fillings ranging from prawns, lamb and chicken to mushrooms and cottage cheese.

Dr. Dosa had a clear cision for his success. He’s been interested in food — preparing it, serving it and seeing people enjoy it. Though never formally trained in the dosa preparation, he learned to cook. He did R&D in dosa and created more varieties. Now 27 dosas are trademarked and the number is still increasing. He opted to spend his time learning how to prepare dosas for his family, customers and always found the experience tremendously satisfying. Even today he hasn’t lost his enthusiasm for well-prepared food.

Mr. Ganapathy learnt business in Mumbai. His personality shows a great impact of family tradition, values and ethics. He firmly believes in himself and believes in moving ahead at every stage of life. He does not believe in looking back. Past experience as employee of many small restaurants helped him to understand the business in a broader perspective.

He personally believes dosa is a purely vegetarian food and doesn’t believe adding non-vegetarian varieties in his menu. Instead of that he brought different veg concepts in his menu and added more varieties. He is the first person in India who offered idly with Manchurian at a premium price.

Future Expansion:

Presently Dosa Plaza has 35 outlets spread across in nine different states in India. Mr. Ganapathy is not targeting all shopping malls but only a few quality malls. Prime target is highways. He is planning to launch 6-8 outlets in Chennai in the next one year.

Two new restaurant formats, “Mumbai Spices” and “Chop king” have been introduced. Food trial is on for these restaurants. He is also planning to open kiosks opposite to the railway stations in Mumbai and the plan is to have centralized kitchen in Mumbai, which will be the supplier so as to optimize the entire process.

For the international operations he already had a strategic tie-up with landmark group which is one of the leading retail groups in the world. He started his first outlet in Sharjah international airport in the New Zealand outlet.

This outlet in New Zealand is the first Dosa outlet. Prior to this, there wasn’t any vegetarian outlet of this scale in close proximity. Foreigners and NRIs come from 100 km range. Mr. Ganapathy believes that customers come to his outlet as the rates are reasonable. He is also planning to enter into Canada and US market soon.

Mode of Operation:

Dosa Plaza operates on three business models i.e. company owned, joint venture and franchise. At an initial stage the stores were expanded by the method of franchising. At the growth stage, few of the stores did not perform well. The store which was there is Ghatkopar was closed because of the franchisees.

It’s difficult to control over the franchisees which is the major drawback of this particular model. Ganapathy prefers joint venture rather than having franchise outlets especially in overseas operations as joint ventures allow more control over the business.

4. Case Study on Multiplexes:

“There’s no business like show business”.

The above truism comes to life when we consider the amount of turnover churned by the multiplexes that have mushroomed up in the past decade. Predominantly single-screen theaters ruled the roost when it came to movie theaters but with changing times the era of multiplexes was ushered in with cinema halls being converted into the ultimate weekend getaway for the thronging millions.

With around 11,500 active screens, India is under screened. China, which produces far lesser films than India has 65,000 screens while the US has 36,000. India’s screen density stands low at 12 screens per million populations. There is a need of at least 20,000 screens as against the current 11,500. This gives multiplex operators enough room to grow as the traditional single-screen theatres do not have the financial wherewithal nor do they enjoy tax incentives.

Over the last few years, multiplexes have emerged as a trend in urban India. Multiplexes are essentially cinemas with three or more screens. They provide a quality viewing experience and are generally located around shopping malls to increase footfalls in these malls.

Each screen in a multiplex has a small seating capacity in the range of 150-300 seats as compared to single screen cinemas which have capacities in the range of 800-1,200 seats.

The multiplexes are ensuring everyone is taken care of as movie theatres have been amalgamated with retail outlets, shopping malls, bowling alleys and food courts etc. The multiplex players are bending over each other to cater to the needs of the customer and make it a family experience.

This is only the icing on the multiplex owner’s cake and this icing only gets thicker with time as millions of revenue is on stake with the loyal customers coming to get a good deal. The heavyweights in this arena are PVR cinemas, Big Cinemas (owner ADAG group), Inox and Fun Cinemas.

1. BIG Movies:

In June 2005, the Anil Dhirubhai Ambani Group (ADAG) acquired majority of the shares of the cinema screening business of the Manmohan Shetty owned Adlabs. The phenomenal growth story of 20 screens in 2005 to 186 screens today with a seating capacity of 71,000 followed this acquisition.

The success mantras driving the story are — expansion, scale-up and acquisition. The jump to Rs.365 crores in 2007 was termed as a three-fold growth which jumped again to about Rs.520 crores in 2008.

ADAG bought nearly 200 cinema houses pan America in cities as New York and Chicago and 51 theatres in Malaysia and six in Mauritius, which increased their presence overseas. Moreover they have focused on acquiring and renovating old movie houses in tier II and tier III cities.

Thus you would find a big cinema presence in cities like Lucknow, Hyderabad and Ghaziabad. Big Cinemas has opted for organic and inorganic growth strategy and if we look at the turnovers, this seems to be paying off.

According to the Adlabs spokesperson, they have 70 movies in the pipeline. The acquisition of N.D. studios in Karjat raised many eyebrows as they seem to be going into risky ventures in an over-zealous attempt to aim for the stars. They also plan to launch 52 satellite channels and are targeting the TV audience.

One of the most innovative concepts brought in is the d-technology which would entail production, distribution and screening of the movies via digital cables. This technology reduces the risk of piracy and also makes it much simpler for cutting costs.

Reliance Adlabs is one of the firms that are planning a double-digit number of screens in one of its megaplexes. The firm is investing Rs.30 crore on what will be India’s largest megaplex. It will have 15-16 screens, including an IMAX 3D-digital screen, food and beverage lounges, special screens for kids and sports screens.

Adlabs is also opening a nine-screen multiplex at Ghatkopar and PVR is coming up with eight screens. Adlabs has tied up with Kingfisher airlines where if you travel by airlines, you accumulate points on which you can get a free ticket in Adlabs after you have reached a specific number of points.

It is one of the leading multiplex chains in India with 101 screens under operation in 14 cities at present. PVR has been successful in building a lifestyle entertainment brand because of its focus on customer service and quality of experience.

The company has been able to establish itself as one of the premier entertainment destinations, which has resulted in the highest occupancies, footfalls and spend per head as compared to all of the other multiplex operators.

It attracted 18 million patrons with an occupancy ratio of 41% in FY08, both the highest numbers among all the multiplex players. Today, it contributes 10% plus to the total domestic box office collections in the country, showing a clear dominance.

It has shown impressive operational performance, delivering a 65% CAGR in top line in the past five years. The company has shown remarkable pace of expansion in the last 3-4 years with commendable speed and quality of execution.

Inox has more than 50% of its screenings the tier I and II cities, which has rewarded the company very well in the past. It plans to add more than 100 screens in the coming two years, 70% of which will come up in select tier I and II cities. They believe that the move will create value for the company as these locations are comparable to metros level.

Inox has ramped up its presence to 84 screens in 24 locations at present. While registering a strong capacity growth in the past four years, the company has also been very successful in building a strong entertainment brand for its cinemas. Operating in an industry marked by execution delays, both the speed and the quality of expansion are commendable considering that the promoters didn’t have prior exposure to the exhibition industry.

4. Shringar Films Pvt. Ltd.:

It was founded in 1975, with the distribution of Bollywood films as the company’s core area of operation. Operating the chain of Fame cinemas, the company gave Mumbai its first five-screen multiplex and its first IMAX theatre. Today it has a total of 30 screens in seven complexes. By 2009 the chain aimed to targets a sprawling presence with approximately 52,000 seats.

Risks and Concerns Related to Multiplexes :

Multiplexes thrive on rising footfalls which in turn depend on the better supply of films from producers. Hence, any disruption on the supply side will definitely have a negative impact on a multiplex players’ growth. Movies compete for customer attention with other forms of entertainment viz. DVDs, TV, cricket, festivals etc. An increased acceptability of these avenues will divert footfalls away from the multiplexes.

However, there is enough room for all to exist and grow simultaneously. A case in point is the US, where almost all forms of entertainment are present and have been well received by the consumers. Even then, footfall growth hasn’t halted over there.

Moreover, there might be possible synergies among these formats which might benefit multiplexes, e.g. showing of IPL matches on cinema screens. Supply of quality real estate has been a problem in the past for multiplex players. Mall delays due to various reasons will hurt expansion plans of the companies.

Entertainment tax in India is among the highest in the world leading to a much higher occupancy levels required for breakeven of multiplexes. Even though state governments have announced tax free windows for these players, uncertainty looms over the viability of multiplexes after the window expires. The level entertainment tax should come down in the future; otherwise any increase will be passed on to the consumer to a large extent like it is being done at present.

The whole footfall growth story depends on rising prosperity in the country leading to higher discretionary consumer spends. If the economic environment starts worsening for a prolonged period, it will affect patronage levels, negatively pulling down top line growths. Hopefully there is enough space for more multiplex projects given the quantum of demand and lack of supply in the sector.

Preliminary analysis suggests that at national level and considering only the urban population demand in the age group of 15-60 years, 662 multiplexes with three screens per property i.e. 2,000 screens can operate at 35% capacity. All of the multiplex players combined are operating only 500 screens at present.

Related Articles:

• Retail Management Case Study: Top 3 Case Studies
• Case Studies on Retail Sectors: Top 3 Case Studies | India
• Retail Management Case Studies
• Retail Management Case Studies (With Conclusion)

We use cookies

Privacy overview.

Two Global Brand Digital Retail Transformation Case Studies: Lessons & Challenges

Digital retail transformation case studies almost always focus on customer experiences (for example, providing iPads for in-store eCommerce, using augmented reality for product demos, etc.) but in this article we’re going to dive into the other — and equally important — side of digital retail transformation: the employee experience.

In our experience, when employees have access to updated digital tools and training techniques, retail organizations and customers both benefit. Specifically:

• Quicker Onboarding: Employees are onboarded more quickly and retain more information, so training costs decrease.
• Better Training: Employees can look up answers to detailed questions or help customers find products in real time which improves the customer experience.
• Better Customer Experience: Customers are more satisfied and buy more because their questions are answered quickly and accurately. 
• More Insights: Retail leaders get more insight into what training or policies are working the best across an entire organization.

Below, we’ll show you exactly what this transformation was like for two multinational retail brands — each with tens of thousands of store employees.

(Details have been anonymized for confidentiality reasons.)

You’ll learn the real-world details of how we did it and the key insights and lessons that any retail brand should heed:

• The legacy retail training and communication problems these two brands were dealing with (and many others still are).
• A case study of a global sportswear brand’s digital transformation odyssey, including details on why  generic digital solutions simply wouldn’t work for their business model.
• How Bigtincan’s custom-tailored digital training solution helped a multinational beauty retailer overcome a bottleneck for growth and sales productivity.
• The themes that emerge from our experience solving training and communication problems for big players on the retail stage.

First, let’s start with a closer look at the why , by examining some challenges and pain points that have plagued corporate-retail relations for decades.

An Overview of Legacy Retail Training and Communication Problems

Retail employee training procedures and headquarters-to-store communications have always had more than their share of inefficiencies.

Associate training at many retail stores, including (until recently) those of the major brands we cover in this article, commonly involves posting updates on a corkboard at the back of the store and reliance on weekly “team meetings.”

But this standard system doesn’t typically work well.

Just think about it:  how many employees ignore the corkboard, skip the meetings, or just zone out?

Scale those scenarios up to hundreds or thousands of individual retail locations and consider the impact of subpar training methodologies on liability, product messaging, customer experience, and sales productivity, and you have a significant set of inefficiencies that are hurting profitability.

Or, for another example, think about retail training in a store with extremely high employee turnover.

One of the brands we’ll discuss shortly has an average annual attrition or turnover rate around 40% at the store level (largely due to their employee demographics). This is common in the retail industry, and some stores are even higher.

The quality of employee training tends to decrease  in proportion to the number of new employees being onboarded, the other obligations of managers on duty, and during the times of year when customer demand is highest.

In other words, the times when employees should be performing at their peak are when they’re least likely to get the quality training they need to succeed.

Most of these problems with retail communication and training have existed for decades (or longer) because no one knew how to fix them.

Companies may have accepted these inefficiencies as unavoidable for a long time, but that's no longer the case.

However, what’s not necessarily obvious is that basic digital solutions like computer-based training software, cloud-based file-sharing, and email, are inadequate to address these decades-old problems. We’ll explain why that is in a moment, in the first case study.

These case studies are anonymized for nondisclosure reasons, but still contain plenty of details to teach you how we approach and solve training and communication problems at scale.

Case Study #1: Global Sportswear Apparel and Lifestyle Brand

This sportswear apparel company has over a thousand brick and mortar physical stores worldwide and tens of thousands of retail workers.

The vast majority of their store employees are young, high school age to early 20s, which helps account for the average annual employee turnover rate of 40% we alluded to in the previous section.

On the front lines, the customer-facing employees are in what's known as persona-driven positions, which essentially means roles that reflect the "lifestyle brand" nature of the company. As such, the company heavily incentivizes employees to consume and wear the brand — a calculated psychological strategy that fuels brand enthusiasm during associate-customer interactions.

Aside from basic, legally mandated compliance training, most of their retail training relates to running brand campaigns and product launches. They're constantly introducing campaigns or promoting products, typically several at once, and it’s vital for employees to stay current.

The company was facing legacy issues with communication as well as in-store training and they knew it. That’s why Bigtincan eventually won a bid against 50 other service providers. But before we take a look at how we custom-tailored our solution, let’s take a look at the problems.

Global Sportswear Brand Retail Challenges

First off, associates at this company don't have company email addresses.

With the sheer volume of employees and their attrition rate, direct email is unworkable as a mass communication tool. (Side note, cloud-based file sharing platforms like Dropbox, OneDrive, and Google Drive also don’t work at that scale for various reasons, including the fact that young retail employees are unfamiliar with the user interface.)

Instead, communication typically followed a “chain of command” sequence: from corporate HQ to the store manager, then from the store manager to the team leader(s) on duty, and finally from the team leader to the associates.

But since associates didn’t have email addresses, the process entailed printing sheets of paper and tacking them on a back-room corkboard or placing them into a three-ring binder (depending on the store). Team leaders would direct their associates' attention to the communique or training content during morning huddles or “pump up” sessions…at least in theory.

Here are some of the problems that came up in interviews or problems we observed firsthand:

• Communication was slow , especially when it had to travel up and down the chain of command repeatedly.
• No channels existed for any type of feedback, surveys, or polling. No measures of learning success.
• There was zero feedback available on whether training content was interesting or useful.
• No accountability for training: HQ had to take team leaders’ or managers’ word that the training had even been administered.

Memorably, compliance training took place on a lone, aged Windows computer at the back of each store. Stressed store managers and team leaders frequently encouraged new hires to “just click through” mandatory compliance slides as quickly as possible.

There was a lot of friction in the system. It was barely working .

BigTinCan’s Training and Communication Solution

When Bigtincan entered the picture, we offered our easy to custom-tailor app that could run on employees’ personal mobile devices as well as in-store devices. The idea was a one-stop shop for training and communication.

Our app is highly flexible and customizable by default, but we knew this company needed some additional features to address their pain points.

Here’s how Bigtincan solved the problems from the previous section:

• Previously, new product updates or campaign launches were delivered “manually” during morning huddles or weekly team meetings, but our app instead offers frictionless micro-lessons  (based on the concept of microlearning with lessons of 15 minutes or less) so associates can learn at their own pace.
• Instead of bits and pieces of info trickling down slowly, a live feed feature on the training app updates employees in real time to ensure everyone’s on the same page about brand campaigns and product updates.
• Along with receiving constant refreshes and updates in bite-sized chunks, employees can also exceed customer expectations by looking up any answers to their questions instantaneously in the app.
• Managers and corporate have constant access to training stats and follow-through so there’s no more back-and-forth about training participation or accountability.
• The app's communication functionality removed any need for email by offering a direct line between management and employees within the app itself.

