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The authors present a method that retail managers can use to assess competitive effectiveness and identify opportunities for improvement as consumers move through the choice process. The basis of the analysis is a model of retail selection using the aggregation of consumers’ choice sets. The model involves five new subsets of the evoked set concept—action, interaction, inaction, quiet, and reject sets—and is illustrated by an empirical example.
Spiggle et al. (Wed,) studied this question.