CHECKOUT APRIL 2018
Make a Comfortable Waiting Area
Problem of Fashion Retailers
Hong Kong
IMPROVE Customers
Queuing Problem
Lau Lok Yi N0776463 177281160 FASH30006 Fashion Concepts and Innovation Project
Fig 1. Fashion store cashier
3
FINAL
Nottingham Trent University School of Art & Design Hong Kong Design Institute
ba
ifb
2017 / 2018
Module: Fashion Concepts & Innovation Project Module reference: FASH30006
IVE
Module Leader: Cassandra NG
Module Name Declaration This submission is the result of my own work. All help and advice other than that received from tutors has been acknowledged and primary and secondary sources of information have been properly attributed. Should this statement prove to be untrue, I recognise the right and duty of the Board of Examiners to recommend what action should be taken in line with the University’s regulation on assessment contained in its handbook. I confirm that this work has gained ethical approval and that I have faithfully observed the terms of the approval in the conduct of this project.
Signed ……………………………………………………………… (Full Name) ……………Lau Lok Yi……………… Date …………………………23-4-18………………………………… (Word Count: __5883 WORDS___)
Fig 2. Shadow of queuing
CON TENTS
Abstract
Introduction
Objective
Literature Review
Research Methodology
Findings
Limitations
Study Conclusion
Proposal (Recommendations)
Final Selection
Marketing Strategy
Implement Timeline
Proposal Conclusion
References
Photo References
Appendix
ABSTRACT
01 P.1
T
his study aims to investigate the fast fashion customers checkout experience, understand the queuing for checkout experience influences the overall satisfaction and loyalty or not. Moreover, based on the result to improve the current system for the fast fashion retail.
Questionnaire survey and observation were used as the method to understand the customer checkout experience and the waiting environment of the fast fashion store.
Fig 3. Questionnaire
The results of this investigation reveal that shoppers’ emotion and time perception in queuing would be influenced by the waiting environment.
Fig 4. H&M checkout
Also, the customers' loyalty itself would affect their queuing willingness. The shoppers would more willing to wait if offer a certain discount or service also found.
The feasible and innovative recommendations for the improvement of checkout would be provided and elaborate at the end.
P.2
INTRO DUCTION
02
P.3
T
he queues are discovered wherever the customer arrives for the services (Sultana and Islam, 2012).
Fig 5. Causeway Bay Uniqlo Queue
According to the payments landscape report of sage Pay (2015), queues make British fashion retailers lost £3,581 per day as the shoppers lose patience during queuing. The overwhelming majority (73%) shoppers are frustrated and discontented by queuing in-store and identifying it as the most irritating aspect of the shopping experience.
In the same report shows more than half of consumers admitted that they would be walked out of the store because of long waiting times. Around 60% consumers stated they would simply leave immediately if facing long queue.
Fig 6. sage Pay logo
The report of Intel and Box Technologies (as cited in Hendriksz, 2014) claims that 9 minutes waiting time in a queue is long enough for the majority customer to reconsider the purchase.
Moreover, customers prefer to quit the queue if there are more than 6 people waiting in the queue. Over 70% of customers think the retailers are not doing enough to solve the queuing problems.
P.4
Both shows long queues for checkout have the significant influence on potential revenues for the fashion retailers.
B
ased on the report of Intel and Box Technologies (as cited in Hendriksz, 2014), the slow-moving queue for checkout in store may affect the shoppers brand loyalty especially fashion and apparel stores. These shops were rated as having the longest queuing time; over 70% customers would shop in the competitor's brand if the queue time is more efficient.
Fig 7. box technologies logo
Moreover, 70% customer would not prefer to revisit the store if the customer had previously experienced the long queuing times.
Parmar, the marketing director at Box Technologies asserts (as cited in Sillitoe, 2015) the report result which demonstrated clearly how long queues are leading to lose the sales and affect the profit. Moreover, Parmar explained the retailers cannot afford to neglect the cost of the lengthy queues in-store - both to the incomes and the impact on brand loyalty (as cited in Hendriksz, 2014).
Fig 8. People in queue
P.5
T
he study of van Riel et al. (2012) also proved waiting in line for checkout would trigger the consumer’s negative emotions and influence the customer satisfaction directly and strongly. Thereby affecting the willingness to visit the same store or brand next time. Moreover, customers experience at the checkout includes queuing and payment has a great effect on the evaluations of service, subsequent satisfaction levels, and even the loyalty.
Therefore, the experience of customer queuing for checkout is a significant problem for the fashion retailers. According to above, the queuing time for checkout is the main factor influencing the customers' negative emotional response while the queuing time can be attributed to actual waiting time and perceived waiting time.
This study focuses to improve the queuing problem for fast fashion retailers as there are approximately 10 fast fashion brands such as UNIQLO and Bershka etc. and total over 80 stores in Hong Kong. The competition between fast fashion brand is fierce. If the queuing experience could be improved that it would increase the customer satisfaction and bring the shoppers return to purchase.
