User:Kindlegirl14/sandbox

Overview
The Aisles Have Eyes: How Retailers Track Your Shopping, Strip Your Privacy, and Define Your Power is a book written by Joseph Turow in 2017 and published by Yale University Press. The book focuses on analyzing the extensive use of new consumer tracking technologies, such as surveillance cameras and wearable devices, to track shoppers and create data profiles based on their behavior, demographics, and preferences. It addresses the ramifications of these new technologies on consumer privacy, autonomy, and the dynamics of power within the retail industry.

In addition to the thorough examination of the new technologies presented in this 331-page book, Turow integrates anecdotes from interviews with business retailers, marketers, merchants, and data analysts. These anecdotes serve as real-world examples illustrating how changes and advancements in the retail landscape influence consumer shopping experiences.

Turow’s book comprises seven chapters. Chapter one identifies significant changes in retail industry practices and marketing strategies, while also introducing the emergence of surveillance cameras in retail settings. Chapter two examines the concept of customer discrimination and bargaining, practices that date back to ancient times, as well as provides examples of how price negotiations occur between a shopper and a merchant. Chapter three explores the new strategies developed by brick-and-mortar stores to compete with Amazon’s “showrooming” strategy. Chapter four provides a detailed analysis of the competition between online retail businesses and traditional physical stores, illustrating how brick-and-mortar stores have adapted business strategies, such as same-day delivery services, to boost their competitiveness. Chapter five discusses the motives behind loyalty programs and discount coupons while sorting customers based on their demographics, shopping habits, and individual preferences. Chapter six emphasizes the complexities and advantages of the practice of personalization in the retail industry, while chapter seven uncovers the implications of tailoring through wearable devices, such as smartwatches, on privacy, consumer behavior, and the overall retail landscape.

Since its release, The Aisles Have Eyes: How Retailers Track Your Shopping, Strip Your Privacy, and Define Your Power has sparked considerable interest from scholars in the field, who commend Turow’s thorough exploration and analysis of the complex dynamics between retailers and consumers, as well as the implications for privacy, autonomy, and power within the retail landscape. As of today, the book has yet to receive substantial critical academic review.

Chapter One: A Frog Slowly Boiled
In Chapter 1, titled "A Frog Slowly Boiled," Turow begins his discussion by recalling some key insights discussed during a conference in Manhattan called "The Internet of Things: Shopping" in August 2015. In the conference, shoppers were described as a "frog in a pot of boiling water" due to the subtle yet significant changes in retail industry practices, particularly concerning data collection and privacy. These changes were occurring as department stores, pharmacies, supermarkets, and other retailers gradually placed surveillance devices throughout their stores.

Further into the chapter, he explains that the overall goal of the book is to understand why there is an influx of surveillance cameras and other new tracking devices in these places and to recognize the implications of this phenomenon on consumer behavior, privacy, and society in general. In his case analysis of Walmart, Target, Macy’s, and many other major retail companies, he identifies the ways in which these merchants rebuild their business strategies and restructure the architecture of physical and digital retailing to adapt to the evolving retail landscape shaped by technological advancements and shifting consumer preferences.

According to Turow, the goal of merchants in installing surveillance devices is to consistently monitor individuals entering and exiting the store, track our purchasing activities, and evaluate customers using the information gathered. For merchants like Target, fostering relationships with customers and potential shoppers involves "monitoring and [retail] discrimination". Merchants are able to gather information and gain access to a shopper’s personal data without explicit consent or permission when they make a purchase from the store.

Turow categorizes retail discrimination into two types: numerical and prejudicial. Numerical discrimination involves the use of data analytics and algorithms to categorize consumers based on quantifiable factors such as income, purchase behavior, and location. On the other hand, prejudicial discrimination involves treating consumers based on their physical appearance, race, ethnicity, and gender.

