1189896
research-article2023
ANZ0010.1177/14413582231189896Australasian Marketing JournalRoggeveen et al.
Special Issue: The Implications of Something Different: Bright Side, Dark Sides and the Unexpected
In-Store Communications: Understanding
the Mundane, the Bright Sides,
and the Unexpected
Anne L. Roggeveen1, Elisa B. Schweiger2
Abstract
This research examines how retailers convey messages to target customers and facilitate purchase decisions in physical settings. To establish
a clear organizing framework for communications in physical settings, the current article examines both how and why retailers communicate
with customers. Specifically, the authors address “how” questions from the perspective of whether messages are static or dynamic and “why”
questions according to whether the communication is inspirational or informative.
Keywords
in-store communications, static and dynamic presentations, informational, inspiration
Date received: 27 February 2023; accepted: 4 July 2023
Marketers have begun to regard retailers as not just sellers of prod-
ucts but also a distinct media communication channel for reaching
consumers. Retailers communicate with customers through in-store
media vehicles, such as digital displays, kiosks, end-caps, physi-
cal signage, and flyers; through online channels like their websites,
Facebook store, Instagram store, social media sites; and with mailed
offerings, including both personalized email offers and mailed flyers.
In addition to leveraging these abundant media vehicles for their own
messages, retailers can sell this available ad space to others.
The media divisions of many major retailers (e.g. Nordstrom,
Michaels, ICA, Giant Eagle) actively work with marketers and man-
ufacturers of relevant products and services to provide them with
media space across a range of paid online and offline properties
(Petrak, 2023; Wiener et al., 2022; personal interviews conducted
by authors). With these media opportunities, actors higher up in the
supply chain can effectively connect with customers at the appropri-
ate stage of the customer experience journey (Grewal & Roggeveen,
2020). Accordingly, marketers appear increasingly willing to spend
on this media channel, and the media divisions of many retailers have
become very profitable; recent estimates by the Boston Consulting
Group suggest the retail media market will grow to a value of more
than $100 million by 2026 (Wiener et al., 2022).
In this evolving retail environment, retailers also are finding new
opportunities in their function as a media communication channel,
such that they seek novel ways to raise awareness, interest, desire,
action, and purchases among consumers. New communication
media, such as digital displays, enhance their ability to engage with
customers in complex and personalized manners, though traditional
sign-based communications also remain as effective, standard forms
of communications in stores. Amid such changes and growth in the
retail media channel, we seek to clarify precisely how retailers, man-
ufacturers, and marketers can convey messages to target customers
and facilitate purchase decisions in physical settings. We propose an
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and Dhruv Grewal1,3,4
organizing framework for communications in physical settings that
centers on both how and why retailers communicate with customers.
To address the “how” factor, we consider messages that are static
versus dynamic; regarding the “why” element, we investigate the rel-
evance of communication that is inspirational versus informative. In
turn, our framework can help retailers, manufacturers, and marketers
define their advertising objectives and then select the communica-
tion method that is most likely to help them achieve those goals.
Furthermore, the framework provides a roadmap for retailers and
advertising agencies to assess their advertising message goals and
design in-store communication accordingly (e.g. providing inspi-
ration or communicating information). Retailers also can identify
where to allocate investments in effective technologies that align
with their communication approach and thereby allow for optimal
returns. Finally, the framework axes—pertaining to how to com-
municate information and why—can facilitate the design of clearer
marketing communication to customers, who then can find the infor-
mation they need more quickly and enjoy better in-store experiences.
To initiate this effort, we offer definitions of the axes in our pro-
posed framework. Static communication involves messages that do
not change; dynamic communication implies that messages change
or move (e.g. videos) and even might be interactive, such as those
that allow for two-way communication (e.g. touchscreens). Some
1
Babson College, MA, USA
2
King’s College London, UK
3
University of Bath, UK
4
Tecnológico de Monterrey, Mexico
Corresponding author:
Elisa B. Schweiger, King’s Business School, King’s College London, Bush
House, 30 Aldwych, London WC2B4BG, UK.
Email: Elisa.schweiger@kcl.ac.uk
2 Australasian Marketing Journal 00(0)
Figure 1. In-store communication organizing framework.
parallels arise—static content with non-digital communications
and dynamic content with digital versions—but we argue that static
and dynamic communication are not limited to any medium. A live
cooking demonstration is a dynamic communication method, but
it is not necessarily digital in nature. Furthermore, communication
goals appear on a continuum, from informative to inspirational. With
informational communication, the messages provide information to
customers. Inspirational communication instead aims to spark ideas
or motivate interest in the product. The former is critical for convey-
ing specific product or service details, such as features, price, and
benefits. The latter serves to prompt interest and excitement about
the product or service, so it can exert powerful influences on custom-
ers’ purchase decisions.