Another unique consideration related to the company’s novel approach to fostering brand enthusiasm among associates.

Earlier, we mentioned that the company encourages employees to showcase and enjoy their lifestyle products. We knew that the app had to reflect that rather than feeling “corporate” and boring.

As an executive confided to me, the internal branding is essential because the brand is the equity of the company, period . It’s what makes the difference between a $100 pair of sweatpants versus a $15 pair of sweatpants.

Our solution was to incorporate the type of imagery and style you would normally find in an advertisement directly into the app — virtually the opposite of generic apps, visually speaking. In other words, our app has production value  that helps associates feel excited and proud of their role to represent the brand.

To sum up, we custom-tailored the Bigtincan Learning app to offer a heavily branded experience that focused on daily content updates; frictionless training in chunks of 15 minutes or smaller (even as short as 1 to 2 minutes in some cases), accountability metrics for training participation that are visible to managers as well as corporate headquarters; and company-wide communication optimization.

The end results are a better customer experience, increased sales productivity, and ultimately a huge competitive advantage. Employees can focus on customer engagement and helping customers through their buying journey, while decision-makers at the company receive real-time feedback on what’s working and when to pivot.

Case Study #2: Multinational Personal Care and Beauty Retailer

The company featured in this second case study has over 2,000 retail stores worldwide and tens of thousands of store employees. They carry thousands of personal care and beauty brands along with their own private label.

Aside from cashiers, the company assigns associates dedicated roles as product specialists to work on optimizing the customer experience.

When a customer walks into any section of the store, there’s an associate there who specializes in customer-centric product education and helping the customer find the perfect fit within their niche.

For example, makeup requires employees to understand how to color match (the product to the skin tone of the shopper) and conduct tutorials, while fragrances require a working understanding of hundreds of different products and how to describe their nuances to new customers.

This retail model necessitates extensive training for employees.

Multinational Beauty Retailer Problems

Clearly, this retailer already understood the advantages of placing training first and prioritizing customer experience.

But, by the same token, the legacy approach the company took to training and employee education represented a serious  bottleneck for growth and sales productivity.

Store managers were in a teaching role (in addition to all their other tasks, of course) for employees in all niches. If they had other priorities to keep the store running that day or week, training would take a back seat.

The managers would take regular e-learning courses that consisted of slides and PDFs administered via the store’s lone desktop PC (in, you guessed it, the back room). The quality of these media were severely restricted by poor connectivity, discussed more in-depth below.

Sometimes intensive associate training, such as during onboarding, took place one-on-one. But because the store manager acted as a conduit to all  training, the only way to scale was by doing group sessions.

Role play is an essential part of the learning process for this company, but results were all over the place. Learning outcomes largely depended on the skill and willingness of each manager, and there were no metrics for corporate to understand what was going on at any given store — let alone correlate training with real-world outcomes.

The main reason the company conducted their training that way was because of internet bandwidth issues. Mall stores have limited bandwidth, so streaming 4K, 1080p, or even 720p video was out of the question.

Record-keeping around training was another pain point. Employees were supposed to sign sheets, but sometimes forgot to, or there were suspicions that signatures were collected when training wasn’t completed.

Bigtincan’s Training Solution

Our training solution for this multinational beauty brand was a fully custom-tailored, branded, themed app that worked on employees’ personal devices as well as on in-store devices.

We began by taking into account the chief problems that came up during our audit:

• Managers as sole touchpoints for all training was an inefficiency that often created holdups in other areas of the business.
• The total lack of training accountability bred complacency and indifference, when training should actually be a top priority.
• The inability of training content creators to understand the effectiveness of their training meant that training content couldn’t evolve or improve in meaningful ways.
• Connectivity issues at the store level prevented a modern, high-quality training experience.

The company was receptive to our proposal for a distributed approach to training that would remove the bottleneck effect of relying on overworked managers as exclusive training providers.

With our solution, any  employee can pick up any device at any time, open the training app, enter their ID number, and receive individualized niche training based on microlearning concepts.

We answered training record-keeping problems with a fix that not only provided accountability, but also made associates proud of their training accomplishments. Employees now have training profiles that include certifications and badges for achievements, which are also visible to managers and corporate.

Because there’s still a need for face-to-face roleplay learning (or more often webinar roleplay during the COVID pandemic), we also incorporated instructor-led training (ILT) and events that require attendance to be registered directly into the system and provide employees with badging or certification for attending.

All training analytics were then tracked for instructor-led training and digital learning courses and made readily available in Bigtincan Learning. This was especially helpful for corporate leadership because they were able to track and fully understand how all training was being leveraged and impacting outcomes.

Last but not least, our solution had to address the speed and connectivity issues faced by most mall retail stores.

Fortunately, due to deep experience in retail, we had a solution ready for stores in bandwidth-constrained environments. Instead of constantly downloading new content to the Bigtincan app during the day, we used the back office PCs as media servers or “edge servers” overnight.

In other words, as the mall internet speeds up every night from 12am-4am when stores are offline, our software gets to work downloading new videos, documents, courseware, and other assets to every mobile device.

That training content is available for associate use during the day, without  the terrible user experience due to slow internet buffering, and the system maintains a minimalist daytime connection to the cloud to update employee training actions and completion rates in real-time.

Understanding the Lessons That Emerge

To recap, retail stores have always faced specific challenges around training and communication, which companies muddled through until recently.

Digital transformation in retail offers opportunities to solve these problems, but most providers offer generic solutions that don’t address the companies’ defining needs (such as heavily branded content or personalized experiences during training) or ignore their biggest challenges.

The best way to address retail sector inefficiencies at scale is by using new technologies  to unify communication and training in one-stop mobile apps  for retail associates.

(We also offer options to integrate customer data, pricing, inventory management, e-commerce, and online shopping into apps.)

These retail training and communication apps facilitate never-before-seen approaches to solving decades-old challenges:

• Personalized experiences using microlearning for associate training integrate into their workflow and enhance employee performance rather than serving as a distraction or afterthought.
• Digitalization of daily updates and communication from corporate headquarters to associates overcomes the inadequacies of email and other legacy solutions.
• Tracking and metrics ensure accountability of employees to managers and corporate supervisors for training adherence and meeting performance standards.
• Real-time insights offer feedback on how training affects key outcomes such as customer behavior, customer retention, and operational efficiency.
• Over time, “big data” allows us to leverage machine learning algorithms to automate the pacing and distribution of training and other variables.

And when you address training inefficiencies with digital technologies, customer experience ratings and sales productivity skyrocket.

No one is doing what Bigtincan does, as our track record of working with global brands in areas like sportswear, beauty, yoga, and high-end luxury jewelry shows. Instead of transactional, generic software, we deliver transformative, fully customizable, one-stop solutions.

Book a demo  to learn more and see how Bigtincan could work at your company.

• Arts & Humanities
• Communications

CASE STUDIES ON RETAIL MANAGEMENT CASE STUDY 1 A

Related documents

Add this document to collection(s)

You can add this document to your study collection(s)

Add this document to saved

You can add this document to your saved list

Suggest us how to improve StudyLib

(For complaints, use another form )

Input it if you want to receive answer

9 Case Studies That Prove Experiential Retail Is The Future

Table of Contents

What is a pop-up shop? Everything you need to know to try short-term retail  > 23 Smart Pop-Up Shop Ideas to Steal From These Successful Brands > 9 Case Studies That Prove Experiential Retail Is The Future

What is experiential retail, and how can experiential retail benefit your business?

Experiential retail is a term used to define a type of retailing that aims to provide customers with a unique and memorable experience. Experiential retail is typically characterized by one or more of the following features: the use of unique and interesting spaces, objects, or experiences; high levels of customer engagement; and the use of technology to enhance customer interactions.

One key aspect of experiential retail is the ability to create an attractive and welcoming environment for staff and customers alike. This can be achieved through a combination of factors, including good design, cleanliness, and lighting . Another important factor is how well the store reflects its brand identity.

Although there are many different types of experiential retail outlets, they all share certain common elements: they are designed to provide a memorable experience for their customers; they are focused on creating an enjoyable atmosphere for staff members as well as the public; they offer an appealing mix of products and services, and they use technology to enhance customer interactions.

Finally, experiential retail is not just about selling products or services. It is also about building strong relationships with customers that go beyond transactions.

Experiential retail is the future. For years we’ve heard about the decline of physical retail and the rise of the internet. However, the desire for retail experiences is on the rise with 52% millennials saying of their spending goes on experience-related purchases. This introduces the concept of ‘retailtainment’.

Enter: retailtainment

Because of this, retailers have evolved their offerings. By focusing on so-called ‘ retailtainment’ and immersive retail experiences, brands are able to provide customers with fun, unique and in-person experiences that elevate shopping to new heights.

With retailtainment, the retail industry is shifting attention from a features-and-benefits approach to a focus on immersive shopping and customer experience . To be successful, retailers must offer consumers a desirable retail experience that in turn drives sales.

What is meant by Retailtainment?

The term “retailtainment” is used to describe the trend of retailers using entertainment to attract customers and encourage them to spend more time – and money – in their stores. This can take the form of in-store events, interactive displays, and even simply providing a comfortable and enjoyable environment for customers to shop in. The goal of retailtainment is to create a unique and memorable shopping experience that will keep customers coming back.

With the rise of online shopping and brick-and-mortar retailers have to work harder than ever to compete. By offering an enjoyable and entertaining shopping experience, retailers can attract customers who are looking for more than just a transaction. Retailtainment can be a powerful tool to build customer loyalty and drive sales.

How does retailtainment fit in today’s retail experiential strategy?

As shoppers’ expectations become more demanding, retailers are turning to retailtainment to create a more engaging and memorable shopping experience. By incorporating elements of entertainment into the retail environment, retailers can create a unique and differentiated customer experience that will help them stand out from the competition.

There are a number of ways that retailtainment can be used to improve the customer experience. For example, retailers can use interactive technology to create an immersive shopping experience that engages shoppers on a personal level. Additionally, retailers can use entertainment to add excitement and energy to their store environment, making it more inviting and enjoyable for shoppers.

Ultimately, retailtainment can play a key role in helping retailers create a customer experience that is unique, differentiated, and memorable.

What is the difference between retailtainment and experiential retail?

Both retailtainment and experiential retail are designed to make the shopping experience more enjoyable and engaging. However, experiential retail goes a step further by creating an emotional connection with customers. This emotional connection can lead to brand loyalty and repeat business.

Thus, while both retailtainment and experiential retail are important trends in the retail industry, experiential retail is more focused on creating a lasting impression and emotional connection with customers.

Here are our 8 favorite examples of Experiential Retail and retailtainment in action:

Marvel: Avengers S.T.A.T.I.O.N provides fans with interactive brand building experience

The Avengers S.T.A.T.I.O.N. is an immersive exhibit that has toured the world since the first Avengers film. It has appeared in key retail areas such as New York Seoul Paris , Beijing, London and Las Vegas, and always pulls in huge crowds. Based on the global box-office film franchise, Marvel’s The Avengers, the store features real life movie props and interactive displays.

There are Marvel-branded items for sale but the goal of the project is not to shift T-shirts and mugs. It is about delivering an in-person experience to fans and bringing the brand to life.

The Avengers S.T.A.T.I.O.N. is a great example of retailtainment and experiential retail in action. Visitors are fully immersed in the fictional world they adore, further cementing their affiliation and love for the Marvel brand.

For a brand as strong and iconic as Marvel, it would be easy to sit back and take popularity for granted. However, through the use of retailtainment they are continuing to delight their customers beyond the screen.

Farfetch: Creating a retail experience of the future

Image via Bloomberg

Farfetch is as an e-commerce portal for luxury boutiques. It’s successfully positioned itself as a technology provider for brands; combining technology and fashion to provide unique in-store experiences.

José Neves, CEO of Farfetch, has spoken about his concern that physical retail is diminishing; it accounts for 93 per cent of sales today, but by 2025 is predicted to account for just 80 per cent.

Enter: Farfetch’s Augmented Retail Solution

Neves’ vision for retailtainment includes advancements in technology to make the consumer experience more human. He produced Farfetch’s Store of the Future, an augmented retail solution that “links the online and offline worlds, using data to enhance the retail experience.” In its retail store in London, Farfetch provided connected clothing racks, touch-screen-enhanced mirrors and sign-in stations that pulled data collected online to use in-store.

Farfetch provided customers with a sign-in screen to search their purchase history and wish list, which provided valuable customer insight for the sales assistants. There was also a smart mirror to request different sizes, alternative products or pay without leaving the dressing room.

This innovation led them to be labeled as “ The Retailer of the Future ”, allowing customers to enjoy an effortless in-person experience that harmonizes the best parts of boutique shopping with the speed and convenience of online shopping.

Read More: Excess Inventory Post-Holiday? Open a Pop-Up Shop

Huda Beauty: Cosmic experience in Covent Garden

Huda Beauty , one of the world’s fastest-growing beauty brands, ran an immersive retail experience pop-up store right in the centre of Covent Garden, London, to launch a new product range and reach new customers.

Huda used the location ( sourced by Storefront pop up space rental ) to deliver a sci-fi themed experience in support of their new eye-shadow palette Mercury Retrograde.

The entire exterior of the pop-up resembled a multi-faceted, metallic mass of geometrical shapes. This was echoed inside with various ‘galactic’ elements, all manner of mirrored surfaces and shimmering fixtures and elements.

As part of the event, visitors could sit on the throne Huda used in her launch material, all set up to encourage as much social media activity and engagement as possible.

Huda Beauty caught the eye and wowed its visitors. Introducing a whole swathe of new customers to the Huda Beauty brand.

Read More: 4 Beauty Brands Who Successfully Launched A Pop-Up Store

Vans: A shopping experience to remember

Image via Skateparks

The House of Vans in London lives up to the company motto of being “off the wall”. A location where art, music, BMX, street culture and fashion converge, you can find almost everything you can imagine across the 30,000 square feet building. Amongst a cinema, café, live music venue and art gallery, the bottom floor holds the most unique feature of the building: the concrete ramp, mini ramp and street course.

Nothing better epitomizes the Vans brand than a space where young people can not only shop but spontaneously socialize. The House of Vans is the perfect example of how experiential retail can be used to empower a shopping experience.

Read More: How The Music Industry Is Making The Most of Pop-Up Stores

Ikea: Using social media to power a unique retail experience

Ikea brought 100 Facebook competition winners to one of its warehouses and let them stay the night. They were able to select the mattress, sheets and pillows to fully give them a fully tailored experience. A sleep expert was on hand with tips for getting a good night’s rest, including how to find the perfect mattress for any sleeping style.

This was a clever and unique way to obtain visibility and get fans to focus on what Ikea has to offer and try it out for themselves.

This idea came from understanding their consumer insights on social media. Lois Blenkinsop, Ikea’s U.K. PR and internal communications manager, said: “Social media has opened up a unique platform for us to interact directly with our customers. Listening to what they want is what we do best, and the Big Sleepover is just one example of how we’re using such instant and open feedback to better inform our marketing activity.”

From using social media they were able to apply experiential marketing to their retail strategy and provide their customers with a memorable event that brought the brand a ton of visibility and engagement.

Space Ninety 8: showcasing the art of retailtainment

Image via @Space90

As a spin-off from Urban Outfitters, Space Ninety 8 is a shared retail space that spans 5 floors, hosting retailers, galleries and even a rooftop restaurant and bar.

Scanning their Instagram, you can see the variety of what Space Ninety 8 offers beyond solely retail. Advertised next to yoga classes is an album signing by Big Boi, alongside pictures of art classes and Lady GaGa merchandise. By reflecting the flexible nature of modern life, the brand created a versatile store that emphasizes experience, perfecting the art of retailtainment.

