Review

«At last, here is a book that gives this underrated skill the respect it deserves.»— The New York Times

" Thanks, Mr. Underhill, for explaining in clear and witty prose why my shopping habits are not all that crazy. Now, please tell my wife!"-- Bob Gale, writer/producer, Back to the Future trilogy

«I'm in love. And if I didn't have a devoted husband, two kids and a crushing mortgage, I swear I'd throw caution to the wind and run away with Paco Underhill…fascinating.»— Rocky Mountain News (Denver)

«Why We Buy is a funny and insightful book for people on both sides of the retail counter.»— Michael Gould, CEO, Bloomingdale's

Product Description

Revolutionary retail guru Paco Underhill is back with a completely revised edition of his classic, witty bestselling book on our ever-evolving consumer culture — full of fresh observations and important lessons from the cutting edge of retail, which is taking place in the world's emerging markets. New material includes:

• The latest trends in online retail — what retailers are doing right and what they're doing wrong — and how nearly every Internet retailer from iTunes to Amazon can drastically improve how it serves its customers.

• A guided tour of the most innovative stores, malls and retail environments around the world — almost all of which are springing up in countries where prosperity is new. An enormous indoor ski slope attracts shoppers to a mall in Dubai; an uber luxurious Sao Paolo department store provides its customers with personal shoppers; a mall in South Africa has a wave pool for surfing.

The new Why We Buy is an essential guide — it offers advice on how to keep your changing customers and entice new and eager ones.

Amazon.com Review

In an effort to determine why people buy, Paco Underhill and his detailed-oriented band of retail researchers have camped out in stores over the course of 20 years, dedicating their lives to the “science of shopping.” Armed with an array of video equipment, store maps, and customer-profile sheets, Underhill and his consulting firm, Envirosell, have observed over 900 aspects of interaction between shopper and store. They've discovered that men who take jeans into fitting rooms are more likely to buy than females (65 percent vs. 25 percent). They've learned how the “butt-brush factor” (bumped from behind, shoppers become irritated and move elsewhere) makes women avoid narrow aisles. They've quantified the importance of shopping baskets; contact between employees and shoppers; the “transition zone” (the area just inside the store's entrance); and “circulation patterns” (how shoppers move throughout a store). And they've explored the relationship between a customer's amenability and profitability, learning how good stores capitalize on a shopper's unspoken inclinations and desires.

Underhill, whose clients include McDonald's, Starbucks, Estée Lauder, and Blockbuster, stocks Why We Buy with a wealth of retail insights, showing how men are beginning to shop like women, and how women have changed the way supermarkets are laid out. He also looks to the future, projecting massive retail opportunities with an aging baby-boom population and predicting how online retailing will affect shopping malls. This lighthearted look at shopping is highly recommended to anyone who buys or sells. --Rob McDonald

From Publishers Weekly

Underhill, once a budding academic who worked on a William H. Whyte project analyzing how people use public spaces, adapted anthropological techniques to the world of retail and forged an innovative career with the consulting firm Envirosell. Since brand names and traditional advertising don't necessarily translate into sales, Underhill argues that retail design based on his company's closeAvery closeAobservation of shoppers and stores holds the key. His anecdotes contain illuminating detail. For example, since bookstore shoppers like to browse, baskets should be scattered throughout the store to make it easier for customers to carry their purchases. In clothing stores, fitting rooms are best placed closer to the men's department, because men choose based on fit, while women consider more variables. And he sprinkles in other smart suggestions: drugstores could boast a consolidated “men's health” department; computer stores, to attract women, should emphasize convenience and versatility, not size and speed; and clerks at luxury hotels should use hand-held computers to check in travelers from lobby chairs. Underhill remains skeptical about cyberspace retail, believing that Web sites can't offer the sensory stimuli, immediate gratification or social interaction available in brick-and-mortar stores. While the book does little to analyze the international, regional or ethnic dimensions of the subject, it should aid those in business while intriguing urban anthropologists, amateur and professional. Copyright 1999 Reed Business Information, Inc.

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