AbstractâPop-upâ is essentially a very simple concept: a temporary retail-oriented setting/territory designed to foster a direct customer-brand interaction for a limited period. In recent years the âpop-upâ epithet has become ever more commonplace, applied to a variety of commercial activities, from shops/bars/restaurants to cinemas/galleries, as well as various brand-oriented promotional initiatives. The pop-up model is expanding, with established businesses, both traditional and online, launching pop-up activities to complement their business, relating for example, to the communication of brand values and other relevant information, increasing sales, and as a means of testing market potential in new segments or geographical areas with less risk. Pop-up has, consequently, been considered as a type of marketing communication activity, and also in interactive and relational terms whereby customer experience is co-created through participation and involvement within a branded environment. The interaction within this territory can shape the brand identity and influence perceptions of the physical products sold. Notwithstanding the increasing range of organisations incorporating pop-up activity into a variety of business strategies, it has been the direct focus of relatively little academic research. The current research reported adopts a more overt managerial perspective, taking general management principles (especially relating to customer experience and event management), and exploring them in the context of pop-up retailing. The aim of this research was to investigate the managerial processes involved in the planning and implementation of pop-up activities, through a series of key informant interviews with those responsible for their management. This research has involved semi-structured depth interviews with a range of stakeholders (including senior managers, representatives from brand organizations, design consultancies, events management agencies, as well as freelance contractors) involved in the development, management and/or implementation of these temporal brand experiences. Respondents were responsible for different aspects of a variety of different types of pop up activities (which were identified using a contrasting case study approach). This research has shown that pop-up activities can be used as a way to drive strategic growth for retail brands, as well as contributing to existing business strategies, in particular by creating a unique experientially-oriented environment that engages customers and generates a feeling of relevance and interactivity. The experiential, interactive and targeted nature of pop-up activities can ensure that they contribute to enhancing emotional connections with customers, and also in terms of building an affective connection between customers and the brand across time and space.
|Date of Award||1 Aug 2017|
|Supervisor||Liz Barnes (Supervisor) & Lee Quinn (Supervisor)|
- customer experience
- retail environment