TOMS: creating an immersive experience through VR

Experiences don’t have to be a permanent feature of a store in order to make an impact on customers. In 2015 TOMS’ placed VR headsets into 100 stores, enabling them to virtually transport players to Peru to see the impact of their One for One giving campaign on local people.

As you walk through the village stores with locals smiling and waving at you, it is impossible not to feel warmed by the friendly atmosphere. Not only did this retail experience improve awareness of their social corporate responsibility and promote their giving campaign, it also gave customers an unforgettable and immersive experience they were unlikely to forget.

[Check out Toms’ continued focus on immersive retail experiences here]

How to Provide Retailtainment that Drives Traffic and Sales

These case studies all stress the importance of providing an in-store experience. By exceeding expectations you drive emotional reactions. There are five consistent elements each use in their stores to ensure a remarkable customer shopping experience:

• Interactiveness: All of these retailers ensure that the senses are connected – memories of what we feel, hear, see, smell, and touch, may last a lifetime.
• Originality: These ideas were all authentic and natural, making the customer feel as if they entered a different world.
• Connectedness: Customers must feel that the experience has been created for them.
• Unexpectedness: These unique experiences are critical to ensure your brand is remembered.
• Reliability: The experience is executed through tested methods to achieve consistency and excellence.

The future of experiential retail

As the world of retail continues to evolve, so too must the way brands create memorable experiences for their customers. With the rise of digital and mobile technologies, consumers now have more choices than ever before when it comes to how they shop and what they buy. To stay ahead of the curve, brands must find new and innovative ways to engage with their customers and create unforgettable shopping experiences.

One way to do this is through experiential retail – using physical spaces to create immersive, one-of-a-kind experiences that cannot be replicated online. This could involve anything from in-store events and workshops to augmented reality and virtual reality experiences.

Experiential marketing isn’t about spending millions on fancy gadgets for your retail store. Sure it can help, but it’s mostly about a personalized shopping experience and providing an unparalleled retail experience for your guests and customers. The brands that delight their customers are the brands that drive loyalty and advocacy. Couple this with excellent customer service and you’re on to a winner. These case studies all demonstrate how it is possible to follow similar steps to overcome the challenges eCommerce has brought.

The brands that use their physical stores to focus on the customer experience are the brands that will do the best. The dynamic between physical and online retail has shifted and the impact of the Covid 19 pandemic has only accentuated this.

Planning your own experiential retail project and need some help? Drop us a note and we’ll help you out.

For more on launching temporary retail stores and one-off events, download our Ultimate Pop-Up Guide and make your ideas happen.

• Recent Posts

• Easter: 25 spaces to rent around the world to treat your customers! - May 31, 2022
• 11 retail trends to expect in 2022 - January 26, 2022
• Online children’s fashion resale platform uses pop-up stores to increase visibility and spread its message of sustainability - July 21, 2021

Related posts:

Start typing and press enter to search

Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

The role of retailers during brand scandals: insights from a case study

International Journal of Retail & Distribution Management

ISSN : 0959-0552

Article publication date: 21 December 2021

Issue publication date: 18 February 2022

• Supplementary Material

The role of retailers in influencing consumer attitude during a brand scandal is quite complex, as retailers are in direct contact with both marketers and consumers. The purpose of the exploratory research is to propose a theoretical model to capture the influences retailers exercise on consumers during brand scandals.

Design/methodology/approach

A qualitative approach has been adopted in the study. The study employs the grounded theory approach on the data collected by conducting in-depth interviews with 25 retailers.

Four contextual conditions and six behavioral antecedents of the retailer's role in the context of the brand scandal were identified. Then, the study finds that companies tend to follow two broad approaches during a brand scandal to address retailers' queries and apprehensions. On these bases, the study proposes a six-pronged typology to better understand retailers' role in shaping consumers' brand perception.

Originality/value

Existing literature has not paid adequate attention to this aspect of retailers' role in influencing consumer choices during brand scandal. To the best of the authors' knowledge, there is no prior research which investigates the role and influence of retailers in shaping consumer attitude during brand scandals. It is important to underline that the current research advocates retailers' significant role during a performance-based brand scandal. Specifically, the authors explored a health-related defective scandal of a well-known food brand. In addition, the study focuses on traditional grocery retailers, which already have special relationships with their consumers. Based on retailer perspectives, the authors' contribution is also updating the discussion of branding theory in case of scandals. The identified variables and constructs may be used for empirical investigation on the role of retailers in shaping consumer attitudes toward the scandalized brand.

• Grounded theory
• Brand scandal

Kapoor, S. , Banerjee, S. and Signori, P. (2022), "The role of retailers during brand scandals: insights from a case study", International Journal of Retail & Distribution Management , Vol. 50 No. 2, pp. 276-298. https://doi.org/10.1108/IJRDM-04-2021-0153

Emerald Publishing Limited

Copyright © 2021, Sunaina Kapoor, Saikat Banerjee and Paola Signori

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

When a brand scandal happens, it might cause severe consequences for the corporate owning that brand ( Yakut and Bayraktaroglu, 2020 ; Khamitov et al. , 2020 ), causing disruptions and damage along the entire supply chain ( Behzadi et al. , 2018 ) consumers included ( Kennedy and Guzmán, 2020 ). Regaining consumer confidence after food safety scandals is extremely challenging ( Wang and Alexander, 2018 ), but some researchers implied that if the brand is loved and has a strong market position, it may be forgiven ( Zhang et al. , 2020 ; Wei et al. , 2020 ). This research, based on a case study, argue that also some members of the distribution channel may have played an active role in supporting that brand to survive the scandal. Our main assumption is that in some markets, if a misalignment between consumer's expectations and brand's promise exists, a supply chain member might save a brand and it could be the retailer. This role may be particularly impactful where local traditional grocery retailers represent the great majority of the share of domestic retail and Fast-Moving Consumer Goods (FMCG) sales ( Mishra, 2019 ). During the 2020 pandemic, some governments in developing countries permitted grocery retailers, which account for 60% of store-based retailing sales, to continue their operations ( Sullivan, 2020 ). Thus, unorganized retailers represent the distribution backbone for fulfilling consumer essential item needs ( Euromonitor International, 2020 ).

Past studies largely examined brand wrongdoings and their impact on brand–consumer relationships ( Baghi and Gabrielli, 2019 ; Huber et al. , 2010 ; Liu et al. , 2018 ; Roy et al. , 2018 ). Nevertheless, some authors also assert that brand managers should go beyond a narrow understanding of the relationship between target consumers and brands ( Herstein and Zvilling, 2011 ) and that further research should focus on more complex sets of relationships among consumers, retailers and manufacturers ( Cleeren et al. , 2017 ). Hence, this study's primary objective is to develop a conceptual framework on the role of retailers during brand scandals, exploring the Nestle's Maggi brand case. Previously, other researchers selected this specific case study to understand how brands need to communicate and how consumers behave from a post-crisis perspective ( Dhanesh and Sriramesh, 2018 ; Mishra and Sharma, 2019 ; Srivastava, 2019 ; Mishra, 2017 ; Banerjee, 2018 ). However, they mainly explored the consequences of wrongdoings only after their occurrence and did not focus on managing the triadic relationship during a scandal to prevent worsening of the situation into a brand crisis.

Updating and reviewing the same case from a different perspective, we assumed that retailers may have played an active role in managing this scandal, through their direct relationships with consumers, even without specific guidance from the brand managers. A scandal can push further detrimental to brands if consumers' and retailers' perceptions become mismatched ( Gautam and Sharma, 2019 ). Given a lack of research investigating distribution intermediaries' potential influence on consumer attitudes and preferences in case of brand scandal, this study attempts to contribute to this gap by observing the retailers' role during and after brand scandals ( Cleeren et al. , 2017 ). In particular, our study is exploring the relationship management role of intermediaries during a brand scandal that are not yet theorized.

This paper begins with presenting a review of relevant literature and the resulting research questions to be explored in the next section. Catering to the article's exploratory research design, it then conceptualizes retailers' responses using grounded theory methodology. Then, findings from open and axial coding, concerning retailers view about themselves, consumers and corporate action at the time of brand scandal, are presented. Based on these qualitative results, a conceptual framework on the role of retailers during the brand scandal is theoretically presented, contributing to the scandal management theory. Drawing it on relationship management, some implications for managers and future studies suggestions are concluding this paper.

2. Literature background and research questions

Sims (2009) defines brand scandal as an unethical action or event that causes outrage against a particular brand ( Tucker and Melewar, 2005 ). Recently, Kapoor and Banerjee (2021) described brand scandal as an issue leading to either loss of consumer confidence in the brand entirely or creating indecisive future brand purchase intention among them. Brand scandals are complex situations in which products are found to be defective, unsafe or even dangerous ( Vassilikopoulou et al. , 2009 ). Such events may lead to a brand crisis ( Li and Wei, 2016 ), which if not correctly managed, may impact brand value with severe consequences and limited-time responses ( Xu and Li, 2013 ). Product-harm wrongdoings are often causes of brand scandals that disappoint consumers and have negative consequences on brand reputation and financial assets ( Coombs, 2007 ; Huber et al. , 2010 ), cause revenue losses ( Cleeren et al. , 2013 ), deterioration in brand equity ( Dawar and Pillutla, 2000 ) and negative brand perceptions and lower-purchase intentions ( Huber et al. , 2010 ). Brand scandals are not synonymous of crisis: while former answers how consumers perceive a brand's wrongdoing, the latter underlines brand's perceptions and actions thereafter to deal with a wrongdoing that could possibly threaten their physical existence ( Pauchant and Mitroff, 1992 ). As consumers are not always in direct contact with brand managers, retailers may play an important role in scandal management. Further studies on this role are called by an extensive literature review that revealed a gap in research on the triadic relationship between consumers, channel members and marketers in case of brand scandals ( Kapoor and Banerjee, 2021 ).

The initial purpose of this study was then to analyze a famous brand scandal through the retailers' eyes to investigate retailer–consumer relationships when a manufacturer's brand scandal happens. The Maggi scandal has been selected for our research because it comprises defective food product performance of a fast-moving consumer good that widely impacted consumers nationwide, had prolonged effect overtime and its distribution chain relies on unorganized local retailers. Besides this particular brand case, numerous other case studies have discussed scandals of well-known brands like General Motors ( Maiorescu, 2016 ), Toyota ( Hegner et al. , 2016 ; Gaustad et al. , 2020 ), Samsung ( Yuan et al. , 2020 ) and Volkswagen ( Yakut and Bayraktaroglu, 2020 ). Some researchers have explored the consumer's point of view, examining post-scandal consumer trust, purchase intention, consumer's brand identification, consumer's forgiveness and consumer brand reliability ( Yuan et al. , 2020 ; Hegner et al. , 2016 ; Gaustad et al. , 2020 ). Few others focused on the industrial brand perspective, exploring scandal response strategies, identifying scandal type, brand diagnosticity, brand reputation and gender-specific communication strategies ( Maiorescu, 2016 ; Gaustad et al. , 2020 ; Yakut and Bayraktaroglu, 2020 ). To the best of our knowledge, case studies on brand scandals adopting the retailers' point of view are scarce.

2.1 The importance of understanding retailers' perceptions about brand scandals

Which elements can influence retailers' perceptions of a brand scandal?

2.2 Retailers insights on consumer behavior in case of brand scandals

How do consumers inquires can shape retailers intervention during a brand scandal?

2.3 Suppliers' role in guiding local retailer's interaction with consumers in case of brand scandal

Suppliers are aware that customers' self-concept and retailers' image are crucial dimensions for building strong consumer–retailer relationships ( Willems and Swinnen, 2011 ). In addition, retailers collect relevant consumer information, including personality traits, emotions, choices, influential attributes and desires that are crucial for marketers ( Maggioni, 2020 ). Local retailers are much more aware of their neighboring community and consumers' shopping behavior; as opposed to large retail, they authentically adopt a market-centric approach while dealing with consumers ( Smith and Sparks, 2000 ). Many consumers want to engage in retail store communities, impacting their store commitment ( Peters and Bodkin, 2021 ). In particular, local retailers are preferred for grocery shopping due to personal interactions, familiarity and trust ( Khare, 2014 ).

In case of brand scandals, consumers are often unsure about the negative news spread via different mediums ( Bozic and Kuppelwieser, 2019 ) and assume that retailers are in direct contact with marketers. These more personal interactions with consumers motivate these retailers to deliver better service value and reduce consumer defections ( Baker and Cameron, 1996 ), and this service value could further be enhanced with professional guidance from the marketers, in particular, when facing problems. Hence, suppliers should play an active role in supporting retailers, communicating honest and timely information to deliver to final consumers. Retailers may act as brand ambassadors and communication vehicles, behaving as brand gateways to connect with consumers, and brand's first information should flow through them during scandals. Suppliers often rely on the information gathered by retailers about contemporary consumers' behavior ( Maggioni, 2020 ). Accordingly, they may involve retailers in addressing consumers' queries and skepticism during such eventualities. Recently, Ladwein and Romero (2021) showcase the importance of supplier–retailer relationship. It held that consumers' trust in suppliers and retailers both impact their purchase intention for quality products.

How do suppliers actions are impacting the retailers' intermediating role with consumers during a brand scandal?

2.4 Retailers management of consumer–brand relationship in case of brand scandals

How do retailers manage consumer–brand relationships during brand scandals?

3. Methodology

In general, exploring retailers' views about brand scandals and influencing consumers' buying decisions is challenging. This study uses the phenomenology approach ( Goulding, 2002 ) holding a social constructivist worldview that is leading the researchers to look for the complexity of views ( Crotty, 1998 ). This approach addresses questions catering to what the individuals experienced and in what context or situation in which they experienced ( Moustakas, 1994 ). Additionally, it involves utilization of case study wherein sub-questions (related to broad research question) pertain to the description of the case and emerging themes are then discussed. Specifically, this research explores the well-known Nestle's Maggi scandal from the retailer side, in a context in which it has a dominant market share, with consumers often visiting local retailers for food category products. Maggi scandal storyline is provided in Table 1 . This study mainly covered the period May–July 2019 during the latest scandal, with ongoing follow-ups for another 18 months.

Exploring this phenomenon with a qualitative inquiry based on grounded theory procedures ( Glaser and Strauss, 2017 ), that help discovering new theoretical insights and avoiding conventional logical deductive reasoning ( Connell and Lowe, 1997 ), it was possible to build a new theoretical framework showcasing the role of retailers during brand scandals. In particular, the four research questions address the problem from the retailers' point of view considering a triadic relationship perspective: which external potential influences on retailers' own perceptions ( RQ1 Which elements can influence retailers ' perceptions of a brand scandal? ) ; consumers' behavior and interactions may determine retailer responses ( RQ2 How do consumers i nquires can shape retailers ' intervention during a brand scandal? ); suppliers' actions supporting or not the intermediary ( RQ3 How do suppliers actions are impacting the retailers ' intermediating role with consumers during a brand scandal? ); and then trying to link related type of retailers' intervention ( RQ4 How do retailers are managing consumer-brand relationships during brand scandals? ).

Theoretical sampling is used in grounded theory to unwind the theory grounded in data, and purposeful sampling ( Locke, 2000 ) is suitable for directly approaching a few retailers by the emerging themes/concepts, categories, and evolving theory ( Coyne, 1997 ). This sampling design comprised retailers dealing with different noodles brands, including Maggi and other FMCG products. Retailers, in this context, refer to owners of mom-and-pop stores, convenience stores, and grocery stores; unorganized retailers were purposefully selected because of their familiarity with consumers. Paswan et al. (2010) show that consumers prefer family-owned retail stores (mom-and-pop stores) due to their familiarity with the retailers; familiarity includes knowing the retail store owner and a family-friendly environment, which encourages a sense of loyalty towards the retailers. The multi-stage selection process began with directly known contacts that helped in including other colleagues, leading to ease of conducting interviews and quality discussions ( Okumus et al. , 2007 ). This sample included 25 participants after reaching the theoretical saturation ( Charmaz, 2014 ). All of the participants were Indian retailers to better fit with the scandal context. Sample description is provided in Table 2 .