Fig 9. H&M
In the before stages, the study of van Riel et al. (2012) was taken as a reference to develop a better understanding of queuing psychology and study which external factor influences the customer checkout experience. This study goal is to help to improve the checkout experience and further to enhance the fast fashion customer satisfaction as well as the brand loyalty. At last, the suggestions for improving the customer checkout experience would be provided in this study and explain the benefit of it. P.6
OBJECTIVE
03 P.7
▪I
nvestigate the checkout experience of the fast fashion customers
▪I
dentify the problem of the checkout system
▪I
mprove customer queuing for checkout experience to enhance the customer satisfaction and loyalty
This study goal is to put in the new facility or additional service to the checkout waiting area to improve the current fast fashion checkout system.
P.8
LITERATURE REVIEW
04
P.9
T
The study concluded the negative emotions of waiting and brand image exert a strong positive effect on customers’ satisfaction. It is also found that negative emotional response to wait of the customer affects their perceived brand image.
he study by van Riel et al., entitled ‘Waiting for service at the checkout – Negative emotional responses, store image and overall satisfaction’ in 2012 that has been taken as a reference in the previous stage.
Figure 10 shows the model proved in the study which investigates customers’ wait perceptions to service outcome. As shown in the model, there are two areas "Wait perceptions" and "Service outcome". Attribution to store, Perceived wait duration and Distraction are the three main factors in wait perceptions that contributing to customers’ negative emotional response to the wait, which brings about the service outcome - the brand image and overall customers’ satisfaction.
This study aims to identify the external factors affecting customer checkout experience of fast fashion store and investigate whether brand loyalty would affect the customer's willingness to queue at the store to suggest the ways of improvement.
Fig 10. The empirically validated model of customer satiscfaction
Therefore, Brand loyalty, "Service outcome" and the three main factors in "Wait perceptions" have been studied more in the previous stage that for the fast fashion checkout improvement.
P.10
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he "Service outcome" in the model consists of two factors, including Customer’s negative emotional response to the wait and Store (Brand) image. These two factors inuence the Satisfaction.
CUSTOMER’S NEGATIVE EMOTIONAL RESPONSE TO THE WAIT According to the ďŹ nding of van Riel et al. (2012), customer’s negative emotional response to the wait in lines that inuences the overall satisfaction directly and strongly.
The more the customers disliked the time in queue, the lower the satisfaction level with the whole shopping experience.
Fig 11. Negative emotion
P.11
STORE IMAGE (BRAND IMAGE)
F
or the Store (Brand) image, according to Thimothy (2016) that brand image is the part involves the relationships with customers, the various factors such as the way of the staff are dressed and the store design (visual merchandising) and cleanliness etc. would create an impression to the customer and these are the points of contact to have with the potential customers. Moreover, the previous studies claim that the brand or store image has a great impact on the perceived value of customer, satisfaction, and the revisit intention (Cretu and Brodie; Lai et al.; Ryu et al., as cited in Ryu, Lee and Gon Kim, 2012).
Based on the study of van Riel et al. (2012), three fundamental dimensions of store (brand) image are "Store’s physical layout or service", "Merchandise" and "Store personnel".
Fig 12. about BRAND
van Riel et al. (2012) proved that there is the large positive relationship between store (brand) image and satisfaction. Also, the influence of the negative emotional response to wait on overall satisfaction that could partially be mediated by store image.
P.12
T
he " Wait perceptions" is the dierent factors including Attribution to the store, Perceived wait duration and Distraction which inuence the psychology of customer queuing for checkout.
TIME PERCEPTIONS When consumers wait for the checkout service, their time perception may be aected because the waiting time is subjective in the way customers perceive the results of capacity management (Jones and Hwang, 2005).
According to Baker and Cameron, and Hornik (as cited in van Riel et al., 2012), the length of waiting time of consumer is subjective perception, which is not necessarily directly related to the actual (objective) wait time.
Jones and Hwang (2005) stated that in the early waiting time studies, most of the consumers believed that they have waited longer than they really have. Fig 13. Time perception
P.13
I
n addition, according to Hornick and Zakay (as cited in Jones and Hwang, 2005), the different lengths of wait time were found in different waiting environments and the people's time allocation is determined by environmental circumstance. Therefore, the cognitive process of understanding the various events could also influence the time perception (Hornik and Zakay, as cited in Jones and Hwang, 2005). Such as the bus queue, the bus journey is necessary to take that the time perception of waiting would be different from queuing of the fast fashion store checkout. And the previous waiting experience in the fashion store that would also influence the waiting perception.
Fig 14. Waiting Bus in Hong Kong
van Riel et al. (2012) confirmed that the perceived waiting time strongly leads to the negative emotional response to wait. So, the longer time that customer perceived to wait and last in the checkout, the most negative emotion they get. Furthermore, based on the finding of van Riel et al. (2012), there are three factors influence the customer waiting time perception which is the Waiting environment, Social injustice and Purchase value. Fig 15. Psychological time & objective time
P.14
TIME PERCEPTIONS
v
Waiting environment (Waiting area)
an Riel et al. (2012) stated that the neat, well-organized waiting environment would apparently reduce the perceived waiting time. Besides, the previous studies noticed that the store (service) environment would inuence the customer's emotion and the perception of waiting time (Sachdeva and Goel, 2015; Liang, 2016; Liang, 2017). According to Sachdeva and Goel (2015), the retailers to attract the customer that are elevating the in-store experience into something more exciting and entertaining to increase the store visits. So, the retailers design the experiential store to use the variety of emotional and cognitive stimuli to create the unique shopping experience for each customer. Meyer claims that (as cited in Sachdeva and Goel, 2015), consumers like to touch, feel, smell, inspect, test and try on which is a holistic approach that involves both emotional and rational triggers. P.15
Fig 16. waiting area in fast fashion store
M
oreover, the research has demonstrated that the store environments would invoke different emotional responses in consumers (Machleit and Eroglu, as cited in Sachdeva and Goel, 2015).