The author also introduces the concept of the "hidden curriculum," a term coined by Phillip Jackson, which means "unintended lessons which are learned in school," and relates it to the world of retailing. The context of the hidden curriculum within schools and popular culture in general serves to perpetuate the prevailing power structure of society. In the context of the retail industry, retailers subtly influence consumer perception, norms, and behavior through marketing advertisements and other tactics.

Chapter Two: The Discriminating Merchant
In Chapter 2 titled "The Discriminating Merchant," Turow argues that "bargaining" or is a form of negotiation that dates back to ancient times and has been a fundamental aspect of human commerce throughout history. He focuses his discussion primarily on bargaining or price negotiation and selling techniques across three different periods: pre-nineteenth century, mid-nineteenth to late-nineteenth century, and the twenty-first century. Negotiations of prices occur between buyers and sellers through "manoeuverings of trading and bargaining".

During the pre-nineteenth century, peddlers and small merchants would base their selling techniques and negotiating tactics according to the shopper’s racial background and income.

In the mid-nineteenth to late-nineteenth century, merchants attempted to foster customer loyalty by promoting a more inclusive and accessible shopping experience, framing it as a democratic era of commerce. However, despite efforts to promote inclusivity in the retail environment, discrimination and prejudices remained prevalent among specific populations and were observed in branding, display, architecture, pricing, and labor, particularly in department stores.

In the twenty-first century, the rise of surveillance and data analytics has transformed the landscape of bargaining and selling techniques. Turow highlights how modern retailers utilize algorithms and customer profiling techniques to track customers’ online shopping patterns and adjust prices and offer discounts according to shopping history, demands, and preferences.

Furthermore, the author argues that bargaining is a "two-way street". While buyers attempt to get the best deals out of haggling, sellers also employ several strategies to maximize their profits in negotiations. Eventually, to discourage customers from bargaining, merchants employed a different approach to selling. Products were priced with less room for negotiation, and fixed pricing became more common. To guarantee customer satisfaction, retailers "cultivate loyalty through egalitarian versions of protection and privilege".

Department stores introduced return and exchange policies and established environments where customers would feel welcome. The "no-haggle returns" were specifically aimed at women, whom the retailers or merchants saw as primary household shoppers. These stores also became places for women in the 1890s to "position themselves as oases of populist privilege – and havens of safety – in a nonfeminine urban world". Merchants also attempted to achieve customer loyalty by providing gifts, offering free delivery services, and allowing installment purchasing.

Chapter Three: Toward the Data-Powered Aisle
In Chapter 3 titled "Toward the Data-Powered Aisle," Turow discusses the shift to digital platforms and the use of data analytics by large retail chains to enhance profitability in the digital retail landscape and compete with Amazon’s "showrooming" strategy.

Many retailers were displeased with how Amazon encourages customers to inspect products or merchandise in a physical store but then purchase them online, often at lower prices, undercutting the profits of brick-and-mortar stores. In 2011, American retailers began to rethink their approach to selling and started entering the e-commerce market.

To better understand why retailers made this transition, Turow encourages readers to examine the landscape of retailing in the late twentieth century. He emphasizes the pivotal role of one particular retailer, Walmart, in laying "the groundwork for change before Amazon". Throughout the chapter, Turow discusses why Walmart dominated the retail industry and how its practices and strategies led Sam Walton and his company to unparalleled success.

Some of the practices and strategies Walmart implemented include "stationing greeters by the entrance to the store to help customers find what they need," purchasing items at a large scale from manufacturers to maintain everyday low prices, and implementing cost control measures throughout its supply chain.

However, Turow reveals that behind Walmart's success in maintaining low prices, there are often hidden costs such as labor exploitation and aggressive negotiation tactics with suppliers and manufacturers.

Walton saw technology as a solution to make shopping more efficient and convenient not only for customers but also for Walmart employees. He used technology, particularly computers, to create barcodes, track delivery and inventory sales, and implement hand scanners so employees could efficiently record merchandises as it arrived. To maximize technological use in retail, in 1983, Walmart set up the “largest corporate satellite system in the world” which allowed for the instant and real-time access to customer information across all Walmart stores.