Data collection type relied on intensive in-depth interview technique ( Creswell et al. , 2007 ; Joo, 2011 ), adopting qualitative face-to-face interviews with participants. The interview protocol (provided in Appendix 1) consisted of open-ended questions and was semi-structured, as Charmaz (2014) recommended, and questions mainly concerned retailers' views on Maggi scandal. The interviews lasted between 45 and 60 min. Interviews were audio and video recorded with a prior request of permission and then transcribed and analyzed. Memos and notes were collected simultaneously by researchers. As the study progressed, researchers kept turning to theoretical sampling to explain the theorizing process ( Rennie, 1998 ). Following the grounded theory approach, data collection and its analysis were conducted simultaneously in the study.

Data analysis was conducted in two steps ( Strauss and Corbin, 1998 ): the first involved going through all the collected information to obtain a broad understanding of the responses; after underlining core words, sentences, and phrases, the data was coded in the second stage. The objective herein was to identify and isolate significant issues, processes, and relationships. The coding procedure ( Strauss and Corbin, 1998 ) was assisted by NVivo12 software, from first-order analysis to the more abstract second-order concepts that form our grounded theory. A preliminary open coding identified 78 themes that fit in the data. The line-by-line technique was implemented twice in order to avoid repetition of identified themes. Then, a progressive aggregation of broad themes with axial coding identified 25 concepts. Furthermore, selective coding identified integrated core concepts based upon their interrelationship. Hence, this study was grounded in two core categories: ‘Antecedents of the retailer's role in case of a brand scandal’ and ‘Types of retailer's intervention’ (See Appendix 2 for coding examples).

Four validity methods were identified upon analyzing and revaluating different methodologies to assess the quality of qualitative research: descriptive validity, interpretive validity, theoretical validity, and generalizability ( Patton, 2014 ; Lincoln and Guba, 1999 ; Maxwell, 1992 ). Descriptive validity was achieved by measuring the interview transcripts' accuracy verbatim against the actual video/audio recordings collected before analyzing the data. Interpretive validity was attained successfully by reducing self-reporting bias due to impression management: it involved concealing knowledge about the conceptual framework bolstering the interview protocol ( Eisenhardt and Graebner, 2007 ). The theory's theoretical validity so developed was accomplished by minimizing threats to these two validity methods. Moreover, adapting purposeful sampling and convergent interview techniques reduced the threat to theoretical generalizability, supported by numerous informal follow ups for results discussion with participants. Finally, reliability is assured by the consistent research approach and intercoder agreement ( Guest et al. , 2012 ), performed by a research team composed of three members from two different countries.

4. Findings and insights

By examining retailers' perceptions of a well-known brand scandal, this qualitative study provides numerous insights regarding retailers' points of view, in particular, demonstrating that retailers are playing an active role in scandal management and that their actions may be influenced by numerous factors, some of them related to the retailer–brand relationship and others to the retailer–consumer relationship. Findings show four contextual conditions, six behavioral antecedents of consumers and two suppliers' actions relevant to retailers in the context of a brand scandal. In addition, this study reveals different kind of intervention taken by retailers in supporting consumer during scandals. Selected quotes are presented in Table 3 .

4.1 Contextual conditions regarding retailers' perceptions of a brand scandal

Our results revealed four contextual conditions that are influencing retailers' view about a brand scandal ( RQ1 ), and they are based on brand current sales trends, awareness about the scandal, willingness to sell the scandalized brand and their understanding of regulatory authorities' role during such a scandal (selected interview quotes for each condition are provided in Table 3 ).

Retailers' perception of the brand scandal is often based on the scandalous brand's sales level. Consumer perception about the negative news associated with the brand might change consumer brand preferences, eventually impacting their purchase behavior. However, if consumers are loyal and trust a brand, it may be difficult for them to accept negative news, and some consumers are not able to immediately change their habits and shift to alternative brands. On the other side, retailers' awareness about the brand scandal is essential to justify consumer inquiries. Retailers tend to gain information about the scandal through various sources (mainly news on television) but do not deliberately search about it. Many participants show different awareness levels of the Maggi case, with most of them not sure about the scandal's real reasons. Some of them did not know that a product quality-related issue existed, revealing personal opinions distant from reality, such as hidden monetary issues, sporadic events in limited areas; cleanliness of machines in the factory; a rival brand's intention to defame the market leader.

Note that many retailers are still willing to sell a scandalized brand if consumers continue to demand it; in fact, many believe that they are just sellers and the responsibility to maintain the quality of the product lies with the company. Others justify their willingness to sell to highly demanding customers, despite being aware of the scandal, because of celebrity endorsements, untouched trust in the brand and stamp of approval by government agencies (like FSSAI, Food Safety and Standards Authority of India). However, a few retailers provide unavailability or ban of the product as justification for not selling it. Many participants were afraid of losing their profit, continuing to sell the scandalized brand's product until it is banned by the Government.

About the role of regulatory authorities, retailers trust the authenticity of quality checks, food safety and security agencies' approvals for the products. So participants believe that it is the Government's responsibility to ban products since they do not know the production process and that authorities should be strict in policymaking and implementation. As such, responses to the first research question report that retailers' perceptions about a brand scandal are dynamic and changing over time, being influenced by many contextual conditions that could suddenly change.

4.2 Behavioral patterns of consumers during brand scandals

Exploring, from the retailer's side, how consumers inquire about the brand scandal ( RQ2 ), results have identified six consumers' behavioral patterns: purchase decision-making process; buying behavior at the time of brand re-launch; behavior in case of subsequent scandal; brand/product spillover; the role of media and celebrities (selected interview quotes are provided in Table 3 ).

According to retailers, Maggi is a loved brand, frequently purchased by the mass market and its value is related to product attributes,being readily available, easy to use and consume. Consumers do not blindly purchase products offered by retailers; brand value, brand name, quality and the quantity of the product offered against the price charged further influence consumers' buying behavior. Usually, no consumer wants to buy harmful products. Mothers are often decision-makers for their children and extended family and sometimes influence them. However, during a brand scandal, mothers cannot influence their children to stop buying the scandalized brand because they are exposed to advertisements and see the products displayed at their local retailers. Some retailers reported that mothers stop purchasing the brand and even strictly deny it to their children (only youngsters whom their mothers could easily manipulate) when it gets scandalized, and they allow them to buy alternative brands even if more expensive. During this scandal, the majority of consumers visited retailers to inquire about the brand's possible re-launch. Consumers even ask about its availability, though retailers could only tell them that it was no longer available. According to retailers, consumers behaved curiously due to a lack of information about the brand scandal.

Notwithstanding news about the brand scandal, retailers could successfully sell it before its ban. So when the brand was re-launched, it received an overwhelming response from consumers even though they shifted to rival brands when it was banned. Consumers returned to the brand when it was declared safe, as they could not adjust to other rival products' tastes.

Regarding behavior in the case of subsequent scandal, our data show that while a few retailers were unsure about possible consumer behavior, others took a logical stance about the brand being embroiled in another scandal. Retailers believe that consumers are humanizing some brands. Humans forgive each other for their first mistake but become skeptical about a subsequent mistake. This skepticism phase fades slowly, and consumers gradually return to the brand because of its functional utility, addiction and absence of a strong competitor brand. Some participants argued that rival brands could change consumer loyalty if they successfully market themselves and pose a challenge for the scandalized brand to regain lost ground.

Retailers reported that the effects of the brand scandal caused one hazardous product to spill over to other brand products. However, such a spillover's intensity may not be significant enough for some consumers to overpower trust in the company gained over a long period. Retailers observed that consumers did not purchase the brand with ingredients similar to the banned product, affecting the entire product category in general: this shows that many consumers are very concerned about the unsafe product ingredients. Moreover, retailers observed that brand synonymy and similarity heightened consumers' animosity toward them.

In line with previous studies, research participants believe that media tends to change consumers' purchase behavior and attitude toward brands. Media influences consumers through positive or negative news about the brand and brings awareness through advertisements of products. Consumers get motivated to demand and purchase different products from retailers through such advertisements. Media creates a brand image that helps consumers recall information about the brand while making a purchase decision. Apart from advertisements on traditional and social media, consumers' experiences and feedback shared via different social media platforms influence their purchase decisions. The media further supports scandalized brands in regaining lost market share by spreading information about its safety and approvals.

According to participants, in their culture, people easily get influenced by celebrity endorsements of different brands. When children view their favorite celebrities wearing, eating or using a brand, they demand the same brand from retailers, no matter if that brand is facing a scandal. As per retailers, even adults identify themselves with celebrities and prefer to purchase brands endorsed by them. Celebrity endorsements decrease consumers' susceptibility to information about the advertised product even though many consumers know celebrities are paid for advertisements. Retailers suggest that celebrities play a role in recalling as well as re-launching a scandalized brand's products. While celebrities may be of less importance to consumers addicted to brands, they nevertheless provide a mental assurance that the brand sells good-quality products.

The second research question results are not only demonstrating that retailers are a great source of information about consumers' reactions to scandals, but also that they are intertwined in the consumer–brand relationship, being specifically called for personalized support and services.

4.3 Marketers' management of brand scandals and support to retailers

This case study reveals a minimalistic approach followed by marketers of the scandalized brand to support intermediaries ( RQ3 ) and report the way retailers were instructed by the company to manage consumers' queries regarding the brand scandal. Brand managers during the scandal tried to make unorganized efforts to undo its deeds and re-launch its products by gaining consumer confidence and retailer engagement. Our findings show two main approaches during brand scandal to address retailers' apprehensions: competitor's action and blaming and highlighting the company's actions (selected interview quotes are provided in Table 3 ).

According to retailers, a brand scandal with no physical harm evidence is often considered a competitor brand's strategy to defame the former in consumers' minds deliberately. Many participants believe that a brand's hyperactive efforts to enter a market with the market leader's simultaneous scandalization indicate much. Other rival brands may take advantage of the brand scandal by launching new products, adopting different pricing strategies and massive advertising campaigns to convince consumers that their products are safe.

During the initial phase of the scandal, Maggi's managers sent personnel to each retail store to collect its product's leftover stock, because retailers began to avoid selling the brand but did not offer any guide or advice to manage final consumers. According to retailers, a responsible company should be active enough to handle any wrongdoing from the very beginning and support retailers during bad times. During the revival phase, the brand re-launch was positively supported by advertisement, product quality and safety-related messages. Intensive advertisement campaigns using hashtags and catchy slogans quickly brought changes in consumer attitudes about the brand. Communication about improvement in the product's quality by removing the excess chemicals created a positive brand image in consumers' minds. However, any direct training and communication to retailers was provided by suppliers during the scandal, and it is undoubtedly a missed link considering that many consumers are searching for an open discussion with their trusted retailers to be finally convinced. For some participants, a missing support from suppliers may negative influence their type of intervention. Thus, as per retailers, the company's main task should be to assure existing demand for the scandalized brand product and make consumers aware of its re-launch also empowering intermediaries.

4.4 Types of retailer intervention

Manipulators – They could manipulate a consumer by removing the scandalized product from their shelves and influencing them to buy alternative brands. They tend to agree with parents when they tell their children about the unsuitability of a particular brand's products.

Information providers – They share their personal experiences with the brand and other customers' experiences and feedback but are hesitant to share information about the brand scandal until inquired by consumers. They like to inform consumers on news provided by the marketers.

Advisors – They do not force or try to manipulate consumers because they consider consumers to be educated and well acquainted with different brands. As such, only provide suggestions when they are short of the product demanded by them or have better quality products provided by alternative brands stocked. They believe that it is the brand's advertising that performs the function of providing information.

Responsibility shifters – Retailers are afraid of losing customers to neighboring retail stores and often shift the blame either on the Government or on the company at the time of the brand scandal.

Profit-oriented – They find nothing wrong in selling a scandalized brand until the Government bans it. They are more concerned about their short-term revenues than losing customers to neighboring retailers in the long term. They do not waste time by proactively indulging in conversations about the scandal event. They sometimes pitch an alternative brand's product to consumers based on the level of incentive provided to them.

Nonchalant – They are passive and leave the decision to purchase a product onto consumers. They agree to continue to sell a scandalized brand's product if consumers continue to demand it. They discuss about brand scandals with their regular and loyal consumers only. Their ignorance about the integrity of negative news associated with the brand and consumers' eagerness to buy the product on its re-launch further heightened retailers' unwillingness to inform consumers.

It is important to underline that data interpretation did not assign a label to each participant but to each interaction, because these retailers played many different roles with different customers and in different moments of the scandal cycle. It seems that multiple elements, conditions and actions are dynamically influencing retailers in their intermediating role of brand supporters during a scandal.

5. Conclusion

This qualitative study, aiming to contribute to the literature gap on retailers' role during brand scandals, is proposing a new perspective observing that phenomenon through the retailer's side. Grounded in the data, Figure 1 proposes a new draft of a conceptual framework on various retailers' roles during a brand scandal and their antecedents, summarizing all of the previous results.

Findings reveal six different roles of retailers, with different types of intervention: manipulators, information providers, advisors, responsibility shifters, profit-focused and nonchalant. Each profile may play a positive, negative or indifferent influence in interacting with consumers. We found that these kinds of interventions are interlinked with three groups of factors as antecedents: contextual conditions (four variables), consumers' behavioral patterns (six) and suppliers' actions (two). This novel conceptual framework on the role of retailers during brand scandals is contributing to update the scandal management theory under the umbrella of relationship marketing.

5.1 Theoretical implications

This research advocates retailers' significant role during a health-related defective scandal of a well-known food brand. Note that this scandal lasted for more than five years, living reignited negative events, with market withdrawing, an economic crisis for the Maggi brand with 17.5% decline in annual sales ( The Economic Times, 2016 ) and heavy impact on distributors and retailers ( Singh, 2017 ). Nevertheless, as previous researches already confirmed, customers are still in love with Maggi's brand ( Mishra and Sharma, 2019 ; Mishra, 2017 ; Srivastava, 2019 ; Roy et al. , 2018 ). This evidence of forgiven scandal has been interpreted through the theory of brand love. Within its lens, consumers tend to humanize brands they love and may forgive the brand as humans do on someone's first mistake ( MacInnis and Folkes, 2017 ). Thus, consumers may forgive a scandalized brand for once ( Zhang et al. , 2020 ), but subsequent scandals may jeopardize the consumer–brand relationship. So reinterpreting Maggi's scandal, focusing on traditional grocery retailers' strong of special relationships with their consumers, we discovered that those intermediaries have been really proactive during this scandal and had the power to potentially protect or harm the consumer–brand love. This case context was in distant markets with scandalized brand management not effectively providing specific support to retailers and reaching final consumers with credibility.

This reinterpretation of retailers–consumer–brand love relations is opening new perspective to the brand scandal theory that should include this kind of intermediaries for a more complete and correct scandal management. In fact, a well-managed triadic relationship between consumer–retailers–brand seems to be crucial in this kind of negative events. So adopting the total relationship marketing approach ( Gummesson, 2017 ), we are offering a new update of scandal management, as “the management of unethical action or event that causes outrage against a particular brand throughout dedicated interactions in networks of relationships.” In practice, it means that brand managers of scandalized brands, being now aware about the important role of retailers, should provide specific services and assign active roles to distributors. As a consequence, retailers will shift from passive communicators or spontaneous advisors, to active managers contributing to protect consumer–brand relations. In consumer–retailer relations exists reciprocity: it causes increased cooperation, stronger bonds and deep and broadened exchange relationships ( Pathak and Kandathil, 2020 ). Specifically, the relation built between consumers and retailers enhances reliability and trust concerning the latter's information. It seems that consumers trust retailers' opinions about brands due to a halo effect of familiarity generated for a sustained period of interaction.