In the report of Liang (2016), the waiting environment improvement would create the enjoyable waiting experiences are directly and positively to reduce the customers’ perceived waiting time. The measures of improvement such as offering information (electronic bulletin boards, music and news etc.) to distract the customers (Cameron et al.; Davis and Heineke, as cited in Liang, 2016).
Fig 17. TV screen near cashier
Furthermore, some studies have noticed that consumers' subjective perception of time may be affected by other factors in the store such as scent, music and TV screens (Morrin, Chebat and Gelinas-Chebat, 2010; Borges, Herter and Chebat, 2015). Chebat and Michon (as cited in Morrin, Chebat and Gelinas-Chebat, 2010) found that the pleasant music in the store would affect the consumers' affective responses. Besides, Chebat and Gelinas-Chebat (2010) proved that the pleasant ambient scent would reduce the time perception. P.16
Borges, Herter and Chebat (2015) proved that customer would pay attention to the store TV screen, which distracts consumers that reduce the perceived waiting time and increase the customer waiting satisfaction. Besides, Yunus and Sumartoyo (2012) observed that the favorable ambiance, store design and staff in the service environment that would reduce the negative impact of waiting duration on the customer satisfaction.
Social Injustice
TIME PERCEPTIONS
A
ccording to Haynes, Jones and Peppiatt and Maister (as cited in van Riel et al, 2012), the unfair waiting would be perceived longer than waits that seem fair.
The incidents such as after having stood in the queue for 15 minutes, a customer is about to be assisted. Then an additional checkout line opens and the “newcomers� scurry over to the new register which could be perceived as unfair. (Larson; Zhou and Soman, as cited in van Riel et al., 2012).
Fig 18. Social unfair
Moreover, dierent priority rules such as express checkouts for VIP that if customers do not spend approximately equal time for waiting, this may also create the injustice perception. van Riel et al. (2012) conďŹ rmed that the perceived social injustice would increase the perceived waiting time.
P.17
Value of purchase
J
one and Peppiatt and Maister (as cited in van Riel
et al., 2012) pointed out that, the more valuable the service, the longer the customer is willing to wait. van Riel et al. (2012) proved the value of the purchase is linked to the perceived waiting time. The value of perceived in a shopping bag performs a signiďŹ cant, direct and negative inuence on perceived of the waiting time.
Therefore, waits are perceived shorter when the customers think they have the high-value items in the basket and longer when the purchase value is low.
Fig 19. Shopping bag filled with clothes
P.18
ATTRIBUTION TO THE STORE
A
" ttribution to the store" is one point of "Wait perceptions" and it means how the customers understand why need to wait and how waiting is experiencing. The theory called "Wait attribution theoryâ€? is concerned with how the people make the attributions of wait - how people expound the events and allocate the reason or blame for the various results (Clemmer and Schneider, as cited in van Riel et al., 2012). When the waiting time is longer than the customers expected (perceived time and actual time), the customers would try to ďŹ gure out why is it happen. Fig 20. staff in cashier
In the checkout point of fashion store, a customer might attribute the reason of the unusually long wait to the slow shopper in front of him or her, or to the inefďŹ cient cashier. Conversely, the checkout be quick that the customers could attribute to the efďŹ cient cashiers or the sufďŹ cient number of counters. P.19
To quote Liang (2017), the company could manipulate the waiting time perceptions of the customer with queuing management as well as the waiting environment (Liang, 2016; Liang, 2017). Therefore, the store can manipulate the waiting time perceptions of the customer.
T
aylor (as cited in van Riel et al., 2012) found that the negative influence of perceived control on waiting time perceptions. The more the wait is attributed to factors not controlled by customers but controlled by the store that the more negative feeling could felt by the customer of waiting.
van Riel et al. (2012) confirmed that attribution to the store would strongly increase the negative emotion when the customer queuing. The more the store or service providers are perceived to have control over the waiting duration that the more unpleasant wait of the customer.
B
DISTRACTION
ase on Maister (as cited in van Riel et al., 2012), consciousness the time passage would result in boredom. When the time passing with nothing happen would affect the customer respond to waiting and the afterward evaluate service (Jones and Peppiatt, as cited in van Riel et al., 2012).
Fig 21. Power of distraction
If the customer focuses something in the store that the time is perceived to be filled and they may not focus on the time passage. The perceived waiting time would be reduced. According to Borges, Herter and Chebat (2015), even the objective time is constant that the retail environment distracters such as TV screen that will decrease the perceived waiting time and enhance the customer satisfaction.