To introduce this framework of in-store communications, we
highlight the four quadrants, provide examples of in-store commu-
nication, and present current research pertaining to these types of
in-store communication. One of the quadrants features relatively
mundane but also necessary communication, typical of regular com-
munications in retail and service settings. Two quadrants instead
entail incremental benefits (or bright sides) that retailers and service
providers can emphasize to engage consumers. The fourth quadrant
is relatively unexpected and novel. We also note some moderating
factors that retailers should account for when designing their in-store
communication.
Conceptual framework
The organizing framework in Figure 1 includes how (static/dynamic)
and why (informational/inspirational) dimensions. Because dynamic
communication evokes movement or vividness, it can create con-
sumer perceptions of change. As Roggeveen et al. (2015) highlight,
dynamic communication like videos prompts greater vividness and a
sense of movement that helps consumers imagine using the product
or service. Dynamic communication might contain movement, the
messages themselves might change, or it could allow for two-way
communication or other interactions with systems (e.g. iBeacons,
intelligent screens). Static communication does not evoke a sense of
movement or vividness; as an example, Roggeveen et al. (2015) refer
to pictures.
Inspiration is “something that makes someone want to do some-
thing or that gives someone an idea about what to do or create”
(Merriam-Webster, 2022). As Grewal et al. (2022, p. 2) propose,
consumers “can be inspired by inspirational content when their
imagination and creative ideas are stimulated . . . activates consump-
tion thoughts, attitudes, or actions, such as those related to cooking
a recipe, gardening, taking a vacation . . . undertaking a project or
enrolling in a program.” Consequently, inspirational content is com-
munication designed to spark ideas or motivate interest in the prod-
uct, whereas informational content is communication that provides
information to consumers, without necessarily piquing their interest
in a product or activities.
These four notions (static/dynamic, informational/inspirational)
create quadrants that we label as the mundane (static and informa-
tional), the bright side (static and inspirational, and dynamic and infor-
mational), and the unexpected (dynamic and inspirational). We define
the informational–static quadrant as mundane because communication
in this quadrant provides typical, traditional information for retail set-
tings (e.g. prices), so it might seem dull or unexciting to consumers.
The two bright-side quadrants evoke either inspirational content or
dynamic content, both of which can engage and excite consumers.
Finally, the unexpected quadrant involves communication that is both
inspirational and dynamic; because it is novel, such communication
likely captures consumers’ attention immediately and breaks through
the clutter of messages that consumers encounter daily. The Appendix
contains further illustrations of communications in each quadrant.
The mundane: Static and informational
In-store communication with static information content is stand-
ard. Retailers use it to share informative offers or guide customers
through stores (e.g. directional signs, information about location of
departments). The goal of such communication is to inform people.
For example, price tags have long provided basic price information;
more recent versions might provide more information, such as about
the sustainability of the product’s production process by citing car-
bon pricing for items like jeans and sneakers (Vetter, 2020), but they
remain mundane.
Such communications vary in terms of whether they focus on
focal or contextual information cues (Helson, 1964). Focal infor-
mation cues evoke direct responses from consumers and can be
either intrinsic (e.g. product attributes such as nutrition content) or
extrinsic (e.g. brand name, price) (Dawar & Parker, 1994; Grewal
& Compeau, 2007). Although the latter convey pertinent informa-
tion about the product, they are not intrinsic to it, and they can be
more easily changed. Some extrinsic cues rarely change, like brand
names, but price is another extrinsic cue that tends to change fre-
quently in certain categories (Levy & Grewal, 2023). As an illustra-
tion, fashion clothing, such as Kate Spade or Marc Jacobs, regularly
becomes available at significant discounts. Even if the brand name
stays constant, the prices change with each clothing season. But
in the same sector, products such as Gucci designer bags or Rolex
watches generally maintain their prices. Finally, despite the potential
for the information to change, we still consider the communication
static, because the quadrant refers to the actual message, not whether
the information it represents can be subject to change.
Contextual information cues reflect the context in which the con-
sumer encounters the product offering (Grewal & Compeau, 2007).
In more pleasant physical surroundings for example, consumers tend
to develop more positive quality perceptions of a product or a service
(Baker et al., 2002; Bitner, 1990). A store sign indicating a product’s
Roggeveen et al.
location or information about the product and where it was produced
(e.g. banana displays at Tesco) are cues that can provide extensive infor-
mation, such as when signs feature QR codes that consumers can use
to find additional information. Consumers must actively scan the QR
code with their phone, but the QR code itself is a static communication.
