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Define the specific ‘topic’: pop-up retailing; private label brands; customer loyalty programs, or department store retailing.

Strategic Objectives

Pop- up retailing can be defined as a retail store which is started for the purpose of taking the benefit of seasonal or trending product. The demand for the products sold in such stores are short- lived. These stores are mostly found in toy and apparel industry. In other words, pop- up retailing is designed for the purpose of fostering a direct customer- brand interaction for a short time period. It is mostly for a communicative or promotional purpose. Strategic growth for retail brand is facilitated through the use of pop- up retailing. It is also known as flash retailing or pop- up store. Pop- up retailing was first started in Los Angeles and later on spread to China, United States, Mexico, Japan, Canada, United Kingdom, Germany, France and Australia (Warnaby, Kharakhorkina, Shi & Corniani, 2015). This essay focuses on the stages in pop- up retailing namely strategic objectives, pre- pop- up, actual pop- up experience and post pop- up experience along with the key decisions and activities incorporated in these stages. Some issues in pop- up retailing have been highlighted with the help of real world examples. Also, the essay makes the use of retailing theory and concepts for supporting the discussion.

The first stage of pop- up retailing is strategic objectives. The strategic objectives stage will plan the activities which are supposed to leverage improved results and have an influence on the day- to day decisions of the management in the further stages of planning and implementation. The strategic objectives can be divided into four categories experiential, communicational, transactional and testing. These objectives incorporate both commercial and promotional nature of probable objectives for pop- up activity. The key decisions and activities required at this stage include deciding about the achievable objectives with regard to establishing communication with the customers, increasing brand awareness, engaging customers, gathering customer insight, testing market concepts, etc. For example, Salamanca Pop- up shop of Hobart offers space for Tasmanian designers, artists, producers and makers to showcase and lease their wares. New works are produced on a fortnightly to monthly rotation. However, they frame strategic objectives on the basis of which they are able to maintain the smooth functioning of their operations (Salamanca Arts Center, 2018).

The second stage is the pre- pop- up stage in which general decisions are incorporated in relation to the development of retail strategy mix before the event in context of the factors such as location, timing, operating practitioners, store atmospherics and marketing communications. There is fixed and tight time schedule for the planning, preparation and implementation of pop- up activities. For example, Salamanca Pop- up shop has to decide in advance the works of the artists to be showcased. It has taken its location in Hobart and provides two options to the stallholder i.e. either to become licensed stallholder or to become a casual stallholder (Taube & Warnaby, 2017).

Pre-Pop-Up

The third stage is the actual pop- up experience where the planned activities are required to be undertaken in the same way as decided.   Moreover, in some cases if the audience does not respond as planned, then the communication strategy needs to be changed on instant basis. The activities performed at this stage involve establishing proper communication with the customers by appealing to them. For example, Salamanca Market has been able to build its reputation with its high quality and unique products and advertises for attracting the local loyal customers (Shone & Parry, 2013).

The last stage is the post pop- up stage, where learning experiences are provided for the creators with the help of effective event evaluation. Such evaluation informs regarding future activity planning in a repetitive way. The point of view of the customer will be taken into account as the part of effective evaluation along with other relevant sources of information. Longevity to the experience is provided with the help of establishing post- event communication with the customers.  It includes four elements of the control cycle including establishment of standard measurements, actual performance feedback, measuring performance against specification and correcting deviances from specification. The natural transitory nature of pop- up activity has the capability of creating certain complications in the process of evaluation (Klein, Falk, Esch & Gloukhovtsev, 2016).  

Pop- up retail concept is successful only when it has a clear vision from the beginning. Since pop- up retail is only for a short period of time, it should be such that connects to the target customer group. The retail concept provides that it becomes successful only when there is clarity regarding the target group and value proposition. Furthermore, successful retail concepts evolve over time. In other words, retail concepts do not arrive out of the box but it makes advantage from making major changes in the vision (Picot-Coupey, 2014). Pop- up retailers has to portray their unique experimenting ability by trying a number of concepts having modest investments. Execution plays an important role in retailing. The reason behind the failure of pop- up retailers may be their manner of execution. The pop- up retailers has been able to succeed only because they have been able to execute what they planned at the initial stages. Therefore, the retailing concept provides that the pop- up retail business should be able to successfully deliver the value proposition profitably and consistently. Excellence in execution means that required resources such as capital and people have been accessed and the processes and capabilities have also been put in place (Hagberg, Sundstrom & Egels-Zanden, 2016).