Moreover, Lambrecht and Tucker, Wang and Usunier and Valette-Florence (as cited in Liang, 2016) confirmed that diverting the customer attention from waiting to other matters such as offer the snacks and magazines to the customer that which is possible to reduce the perceived waiting times. This also confirmed by van Riel et al. (2012), when there is something can attract the shoppers and make them focus, customers would distract the heed and directly decrease the negative emotion of waiting such as frustration. P.20
B
rand loyalty is the other factor that not in the van Riel at el. model. Bielen and Demoulin (2007) pointed out that the satisfaction of waiting time is not only direct inuences the customer satisfaction determinant, it also moderates the satisfaction-loyalty relationship. On the contrary, that would also inuence the customer willing to wait or not (Ly and Loe, 2017).
According to Anderson, Dick and Basu, Fornell et al, Mittal and Kamakura and Bolton (as cited in Bielen and Demoulin, 2007), the customers' satisfaction is recognized as being antecedent of customer loyalty to the brand. Thus, Orth and Green (as cited in Machirori and Fatoki, 2011) stated that higher customer satisfaction is related to the higher loyalty. So, the customer satisfaction and loyalty are the associated relationship has been conďŹ rmed.
The customer loyalty could be explored and measured from two aspects: loyal behavior and loyal attitude (Reynolds and Arnold, as cited in Saili, Mingli and Zhichao, 2012). According to Kandampully (as cited in Saili, Mingli and Zhichao, 2012), purchase behavior, speciďŹ cally the repeat purchase that is the main part of loyalty. This is a behavioral loyalty.
P.21
Fig 22. Factors affect customer loyalty
B
esides, effective loyalty means customers emotional connection with some fashion retailer based on the shopping experience (Saili, Mingli and Zhichao, 2012).
Based on Day (as cited in Machirori and Fatoki, 2011) pointed out that the customers of true loyalty that must have a good attitude with regard to the products and repeat to purchase.
Moreover, the attitudinal theory presented by Day (as cited in Machirori and Fatoki, 2011) explained that customer willing to recommend a brand to others is usually presumed to be the indicator of customer loyalty.
Boora and Singh (as cited in Saili, Mingli and Zhichao, 2012) claimed that the favoritism and goodwill toward a particular product would deduce the customer loyalty which is the attitude from psychological intervention.
Fig 23. Customer loyalty program
The previous studies proved that the customer loyalty and customer satisfaction hold the positive relationship, as well as the waiting time would affect the customer satisfaction and loyalty is known, but whether the loyalty would completely or indirectly influence the customer is willing to wait in the store that would be confirmed in the fast fashion customer questionnaire. P.22
RESEARCH METHODOLOGY
05
P.23
T
his study was conducted by observation, questionnaire and paper review to investigate Hong Kong customers fast fashion checkout experience and the customer's expectation.
The research result will analysis and base on it to provide suggestions for improving the queuing problems to enhance fast fashion customers’ satisfaction.
P.24
T
he observation aims to know the fast fashion brand current checkout environment. Also, observe the customer queuing situation and the external factor is it clearly aects the shoppers of queuing for checkout. It is ďŹ nished in February and time counted with the stopwatch. The complete observation process staged in stage 2 and the result is below.
The result is that the checkout waiting line of H&M and UNIQLO is similar. Both set into "serpentine". According to Haynes (as cited in Zijlstra and Mobach, 2011), the spatial layout could be the eective way to positively aect the situation of queuing. And the "serpentine" queuing is one suitable way to positively aect the customer queuing situation.
Fig 24. MK H&M cashier
Moreover, the problems of checkout have been seen that there is the external factor from the queuing environment inuence the customer queuing for checkout experience.
P.25
M
ore than half of UNIQLO customers showed impatience and dull, they always watched the watch etc. and most customers queue alone and played the smartphone or focus on the queue movement.
The example of H&M that the queuing time needs around 6 minutes, the customer may be perceived more than the actual. However, over 50% shoppers focused on the shelves items of the queue which diverted the customer attention of waiting and influence their time perception, these customers did not show impatient which is better than UNIQLO.
Fig 25. UNIQLO cashier
So, the external factors from the environment influence the experience of customer queuing which could affect the shoppers' attention and their time perception. The result is matched with Borges, Herter and Chebat (2015) and Lambrecht and Tucker, Wang and Usunier and Valette-Florence (as cited in Liang, 2016) and van Riel et al. (2012).
Fig 26. H&M queue area with item shelves
P.26
T
he questionnaire was designed to investigate the checkout experience of fast fashion customers which was conducted on March 16, 2018. Twenty-ďŹ ve questionnaires were distributed to target fast fashion customers, age 20 to 35, 11 males and 14 females. The response rate was 100%. It was voluntary and anonymous. The questionnaire ďŹ ndings will be presented in three sections according to the following.
Firstly, the respondents were asked about their shopping habit and the shopping environment to evaluate the queuing condition for checkout.
(Characteristics: Demographic ProďŹ le, Shopping habit and situation, queuing conditions, external factors and Customer satisfaction.)
Fig 27. ZARA
Of the 25 responses, 72% visited the fast fashion store average 3-5 times a week. The common fast fashion brands are UNIQLO (40%), H&M (32%), BERSHKA (16%) and ZARA (12%).