Retail competitors, such as department stores and supermarkets, devised strategies in an attempt to compete with Walmart. Some retailers supported community projects to counter the establishment of the "Bentonville Behemoth" and redesigned their loyalty programs, while others endeavored to match Walmart’s efficiency and strategies in customer service, pricing, and inventory management.

However, despite their efforts to compete for better margins, competitors of Walmart still faced lower profits, reduced customer counts, and smaller margins.

Chapter Four: Hunting the Mobile Shopper
In Chapter 4 titled "Hunting the Mobile Shopper," Turow begins his discussion by highlighting the advantages of online retail businesses, such as unlimited shelf space and the ability to track customer activities online, compared to traditional physical retail stores.

To compete with online-only merchants, executives of big department stores and discount operations offered a retail practice they called "shop online and ship to store" or "click and collect". The success of this new development made it possible for physical retailers to go "head-to-head against their biggest internet-only competitors".

Recognizing the location advantage of brick-and-mortar stores, online retailers like Amazon leveled up their strategies by offering free two-day shipping in 2005, same-day delivery in 2009, and one-hour delivery service in 2014 for selected locations and times.

By investing in these delivery services, executives hoped that customers would opt to purchase their needs online and "skip the trip to a retail store". Physical stores fought back and adapted to the changing retail landscape by eventually offering their own delivery services.

Beyond offering delivery services, the use of cellular phones has proven to be very useful in retailing strategy. Mobile technology allows retailers to reach shoppers in real-time and in a personalized manner. Furthermore, mobile devices and wireless technologies such as WiFi and Bluetooth are used for tracking purposes and exchanging data over nearby distances. However, tracking people raises concerns regarding privacy and data security. Turow argues that as "retailers, technology companies, and brand manufacturers negotiate new ways to glean information about people and implement marketing efforts based on that data, the one party who has no say in the matter is the shopper".

Chapter Five: Loyalty as Bait
In Chapter 5 titled "Loyalty as Bait," Turow starts his discourse by using airlines’ frequent-flyer programs as an extreme example of customer discrimination. He argues that airline loyalty programs require customers to reveal a lot of personal information and behavior in exchange for rewards. Employees, such as airline consultants, are trained by the airline industry to discriminate between customers "whose purchases indicate they will bring the firm profits over a number of years and the others who just show up".

Similar to the airline industry, the practice of categorizing customers is also prevalent in many retail contexts, where retail executives classify and distinguish customers based on their purchasing behavior and perceived value. Moreover, the sorting of customers depends on the target market. Turow emphasizes how luxury brands, for instance, cultivate an aura of exclusivity and prestige around their products and exclusively cater to high-value customers such as the elites and a select group of affluent individuals.

Throughout the chapter, Turow elucidates the significance of prioritizing individuals rather than treating customers as homogenous groups. By pinpointing specific customer preferences, merchants can discern which products are most likely to appeal to each customer and what particular discounts or messages store associates should offer their clients. To engage shoppers with personalized experiences, retailers interact with them not only in the physical store but also through various channels, including the internet and mobile devices. Many retail executives believe that customers who interact with their shop in two or more channels are more valuable than those who are active in only a single channel.

Furthermore, nowadays, retailers are not just focused on classifying individuals based on factors such as lifestyle, age, gender, or income level. Rather, data analytics has been utilized to predict future shopping behavior and preferences of potential and current customers. Through surveillance and loyalty programs, businesses strive to anticipate customers’ needs and actions regarding purchasing decisions. For instance, Tapad, a technology company, analyzes patterns, collects data and creates individual profiles to help businesses tailor their marketing strategies accordingly. Some retailers also buy data from data brokers like Acxiom and Experian if they need more information about customers.

Chapter Six: Personalizing the Aisles
In chapter 6 titled “Personalizing the Aisles,” Turow further examines how retailers utilize technology to track consumer activities and explores the ways in which they do so through personalization. He emphasizes the complexities and advantages of personalization or tailoring in retail.