The new scandal management definition is now including the relationship management role of intermediaries during a brand scandal that were not yet theorized. This theoretical update also may have implications in retail supply chain management for both retailers and upstream echelons in the supply chain, particularly, when information quality and sharing seem to be the most important dimensions ( Hamister, 2012 ).

5.2 Managerial implications

This study provides managerial implications both for retailers and brand managers. Reviewing results in this study, participants became aware of their critical role in supporting consumers and managing the scandals. Retailers not only act as scandal communicators ( Diers-Lawson, 2020 ), raising awareness of the scandal, but can also adopt specific behaviors/roles to reduce the overall effects. However, this study reveals that the retailers' role in scandal management is often marginal, relying on spontaneous inputs of intermediaries in informing their customers and solving market doubts.

Focusing on the importance of corporate initiatives that could mold consumers' buying behavior toward a scandalized brand, the findings show that the same brand scandal can be viewed quite differently by different retailers, and they may influence consumers in multiple manners. Thus, it is crucial to understand varied retailer perceptions to develop proper communication strategies, customizing ad hoc support for different retailer profiles. The retailers' need for more active actions by their suppliers confirms the importance of integrating the marketing channels through supply chain management with quality and timely bidirectional information flows ( Mentzer et al. , 2001 ).

Moreover, retailer's interviews depict that consumer's love for a well-known brand persists beyond wrongdoings and also thanks to retailer's intervention. Marketers should leverage this positive sentiment of consumers and trust retailers to retain and regain a positive attitude toward scandalized brands. Companies should make retailers their brand advocates, who, in turn, should remind customers of their long association and positive experiences with the brands in question. Thus, to influence consumers, it is recommended that companies invest resources to train and support a well-informed pool of retailers during and after brand scandal.

5.3 Limitations and future research

In this research, we used in-depth interviews to collect data about retailers' role in shaping consumers' behavior during the brand scandal. As memory is fallible, collected data may include “historical reconstruction” under the influence of subsequent experiences ( Blaikie, 2009 ). We continued to follow up with the retailers, post-data collection, to address the issue for about two years. Participating retailers remembered the scandal well because of their long association with the brand.

Additional data analysis tried to approach consequences of determinants through the notion of retailers' attitude rather than role. However, in this case study and context, we noted that retailers' attitude toward this brand was highly positive before the scandal and did not changed much during and after the scandal, confirming the loved brand forgiveness depicted on consumers ( Zhang et al. , 2020 ). Our data could not extract an answer for understanding how attitude toward a brand is influencing each member of this triadic relationship. Further research studies could deduce if a positive attitude toward a brand might be a moderator of retailers' intervention type and intensity.

As inductive qualitative research, this study does not have statistical generalizability; instead, it can be used for “naturalistic generalization” ( Stake, 1978 ). The proposed conceptual model may be empirically validated to test its general applicability. Another limitation is that this study focuses on traditional retailers in developing country; further research might test this framework in different contexts, with a comparative cross-country analysis across varied cultures and international markets. We suggest that future research should also explore modern versus traditional retailer's intervention in case of a brand scandal. The identified elements may be useful constructs for future research to validate retailers' role in shaping consumer attitudes toward the scandalized brand. Finally, for a more holistic understanding, researching company personnel's views responsible for managing scandalized brands could enrich this discussion.

The role of retailers during the brand scandal conceptual framework

Context–Maggi scandal storyline in India

Sample–Participants profiles

Summary of research data linked to framework concepts

The Appendix available online for this article.

Baghi , I. and Gabrielli , V. ( 2019 ), “ The role of crisis typology and cultural belongingness in shaping consumers' negative responses towards a faulty brand ”, Journal of Product and Brand Management , Vol.  28 No.  5 , pp.  653 - 670 .

Baker , J. and Cameron , M. ( 1996 ), “ The effects of the service environment on affect and consumer perception of waiting time: an integrative review and research propositions ”, Journal of the Academy of Marketing Science , Vol.  24 No.  4 , pp.  338 - 349 .

Banerjee , S. ( 2018 ), “ Impact of food brand controversy on consumers' attitude toward brand and company ”, Journal of Food Products Marketing , Vol.  24 No.  4 , pp.  413 - 440 .

Behzadi , G. , O'Sullivan , M.J. , Olsen , T.L. and Zhang , A. ( 2018 ), “ Agribusiness supply chain risk management: a review of quantitative decision models ”, Omega , Vol.  79 , pp.  21 - 42 .

Blaikie , N. ( 2009 ), Designing Social Research , Polity Press , Cambridge .

Bozic , B. and Kuppelwieser , V.G. ( 2019 ), “ Customer trust recovery: an alternative explanation ”, Journal of Retailing and Consumer Services , Vol.  49 , pp.  208 - 218 .

Carpenter , J.M. and Moore , M. ( 2006 ), “ Consumer demographics, store attributes, and retail format choice in the US grocery market ”, International Journal of Retail and Distribution Management , Vol.  34 No.  6 , pp.  434 - 452 .

Charmaz , K. ( 2014 ), Constructing Grounded Theory , Sage .

Cleeren , K. , van Heerde , H.J. and Dekimpe , M.G. ( 2013 ), “ Rising from the ashes: how brands and categories can overcome product-harm crises ”, Journal of Marketing , Vol.  77 No.  2 , pp.  58 - 77 .

Cleeren , K. , Dekimpe , M.G. and van Heerde , H.J. ( 2017 ), “ Marketing research on product-harm crises: a review, managerial implications, and an agenda for future research ”, Journal of the Academy of Marketing Science , Vol.  45 No.  5 , pp.  593 - 615 .

Connell , J. and Lowe , A. ( 1997 ), “ Generating grounded theory from qualitative data: the application of inductive methods in tourism and hospitality management research ”, Progress in Tourism and Hospitality Research , Vol.  3 No.  2 , pp.  165 - 173 .

Coombs , W.T. ( 2007 ), “ Protecting organization reputations during a crisis: the development and application of situational crisis communication theory ”, Corporate Reputation Review , Vol.  10 No.  3 , pp.  163 - 176 .

Coyne , I.T. ( 1997 ), “ Sampling in qualitative research. Purposeful and theoretical sampling; merging or clear boundaries? ”, Journal of Advanced Nursing , Vol.  26 No.  3 , pp.  623 - 630 .

Creswell , J.W. , Hanson , W.E. , Clark Plano , V.L. and Morales , A. ( 2007 ), “ Qualitative research designs: selection and implementation ”, The Counseling Psychologist , Vol.  35 No.  2 , pp.  236 - 264 .

Crotty , M. ( 1998 ), The Foundations of Social Research , Allen & Unwin , Sydney .

Dang , V.T. , Nguyen , N. and Wang , J. ( 2021 ), “ The impact of retailers' indoor environmental quality on consumer purchase decision ”, International Journal of Retail and Distribution Management , Vol.  49 No.  6 , pp.  772 - 794 , doi: 10.1108/IJRDM-04-2020-0130 .

Darden , W.R. and Babin , B.J. ( 1994 ), “ Exploring the concept of affective quality: expanding the concept of retail personality ”, Journal of Business Research , Vol.  29 No.  2 , pp.  101 - 109 .

Dawar , N. and Pillutla , M.M. ( 2000 ), “ Impact of product-harm crises on brand equity: the moderating role of consumer expectations ”, Journal of Marketing Research , Vol.  37 No.  2 , pp.  215 - 226 .

Dhanesh , G.S. and Sriramesh , K. ( 2018 ), “ Culture and crisis communication: nestle India's Maggi noodles case ”, Journal of International Management , Vol.  24 No.  3 , pp.  204 - 214 .

Diers-Lawson , A. ( 2020 ), Crisis Communication: Managing Stakeholder Relationships , Routledge .

Eisenhardt , K.M. and Graebner , M.E. ( 2007 ), “ Theory building from cases: opportunities and challenges ”, Academy of Management Journal , Vol.  50 No.  1 , pp.  25 - 32 .

Euromonitor International ( 2020 ), “ Traditional grocery retailers in India ”, available at: https://www.portal.euromonitor.com/portal/Analysis/Tab ( accessed on 15 September 2020 ).

Gautam , V. and Sharma , V. ( 2019 ), “ Mediating role of company information in the relationships among perceived risks and purchase intentions in an online retailing context ”, Journal of Relationship Marketing , Vol.  18 No.  1 , pp.  1 - 16 .

Glaser , B.G. and Strauss , A.L. ( 2017 ), Discovery of Grounded Theory: Strategies for Qualitative Research , Routledge .

Goulding , C. ( 2002 ), Grounded Theory: A Practical Guide for Management, Business and Market Researchers , Sage Publications .

Grewal , D. , Motyka , S. and Levy , M. ( 2018 ), “ The evolution and future of retailing and retailing education ”, Journal of Marketing Education , Vol.  40 No.  1 , pp.  85 - 93 .

Guest , G. , MacQueen , K.M. and Namey , E.E. ( 2012 ), Applied Thematic Analysis , Sage publications .

Gummesson , E. ( 2017 ), “ From relationship marketing to total relationship marketing and beyond ”, Journal of Services Marketing , Vol.  31 No.  1 , pp.  16 - 19 .

Hamister , J.W. ( 2012 ), “ Supply chain management practices in small retailers ”, International Journal of Retail and Distribution Management , Vol.  40 No.  6 , pp.  427 - 450 .

Hegner , S.M. , Beldad , A.D. and Kraesgenberg , A.L. ( 2016 ), “ The impact of crisis response strategy, crisis type, and corporate social responsibility on post-crisis consumer trust and purchase intention ”, Corporate Reputation Review , Vol.  19 , pp.  357 - 370 .

Herstein , R. and Zvilling , M. ( 2011 ), “ Brand management perspectives in the twenty‐first century ”, Qualitative Market Research: An International Journal , Vol.  14 No.  2 , pp.  188 - 206 .

Huber , F. , Vollhardt , K. , Matthes , I. and Vogel , J. ( 2010 ), “ Brand misconduct: consequences on consumer-brand relationships ”, Journal of Business Research , Vol.  63 No.  11 , pp.  1113 - 1120 .

India Express ( 2017 ), “ Maggi controversy: between 2015 and now ”, [Online]. available at: https://indianexpress.com/article/india/maggi-lab-test-fail-ban-uttar-pradesh-nestle-india-4960056/ ( accessed 20 January 2021 ).

Jeyachandran , H. , Kumaran , A. , Devi , T.R. , Asokk , D. and Prasad , A. ( 2019 ), “ Grocery shopping pattern of Indian retail customers: traditional stores vs. supermarkets ”, International Journal of Recent Technology and Engineering , Vol.  8 No.  4 , pp.  2055 - 2060 .

Joo , J. ( 2011 ), “ Adoption of semantic web from the perspective of technology innovation: a grounded theory approach ”, International Journal of Human-Computer Studies , Vol.  69 No.  3 , pp.  139 - 154 .

Kapoor , S. and Banerjee , S. ( 2021 ), “ On the relationship between brand scandal and consumer attitudes: a literature review and research agenda ”, International Journal of Consumer Studies , Vol. 45 No. 5 , pp. 1047 - 1078 , doi: 10.1111/ijcs.1263 .

Kennedy , E. and Guzmán , F. ( 2020 ), “ No matter what you do, I still love you: an examination of consumer reaction to brand transgressions ”, Journal of Product and Brand Management , Vol. ahead-of-print No. ahead-of-print . doi: 10.1108/JPBM-07-2019-2450 .

Khamitov , M. , Grégoire , Y. and Suri , A. ( 2020 ), “ A systematic review of brand transgression, service failure recovery and product-harm crisis: integration and guiding insights ”, Journal of the Academy of Marketing Science , Vol.  48 No.  3 , pp.  1 - 24 .

Khare , A. ( 2014 ), “ Consumer-small retailer relationships in Indian retail ”, Facilities , Vol.  32 Nos 9/10 , pp.  533 - 553 .

Ladwein , R. and Romero , A.M.S. ( 2021 ), “ The role of trust in the relationship between consumers, producers and retailers of organic food: a sector-based approach ”, Journal of Retailing and Consumer Services , Vol.  60 , 102508 .

Lee , S.E. , Johnson , K.K.P. and Gahring , S.A. ( 2008 ), “ Small-town consumers' disconfirmation of expectations and satisfaction with local independent retailers ”, International Journal of Retail and Distribution Management , Vol.  36 No.  2 , pp.  143 - 157 .

Li , M. and Wei , H. ( 2016 ), “ How to save brand after crises? A literature review on brand crisis management ”, American Journal of Industrial and Business Management , Vol.  6 No.  2 , pp.  89 - 96 .

Lincoln , Y.S. and Guba , E.G. ( 1999 ), Naturalistic Inquiry , Sage Publication , Beverly Hills .

Liu , X. , Lischka , H.M. and Kenning , P. ( 2018 ), “ Asymmetric cognitive, emotional and behavioural effects of values-related and performance-related negative brand publicity ”, Journal of Product and Brand Management , Vol.  27 No.  2 , pp.  128 - 145 .

Locke , K.D. ( 2000 ), Grounded Theory in Management Research , Sage .

MacInnis , D.J. and Folkes , V.S. ( 2017 ), “ Humanizing brands: when brands seem to be like me, part of me, and in a relationship with me ”, Journal of Consumer Psychology , Vol.  27 No.  3 , pp.  355 - 374 .

Maggioni , I. ( 2020 ), “ Identity-based consumer behaviour, self-congruity, and retailer-consumer relationships: a literature review ”, in Musso , F.,E. and Druica (Eds), Handbook of Research on Retailer-Consumer Relationship Development , IGI Global , pp.  50 - 63 .

Maiorescu , R.D. ( 2016 ), “ Deutsche Telekom's spying scandal: an international application of the image repair discourse ”, Public Relations Review , Vol.  42 No.  4 , pp.  673 - 678 .

Maxwell , J. ( 1992 ), “ Understanding and validity in qualitative research ”, Harvard Educational Review , Vol.  62 No.  3 , pp.  279 - 301 .

Mentzer , J.T. , DeWitt , W. , Keebler , J.S. , Min , S. , Nix , N.W. , Smith , C.D. and Zacharia , Z.G. ( 2001 ), “ Defining supply chain management ”, Journal of Business Logistics , Vol.  22 No.  2 , pp.  1 - 25 .

Mishra , S. ( 2017 ), “ The importance of “consumer type” in the attribution of crisis responsibility: the case of the Maggi Noodles crisis in India ”, International Journal of Strategic Communication , Vol.  11 No.  3 , pp.  224 - 243 .

Mishra , P. ( 2019 ), “ Retail players are looking at kirana stores for growth ”, available at: https://www.ey.com/en_in/consumer-products-retail/retail-players-are-looking-at-kirana-stores-for-growth ( accessed on 15 August 2020 ).

Mishra , M.S. and Sharma , R.W. ( 2019 ), “ Brand crisis-sentiment analysis of user-generated comments about@ Maggi on Facebook ”, Corporate Reputation Review , Vol.  22 No.  2 , pp.  48 - 60 .

Moustakas , C. ( 1994 ), Phenomenological Research Methods , Sage , Thousand Oaks, CA .

Nair , S.R. and Shams , S.M.R. ( 2020 ), “ Impact of store-attributes on food and grocery shopping behavior: insights from an emerging market context ”, EuroMed Journal of Business , Vol. ahead-of-print No. ahead-of-print . doi: 10.1108/EMJB-10-2019-0128 .