P.27
I
n the weekend or public holiday, most respondents (80%) claimed that it is often required to queue for checkout. 76% respondents think their purchased quantity or value is pegged with the perceived waiting time. The ďŹ ndings of shopping habit and situation are shown in Figure 28-31.
Fig 28. 72% respondents always visit fast fashion brand
Fig 29. most of them usually visit UNIQLO
Fig 30. most of them often required to queue
Fig 31. 76% think they are related
P.28
T
he second part is about the queuing condition.
Most customers indicated that the maximum subjective waiting time is about 15-19 minutes.
The remaining listed in decreasing percentages, they are as follows: 10-14 mins (28%), 20-24 mins (28%), 25 mins or above (4%). Only one respondent is willing to wait for 25 mins or above. (Figure 32)
Fig 32. Maximum waiting time
In this case, 52% will give up purchasing when they think the waiting time is too long. (Figure 33) Fig 33. question about waiting time
P.29
M
oreover, when there are a lot of people queuing for checkout, most respondents (76%) would reject to purchase there and leave directly.
Fig 34. question7, give up and leave?
During queuing, 84% respondents experienced negative emotions such as annoying and worrying. Fig 35. most of them have negative emotion when queuing
The ďŹ ndings of the queuing situation are shown in above ďŹ gure.
P.30
T
he third part is to investigate how external factors aect the customers' emotion in queueing.
According to the results, 96% respondents believed that environmental design in the waiting area will aect time perception and feeling when queuing. (Figure 36)
Fig 36. environment design affect feeling and time perception?
92% respondents responded that the items selves in the queuing area can distract them. (Figure 37) Fig 37. which queue setting better?
All respondents think that if there is any facility (aroma/ TV screen/ music/ event broadcast etc.), they may be distracted, and the perception of time would be shorter.
P.31
T
he facilities for most attractiveness were varied. Listed in decreasing percentages, they are as follows: TV/LED (48%), Event broadcast (44%) and Music (8%). (Figure 38) Respondents also suggested adding Self-checkout/ Auto queuing machine/ Ads machine etc.
Fig 38. No.1 of attractive equipment
Besides, the question also focuses on queuing management and mapping out when respondents’ checkout. Fig 39. which queue prefer?
76% respondents replied that Serpentine queue is preferable to A glyph queues in the fast fashion store. (Figure 39) 84% respondents replied that if they think the queuing distance is closer to the cashier, they are more willing to wait. (Figure 40)
Fig 40. subjective feeling of distance
P.32
L
astly, question focus on the service performance. 60% respondents reported that they are more willing to wait for checkout if they would be oered a certain discount or services. (Figure 41)
Fig 41. how do you willing to wait
The ďŹ ndings of external environmental factors are shown in above ďŹ gure.
Last part is about the customer satisfaction. Question focus on will the queuing of checkout experience and brand loyalty aect each other.
P.33
7
2% respondents indicated that queuing experience would directly affect their satisfaction with the brand. (Figure 42) Furthermore, 52% reported that their loyalty to the brand would be affected in the certain level. (Figure 43)
Fig 42. affect satisfaction or not?
However, most respondents are willing to queue (according to shoppers’ subjective time) if they have the certain loyalty to the brand. (Figure 44)
Fig 43. affect loyalty or not?
The findings of customer satisfaction are shown in Figure 42-44. Fig 44. loyalty affect waiting willingness or not?
P.34
FINDINGS
06 P.35
I
n the questionnaire, most of the respondents always visit the fast fashion store and stated that it is often required to queue for checkout in the weekend and public holiday.
The overwhelming majority (84%) respondents experienced negative emotions when they queue. In this case, 52% will give up purchasing when they think the waiting time is too long.
Moreover, external factors affect the customers' emotion in queueing have been proved in this questionnaire. The environmental design in waiting area will affect the customers' time perception and feeling.
Fig 16. waiting area in fast fashion store
If there are any facilities, discount or service would be offered, the customers are more willing to wait for checkout.
Also, it is found that queuing experience would affect the customers' satisfaction with the brand. Conversely, the brand loyalty of shoppers' itself also affects their willingness of queuing to checkout. Fig 22. Factors affect customer loyalty
P.36
LIMITATIONS
07 P.37
T
here are some limitations of this research study, which can be the opportunities to explore in the future. The research methodologies of this study are observation, questionnaire and paper review. In this study, the control experiment should be carried as to confirm that there is only one-factor influence the result.
Fig 45. MK H&M cashier 2
However, due to there is no fast fashion brand have all the external factors and no brand do not have all external factors in the store that, so the control experiment cannot undergo.
In the observation, the fast fashion brands use the serpentine queue have been seen and, in the questionnaire that most of the respondents preferred the Serpentine queue in the store. But, it cannot prove that the people preferred the Serpentine queue because of they feel get closer to the cashier.
Moreover, the customers who queuing for checkout that their emotion is hard to quantifier to count, therefore it is difficult to make a comparison.
P.38
Fig 3. Questionnaire
STUDY CONCLUSION
08
P.39
F
or the findings, several conclusions concerning the Hong Kong fast fashion customers queuing for checkout experience can be drawn.