Thus, with focal and contextual cues, retailers and service provid-
ers can communicate information that helps move consumers along
the path to purchase. In this quadrant, the informational communica-
tions are static and require some notable effort to update or change.
The bright side, part 1: Dynamic and informational
When informative in-store communication is presented dynami-
cally, such as in videos that demonstrate how a product works,
kiosks and menus that display a changing array of products, digital
signage that features different offers and prices based on shopping
conditions or customer input, or touchscreens that support ordering
tasks, the communications constantly move and change. Dynamic
information also can be conveyed by words and pictures that con-
vey motion. For example, headlines in ads can convey movement,
such as if a shoe ad contains the phrase “More Movement. Better
Movement,” coupled with still images of a person moving, and such
cues can influence evaluations and purchases (Farace et al., 2020).
With such dynamic information, the marketer moves beyond sim-
ply conveying information and seeks to increase shoppers’ mental
involvement with the communicated messages. As previous research
has shown, dynamic communications increase mental involvement,
which enhances preferences for products (Roggeveen et al., 2015).
Dynamic information also creates a sensorially rich, mediated envi-
ronment (Steuer, 1995), which is relevant considering the findings
that rich, mediated tools such as video (Coyle & Thorson, 2001)
create vividness and increase mental involvement (Li et al., 2001).
In turn, people can better visualize future outcomes (Shiv & Huber,
2000) and imagine using the product or service (Nowlis et al., 2004).
Examples of dynamic informative communications include in-
store kiosks in ICA grocery stores that display product promotions,
provide additional information via touchscreens, and change prices
according to the conditions. Apple provides a range of daily informa-
tive talks and directed learning in Apple Stores (Apple, n.d.). These
demonstrations, whether provided through videos or by frontline
employees, share ideas for integrating Apple Watch functionalities
into people’s lives for example, so they provide informative content
in a dynamic environment. In each 30-min session, customers learn
how to use key features, manage notifications, and get familiar with
the hardware, but they also likely discover new ways to optimize their
fitness tracking or enhance their connectivity with other devices—
which then might alert them to other items available for purchase.
Returning to the fashion industry, the retailer Reformation displays
just a few items on shopfloors and only one size per item, but when
customers enter its changing rooms, a touchscreen display allows
them to browse all available items and select their size, after which
the chosen pieces get delivered to their changing room (Robinson,
2018). Once an item is selected, the inventory system updates in real-
time so that frontline employees know where all items are located
(Robinson, 2018). This dynamic display enables customers to gather
information about care instructions for each piece of clothing, see
images of how items are likely to fit, and discover additional offers
not available on the shopfloor.
The bright side, part 2: Static and inspirational
Inspirational communication content affects shoppers’ motivation.
In this quadrant, the communication serves as motivational force
3
that activates (consumption) goals. For example, static signage can
feature inspirational quotes or recipes; in-store displays can reveal
an appealing array (e.g. rainbow displays at M&M World); and
mannequins can feature the latest styles and clever combinations of
accessories. The ideas provided by these inspirational communica-
tions, such as a recipe to make chocolate chip cookies, include all the
necessary steps, as well as the sense of pleasure that consumers are
likely to experience by making the cookies, serving them to friends
and family, and consuming the cookies themselves.
In more detail, inspirational messages consist of an “inspired-
by” dimension and an “inspired-to” dimension (Böttger et al., 2017;
Thrash & Elliot, 2003, 2004). The inspired-by dimension refers to
how inspirational communications mentally stimulate ideas (Thrash
& Elliot, 2003) and spark imagination (Grewal et al., 2022) (e.g.
making the cookies). The inspired-to dimension instead pertains to
the resulting goal-completion mindset (Elliot & Thrash, 2002) that
triggers consumers to work to actualize the idea (Böttger et al.,
2017; Thrash & Elliot, 2003, 2004) and activates their consump-
tion behaviors (Grewal et al., 2022) (e.g. buying the cookie-making
ingredients). Retailers also might evoke inspiration by displaying
complementary products together, which tends to stimulate their
simultaneous purchase (Sarantopoulos et al., 2019).
Inspirational communications might focus on the product, the
process involved to use it, or the experience resulting from such
use. Notably, inspirational content does not necessarily prompt an
impulse purchase; rather, the consumption goal it evokes leads con-
sumers to gather necessary items to match the inspiration they sense.
