Occasionally open, always an experience: limiting store hours

Abstract

Purpose

The study aims to understand the new retail phenomenon of limited store hours. Specifically, the study explores the viability of the retail operation and how the owners of those businesses strategically compensate for fewer hours of operation (e.g. four days a month).

Design/methodology/approach

A qualitative, multiple-case study was conducted via interviews with six female owners of women's apparel/accessory or home furnishings shops, both independent and franchised operations. The duration of interviews ranged from 45 to 90 minutes. Transcripts were analysed using constant comparative methods.

Findings

Ten major themes emerged from the interview data. Data supported the three propositions involving connections between lower pricing strategy and limited store hours, consumers' shopping flexibility and limited store hours, and relationship marketing practices and limited store hours.

Research limitations/implications

Findings are drawn primarily from data provided by female owners of stores selling apparel/accessory or home furnishing products in one region of the USA. Future research is encouraged to examine a variety of retail product categories, level of open store hours and locations, and customers' perspectives about this type of businesses.

Practical implications

Retail operations with limited hours were deemed cost effective and thus provide entrepreneurial opportunities that allow balance between work and home life.

Originality/value

Scant research has investigated the phenomenon of businesses that are open limited store hours, though much has been written from the traditional business model in which the retail operation is open nearly around the clock. This exploratory study reveals the feasibility and personal benefits of operating a limited hour shop.

Citation

Jean Miller, N., Yan, R.-N. and Calamari, S. (2014), "Occasionally open, always an experience: limiting store hours", International Journal of Retail & Distribution Management, Vol. 42 No. 2, pp. 92-105. https://doi.org/10.1108/IJRDM-10-2012-0097