Nilsson , E. , Gärling , T. and Marell , A. ( 2017 ), “ Effects of time pressure, type of shopping, and store attributes on consumers' satisfaction with grocery shopping ”, International Review of Retail, Distribution and Consumer Research , Vol.  27 No.  4 , pp.  334 - 351 .

Okumus , F. , Altinay , L. and Roper , A. ( 2007 ), “ Gaining access for research: reflections from experience ”, Annals of Tourism Research , Vol.  34 No.  1 , pp.  7 - 26 .

Paswan , A. , Pinedade Los , M.D.S. and Ramirez , F.C.S. ( 2010 ), “ Small versus large retail stores in an emerging market-Mexico ”, Journal of Business Research , Vol.  63 No.  7 , pp.  667 - 672 .

Pathak , A.A. and Kandathil , G. ( 2020 ), “ Strategizing in small informal retailers in India: home delivery as a strategic practice ”, Asia Pacific Journal of Management , Vol.  37 , pp.  851 - 877 .

Patton , M.Q. ( 2014 ), Qualitative Research and Evaluation Methods: Integrating Theory and Practice , Sage publications .

Pauchant , T.C. and Mitroff , I.I. ( 1992 ), Transforming the Crisis-Prone Organization: Preventing Individual, Organizational, and Environmental Tragedies , Jossey-Bass Publishers , San-Francisco .

Peters , C. and Bodkin , C.D. ( 2021 ), “ Retail store community and its impact on store success ”, International Journal of Retail and Distribution Management , Vol. ahead-of-print No. ahead-of-print . doi: 10.1108/IJRDM-05-2020-0165 .

Rennie , D.L. ( 1998 ), “ Grounded theory methodology: the pressing need for a coherent logic of justification ”, Theory and Psychology , Vol.  8 No.  1 , pp.  101 - 119 .

Roy , V. , Tata , S.V. and Parsad , C. ( 2018 ), “ Consumer response to brand involved in food safety scandal: an exploratory study based on a recent scandal in India ”, Journal of Consumer Behaviour , Vol.  17 No.  1 , pp.  25 - 33 .

Sims , R. ( 2009 ), “ Toward a better understanding of organizational efforts to rebuild reputation following an ethical scandal ”, Journal of Business Ethics , Vol.  90 No.  4 , pp.  453 - 472 .

Singh , K. ( 2017 ), “ Nestle fined Rs 62 lakh for ‘excessive ash’ in Maggi ”, The Times of India , [Online]. available at: https://timesofindia.indiatimes.com/city/bareilly/up-court-fines-nestle-distributors-sellers-rs-62-lakh-for-excessive-ash-content-in-maggi/articleshow/61839987.cms ( accessed 20 July 2021 ).

Smith , A. and Sparks , L. ( 2000 ), “ The role and function of the independent small shop: the situation in Scotland ”, The International Review of Retail, Distribution and Consumer Research , Vol.  10 No.  2 , pp.  205 - 226 .

Srivastava , R.K. ( 2019 ), “ Rebuilding a global brand under crisis – case of a global brand Maggi ”, International Journal of Pharmaceutical and Healthcare Marketing , Vol.  13 No.  2 , pp.  118 - 139 .

Stake , R.E. ( 1978 ), “ The case study method in social inquiry ”, Educational Researcher , Vol.  7 No.  2 , pp.  5 - 8 .

Strauss , A. and Corbin , J. ( 1998 ), Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory , Sage Publications , Thousand Oaks, CA .

Sullivan , F. ( 2020 ), “ Paris mayor: it's time for a ‘15-minute city' ”, available at: https://www.bloomberg.com/news/articles/2020-02-18/paris-mayor-pledges-a-greener-15-minute-city ( accessed 20 March 2020 ).

The Economic Times ( 2016 ), “ Nestle Q4 sales decline 22.6% on Maggi issue ”, The Economic Times , [Online]. available at: https://economictimes.indiatimes.com/markets/stocks/earnings/nestle-q4-sales-decline-22-6-on-maggi-issue/articleshow/50963794.cms ( accessed 20 July 2021 ).

Tucker , L. and Melewar , T.C. ( 2005 ), “ Corporate reputation and crisis management: the threat and manageability of anti-corporatism ”, Corporate Reputation Review , Vol.  7 No.  4 , pp.  377 - 387 .

Tuškej , U. , Golob , U. and Podnar , K. ( 2013 ), “ The role of consumer-brand identification in building brand relationships ”, Journal of Business Research , Vol.  66 No.  1 , pp.  53 - 59 .

Vassilikopoulou , A. , Siomkos , G. , Chatzipanagiotou , K. and Pantouvakis , A. ( 2009 ), “ Product-harm crisis management: time heals all wounds? ”, Journal of Retailing and Consumer Services , Vol.  16 No.  3 , pp.  174 - 180 .

Vlachos , P.A. and Vrechopoulos , A.P. ( 2012 ), “ Consumer-retailer love and attachment: antecedents and personality moderators ”, Journal of Retailing and Consumer Services , Vol.  19 No.  2 , pp.  218 - 228 .

Wang , S. and Alexander , P. ( 2018 ), “ The factors of consumer confidence recovery after scandals in food supply chain safety ”, Asia Pacific Journal of Marketing and Logistics , Vol.  30 No.  5 , pp.  1379 - 1400 .

Wei , C. , Liu , M.W. and Keh , H.T. ( 2020 ), “ The road to consumer forgiveness is paved with money or apology? The roles of empathy and power in service recovery ”, Journal of Business Research , Vol.  118 , pp.  321 - 334 .

Willems , K. and Swinnen , G. ( 2011 ), “ Am I cheap? Testing the role of store personality and self- congruity in discount retailing ”, International Review of Retail, Distribution and Consumer Research , Vol.  21 No.  5 , pp.  513 - 539 .

Xu , K. and Li , W. ( 2013 ), “ An ethical stakeholder approach to crisis communication: a case study of Foxconn's 2010 employee suicide crisis ”, Journal of Business Ethics , Vol.  117 No.  2 , pp.  371 - 386 .

Yakut , E. and Bayraktaroglu , A.G. ( 2020 ), “ Consumer reactions to product recalls: the effects of intentionality, reputation, and public apology on purchase intentions ”, Journal of Business Economics , pp.  1 - 38 , doi: 10.1007/s11573-020-01011-y .

Yuan , D. , Lin , Z. , Filieri , R. , Liu , R. and Zheng , M. ( 2020 ), “ Managing the product-harm crisis in the digital era: the role of consumer online brand community engagement ”, Journal of Business Research , Vol.  115 , pp.  38 - 47 .

Zhang , Y. , Zhang , J. and Sakulsinlapakorn , K. ( 2020 ), “ Love becomes hate? or love is blind? Moderating effects of brand love upon consumers' retaliation towards brand failure ”, Journal of Product and Brand Management , Vol. ahead-of-print No. ahead-of-print . doi: 10.1108/JPBM-07-2019-2470 .

Further reading

Basu , R. and Sondhi , N. ( 2021 ), “ Online versus offline: preferred retail choice for premium brand purchase ”, International Journal of Retail and Distribution Management , Vol. ahead-of-print No. ahead-of-print . doi: 10.1108/IJRDM-05-2020-0181 .

Gaustad , T. , Utgård , J. and Fitzsimons , G.J. ( 2020 ), “ When accidents are good for a brand ”, Journal of Business Research , Vol.  107 , pp.  153 - 161 .

Huang , R. , Zhou , X. , Ye , W. and Guo , S. ( 2020 ), “ Think versus feel: two dimensions of brand anthropomorphism ”, Journal of Product & Brand Management , Vol.  29 No.  7 , pp.  955 - 969 .

Kucuk , S.U. ( 2020 ), “ Reverse (brand) anthropomorphism: the case of brand hitlerization ”, Journal of Consumer Marketing , Vol.  37 No.  6 , pp.  651 - 659 .

Corresponding author

About the authors.

Sunaina Kapoor is a PhD scholar at the Indian Institute of Foreign Trade (IIFT-Deemed University under Ministry of Commerce and Industry, GOI), 1,583, Madurdaha, Chowbaga Road, Anandapur Road, Kolkata - 700 107, India. She specializes in branding and consumer behavior.

Saikat Banerjee is Professor at Indian Institute of Foreign Trade (IIFT-Deemed University under Ministry of Commerce and Industry, GOI), 1,583, Madurdaha, Chowbaga Road, Anandapur Road, Kolkata - 700 107, India.

He has contributed research papers and articles in well-known journals like Journal of Business Research, Journal of Product and Brand Management, Journal of Brand Management, Marketing Intelligence and Planning, Asia Pacific Journal of Marketing and Logistics, Place Branding and Public Diplomacy, Journal of Political Marketing, International Review of Public and Non-profit Marketing, Asian Journal of Political Science, European Business Review, Journal of Research in Marketing and Entrepreneurship, Health Marketing Quarterly, Journal of Food Products Marketing, Cross-Cultural Management-An International Journal, Journal of Medical Marketing, International Journal of Pharmaceutical and Health Care Marketing, International Journal of E-Health and Medical Communications, Journal of Asia Entrepreneurship and Sustainability, The Marketing Review, Journal of Asia Business Studies, International Journal of Commerce and Management, South Asian Journal of Management. He has published teaching cases with Ivey Publishing, SAGE Business Cases. His areas of interest are Brand Management and Consumer Behavior . (ORCID ID: 0000-0001-8883-0903)

Paola Signori PhD is Associate Professor of Marketing at University of Verona (Via Cantarane 24, Verona, Italy). She has researched and published in premier journals in the area of corporate identity and communication, sustainability and supply chain management and digital relationship marketing. Her research methods are mainly based on a qualitative approach, in particular, using grounded theory. Her numerous research projects have a common scope to understand and measure Business-to-Business (B2B) relational dynamics in different global network structures, under different contexts and scenarios, in order to help practitioners to be more resilient and sustainable in their decisions. (ORCID ID: 0000-0002-7132-8834)

Supplementary materials

IJRDM-04-2021-0153_suppl1.docx (31 KB)

Related articles

We’re listening — tell us what you think, something didn’t work….

Report bugs here

All feedback is valuable

Please share your general feedback

Join us on our journey

Platform update page.

Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

Questions & More Information

Answers to the most commonly asked questions here

Interview Questions for Retail Managers (with Top Questions and Answers)

Mastering the Art of Job Interviews for interview questions for retail managers: Job Interview Examples and Insights

Retail management is a challenging and dynamic field that requires individuals to possess impeccable leadership, strategic thinking, and exceptional problem-solving skills. This comprehensive guide aims to equip aspiring retail managers with the necessary insights to navigate the interview process successfully.

What hiring managers look for in retail managers

During the interview process for retail management positions, hiring managers seek specific qualities and skills that resonate with the demands of the role. They focus on assessing a candidate’s:

Leadership Abilities: Retail managers are expected to lead and inspire their teams to achieve operational and sales goals efficiently. Hiring managers look for evidence of effective leadership, team motivation, and conflict resolution skills.

Customer Service Expertise: Exceptional customer service is at the core of successful retail management. Employers seek candidates who can demonstrate outstanding communication skills, empathy, and the ability to address customer concerns effectively.

Strategic Thinking: Retail managers are responsible for driving sales, managing budgets, and enhancing the overall performance of the store. Hiring managers are keen to identify individuals with a strategic mindset, the ability to analyze data, and make informed decisions based on market trends and customer preferences.

How to prepare for a retail management interview

Step 1: researching the company and industry.

Before attending a retail management interview, it is crucial to conduct thorough research on the company and the industry. This includes understanding the company’s mission, values, products or services, target market, and recent achievements. Moreover, familiarizing oneself with the latest trends, challenges, and innovations in the retail industry can demonstrate a candidate’s genuine interest and commitment.

Step 2: Understanding the Role and Responsibilities

Understanding the specific requirements and responsibilities of the retail management role is essential. It is advisable to review the job description thoroughly, identify key performance indicators, and gain insights into the day-to-day tasks associated with the position. In addition, assessing one's own skills and experiences in alignment with the role’s demands can help in preparing relevant examples and responses during the interview.

Step 3: Anticipating and Preparing for Common Interview Questions

Practicing responses to common retail management interview questions can significantly boost confidence and ensure effective articulation during the actual interview. Rehearsing scenarios related to leadership, conflict resolution, customer service, and sales strategies can help in delivering authentic and compelling answers.

Use Lark for video interviews and candidate tracking .

Top 5 interview questions for retail managers and how to answer them

Question 1: how do you handle difficult situations with team members or customers, why this question matters.

This question aims to assess the candidate’s ability to manage challenging interpersonal dynamics. Hiring managers want to hear about effective conflict resolution, empathy, and a commitment to finding mutually beneficial solutions.

What do they listen for in your answer?

Employers look for evidence of emotional intelligence, a focus on de-escalation rather than confrontation, and a dedication to preserving positive relationships with both team members and customers.

Sample answer

In my previous role, I encountered a challenging situation with a dissatisfied customer who had received a defective product. I actively listened to the customer's concerns, empathized with their frustration, and promptly arranged a replacement, exceeding their expectations and turning a negative experience into a positive one. Concurrently, I briefed my team on the incident, emphasizing the importance of quality control and effective communication with customers.

Question 2: How do you motivate your team to achieve sales targets?

This question seeks to evaluate the candidate’s leadership and motivational skills. Employers are interested in understanding the techniques and strategies used to inspire and encourage team members to surpass sales goals.

Hiring managers seek to identify evidence of goal-setting, empowerment, and the ability to foster a collaborative and supportive work environment that drives sales performance.

In my previous role, I implemented a monthly recognition program to acknowledge and reward top-performing team members, creating healthy competition and incentivizing everyone to excel. Additionally, I conducted regular one-on-one meetings to understand individual goals, providing personalized coaching and support to help each team member achieve their targets.

Question 3: What strategies have you used to improve customer satisfaction in your previous role?

This question aims to gauge the candidate’s customer-centric approach and ability to enhance the overall customer experience. Employers seek evidence of proactive measures taken to address customer feedback and elevate satisfaction levels.

Hiring managers look for examples of effective communication, problem-solving, and initiatives implemented to enhance customer satisfaction, indicating a candidate's commitment to driving positive outcomes.

In my previous role, I introduced personalized customer feedback cards, seeking specific insights on our products and services. I analyzed the feedback to identify recurring themes and implemented targeted staff training to address areas of improvement. This resulted in a noticeable improvement in our Net Promoter Score and enhanced customer loyalty.

Question 4: Can you describe a time when you had to resolve a conflict within your team? How did you handle it?

This question allows employers to assess a candidate’s conflict resolution and team management abilities. Hiring managers are interested in understanding the approach taken to mitigate and resolve internal conflicts effectively.

Employers look for evidence of effective communication, active listening, and the ability to mediate conflicts while fostering a collaborative and harmonious team environment.

During a team meeting, I noticed growing tension between two team members due to a misunderstanding regarding task delegation. I scheduled a private meeting with both individuals to understand their perspectives, actively listen, and facilitate a solution that aligned with their strengths and preferences. I then implemented a transparent task allocation system to prevent future conflicts arising from ambiguity.

Question 5: How do you keep up with industry trends and incorporate them into your management approach?

This question seeks to understand a candidate’s proactivity and adaptability in response to industry changes. Employers aim to assess the candidate’s ability to stay ahead of trends and apply them to improve business outcomes.

Hiring managers look for evidence of continuous learning, innovative thinking, and actions taken to integrate new trends into the overall business strategy, indicating a candidate’s commitment to driving growth and relevance.

To stay updated on industry trends, I regularly attend conferences and workshops, subscribe to industry publications, and participate in online forums where professionals discuss emerging trends. I actively encourage my team to share their insights and propose innovative strategies to capitalize on industry trends, fostering a culture of constant improvement and adaptation.

Do's and dont's for retail management interviews

Dont's.

