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Interactions between consumers and humanoid service robots (HSRs; i.e., robots with a human-like morphology such as a face, arms, and legs) will soon be part of routine marketplace experiences. It is unclear, however, whether these humanoid robots (compared with human employees) will trigger positive or negative consequences for consumers and companies. Seven experimental studies reveal that consumers display compensatory responses when they interact with an HSR rather than a human employee (e.g., they favor purchasing status goods, seek social affiliation, and order and eat more food). The authors investigate the underlying process driving these effects, and they find that HSRs elicit greater consumer discomfort (i.e., eeriness and a threat to human identity), which in turn results in the enhancement of compensatory consumption. Moreover, this research identifies boundary conditions of the effects such that the compensatory responses that HSRs elicit are (1) mitigated when consumer-perceived social belongingness is high, (2) attenuated when food is perceived as more healthful, and (3) buffered when the robot is machinized (rather than anthropomorphized).

Many firms strive to create relationships with customers, but not all customers are motivated to build close commercial relationships. This article introduces a theoretical framework that explains how relationshipspecific attachment styles account for customers' distinct preferences for closeness and how both attachment styles and preferences for closeness influence loyalty. The authors test their predictions with survey data from 1199 insurance customers and three years of purchase records for 975 of these customers. They find that attachment styles predict customers' preferences for closeness better than established marketing variables do. Moreover, attachment styles and preferences for closeness influence loyalty intentions and behavior, controlling for established antecedents (e.g., relationship quality). Finally, exploring the underlying process, the authors show that preference for closeness partially mediates the effect of attachment styles on cross-buying behavior. This research provides novel customer segmentation criteria and actionable guidelines that managers can use to improve their ability to tailor relationship marketing activities and more effectively allocate resources to match customer preferences.

•This manuscript draws attention to the dawn of the Fifth Industrial Revolution (5IR) and highlights its potential for addressing a host of issues within retail and service domains.•The authors outline a 2 × 2 framework that categorizes retailers and service providers by their embrace of human–machine collaborations, a key aspect of the 5IR.•The authors outline the 5IR's expanded definition of stakeholders (companies, employees, customers, and society); the merging of digital, physical, and biological technologies in the 5IR promises enhanced well-being for societal actors across the board.•This article establishes a roadmap for how a retail/service (r)evolution is likely to progress and offers a set of key research questions that emerge as a result. This manuscript draws attention to the dawn of the Fifth Industrial Revolution (5IR) and highlights its potential for addressing a host of issues within retail and service domains. With a retailing and service perspective, the authors outline the meaning of the 5IR, according to a 2 × 2 framework that categorizes retailers and service providers by their embrace of human–machine collaborations. They also propose an expanded definition of stakeholders in the 5IR (companies, employees, customers, and society). Merging digital, physical, and biological technologies promises enhanced well-being for societal actors across the board. By outlining these likely implications of the 5IR for retailing and services, this article establishes a roadmap for how the (r)evolution is likely to progress and offers a set of key research questions that emerge as a result. [Display omitted]

In cobotic service teams, employees and robots collaborate to serve customers. As cobotic teams become more prevalent, a key question arises: How do consumers respond to cobotic teams, as a function of the roles shared by employees and robots (robots in superordinate roles as team leaders and humans in subordinate roles as assistants, or vice versa)? Six studies, conducted in different healthcare settings, show that consumers respond less favorably to robot-led (vs. human-led) teams. In delineating the process underlying these responses, the authors demonstrate that consumers ascribe less power to robot (vs. human) team leaders, which increases consumer anxiety and drives downstream responses through serial mediation. Further examining the power dynamics in cobotic service encounters, the authors identify boundary conditions that help mitigate negative consumer responses (increasing consumers’ power by letting them choose the robot in the service team, leveraging consumers’ power distance beliefs, and reinforcing the robot’s performance capabilities).

Inspired by the goal of making marketplaces more inclusive, this research provides a deeper understanding of consumer vulnerability dynamics to develop strategies that help reduce these vulnerabilities. The proposed framework, first, conceptualizes vulnerability states as a function of the breadth and depth of consumers’ vulnerability; then, it sketches a set of vulnerability indicators that illustrate vulnerability breadth and depth. Second, because the breadth and depth of vulnerability vary over time, the framework goes beyond vulnerability states to identify distinct vulnerability-increasing and vulnerability-decreasing pathways, which describe how consumers move between vulnerability states. In a final step, the framework proposes that organizations can (and should) support consumers to mitigate vulnerability by helping consumers build resilience (e.g., via distinct types of resilience-fueling consumer agency). This framework offers novel conceptual insights into consumer vulnerability dynamics as well as resilience and provides avenues for future research on how organizations can better partner with consumers who experience vulnerabilities.

The health, economic, and social impact of the COVID-19 pandemic is unprecedented in our lifetime, and no individual in this globalized, interconnected world is immune from its effects. This pandemic is a fundamental challenge for consumers, companies, and governments. Against this background, our commentary underscores linkages between public health, environment, and economy and explores how lessons from COVID-19 can help prevent other large-scale disasters.1 We focus on global climate change (GCC), because rising temperatures increase the likelihood of future pandemics.2 Accordingly, experts consider GCC “the largest public health threat of the century” (Wyns 2020). Although societal crises are underresearched in marketing, we propose that marketers should add their expertise to help avoid future crises. Notably, the Journal of Public Policy & Marketing (JPP&M) is uniquely positioned as a premier outlet for corresponding research at the intersection of marketing and policy.

Transformative Consumer Research (TCR) was launched in 2005 with the intention to improve and maintain well-being as it is affected by the immense growth and array of worldwide consumption activities. In many respects, through the efforts of a multitude of people, TCR has flourished. But businesses, societies, technologies, and ecologies are also evolving, and TCR has related gaps of thinking and doing. To continue its evolution, and to ultimately realize its potential to become a successful ‘scientific specialty,’ TCR needs to undertake more ground-breaking goals and projects if it is to achieve its valiant mission. In this commentary, we sketch TCR’s development and assess its disciplinarity and opportunities through literature on the science of science. From those insights, we offer a range of options and activities that TCR adherents should consider in order to foster new, courageous, and valuable ventures.