study suggests that scholars should consider the different retail environments in different country markets to better understand retail patronage. In particular, we find that the effectiveness of more than half of the investigated instruments differs in influencing retail patronage. For example, branding—on a product and corporate level—plays a more important role in more developed countries, while incentives and prices are less important in developed countries. In addition, many instruments are less effective in innovative countries because customers are used to provider switching, independent of the employed instruments. The results also suggest that marketing instruments work differently in competitive markets in which firms try to retain or increase their market shares. Furthermore, the results indicate that in countries with the possibility to interact more frequently with retail employees, particularly the understanding of incentives improves. Advertising also gains importance because employees help customers understand advertised offers. Finally, we find that several instruments gained importance with the advent of the Internet (e.g., advertising), while others lost relevance (e.g., spatial/temporal distance). Fourth, our study assessed the influence of method moderators. The study clarifies that stronger effects exist in student samples, longitudinal designs, and studies using survey data. The findings thus suggest that studies should avoid student samples, use more longitudinal research designs, and combine data sources to ensure that associations are not inflated. Managerial Implications The findings of the meta-study have several practical implications for retail managers. In particular, they provide guidance on the importance of different retail marketing instruments in creating value for customers and supporting a strategic value retailer’s proposition in the market. Table 5 describes the most essential instruments retail managers can use to establish and sustain retail patronage. For example, they can focus on different customer outcomes—from satisfaction, to WOM, to patronage intention and behavior—and
study suggests that scholars should consider the different retail environments in different country markets to better understand retail patronage. In particular, we find that the effectiveness of more than half of the investigated instruments differs in influencing retail patronage. For example, branding—on a product and corporate level—plays a more important role in more developed countries, while incentives and prices are less important in developed countries. In addition, many instruments are less effective in innovative countries because customers are used to provider switching, independent of the employed instruments. The results also suggest that marketing instruments work differently in competitive markets in which firms try to retain or increase their market shares. Furthermore, the results indicate that in countries with the possibility to interact more frequently with retail employees, particularly the understanding of incentives improves. Advertising also gains importance because employees help customers understand advertised offers. Finally, we find that several instruments gained importance with the advent of the Internet (e.g., advertising), while others lost relevance (e.g., spatial/temporal distance). Fourth, our study assessed the influence of method moderators. The study clarifies that stronger effects exist in student samples, longitudinal designs, and studies using survey data. The findings thus suggest that studies should avoid student samples, use more longitudinal research designs, and combine data sources to ensure that associations are not inflated. Managerial Implications The findings of the meta-study have several practical implications for retail managers. In particular, they provide guidance on the importance of different retail marketing instruments in creating value for customers and supporting a retailer’s strategic value proposition in the market. Table 5 describes the most essential instruments retail managers can use to establish and sustain retail patronage. For example, they can focus on different customer outcomes—from satisfaction, to WOM, to patronage intention and behavior—and