When Waterstones uses in-store displays to promote different book
categories, it highlights examples of reading categories that might
draw the consumer in. For example, one sign reads “Find a new way
to escape?” to advertise adventure and fiction novels, while another
one says “Turn over a new leaf” in a section for non-fiction self-
improvement books (see Appendix). Such signage primes customers
to think about how to escape reality and achieve self-improvement,
respectively, highlighting how the books can help transform read-
ers. As Grewal et al. (2022) demonstrate, inspirational communica-
tions (e.g. recipes available on in-store kiosks or consumers’ mobile
phones) increase interest in goal completion, which then increases the
likelihood that they buy items included in the recipe (or substitutes).
The unexpected: Dynamic and inspirational
Finally, dynamic forms of inspirational in-store communication
increase viewers’ mental involvement (Roggeveen et al., 2015) and
motivate them toward a consumption goal (Grewal et al., 2022).
Augmented reality (AR) is a powerful way to help shoppers visualize
the product in their homes (or other setting) and thereby better appre-
ciate its benefits. At IKEA, AR technology shows customers how a
sofa would look in their living room (Klavins, 2022); at Nike stores,
they can scan an item in stores to learn more about it. Moreover, they
can use VR technology to experience Nike’s supply chain dynami-
cally and experience the making of their shoes (Marr, 2021).
Contemporary examples of mixed or AR applications in stores
include cooking demonstrations with tasting components, interac-
tive product displays, and in-store communication that encourages
shoppers to take “Instagrammable” pictures to share with friends. In
hibachi restaurants, chefs prepare and serve food while also engag-
ing customers in their performance (Kershner, 2023). Because the
dynamic communications prompt consumers’ mental involvement,
it also might reinforce their inspired desire to achieve a particular
outcome. Thus, communications in this quadrant arguably are the
most effective at moving consumers into the actual purchase stage.
However, more research is needed to establish the precise impacts
4 Australasian Marketing Journal 00(0)
of dynamic informational and inspirational communications, which
continue to evolve with emerging technologies. The displays tend
to attract attention but do not always translate into sales (Schweiger
et al., 2023). For example, when ICA supermarkets installed video
screens that showed items falling off endcaps and into a virtual pan
for a recipe demonstration, the dynamic, inspirational communica-
tion appeared less effective than dynamic, informational communi-
cation (Schweiger et al., 2023). In this sense, we note the need to
consider moderating factors.
Moderating factors
Various factors inform both the effectiveness and the usage of inspi-
rational, informative, dynamic, and static in-store communication.
The usefulness of informative versus inspirational communication
content depends on in-store environmental factors and the inherent
attributes and types of products being advertised. The decision to
employ static or dynamic communication tools also depends on what
is available to retailers and possible in the store environment.
Store environment
Because we predict that it moderates all the elements in the frame-
work, we start with the store environment, which strongly deter-
mines the type and format of communication that is most relevant to
customers and thus most beneficial for retailers to adopt. Some store
environments are extremely hectic, such as small grocery stores in
central locations; others have sparse foot traffic per square meter.
Accordingly, they vary in the amount of space available to install
elaborate, dynamic, in-store communications. Furthermore, cus-
tomers in these distinct store environments have varying degrees of
capacity to process the in-store communication. If they are visiting
very busy stores, customers likely have fewer resources available
to devote to in-store communication and might be more pressed for
time to get their shopping done. In such busy environments, informa-
tive (e.g. price tag) rather than inspirational messages are preferable,
to reduce the time customers must take to understand the message.
However, extensively informative communications, such as reading
a recipe, might be too cognitively taxing, such that an inspirational
message may be more effective.
The store environment also determines how customers perceive
dynamic versus static displays. In busy store environments, static
displays can communicate essential points to customers briefly.
Signage (digital or traditional) can display deals, product informa-
tion, and insights efficiently. Uses of more dynamic in-store tools,
like AR, instead might prevent busy customers from understanding
all the information provided, especially considering the likelihood
that they are distracted by other customers, their shopping lists, and
various other in-store communications. Some research accordingly
has determined that very dynamic displays, such as the use of mixed
reality to enhance grocery endcap displays, initially might attract
customers’ attention, but such attention does not translate into sales,
because customers regard the communication as too much to pro-
cess, so they neither consider the deal advertised nor move into a
buying mindset (Schweiger et al., 2023).
Product attributes and types
The offering being promoted also should define the optimal in-store
communication. We consider both the nature of the product (hedonic
or utilitarian) and its type (luxury or standard). Hedonic products
tend to be experiential and sensational, whereas utilitarian products
are practical, functional, and instrumental (Lu et al., 2016). As prior
communication research has shown, assertive language (e.g. Nike’s
“Just do it” slogan) is more effective when advertising hedonic
products (Kronrod et al., 2012), so we anticipate that inspirational
content similarly might be more appropriate. Matching utilitarian
communication with utilitarian products increases communication
effectiveness (Klein & Melnyk, 2016). Informative communication
is utilitarian, in the sense that it prioritizes informational and func-
tional details about the product or store. Thus, we recommend that
to communicate the benefits of their utilitarian products in stores,
retailers should use informative communication.