With the increasing reliance of individuals on mobile devices and digital platforms for retail shopping, retailers aiming to capture the attention of mobile users must customize and personalize each mobile communication to suit the individual. In other words, personalization involves the continual effort of retailers to engage with customers regardless of the channel.

However, Turow argues that personalization is not a straightforward concept but rather complex and defined in various ways. Some retail businesses see personalization as a broad solution to meeting the marketing challenges of retailing, while others simply concentrate on using personalized messages in store aisles and checkout areas to enhance the customer shopping experience.

Joe Stanhope of Signal Digital defines personalization as data management where data is collected from "online and offline sources and then brought together for a single identity, and... made available to retailers".

On the other hand, Jason Goldberg of Razorfish holds a different perspective regarding personalization in the retail industry. According to Goldberg, the approach to and motive behind personalization can vary significantly from one retailer to another depending on their business needs and aspirations.

In addition, Turow underscores the importance of having enough relevant and accurate data to effectively send tailored messages and create personalized customer profiles. To avoid challenges that may arise from inaccurate data, industry analysts advise retailers to focus on collecting information only from first- and second-party data.

Chapter Seven: What Now?
In the final chapter 7 titled “What Now?,” Turow delves into the utilization of wearable devices, such as smartwatches, and their implications on privacy, health, autonomy and social interaction.

In the context of retail, proponents of wearable technology believe that these devices, constantly in close proximity to users, have the potential to revolutionize the way retailers understand and interact with their customers by incorporating "new elements of data to shoppers’ profiles". Supporters of wearable technology argue that these devices can surpass the capabilities of smartphones and will eventually become integral parts of the "internet of things".

Additionally, the chapter delves into facial recognition systems. Many retailers express concerns that obtaining consent from customers for the use of this technology in retail establishments may be challenging. Nevertheless, as early as 2009, retailers began incorporating facial recognition in various aspects of their operations, including security purposes, personalized marketing, and operational efficiency. For instance, Face-Six, a facial recognition software, has "sold software that enables cameras... to count and categorize shoppers based on age, gender, and race". Another company, Emotient, measures facial expressions to understand customer sentiment and tailor marketing strategies accordingly.

Finally, when it comes to obtaining an individual’s consent or permission, FaceFirst CEO Joel Rosenkrantz’s suggestion to offer shoppers discounts in exchange for their facial profile data shares similarities with current, established consumer engagement strategies, like the frequent-flyer program discussed in previous chapters.

Yet, according to Turow's argument, individuals who encounter facial recognition systems or wear tracking devices won't receive equal treatment, even if they willingly provide abundant data about themselves. As a matter of fact, the author writes that the best customers will continue to receive the best deals, and individuals in the wrong segment will not have as much chance to benefit from such offers.

Reception History
Since its publication, The Aisles Have Eyes: How Retailers Track Your Shopping, Strip Your Privacy, and Define Your Power by Turow has garnered considerable interest from many scholars. While some commend Turow’s exploration of the ways in which retailers use technologies to track shoppers, there is a lack of diverse academic viewpoints or feedback on the issues and insights presented in the book.

In an academic book review by Joseph Savirimuthu in Scripted, he writes that the book offers an "accessible" and "well-researched" examination of the resurgence in the customer-retailer relationship and the resulting implications for privacy. Similarly, in another academic book review by Patricia Kishel in Choice: Current Reviews for Academic Libraries, she recommends the book for upper-division undergraduates to professionals in the field and emphasizes its significance in addressing issues surrounding privacy, security, and autonomy in the modern retail environment .

Moreover, in a non-academic book review website called “Washington Independent: Review of Books,” Lawrence De Maria finds Turow’s book "powerful and somewhat frightening" due to how merchants employ business strategies such as data-mining, tracking, and data analytics to "alter the way products are bought and sold".

At present, aside from the publisher "Kirkus Media LLC"’s comment regarding the book’s repetitiveness, there is a lack of critical reception from other academic sources and scholars.