Most of the previous studies stated that waiting will lead to the development of customers’ negative emotion thus influencing their satisfaction with the brand. The example of H&M in an observation that the items on shelves next to queue can divert customer’s attention from the wait to influence their time perception.
The findings of this study indicated the customers do not like to queue. Their queuing emotion and time perception would be affected by the fast fashion queuing environment.
Also, the checkout experiences that shoppers' get which influences the overall satisfaction and loyalty to the brand. In addition to the external environmental factors, the brand loyalty of the shoppers itself also has the certain influence their willingness of queuing for checkout. So, queueing for checkout is a significant problem that affects the fast fashion retailers’ sales situation and even the customer loyalty to the brand.
Fig 11. Negative emotion
Fig 45. MK H&M cashier 2
It can be concluded that fashion retailers have realized the importance of customers checkout experience because there is the different queuing system for each fast fashion brand. The only waiting line in the checkout area is the most frequently offered by the fast fashion brand. However, most of the respondents prefer that the item shelves of the queuing area. Thus, it can be inferred that the customers expect the queuing area more interesting or special to mitigate their negative emotions, boredom and frustration, make their waiting time full.
So, the well-managed and unique experience of the waiting environment that provides the sufficient distraction to queuing customers can positively contribute the overall satisfaction and loyalty.
P.40
PROPOSAL
(RECOMMENDATIONS)
09
P.41
B
ased on the study of Sachdeva and Goel (2015), to attract the shoppers and increase the store visits that the in-store experience needs to become more entertaining. Because of the consumers like to touch, feel, smell, test and try which will inuence the shoppers' emotion and expand to their satisfaction level with the brand (Meyer, as cited in Sachdeva and Goel, 2015). Fig 46. fast fashion store queue setting
According to the study result, it could see that the queuing environment of fast fashion brands needs to improve immediately. The new waiting environment should create more exciting and entertaining shopping experience for the customers and make it be the most uniqueness. To increase the overall satisfaction of customers and even generate more loyalty to the brand. The recommendations for improvement would base on the queuing environment, facilities and discount or service to develop that to suitable for a majority of fast fashion brand to use. Fig 47. UNIQLO HK Flagship
Besides, UNIQLO would be chosen as an example of the fast fashion brands in this proposal to improve the checkout environment.
P.42
M
ost of the fast fashion brands target to the mass market, but the dierence is their customers have dierent lifestyles.
Fig 48 H&M shoppers
The proposal is aimed at people who always visit and purchase in fast fashion brands, and people who do not like to queue for checkout as well as want to gain the unique shopping experience.
For the example of this proposal, UNIQLO target to the male and females, normally from 18 to 40 years old who live in Hong Kong. Their education level in high school or above and income class in lower middle or above. Both genders from 18 to 35 are the main target for this improvement proposal because of this age group willing to try new and want to gain something special. Fig 49. youngers
P.43
T
he ďŹ rst proposes the checkout waiting line set into Serpentine and with the item shelves. UNIQLO set the queue into Serpentine that but there are no item shelves near the queue. If the fast fashion stores are small and fewer visitors that the serpentine queuing line with the item shelves might not possible. But, the queue could be set in straight line and with a little accessories shelves. Fig 50. YOHO UNIQLO checkout setting
According to the H&M observation and the questionnaires that the item shelves are possible to distract the customers' attention from queuing. Fig 51. item shelves set in queue
P.44
B
ased on the report of Intel and Box Technologies (as cited in Hendriksz, 2014), 21% respondents stated that they should be rewarded with additional services by the fashion retailers, such as a free drink to enjoy when they are waiting in the long queue. Moreover, based on the questionnaire result, more than half respondents are more willing to wait for checkout if a certain discount or services would be oered. It is suggested that provide a cup of water or some snacks to the queuing customer would be possible to reduce their dissatisďŹ ed.
Fig 52. snacks
Borges, Herter and Chebat (2015) noticed that even the objective time is constant the retail environment distracters such as TV screen (LED screen) will decrease the customers perceived waiting time. The respondents also thought TV screen (LED screen) is the most attractive.
Fig 17. TV screen near cashier
Therefore, it is proposed that install the TV screen to show the advertising in the queuing area.
P.45
T
Fig 53. HK smartphone users no.
o develop, according to Statista (2018), the number of smartphone users in Hong Kong in 2015 is 5.08 million and it is increasing that there may be 6.1 million users in 2022.
Most of the people have own smartphone and looking at it all the times. In the store, the people might not raise their head to look around the situation when playing smartphone. In the observation, some of UNIQLO shoppers was come alone and focus to play smartphone only. Thus, take the reference to the traďŹƒc lights - LED light-strips on the oor by HIG TraďŹƒc Systems in the Netherlands (McNeice, 2017) that the fourth suggestion is to install LED screen on the queuing area oor to catch the shoppers attention who may be looking at the phone. The LED screen installed on the oor that the size decided by retailers. It could remind the queuing customers to move forward and the brand advertising or discount promotion could be displayed.