How to Discuss Salary Professionally

Learn more about Lark x Employment

People also ask (faq)

Question 1: how important is previous experience in the retail industry for a retail management role?

Experience in the retail industry is highly valuable for a retail management role as it provides a deep understanding of the operational nuances, customer behavior, and market trends specific to the retail sector. However, transferable skills such as leadership, problem-solving, and strategic planning acquired in other industries can also be advantageous and should not be overlooked.

Question 2: what are some key challenges faced by retail managers?

Retail managers often encounter challenges related to staffing, inventory management, fluctuating customer demand, and intense competition. Additionally, ensuring exceptional customer service, maintaining high sales performance, and fostering a motivated team are constant endeavors for retail managers.

Question 3: how can a retail manager contribute to improving the bottom line of a store?

A retail manager can contribute to improving a store's bottom line by implementing strategic pricing and promotion strategies, optimizing inventory management, and enhancing the customer experience to foster repeat business and loyalty. Additionally, by empowering and nurturing the skills of their team, a retail manager can drive overall productivity and sales performance.

This comprehensive guide aims to provide aspiring retail managers with the knowledge and strategic insights necessary to ace the interview process and secure their desired roles in the competitive retail industry. By understanding what hiring managers look for, preparing effectively, and mastering the essential interview questions, candidates can position themselves for success as they embark on their career journey in retail management.

Lark, bringing it all together

All your team need is Lark

Explore More in Interview Questions

100 Best Case Study Questions for Your Next Customer Spotlight

Published: November 29, 2022

Case studies and testimonials are helpful to have in your arsenal. But to build an effective library, you need to ask the right case study questions. You also need to know how to write a case study .

Case studies are customers' stories that your sales team can use to share relevant content with prospects . Not only that, but case studies help you earn a prospect's trust, show them what life would be like as your customer, and validate that your product or service works for your clients.

Before you start building your library of case studies, check out our list of 100 case study questions to ask your clients. With this helpful guide, you'll have the know-how to build your narrative using the " Problem-Agitate-Solve " Method.

What makes a good case study questionnaire?

The ultimate list of case study questions, how to ask your customer for a case study, creating an effective case study.

Certain key elements make up a good case study questionnaire.

A questionnaire should never feel like an interrogation. Instead, aim to structure your case study questions like a conversation. Some of the essential things that your questionnaire should cover include:

• The problem faced by the client before choosing your organization.
• Why they chose your company.
• How your product solved the problem clients faced.
• The measurable results of the service provided.
• Data and metrics that prove the success of your service or product, if possible.

You can adapt these considerations based on how your customers use your product and the specific answers or quotes that you want to receive.

What makes a good case study question?

A good case study question delivers a powerful message to leads in the decision stage of your prospective buyer's journey.

Since your client has agreed to participate in a case study, they're likely enthusiastic about the service you provide. Thus, a good case study question hands the reins over to the client and opens a conversation.

Try asking open-ended questions to encourage your client to talk about the excellent service or product you provide.

Free Case Study Templates

Tell us about yourself to access the templates..

Categories for the Best Case Study Questions

• Case study questions about the customer's business
• Case study questions about the environment before the purchase
• Case study questions about the decision process
• Case study questions about the customer's business case
• Case study questions about the buying team and internal advocates
• Case study questions about customer success
• Case study questions about product feedback
• Case study questions about willingness to make referrals
• Case study question to prompt quote-worthy feedback
• Case study questions about the customers' future goals

Showcase your company's success using these three free case study templates.

• Data-Driven Case Study Template
• Product-Specific Case Study Template
• General Case Study Template

You're all set!

Click this link to access this resource at any time.

Case Study Interview Questions About the Customer's Business

Knowing the customer's business is an excellent way of setting the tone for a case study.

Use these questions to get some background information about the company and its business goals. This information can be used to introduce the business at the beginning of the case study — plus, future prospects might resonate with their stories and become leads for you.

• Would you give me a quick overview of [company]? This is an opportunity for the client to describe their business in their own words. You'll get useful background information and it's an easy prompt to get the client talking.
• Can you describe your role? This will give you a better idea of the responsibilities they are subject to.
• How do your role and team fit into the company and its goals? Knowing how the team functions to achieve company goals will help you formulate how your solution involves all stakeholders.
• How long has your company been in business? Getting this information will help the reader gauge if pain points are specific to a startup or new company vs. a veteran company.
• How many employees do you have? Another great descriptor for readers to have. They can compare the featured company size with their own.
• Is your company revenue available? If so, what is it? This will give your readers background information on the featured company's gross sales.
• Who is your target customer? Knowing who the target audience is will help you provide a better overview of their market for your case study readers.
• How does our product help your team or company achieve its objectives? This is one of the most important questions because it is the basis of the case study. Get specifics on how your product provided a solution for your client. You want to be able to say "X company implemented our solution and achieved Y. "
• How are our companies aligned (mission, strategy, culture, etc.)? If any attributes of your company's mission or culture appealed to the client, call it out.

How many people are on your team? What are their roles? This will help describe key players within the organization and their impact on the implementation of your solution.

Case Study Interview Questions About the Environment Before the Purchase

A good case study is designed to build trust. Ask clients to describe the tools and processes they used before your product or service. These kinds of case study questions will highlight the business' need they had to fulfill and appeal to future clients.

• What was your team's process prior to using our product? This will give the reader a baseline to compare the results for your company's product.
• Were there any costs associated with the process prior to using our product? Was it more expensive? Was it worth the cost? How did the product affect the client's bottom line? This will be a useful metric to disclose if your company saved the client money or was more cost-efficient.
• What were the major pain points of your process prior to using our product? Describe these obstacles in detail. You want the reader to get as much information on the problem as possible as it sets up the reasoning for why your company's solution was implemented.
• Did our product replace a similar tool or is this the first time your team is using a product like this? Were they using a similar product? If so, having this information may give readers a reason to choose your brand over the competition.
• What other challenges were you and your team experiencing prior to using our product? The more details you can give readers regarding the client's struggles, the better. You want to paint a full picture of the challenges the client faced and how your company resolved them.
• Were there any concerns about how your customers would be impacted by using our product? Getting answers to this question will illustrate to readers the client's concerns about switching to your service. Your readers may have similar concerns and reading how your client worked through this process will be helpful.
• Why didn't you buy our product or a similar product earlier? Have the client describe any hesitations they had using your product. Their concerns may be relatable to potential leads.
• Were there any "dealbreakers" involved in your decision to become a customer? Describing how your company was able to provide a solution that worked within those parameters demonstrates how accommodating your brand is and how you put the customer first. It's also great to illustrate any unique challenges the client had. This better explains their situation to the reader.
• Did you have to make any changes you weren't anticipating once you became a customer? Readers of your case study can learn how switching to your product came with some unexpected changes (good or bad) and how they navigated them. If you helped your client with troubleshooting, ask them to explain that here.

How has your perception of the product changed since you've become a customer? Get the interviewee to describe how your product changed how they do business. This includes how your product accomplished what they previously thought was impossible.

Case Study Interview Questions About the Decision Process

Readers of the case study will be interested in which factors influenced the decision-making process for the client. If they can relate to that process, there's a bigger chance they'll buy your product.

The answers to these questions will help potential customers through their decision-making process.

• How did you hear about our product? If the client chose to work with you based on a recommendation or another positive case study, include that. It will demonstrate that you are a trusted brand with an established reputation for delivering results.
• How long had you been looking for a solution to this problem? This will add to the reader's understanding of how these particular challenges impacted the company before choosing your product.
• Were you comparing alternative solutions? Which ones? This will demonstrate to readers that the client explored other options before choosing your company.
• Would you describe a few of the reasons you decided to buy our product? Ask the interviewee to describe why they chose your product over the competition and any benefits your company offered that made you stand out.
• What were the criteria you used when deciding to buy our product? This will give readers more background insight into the factors that impacted their decision-making process.
• Were there any high-level initiatives or goals that prompted the decision to buy? For example, was this decision motivated by a company-wide vision? Prompt your clients to discuss what lead to the decision to work with you and how you're the obvious choice.
• What was the buying process like? Did you notice anything exceptional or any points of friction? This is an opportunity for the client to comment on how seamless and easy you make the buying process. Get them to describe what went well from start to finish.
• How would you have changed the buying process, if at all? This is an opportunity for you to fine-tune your process to accommodate future buyers.
• Who on your team was involved in the buying process? This will give readers more background on the key players involved from executives to project managers. With this information, readers can see who they may potentially need to involve in the decision-making process on their teams.

Case Study Interview Questions About the Customer's Business Case

Your case study questions should ask about your product or solution's impact on the customer's employees, teams, metrics, and goals. These questions allow the client to praise the value of your service and tell others exactly what benefits they derived from it.

When readers review your product or service's impact on the client, it enforces the belief that the case study is credible.

• How long have you been using our product? This will help readers gauge how long it took to see results and your overall satisfaction with the product or service.
• How many different people at your company use our product? This will help readers gauge how they can adapt the product to their teams if similar in size.
• Are there multiple departments or teams using our product? This will demonstrate how great of an impact your product has made across departments.
• How do you and your team currently use the product? What types of goals or tasks are you using the product to accomplish? Get specifics on how the product actively helps the client achieve their goals.
• If other teams or departments are using our product, do you know how they're using it? With this information, leads can picture how they can use your product across their teams and how it may improve their workflow and metrics.
• What was the most obvious advantage you felt our product offered during the sales process? The interviewee should explain the benefits they've gained from using your product or service. This is important for convincing other leads you are better than the competition.
• Were there any other advantages you discovered after using the product more regularly? Your interviewee may have experienced some additional benefits from using your product. Have them describe in detail what these advantages are and how they've helped the company improve.
• Are there any metrics or KPIs you track with our product? What are they? The more numbers and data the client can provide, the better.
• Were you tracking any metrics prior to using our product? What were they? This will allow readers to get a clear, before-and-after comparison of using your product.
• How has our product impacted your core metrics? This is an opportunity for your clients to drive home how your product assisted them in hitting their metrics and goals.

Case Study Interview Questions About the Buying Team and Internal Advocates

See if there are any individuals at the customer's company who are advocates for your product.

• Are there any additional team members you consider to be advocates for our product? For example, does anyone stick out as a "power user" or product expert on your team? You may want to interview and include these power users in your case study as well. Consider asking them for tips on using your service or product.
• Is there anyone else on your team you think we should talk to? Again, the more people can share their experience using your product, the better.
• Are there any team members who you think might not be the biggest fans of our product or who might need more training? Providing extra support to those struggling with your product may improve their user experience and turn into an opportunity to not only learn about their obstacles but turn them into a product fan
• Would you share some details about how your team implemented our product? Get as much information as possible about the rollout. Hopefully, they'll gush about how seamless the process was.
• Who from your company was involved in implementing our product? This will give readers more insight into who needs to be involved for a successful rollout of their own.
• Were there any internal risks or additional costs involved with implementing our product? If so, how did you address them? This will give insight into the client's process and rollout and this case study question will likely provide tips on what potential leads should be on the lookout for.
• Is there a training process in place for your team's use of our product? If so, what does it look like? If your company provided support and training to the client, have them describe that experience.
• About how long does it take a new team member to get up to speed with our product? This will help leads determine how much time it will take to onboard an employee to your using your product. If a new user can quickly get started seamlessly, it bodes well for you.
• What was your main concern about rolling this product out to your company? Describing their challenges in detail will provide readers with useful insight.

Case Study Interview Questions About Customer Success

Has the customer found success with your product? Ask these questions to learn more.

• By using our product can you measure any reduced costs? If it has, you'll want to emphasize those savings in your case study.
• By using our product can you measure any improvements in productivity or time savings? Any metrics or specific stories your interviewee can provide will help demonstrate the value of your product.
• By using our product can you measure any increases in revenue or growth? Again, say it with numbers and data whenever possible.
• Are you likely to recommend our product to a friend or colleague? Recommendations from existing customers are some of the best marketing you can get.
• How has our product impacted your success? Your team's success? Getting the interviewee to describe how your product played an integral role in solving their challenges will show leads that they can also have success using your product.
• In the beginning, you had XYZ concerns; how do you feel about them now? Let them explain how working with your company eliminated those concerns.
• I noticed your team is currently doing XYZ with our product. Tell me more about how that helps your business. Illustrate to your readers how current customers are using your product to solve additional challenges. It will convey how versatile your product is.
• Have you thought about using our product for a new use case with your team or at your company? The more examples of use cases the client can provide, the better.
• How do you measure the value our product provides? Have the interviewee illustrate what metrics they use to gauge the product's success and how. Data is helpful, but you should go beyond the numbers. Maybe your product improved company morale and how teams work together.

Case Study Interview Questions About Product Feedback

Ask the customer if they'd recommend your product to others. A strong recommendation will help potential clients be more open to purchasing your product.

• How do other companies in this industry solve the problems you had before you purchased our product? This will give you insight into how other companies may be functioning without your product and how you can assist them.
• Have you ever talked about our product to any of your clients or peers? What did you say? This can provide you with more leads and a chance to get a referral.
• Why would you recommend our product to a friend or client? Be sure they pinpoint which features they would highlight in a recommendation.
• Can you think of any use cases your customers might have for our product? Similar industries may have similar issues that need solutions. Your interviewee may be able to provide a use case you haven't come up with.
• What is your advice for other teams or companies who are tackling problems similar to those you had before you purchased our product? This is another opportunity for your client to talk up your product or service.
• Do you know someone in X industry who has similar problems to the ones you had prior to using our product? The client can make an introduction so you can interview them about their experience as well.
• I noticed you work with Company Y. Do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.
• Does your company participate in any partner or referral programs? Having a strong referral program will help you increase leads and improve customer retention.
• Can I send you a referral kit as a thank-you for making a referral and give you the tools to refer someone to us? This is a great strategy to request a referral while rewarding your existing customers.
• Are you interested in working with us to produce additional marketing content? The more opportunities you can showcase happy customers, the better.

Case Study Interview Questions About Willingness to Make Referrals

• How likely are you to recommend our product to a friend or client? Ideally, they would definitely refer your product to someone they know.
• Can you think of any use cases your customers might have for our product? Again, your interviewee is a great source for more leads. Similar industries may have similar issues that need solutions. They may be able to provide a use case you haven't come up with.
• I noticed you work with Company Y; do you know if they are having any pain points with these processes? This will help you learn how your product has impacted your client's customers and gain insight into what can be improved.

Case Study Interview Questions to Prompt Quote-Worthy Feedback

Enhance your case study with quotable soundbites from the customer. By asking these questions, prospects have more insight into other clients and their success with your product — which helps build trust.

• How would you describe your process in one sentence prior to using our product? Ideally, this sentence would quickly and descriptively sum up the most prominent pain point or challenge with the previous process.
• What is your advice to others who might be considering our product? Readers can learn from your customer's experience.
• What would your team's workflow or process be like without our product? This will drive home the value your product provides and how essential it is to their business.
• Do you think the investment in our product was worthwhile? Why? Have your customer make the case for the value you provide.
• What would you say if we told you our product would soon be unavailable? What would this mean to you? Again, this illustrates how integral your product is to their business.
• How would you describe our product if you were explaining it to a friend? Your customers can often distill the value of your product to their friends better than you can.
• What do you love about your job? Your company? This gives the reader more background on your customer and their industry.
• What was the worst part of your process before you started using our product? Ideally, they'd reiterate how your product helped solve this challenge.
• What do you love about our product? Another great way to get the customer's opinion about what makes your product worth it.
• Why do you do business with us? Hopefully, your interviewee will share how wonderful your business relationship is.

Case Study Interview Questions About the Customers' Future Goals

Ask the customer about their goals, challenges, and plans for the future. This will provide insight into how a business can grow with your product.

