e-Consumer Behaviour

Purpose – The primary purpose of this article is to bring together apparently disparate and yet interconnected strands of research and present an integrated model of e-consumer behaviour. It has a secondary objective of stimulating more research in areas identified as still being underexplored. Design/methodology/approach – The paper is discursive, based on analysis and synthesis of econsumer literature. Findings – Despite a broad spectrum of disciplines that investigate e-consumer behaviour and despite this special issue in the area of marketing, there are still areas open for research into econsumer behaviour in marketing, for example the role of image, trust and e-interactivity. The paper develops a model to explain e-consumer behaviour. Research limitations/implications – As a conceptual paper, this study is limited to literature and prior empirical research. It offers the benefit of new research directions for e-retailers in understanding and satisfying e-consumers. The paper provides researchers with a proposed integrated model of e-consumer behaviour. Originality/value – The value of the paper lies in linking a significant body of literature within a unifying theoretical framework and the identification of under-researched areas of e-consumer behaviour in a marketing context

Retail positioning through customer satisfaction: an alternative explanation to the resource-based view

Through exploring factors influencing effective retail positioning strategies in an emerging market environment, this paper challenges the role of isolation mechanism and heterogeneous idiosyncrasy argued by the resource-based view theory. By drawing on a sample of 11,577 customers from hypermarkets, electronic appliance specialty stores and department stores in major Chinese cities, we set up ten hypotheses and confirm a nine-item model for customeroriented retail positioning (perceived price, store image, product, shopping environment, customer service, payment process, after-sales service, store policies, and shopping convenience). Our results show that different retail formats achieve success through the implementation of similar positioning strategies, in which case, it is not heterogeneity but homogeneity that contributes to retailers' success greatly at the development stage of retail expansion. Our results challenge previously proved effectiveness of inimitability to success by the resource-based view, and support homogenous idiosyncrasy of retailers in the implementation of customer-oriented positioning strategies in an emerging market

Critical review of the e-loyalty literature: a purchase-centred framework

Over the last few years, the concept of online loyalty has been examined extensively in the literature, and it remains a topic of constant inquiry for both academics and marketing managers. The tremendous development of the Internet for both marketing and e-commerce settings, in conjunction with the growing desire of consumers to purchase online, has promoted two main outcomes: (a) increasing numbers of Business-to-Customer companies running businesses online and (b) the development of a variety of different e-loyalty research models. However, current research lacks a systematic review of the literature that provides a general conceptual framework on e-loyalty, which would help managers to understand their customers better, to take advantage of industry-related factors, and to improve their service quality. The present study is an attempt to critically synthesize results from multiple empirical studies on e-loyalty. Our findings illustrate that 62 instruments for measuring e-loyalty are currently in use, influenced predominantly by Zeithaml et al. (J Marketing. 1996;60(2):31-46) and Oliver (1997; Satisfaction: a behavioral perspective on the consumer. New York: McGraw Hill). Additionally, we propose a new general conceptual framework, which leads to antecedents dividing e-loyalty on the basis of the action of purchase into pre-purchase, during-purchase and after-purchase factors. To conclude, a number of managerial implementations are suggested in order to help marketing managers increase their customers’ e-loyalty by making crucial changes in each purchase stage

A Decision Model for E-commerce-enabled Partial Market Exit

Struggling retail chains often try to recover profitability by closing some of their stores. The challenge in this strategy lies in determining how many stores to close, as store exit has implications for both the customers and the supply chain. After a store closes, its customers are lost forever to the competition, unless there is a surviving open store nearby or an electronic alternative such as an e-store. From the supply chain perspective, after a store closes, its supporting regional distribution center is left with less business, and thus reduced viability. This paper develops a decision support model to study the profitability of alternative retail network structures by varying the proportion of stores that are closed, the average price sensitivity of demand, the price difference between the online store and the traditional retailers, and customer retention rates

Building brands through experiential events: when entertainment meets education

Experiential marketing is increasingly getting companies’ attention as a strategy to interact with consumers and engage them to better convey their brand image and positioning. However, its effects are still unclear both at the aggregate and at the individual levels. This paper addresses this topic and presents a field experiment investigating the effects of experiential marketing on brand image in retailing. Two similar consumer electronics stores with different strategies – traditional vs. experiential – constitutes the setting in which a field experiment has been run. Two similar samples of consumers took part in our study by visiting one of these two stores, and answering a questionnaire before and after the visit with the primary goal to investigate the brand image and its changes due to the shopping visit. Brand image was measured as the overall brand attitude – via four items – and five specific desired brand claims that the company wanted to convey to consumers. Findings show that engaged consumers through the multisensory and interactive event arranged in the experiential store register higher levels of both brand attitude and all brand claims than those visiting the traditional store, and that the increase in both the dependent variables after the visit of the experiential store is higher than the increase in the traditional store. Thus, experiential stores are not only able to entertain consumers, but they are also able to educate them, by conveying them a set of brand claims more effectively than the traditional stor

Sale the seven Cs: Teaching/training aid for the (e-)retail mix

The ‘4Ps’ of the marketing mix have long been popular with students, tutors, trainers and practitioners as a learning and teaching aid. The purpose of this paper is to present an equivalent tool for retail and e-retail: ‘Sale the 7Cs’. The approach is by reference to other authors’ versions of the marketing, retail and e-retail mixes, distilled into a simplified framework: C1 Convenience; C2 Customer value and benefit; C3 Cost to the customer; C4 Computing and category management; C5 Customer franchise; C6 Customer care and service; C7 Communication and customer relationships. This simplified mnemonic is new for (e-)retail. Mini case examples are used to illustrate the applicability. These have a practical value for trainers and educators as specimen answers to activity exercises. Retailers may find the convenient 7Cs structure useful when planning strategies and tactics

Online Store Locator: An Essential Resource for Retailers in the 21st Century

Most retailers use their websites and social media to increase their visibility, while potential customers get information about these retailers using the Internet on electronic devices. Many papers have previously studied online marketing strategies used by retailers, but little attention has been paid to determine how these companies provide information through the Internet about the location and characteristics of their stores. This paper aims to obtain evidence about the inclusion of interactive web maps on retailers’ websites to provide information about the location of their stores. With this purpose, the store locator interactive tools of specialty retailers’ websites included in the report “Global Powers of Retailing 2015” are studied in detail using different procedures, such as frequency analysis and word clouds. From the results obtained, it was concluded that most of these firms use interactive maps to provide information about their offline stores, but today some of them still use non-interactive (static) maps or text format to present this information. Moreover, some differences were observed among the search filters used in the store locator services, according to the retailer’s specialty. These results provided insight into the important role of online store locator tools on retailers’ websites

Internationalisation of Spanish fashion brand Zara

Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap

Determinants of E-commerce adoption by franchisors: Insights from the U.S. market

E-commerce has grown tremendously over the past decade. This paper focuses on E-commerce adoption within the franchising sector. We formulate various hypotheses on the factors that influence the adoption of an E-commerce strategy by franchisors, namely the percentage of company-owned stores in the network, network size and age, franchisor resources (franchising fees and franchising royalties), and the allocation of exclusive territories to franchisees. The empirical study relies on a sample of 486 franchise networks in the U.S. market. Our findings suggest that the percentage of company-owned stores and the brand image, as represented by network size, both exert a significant and positive impact on the adoption of an E-commerce strategy, whereas network age and franchising royalties exert a significant and negative impact on the adoption of such a strategy. These findings are discussed with respect to previous research results.E-commerce, franchising, determinants, plural form, brand image, franchisors' resources