Fig 54. traffic light strip bar
It can be more attractive and have the interaction with customers. The large sensor embeds the oor screen that like a dancing machine, the queuing customers can play the little games about the brand together. This option is special and innovative that could reduce the customers perceived waiting time and would make them forget in waiting. P.46
FINAL SELECTION
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he final selections are the ways that suitable for the fast fashion store. The choices as below could be used together or separate. Checkout waiting line set into Serpentine and with the item shelves. It could boost the sales and diverted the shoppers’ attention from the queue. Install the LED screen with the large sensor on the queuing area floor that could display the latest advertising and products of the brand. Also, the customers who are in the queue that can play the little games about the brand together on the large sensor embedded LED screen floor. It can interact with the customers and make them do not perceive the time passage in queuing. Finally, the cashier could offer the sugars to the customers when customers prepare to leave that reduce their dissatisfied and make them feel sweet or thoughtful. Fig 55. Visual environment sample
Fig 56. LED screen sample
Here is the visualize outcome for UNIQLO checkout environment improvement. The floor installs the large sensor embedded LED screen that the size decided by the brand. Transparent item shelves set with the Serpentine queue. Customers can hold the railings when they play the little game on the floor and the railings also the belt stanchion for queue crowd control.
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MARKETING STRATEGY
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ecause of the ďŹ erce competition between Hong Kong fast fashion brands and the queue inuence the fashion retailers’ potential revenues. Fig 9. H&M
Therefore, the marketing goal is to present the uniqueness of new queuing environment setting to the shoppers and introduce that "Checkout is not only waiting, it can be fun".
Moreover, let's more consumers know that there is a new checkout experience in UNIQLO. Fig 47. UNIQLO HK Flagship
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or the marketing mix, the products of UNIQLO would be as usual.
Fig 57. UNIQLO products
About the price, it could be as usual, or change decided by UNIQLO. If the retailers feel the equipment of the new checkout waiting area expensive that may increase the products price. If the feedbacks of the customers are great that it would positively inuence the brand image and overall satisfaction of UNIQLO. Customers may accept the product price increase if they get the great shopping experience. Fig 55. Visual environment sample
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C oncerning the place, the new checkout environment setting would be laid in the agship store (Lee Theatre) ďŹ rst to test around 2 months and pay attention to the shoppers' reaction to the new design.
Fig 58. YOHO UNIQLO
If the situation permits and the feedback is great that, the new checkout environment setting could lay in the large store which located in the popular area. Let's more consumers know that there is the special checkout experience could be njoyed. As there are some measures that do not need to set up any equipment such as oer the sugars and chocolates. Therefore, it can be conducted in the smaller branch immediately. About the promotion, there are many ways of UNIQLO to advance the new facilities to consumers. "Through the Line Marketing" is one UNIQLO always use.
UNIQLO has the oďŹƒcial account in the messaging app and social platform which has over million followers. The new checkout setting could be introduced by a short video and publish on the internet and messaging app etc. which is suitable to attract the younger. In addition to the younger, other age groups smartphone users which may not pay attention to UNIQLO familiarly that would also get this information. Also, the in-store broadcast and a new LED screen on the oor that is the in-store marketing which would easier to inform the shoppers that the latest brand information and the new products.
Fig 59. UNIQLO LINE AC
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IMPLEMENT TIMELINE
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he significant of the checkout environment improvement is the large sensor embedded LED screen and that takes time to install. The new queuing area would be launch in early September that with the fall-winter collection. The installation time will need one month that it would be started to set at the end of July.
New checkout environment setting will launch about 2 months to test in Lee Theatre. After that, if the efficacy and results are as expected, it will also build in the larger store which located in the popular area such as MOKO store after one month. The promotional campaigns include video would shot after the day when the installation finish and would be released gradually one week before that the new environment settings are enabled.
30-7-2018 30-8-2018 10-8-2018 20-8-2018 31-8-2018 2-9-2018 8-9-2018 8-11-2018
Large sensor Embedded LED Screen Installation Start Installation Finish Installation About Campaign Design Promotion Campaign Decided Promotion Idea Shot New Checkout Environment (Video etc.) Start Public the Campaigns New Environment Launch Start Launch Review of results Fig 60. Timeline
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PROPOSAL CONCLUSION
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o sum up, customers do not like to wait for checkout, they would abandon to purchase and would not to revisit the store that if the customers had previously experienced the long queuing time to checkout. Therefore, queuing for checkout is the significant problem influences the fast fashion retailers while improving the checkout area to reduce the customers' dissatisfaction that would bring the benefit to the brand image and sales.
The recommendations were based on the research findings to provide. The final suggestions for checkout improvement which changes the queuing line setting, service and installs the additional facilities. The queuing line set into serpentine with the item shelves that which could boost the accessory items sales. The large sensor embedded LED screen floor is innovative and unique that could draw the consumers and increase the overall customer satisfaction.
In the proposal, UNIQLO has been chosen as an example of the fast fashion brands to improve the checkout environment. There are the innovative idea and some existing checkout area setting. The queuing line set into serpentine is the existing measure of UNIQLO. But, UNIQLO queue setting is not laid with the item shelves.