• What are the biggest challenges on the horizon for your industry? Chances are potential leads within the same industry will have similar challenges.
• What are your goals for the next three months? Knowing their short-term goals will enable your company to get some quick wins for the client.
• How would you like to use our product to meet those challenges and goals? This will help potential leads understand that your product can help their business as they scale and grow.
• Is there anything we can do to help you and your team meet your goals? If you haven't covered it already, this will allow your interviewee to express how you can better assist them.
• Do you think you will buy more, less, or about the same amount of our product next year? This can help you gauge how your product is used and why.
• What are the growth plans for your company this year? Your team? This will help you gain insight into how your product can help them achieve future goals.
• How can we help you meet your long-term goals? Getting specifics on the needs of your clients will help you create a unique solution designed for their needs.
• What is the long-term impact of using our product? Get their feedback on how your product has created a lasting impact.
• Are there any initiatives that you personally would like to achieve that our product or team can help with? Again, you want to continue to provide products that help your customers excel.
• What will you need from us in the future? This will help you anticipate the customer's business needs.
• Is there anything we can do to improve our product or process for working together in the future? The more feedback you can get about what is and isn't working, the better.

Before you can start putting together your case study, you need to ask your customer's permission.

If you have a customer who's seen success with your product, reach out to them. Use this template to get started:

Thank you & quick request

Hi [customer name],

Thanks again for your business — working with you to [solve X, launch Y, take advantage of Z opportunity] has been extremely rewarding, and I'm looking forward to more collaboration in the future.

[Name of your company] is building a library of case studies to include on our site. We're looking for successful companies using [product] to solve interesting challenges, and your team immediately came to mind. Are you open to [customer company name] being featured?

It should be a lightweight process — [I, a product marketer] will ask you roughly [10, 15, 20] questions via email or phone about your experience and results. This case study will include a blurb about your company and a link to your homepage (which hopefully will make your SEO team happy!)

In any case, thank you again for the chance to work with you, and I hope you have a great week.

[Your name]

If one of your customers has recently passed along some praise (to you, their account manager, your boss; on an online forum; to another potential customer; etc.), then send them a version of this email:

Hey [customer name],

Thanks for the great feedback — I'm really glad to hear [product] is working well for you and that [customer company name] is getting the results you're looking for.

My team is actually in the process of building out our library of case studies, and I'd love to include your story. Happy to provide more details if you're potentially interested.

Either way, thank you again, and I look forward to getting more updates on your progress.

You can also find potential case study customers by usage or product data. For instance, maybe you see a company you sold to 10 months ago just bought eight more seats or upgraded to a new tier. Clearly, they're happy with the solution. Try this template:

I saw you just [invested in our X product; added Y more users; achieved Z product milestone]. Congratulations! I'd love to share your story using [product] with the world -- I think it's a great example of how our product + a dedicated team and a good strategy can achieve awesome results.

Are you open to being featured? If so, I'll send along more details.

Case Study Benefits

• Case studies are a form of customer advocacy.
• Case studies provide a joint-promotion opportunity.
• Case studies are easily sharable.
• Case studies build rapport with your customers.
• Case studies are less opinionated than customer reviews.

1. Case studies are a form of customer advocacy.

If you haven't noticed, customers aren't always quick to trust a brand's advertisements and sales strategies.

With every other brand claiming to be the best in the business, it's hard to sort exaggeration from reality.

This is the most important reason why case studies are effective. They are testimonials from your customers of your service. If someone is considering your business, a case study is a much more convincing piece of marketing or sales material than traditional advertising.

2. Case studies provide a joint-promotion opportunity.

Your business isn't the only one that benefits from a case study. Customers participating in case studies benefit, too.

Think about it. Case studies are free advertisements for your customers, not to mention the SEO factor, too. While they're not promoting their products or services, they're still getting the word out about their business. And, the case study highlights how successful their business is — showing interested leads that they're on the up and up.

3. Case studies are easily sharable.

No matter your role on the sales team, case studies are great to have on hand. You can easily share them with leads, prospects, and clients.

Whether you embed them on your website or save them as a PDF, you can simply send a link to share your case study with others. They can share that link with their peers and colleagues, and so on.

Case studies can also be useful during a sales pitch. In sales, timing is everything. If a customer is explaining a problem that was solved and discussed in your case study, you can quickly find the document and share it with them.

4. Case studies build rapport with your customers.

While case studies are very useful, they do require some back and forth with your customers to obtain the exact feedback you're looking for.

Even though time is involved, the good news is this builds rapport with your most loyal customers. You get to know them on a personal level, and they'll become more than just your most valuable clients.

And, the better the rapport you have with them, the more likely they'll be to recommend your business, products, or services to others.

5. Case studies are less opinionated than customer reviews.

Data is the difference between a case study and a review. Customer reviews are typically based on the customer's opinion of your brand. While they might write a glowing review, it's completely subjective and there's rarely empirical evidence supporting their claim.

Case studies, on the other hand, are more data-driven. While they'll still talk about how great your brand is, they support this claim with quantitative data that's relevant to the reader. It's hard to argue with data.

An effective case study must be genuine and credible. Your case study should explain why certain customers are the right fit for your business and how your company can help meet their specific needs. That way, someone in a similar situation can use your case study as a testimonial for why they should choose your business.

Use the case study questions above to create an ideal customer case study questionnaire. By asking your customers the right questions, you can obtain valuable feedback that can be shared with potential leads and convert them into loyal customers.

Editor’s Note: This article was originally published in June 2021 and has been updated for comprehensiveness.

Don't forget to share this post!

Related articles.

ACV: What It Means & How to Calculate It

What Is An Account Development Manager? (And How to Become One)

Strategic Account Managers, Here's How to Amplify Your Efforts

3 Questions that Ensure Key Account Success

Account Management vs. Sales: What's the Difference? [FAQ]

Showcase your company's success using these free case study templates.

Powerful and easy-to-use sales software that drives productivity, enables customer connection, and supports growing sales orgs

Top 25 Retail Interview Questions (Example Answers Included)

Mike Simpson 0 Comments

By Mike Simpson

Retail jobs can be excellent opportunities. For some, it’s a logical entry into the workforce, a place where you’ll build up your customer service skills and gain experience. It can also be the foundation of a career. After all, there’s room to advance , reach management ranks , or even go corporate .

But, the weird thing is, it can be surprisingly hard to nail a retail interview. There can be a ton of competition, for one. If a handful of candidates all end up interviewing for the job, you can’t rely on cliché responses or arrive unprepared. Your goal is to shine like a diamond, not fade into the background like a pebble in a gravel driveway, so you need to bring it.

For another, you’re probably going to face some unexpected questions. Even if you’ve been through the process before, don’t assume that the interview questions on retail that will be coming your way are the same ones you’ve faced previously. It’s a big mistake if you do.

Now, don’t panic. There’s plenty you can do to be your most radiant self when you meet the hiring manager.

How to Answer Retail Interview Questions

Nailing your retail interview is important; there’s no doubt about that. But how do you set yourself up for success? It’s simple…with proper preparation, of course.

Getting ready means not just being familiar with retail interview questions, which we’ll dive into in a second, but also with how to answer them.

So, it’s strategy time!

Retail hiring managers need to make sure you have the fundamental skills for the job. In most cases, this means customer service , communication , and cash handling skills .

Additionally, they’ll be looking for candidates with specific traits. For example, can you imagine a retail worker being successful in their job if they weren’t patient? What about if they weren’t calm under pressure (aka, when a customer isn’t happy and wants a retail worker to fix their problem)? Yeah, we can’t either.

So, how do you show the hiring manager that you have the right skills and traits? By combining the STAR and Tailoring Method s.

We’ve covered the STAR method in detail before. But, if it’s new to you, here’s a quick overview:

As you may have guessed, STAR is an acronym. The letters stand for Situation, Task, Action, and Result. To put it simply, it’s a way to structure a story. And, during an interview, stories are your friend, especially for behavioral interview questions .

How can a story help you shine like the diamond you are? Because a story is compelling and engaging. The approach is more narrative, making it much more interesting than a list of skills, traits, or facts.

As you prepare answers to common retail interview questions, begin by setting a scene. Let the hiring manager know what the situation was; give them context.

Next, summarize your responsibilities in regards to the scene. Then, discuss the actions you took, including details about why you made certain decisions or went in a particular direction.

Finally, wrap it all up with a strong closing that showcases how things turned out.

Okay, so now you can tell an effective story. That’s it, right? Wrong. It just means it’s time to take it up a notch; it’s time for the Tailoring Method.

The Tailoring Method really is about what it sounds like it should be. It’s all about customization, ensuring your interview answers concentrate on the retail company’s needs, preferences, and priorities. You want to position yourself as a solution to any problems the hiring manager is trying to fix by bringing in a new employee.

Essentially, you want to present a tantalizing value proposition. You want to make sure that the hiring manager is doubt-free when it comes to hiring you.

How do you pull that off?

With success stories, of course.

When you select the stories you’re going to share, choose accomplishments that speak directly to the prospective employer’s needs. Make sure your answers are all about what you can do for them and not what they can do for you. If you do, you’ll be speaking the hiring manager’s language, and that helps you stand out.

We also wanted to let you know that we created an amazing free cheat sheet that will give you word-for-word answers for some of the toughest interview questions you are going to face in your upcoming interview. After all, hiring managers will often ask you more generalized interview questions along with their retail specific questions!

Click below to get your free PDF now:

Get Our Job Interview Questions & Answers Cheat Sheet!

FREE BONUS PDF CHEAT SHEET: Get our " Job Interview Questions & Answers PDF Cheat Sheet " that gives you " word-word sample answers to the most common job interview questions you'll face at your next interview .

CLICK HERE TO GET THE JOB INTERVIEW QUESTIONS CHEAT SHEET

Top 3 Retail Interview Questions

Alright, you have a reliable strategy for tacking retail interview questions and answers. Now it’s time to see some examples.

But first, it’s crucial to understand that some of these questions might seem really challenging. That’s actually a good thing! Employee satisfaction actually goes up when interviews are a 4 out of 5 on the difficulty scale. So, you should actually be worried if the questions are too easy, not the other way around.

Now that that’s out of the way, here’s a look at the top three retail interview questions and answers:

1. If a disgruntled customer tries to make a return but isn’t eligible to do so because of company policy, how would you handle the situation?

This question actually serves two functions. First, it lets the hiring manager learn about how you would handle an upset customer. Your answer gives them insights into your personality and skills in regards to navigating a common challenge.

Second, it shows whether you would be respectful of the employer’s policies. Retail companies have policies that dictate how tons of scenarios have to be managed, and knowing you’ll follow them is important.

EXAMPLE ANSWER:

“I believe that empathy is important, so I would acknowledge their frustration and apologize that they aren’t happy with the product. Then, I would let them know in a calm and professional manner that, unfortunately, the purchase is outside of the company’s return window or is ineligible, providing an overview of the portion of the return policy involved. If that did not fully resolve the issue, and I did not have any other company-approved options to present to the customer, I would offer to get a supervisor to address the issue further.”

2. If a customer’s total is $16.42, and they give you a $20, how much change is owed. How do you give them their change?

While cash registers usually let retail employees know exactly how much change to give a customer, there may be times when that information isn’t available. You never know when a technical issue might arise, such as a broken register screen.

However, a cash register usually doesn’t tell you what bills or coins to hand over, so you’ll need to know how to pick the right options. Additionally, you need to be able to present the change properly, ensuring the customer knows immediately that they have the right amount. This question lets the hiring manager know that you have cash handling, math, and customer service skills.

“If they gave me a $20 and their total was $16.42, then the customer would be owed $3.58 as change. I would pick up three $1 bills, two quarters, one nickel, and three pennies. Then, I would count out the change into the customer’s hand or onto the counter, one bill or coin at a time, keeping a running total as I do. That way, the customer and I can confirm the change is correct.”

3. What would you do if, when it came time for you to leave at the end of your shift, a replacement employee had not yet arrived?

Many retail stores can’t function well if they are shorthanded. The hiring manager wants to know that, if your relief doesn’t show up, you aren’t automatically going to clock out and leave at the end of your shift.

“First, I would speak with my supervisor and ask if they needed me to stay in order to maintain the proper coverage. It’s possible they were aware of the situation and made other coverage arrangements or that the missing employee is only minutes away, so I would only remain clocked in past my schedule time if my supervisor requests it. If they do need coverage, then I would discuss the situation with my supervisor to determine what available options could solve the problem and how I could be part of the solution.”

22 More Retail Interview Questions

Here are 22 more common retail interview questions that you may face when you meet with the hiring manager:

• Tell me what good customer service is in your eyes.
• Can you describe a time when you went above and beyond for a customer? Why did you go the extra mile, and what was the outcome?
• What’s your availability? Are you able to work nights, weekends, holidays, and special events like Black Friday?
• If you had a choice between working the floor and working the register, which would you choose and why?
• Tell me about a time you dealt with an upset customer?
• What would you do if, while you were helping a customer, a second customer approached you and asked for your assistance?
• If you noticed a coworker was stealing, what would you do?
• If you spotted a shoplifter, how would you handle the situation?
• While retail environments are often fast-paced, there can be downtime as well. If the store was slow and you didn’t have a specific assignment, how would you make the most of that quieter time?
• Are you comfortable with upselling / pitching the store credit card?
• If you witnessed a customer being rude or aggressive toward a coworker, what would you do?
• If you say a coworker being rude or aggressive toward a customer, what would you do?
• Do you believe the customer is always right? Why or why not?
• If a customer asks you a question about a product or service we offer and you don’t know the answer, what would you do?
• Have you ever been a customer at this store? What was your experience like?
• If the debit / credit card reader suddenly goes down, what would you do?
• If a customer wants to pay for a large order entirely with change and there’s a line of customers waiting behind them, what do you do?
• Imagine you found out that an employee is letting all of their friends and family members use their employee discount. What would you do?

5 Good Questions to Ask at the End of a Retail Interview

Once you reach the end of your retail interview, you’ll usually have a chance to ask some questions yourself. This is an opportunity to learn more about the job and decide if it’s the right one for you. If you aren’t sure what to ask, here are some options.

• Can you describe what a typical day looks like for a person in this position?
• Will I have the same schedule every week, or will it change? How far in advance is the schedule posted?
• Is there a specific number of hours or shifts that I should expect to work?
• Are there any events or situations, like Black Friday or inventory days, that come with mandatory shifts or attendance?
• What is the most popular product in the store? What about the least popular?

NOTE: For more great questions to ask in an interview check out our article !

Putting it All Together

It’s true that heading to any interview can be anxiety-inducing . But, if you’re properly prepared, you can handle any retail interview questions the hiring manager tosses your way. Just focus on your strategy, practice your answers, and have great examples at the ready. You’re an excellent candidate. Make sure the hiring manager knows it.

FREE : Job Interview Questions & Answers PDF Cheat Sheet!

Download our " Job Interview Questions & Answers PDF Cheat Sheet " that gives you word-for-word sample answers to some of the most common interview questions including:

• What Is Your Greatest Weakness?
• What Is Your Greatest Strength?
• Tell Me About Yourself
• Why Should We Hire You?

Click Here To Get The Job Interview Questions & Answers Cheat Sheet

Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com.

His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others.

Learn more about The Interview Guys on our About Us page .

About The Author

Mike simpson.

Co-Founder and CEO of TheInterviewGuys.com. Mike is a job interview and career expert and the head writer at TheInterviewGuys.com. His advice and insights have been shared and featured by publications such as Forbes , Entrepreneur , CNBC and more as well as educational institutions such as the University of Michigan , Penn State , Northeastern and others. Learn more about The Interview Guys on our About Us page .

Copyright © 2024 · TheInterviewguys.com · All Rights Reserved

• Our Products
• Case Studies
• Interview Questions
• Jobs Articles
• Members Login