Actual Pop-Up Experience

Furthermore, a set of values and a strong culture is also required to be developed by the pop- up retailing businesses for its success. Unique offerings and services play a major role in retail execution which makes it difficult the pop- up retail to maintain excellence as it survives for a very less time. Energy and direction can be provided to the pop- up retail only with the help of values and strong culture (Gonzalez, 2014). A company is capable of creating a unique environment through which it is able to engage the customers and generate a feeling of relevance in their minds. A number of benefits are offered by such pop- ups such as locations or markets, testing products, marketing and low- cost way for starting a business. Some of the pop- up stores such as Halloween stores are also seasonal which allows the brands in capturing large traffic. Moreover, this also benefits them as they do not have to commit for a long- term lease. Pop- ups are also used by brands for the purpose of creating engagement for the products or for exhibiting and selling their products (De Lassus & Freire, 2014).

The cyclical theory of retailing provides the wheel of retailing that specifies the changes that take place in retailing. The theory provides that low profit margin, low cost and low structure retail business constitutes the Define the specific
‘topic’: pop-up
retailing; private label
brands; customer
loyalty programs, or
department store
retailing. of new entrant retailers. With the passage of time, such retailers are capable of establishing themselves along with bringing an expansion in their products. The application of this theory in the context of pop- up retail provides that pop- up retail have to become successful within a short period of time due to which they have to take into account the capabilities of the target market before setting their prices. They have to plan their activities in a manner such that they are capable of making adequate profit in a short period of time (Chen & Fiore, 2017).

However, these pop- up stores face a number of issues or challenges. Even a suspension of POS service or temporary outage could depict major losses in revenue and retention of the customers as a result of abandonment and frustration. The recovery of the sales made in temporary locations as a part of exclusive offer for short period is also not possible.  In case of a traditional retail environment, the mitigation of risks is possible with the help of substantial investments in broadband such as hardware and failover solutions (Warnaby & Shi, 2017). For a pop- up site such expenses can be cost- prohibitive. Sometimes premiums are also charged by the service providers for month- to- month short- term service contracts. Moreover, if the store closure is planned in the near future, the purchasing of costly hardware may not be justified. Pop- up retailers also incur significant costs for the purpose of training the employees on the system which cannot be imitated from primary retail presence. Additional training and support is also required to be provided to the existing staff who may be temporary posted from the primary store location (Bell, 2015).

Therefore, it can be concluded that pop- up retailing is a retail store which is started for the purpose of taking the benefit of seasonal or trending product. There are four stages of pop- up retailing namely strategic objectives, pre- pop- up, actual pop- up experience and post pop- up experience. Furthermore, there are a number of activities and key decisions involved in these stages in relation to planning and implementation issues that arise from the natural ephemerality of the pop- up activities for achieving the strategic objectives of retail brands.

References

Bell, R., 2015. Developing the next generation of entrepreneurs: Giving students the opportunity to gain experience and thrive. The International Journal of Management Education, 13(1), pp.37-47.

Chen, W.C. and Fiore, A.M., 2017. Factors affecting Taiwanese consumers’ responses toward pop-up retail. Asia Pacific Journal of Marketing and Logistics, 29(2), pp.370-392.

De Lassus, C. and Freire, N.A., 2014. Access to the luxury brand myth in pop-up stores: A netnographic and semiotic analysis. Journal of Retailing and Consumer Services, 21(1), pp.61-68.

Gonzalez, M. 2014. The Pop Up Paradigm: How Brands Build Human Connections in a Digital Age. Lioncrest Publishing.

Hagberg, J., Sundstrom, M. and Egels-Zanden, N., 2016. The digitalization of retailing: an exploratory framework. International Journal of Retail & Distribution Management, 44(7), pp.694-712.

Klein, J.F., Falk, T., Esch, F.R. and Gloukhovtsev, A., 2016. Linking pop-up brand stores to brand experience and word of mouth: The case of luxury retail. Journal of Business Research, 69(12), pp.5761-5767.

Picot-Coupey, K., 2014. The pop-up store as a foreign operation mode (FOM) for retailers. International Journal of Retail & Distribution Management, 42(7), pp.643-670.

Salamanca Arts Center. 2018. Salamanca Pop Up Shop, [Online]. Available at : https://www.salarts.org.au/portfolio/past-residents/salamanca-pop-up-shop/ [Accessed on: 12 August 2018].

Shone, A. and Parry, B. 2013. Successful Event Management: A Practical Handbook. Cengage Learning.

Taube, J. and Warnaby, G., 2017. How brand interaction in pop-up shops influences consumers’ perceptions of luxury fashion retailers. Journal of Fashion Marketing and Management: An International Journal, 21(3), pp.385-399.

Warnaby, G. and Shi, C. 2017. Pop-up Retailing: Managerial and Strategic Perspectives. Springer.

Warnaby, G., Kharakhorkina, V., Shi, C. and Corniani, M., 2015. Pop-up retailing: Integrating objectives and activity stereotypes. Journal of Global Fashion Marketing, 6(4), pp.303-316.

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My Assignment Help. Pop-Up Retailing: Stages And Key Decisions [Internet]. My Assignment Help. 2021 [cited 22 May 2024]. Available from: https://myassignmenthelp.com/free-samples/bma329-retailing-and-sales/significant-costs.html.

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