Effects of Experiential In-Store Attractions on Brand Experience

Informative attractions are the sceneries inside flagship stores that tell stories with which consumers engage via visual recognition (e.g., Hollenbeck et al. 2008). Information is thus communicated unidirectionally from the brand to the customer. The acquisition of new brand information and emotions that are converted into brand experience depends on how the information is decoded and understood as well as on the degree to which the information is new to the consumer. In the chocolate brand’s flagship store addressed here, the informative attraction is a chocolate trail, where consumers can observe the manufacturing process of chocolate bars from the cacao bean to the final product. The brand wants its customers to envision the brand’s high-quality manufacturing and sourcing. The cosmetics brand’s flagship store has a walk-in beach ball installed, where movies about cosmetic applications are shown.

In addition, the brand offers a staircase informing about the brand’s history and product development over the past decades.

Given that this information is not communicated elsewhere, we assume that engaging with informative attractions stimulates brand experience. For instance, engaging with a brand’s history encourages the visitor to appreciate the brand’s social power and meaning to

generations of consumers, fostering a greater familiarity with the brand (Chang and Tung 2015; Crosno, Freling, and Skinner 2009). Given that familiarity is a positive feeling towards a brand (Keller 1993), at least the affective component of brand experience should be stimulated (Schmitt 2010). In addition, displaying transparent manufacturing and sourcing processes conveys the quality and sustainability efforts of the brand, possibly stimulating the intellectual or even the behavioral dimension of brand experience dimension, as consumers might be inspired to rethink the importance of quality and sustainability and therefore act more responsibly in the future by consuming the focal brand (Liu et al. 2014; Marchand and Walker 2008).

As the aforementioned examples illustrate, interacting with informative attractions could stimulate brand experience dimensions.

Interactive attractions require the consumer to physically engage with them in order to acquire information about the brand and create new brand experience. The consumer-brand communication process is thus reciprocal. Reciprocal engagement enables the customer to co-create value that adds to his knowledge base not only via visual recognition but also through mental and physical activity (Prahalad and Ramaswamy 2004; Schmitt 1999). Thus, interactive attractions enable greater involvement with the brand and the information is better processed (Nysveen and Pedersen 2014). In addition, as brand information is virtually personalized through co-creation, consumers experience greater personal identification with it. Furthermore, as individual needs and interests can be considered in the information acquisition process (Brodie et al. 2011; Minkiewicz, Evans, and Bridson 2014), flagship store visitors are likely to have a brand experience that is more individualized and tailored to their needs. The two flagship stores addressed in this research implement various interactive, co-creation attractions. The chocolate brand has a chocolate personalization bar, where the consumer can create his or her own product from various ingredients, and an in-store café that

delivers a product enjoyment and composition that goes beyond the traditional consumption (Borghini et al. 2009). At the cosmetics brand’s flagship store, customers are offered personalized packaging for a facial cream and professionally conducted massages with the brand’s products. Both flagship stores allow customers to co-create a customized product or service via interactive attractions (Schmitt 1999). Designing a product or being part of a service enables consumers to connect information learned about the brand with existing knowledge and store it even more profoundly, linking it to memories of consumption or life (Wind and Rangaswamy 2001). It is therefore likely that such co-creation triggers the affective, intellectual, and behavioral components of brand experience in particular (Brakus, Schmitt, and Zarantonello 2009).

A third attraction of flagship stores concerns special product lines of the brand. Flagship stores enable the brand to show, test, and demonstrate special products (i.e., exclusive and limited products) to consumers without risking wasting the marketing budget on media or traditional distribution channels (Doyle et al. 2008). Special products enable consumers to realize the capabilities of the brand in terms of quality and future directions for product development (Gofman et al. 2010; Quelch 1987) and can also satisfy the consumer’s desire to elicit envy in others, as the product remains exclusive to a certain circle (i.e., the visitors of the flagship store). Furthermore, special products could improve brand perception, as scarcity signals an upmarket image (Brown 2001; Wu and Lee 2016). It then follows that special products in flagship stores could increase the consumer’s brand experience, as the demonstration of capable product quality, future products, or induced scarcity stimulates the consumer to think (e.g., about how well the brand could satisfy needs; intellectual dimension of brand experience), feel (e.g., that the brand suits status satisfaction; affective/emotional dimension of brand experience), or act (e.g., to try or talk about exclusive and limited products; behavioral dimension of brand experience). Both brands addressed here offer three

types of special products in their flagship stores: The cosmetics brand offers a product line with special ingredients, a product line for infants, and fan merchandise (e.g., towels, fashion items, and bathing accessories). The chocolate brand offers a lactose-free product line, an organic product line, and fan merchandise (e.g., fashion items, bags, and pottery).

Given the aforementioned capability of informative instore-attractions, interactive in-store attractions, and special products in flagship stores to stimulate brand experience, we hypothesize the following:

H1: Engaging with informative in-store attractions increases the brand experience of flagship store visitors.

H2: Engaging with interactive in-store attractions increases the brand experience of flagship store visitors.

H3: Engaging with special products increases the brand experience of flagship store visitors.

Furthermore, we argue that the interplay of in-store attractions in flagship stores increases brand experience creation even further, as consumers are then faced with more stimuli of brand experience (Brakus, Schmitt, and Zarantonello 2009). Hence, we add the following hypothesis:

H4: Engaging jointly with in-store attractions increases the brand experience of flagship store visitors even more.

Table 13 below summarizes the aggregated in-store attractions of the flagship stores discussed here:

Attraction Type Chocolate Brand Cosmetics Brand

Table 13: Aggregated in-store attractions of flagship stores studied.

4.3 Method

To validate the hypothesized contribution of in-store attractions in flagship stores, we gathered two additional samples to our pilot study, mentioned in the introduction. Study 1 focuses on validating our categorization of in-store attractions, while Study 2 concerns our hypotheses.

4.3.1 Validating the Chosen In-Store Attraction Categorization Approach