The transition from over-the-counter to self-service sales of alcoholic beverages in Norwegian monopoly outlets: Implications for sales and customer satisfaction

Abstract

Aims To study the impact of the introduction of self-service at the Norwegian alcohol monopoly outlets. Design Sales at outlets where self-service was introduced were compared with sales at outlets that remained over-the-counter. A regression model of the ARIMA type was used to estimate the gross effect on sales. Customer interviews were employed to correct for the effect on sales of purchases by new customers who were attracted to the self-service outlets. Changes in public opinion were gauged by means of nationwide interview surveys and by interview surveys of representative samples of the outlets' customers. Results Sales rose by a net average of about 10 per cent in terms of pure alcohol. The change in method of sale was greatly appreciated by the customers, especially by customers patronizing the self-service shops. Among these, the sentiment in favour of self-service shifted from 61 to 96 per cent during the experiment. For many customers, the sentiment in favour of self-service was strong enough to result in changes in shopping habits. This was evident in towns where customers were allowed to choose between the two forms of service. In these towns sales increased heavily in self-service outlets while it decreased in remaining over-the-counter outlets. Conclusions The introduction of self-service in what were previously over-the-counter outlets led to an increase in alcohol sales, at the same time as self-service alcohol sales proved popular among the alcohol monopoly's customers. Despite the fact that the introduction of self-service brought a substantial increase in alcohol sales, there was a desire in political quarters to expand the scheme. By the end of 2006, 198 of Vinmonopolet's total of 211 shops had been converted to self-service.

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