If instead they mostly market hedonic products, dynamic pres-
entation formats appear more beneficial for communicating key
information (Roggeveen et al., 2015). When customers encounter
either a dynamic video or static pictures that advertise hotel rooms,
they choose the hedonically superior hotel room when it is presented
dynamically over a utilitarian hotel room option (Roggeveen et al.,
2015), reflecting their enhanced involvement with the hedonic ver-
sion due to its dynamic presentation.
Turning to the type of product, we consider luxury versus standard
products. In-store communication is essential for luxury stores because
the visual elements in the retail atmosphere communicate a luxury
appeal to customers (Schweiger et al., 2020). The store environment
itself, including large empty spaces (Dion & Borraz, 2017), classical
music (Areni & Kim, 1993), and warm ambient scents (Madzharov
et al., 2015), implicitly conveys a luxury appeal to customers.
Accordingly, luxury stores tend to use inspirational and dynamic store
communications, in line with our recommendations in the previous
section. For example, large video screens might display fashion week
shows, providing inspirational content in a dynamic setting. Luxury
brand marketing communication also needs to incorporate trendiness
and entertainment (Godey et al., 2016), both of which can be achieved
through dynamic and inspirational in-store communication.
Conclusion
The proposed framework offers a new way to think about commu-
nication in physical settings; it explicitly highlights the importance
of both communication presentation and content. The four quad-
rants—static and informational, static and inspirational, dynamic
and informational, and dynamic and inspirational—are defined by
these communication features. This understanding is useful for mar-
keters as they consider what the most effective type of retail com-
munication might be for their product or service. With such insights,
retailers can better navigate the busy retail media market and identify
opportunities for selling ad space to others.
The static and informational quadrant is the most widely used
form of communication in retail settings. It provides required infor-
mation about prices, product attributes, and sustainability. It can con-
vey contextual cues that enhance consumers’ quality perceptions too.
The static and inspirational quadrant, though less commonly used,
can help spark customers’ interest in a product or service. We note
that the dynamic and informational quadrant is increasingly being
used by retailers and service providers to engage customers and
increase their mental involvement (e.g. in-store kiosks, digital sig-
nage, touchscreen ordering). Finally, the dynamic and inspirational
quadrant helps create a sensorially rich, mediated environment that
aims to inspire customers by helping them visualize future outcomes,
including their enjoyment of the product or service.
In turn, this framework has relevant implications for retailers and
service providers. First, it highlights the importance of considering
both the presentation and content of communication when designing
Roggeveen et al.
marketing strategies. They must strategically decide when to use
static or dynamic communication and when to focus on informing
or inspiring customers. Second, the framework reveals opportuni-
ties for retailers and service providers to innovate by using dynamic
and inspirational communication. For example, retailers might create
immersive experiences that allow customers to interact with products
or services and thus inspire them to make a purchase. Ultimately
then, we hope this framework enables retailers and service providers
to create more appealing in-store experiences that inform and inspire
customers, in ways that make them more likely to purchase valuable
offerings.
Declaration of conflicting interests
The author(s) declared no potential conflicts of interest with respect
to the research, authorship, and/or publication of this article.
Funding
The author(s) received no financial support for the research, author-
ship, and/or publication of this article.
ORCID iD
Elisa B. Schweiger https://orcid.org/0000-0002-0951-2788
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6 Australasian Marketing Journal 00(0)

Appendix. Examples.

In-store communication examples Store example

Q1. Informative, Static

Price tags Sweaty Betty
Standard signage Tesco
Clearance or sale signs Geox Shoes

Q2. Informative, Dynamic

In-store kiosk showing a deal ICA
Product presentations Apple
Touchscreen ordering in changing room Reformation
https://www.businessinsider.com/how-
reformation-clothing-stores-beat-online-
shopping-2018-1?r=US&IR=T
Q3. Inspirational, Static
Waterstone signage: Turn over a new leaf Waterstones
Inspirational recipes on digital signage https://www.spectrio.com/marketing/
digital-signage-grocery-stores-
supermarkets/
Mannequins Hobbs
Q4. Inspirational, Dynamic
Show kitchen Hibachi restaurant
Mixed reality endcaps ICA
Produce for kids’ display https://www.linkedin.com/pulse/whats-
ahead-marketing-grocery-industry-amber-
gray