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research develops and empirically tests multiple theory-based models of retail store design strategies. Specifically, we examine the impact that different ‘bricks and mortar ’ (store channel) service delivery system design strategies have on merchandise retailer effectiveness; which we measure in terms of satisfaction, operating, and financial performance. We draw our theory from a multidisciplinary literature base in the areas of organizational design, service marketing and operations strategy, retail management, and analyses of capital markets. The aim is to provide insights for advancing service operations research and to offer retail store managers and designers a method to weigh the tradeoffs associated with specific store design choices. In particular, retailers can test the effectiveness of their store design strategies using these performance models. Towards this end, three essays are developed to address gaps in the extant service operations and marketing literatures with respect to the evaluation of retail store desig