The provided advice on the checkout environment which would generate the positive influence to the queuing customers and, make customers do not perceive they are in waiting Fig 47. UNIQLO HK Flagship for checkout. Try to let them feel checkout is the part of shopping that could enjoy. If the customers perceive it is the friendly checkout environment and great services that it would make the customers more willing to wait. Also, it will actively influence the customer perception of the brand and might increase their satisfaction and loyalty. In the long run, the new checkout environment might change the customer's concept and feeling of checkout. P.56
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Fig 23. Bangqu, 2018, Customer loyalty program [digital image]. Available at: http://bangqu.com/Zc9234.html [Accessed 9 April 2018]. Fig 24. MK H&M cashier, Author’s own, 2018. Fig 25. UNIQLO cashier, Author’s own, 2018. Fig 26. H&M queue area with item shelves, Author’s own, 2018. Fig 27. Adige, 2018, ZARA [digital image]. Available at: http://www.ladige.it/popular/tecnologie/2018/03/06/zara-robot-shopping-velocizzeranno-ritiro-pacchi [Accessed 13 March 2018]. Fig 28. 72% respondents always visit fast fashion brand, Author’s own, 2018. Fig 29. most of them usually visit UNIQLO, Author’s own, 2018. Fig 30. most of them often required to queue, Author’s own, 2018. Fig 31. 76% think they are related, Author’s own, 2018. Fig 32. Maximum waiting time, Author’s own, 2018. Fig 33. question about waiting time, Author’s own, 2018. Fig 34. question7, give up and leave?, Author’s own, 2018. Fig 35. most of them have negative emotion when queuing, Author’s own, 2018. Fig 36. environment design affect feeling and time perception?, Author’s own, 2018. Fig 37. Which queue setting better?, Author’s own, 2018. Fig 38. No.1 of attractive equipment, Author’s own, 2018. Fig 39. Which queue prefer?, Author’s own, 2018. Fig 40. subjective feeling of distance, Author’s own, 2018. Fig 41. How do you will to wait, Author’s own, 2018. Fig 42. affect satisfaction or not?, Author’s own, 2018. Fig 43. affect loyalty or not?, Author’s own, 2018. Fig 44. loyalty affect waiting willingness or not?, Author’s own, 2018. Fig 45. MK H&M cashier2, Author’s own, 2018. Fig 46. Cecile Van Straten, 2014, fast fashion store queue setting [digital image]. Available at: http://www.skyscrapercity.com/showthread.php?t=1504507&page=86 [Accessed 9 April 2018]. Fig 47. Eastweek, 2013, UNIQLO HK Flagship [digital image]. Available at: http://eastweek.my-magazine.me/main/26210 [Accessed 10 April 2018]. Fig 48. Patty Hastings, 2016, H&M shoppers [digital image]. Available at: http://www.columbian.com/news/2016/sep/15/valkommen-hm/ [Accessed 10 April 2018]. Fig 49. Bryce Tyler, 2017, youngers [digital image]. Available at: https://www.instagram.com/p/BOGPCysh3h0/?taken-by=bryce.tyler [Accessed 10 April 2018]. Fig 50. YOHO UNIQLO checkout setting, Author’s own, 2018. Fig 51. Nicolai Camesasca, 2018, item shelves set in queue [digital image]. Available at: https://de.linkedin.com/in/nicolai-camesasca-3bab3b62 [Accessed 10 April 2018]. Fig52. Zee Krstic, 2018, snacks [digital image]. Available at: http://www.cookinglight.com/eating-smart/healthiest-snacks-at-gas-station-convenience-store [Accessed 11 April 2018]. Fig 53. statista, 2018, HK smartphone users no. [digital image]. Available at: https://www.statista.com/statistics/494594/smartphone-users-in-hong-kong/ [Accessed 11 April 2018]. Fig 54. Moldova 24, 2018, traffic light strip bar [digital image]. Available at: http://moldova24.info/2018/02/trecere-de-pietoni-conceputa-pentru-dependentii-de-telefoane-foto/ [Accessed 11 April 2018]. Fig 55. Visual environment sample, Author’s own, 2018. Fig 56. LED screen sample, Author’s own, 2018. Fig 57. UNIQLO, 2018, UNIQLO products [digital image]. Available at: http://www.uniqlo.com/jp/ [Accessed 11 April 2018]. Fig 58. YOHO Mall, 2018, YOHO UNIQLO [digital image]. Available at: https://www.yohomall.hk/tch/shopping/ShoppingDetail?id=PUUL57XIQA45GPON [Accessed 6 March 2018]. Fig 59. YAHOO, 2017, UNIQLO LINE AC [digital image]. Available at: https://s1.yimg.com/lo/api/res/1.2/PuNyzR0B0EsrV3Tbzs3pRg--/YXBwaWQ9eXR3ZnBhZ2U7dz02NDA7cT03NTtzbT0xO2lsPXBsYW5l/http://imgcld.zenfs.com/ prod/tw_tech/7acd0f4983491b7fab5134dff7e4895c_550.jpg [Accessed 11 April 2018]. Fig 60. Timeline, Author’s own, 2018. P.61
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Thank You
IMPROVE the (queuing for) checkout experience for Hong Kong fast fashion customer
Lau Lok Yi BA (Hons) International Fashion Business Nottingham Trent University 2018 -3-
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