Consumer experience

This article considers the store as a place of learning and builds on institutional theory to examine whether the implementation of educational activities in the store environment has a positive effect on consumer perceptions of retailer legitimacy and whether such legitimacy in turn has positive effects on shopping intentions. Findings from a study conducted in a real retail setting reveal that although in-store activities do not exert main effects on legitimacy and shopping intentions, corporate attributions play a major role. Precisely, the value that consumers derive from practicing an in-store educational activity increase retailer legitimacy and shopping intentions only when consumers do not perceive any corporate goals behind the implementation of the activity. Theoretical and managerial implications are discussed.

Purpose The purpose of this paper is to propose both a retrospective and a prospective look at one of the most powerful concepts in marketing research: consumption experience. Design/methodology/approach A historical review of the development of the concept of consumption experience is conducted from its introduction 35 years ago by Holbrook and Hirschman’s (1982) seminal paper to the most recent advances, including the articles selected for this special issue. Findings First, the authors show that the introduction of the concept of consumer experience was a major (r)evolution on the theoretical, methodological and managerial levels. Second, the authors examine the theoretical risks associated with a biased conceptualization of the consumption experience. Third, the authors highlight future avenues for research on the consumption experience from both macro- (“zoom-out”) and micro-analytic (“zoom-in”) perspectives. Originality/value This paper offers a comprehensive view on one of the most disruptive concepts in marketing theory.

The literature dedicated to heritage experience and brand heritage defends the idea that it is a source of significant value creation for consumers and brands. By contrast, the aim of this article is to propose a more complete view of the consequences of the heritage strategy for brands and consumers by exploring how consumers perceive a brand heritage experience and by identifying potential resistances that may emerge during their visits. In consequence, this research examines the features of a brand heritage experience through extended case studies in two brand museums with narratives of 47 visitors. By unpacking a brand heritage experience, the study highlights its acceptance by a majority of visitors as a real heritage experience since they give scientific, authentic and aesthetic values to the industrial and commercial features of the brand. However, some visitors do not accept – partially or totally – the brand as part of the heritage corpus insofar as they exhibit scepticism or even reject the experience.