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This paper aims to understand how elementary school educators who teach subjects that traditionally require hands-on work in schools are rising to the challenge of losing brick-and-mortar facilities in the wake of the Coronavirus disease 2019 (COVID-19) crisis.

The authors interviewed six elementary school educators and developed iterative grounded codes from the interviews to understand how the teachers are rising to the challenge of teaching online, what supports they need, and how they are viewing their roles and student learning in the present landscape.

In response to losing brick-and-mortar schools, teachers are rising to the challenge by creating creative assignments and communicating with students and parents via multiple platforms. They are learning to use technology to create meaningful, socially distant learning experiences and, in the process, blurring their own boundaries between work and life. They exercise compassion for their students while providing the best education they can in these circumstances.

This work provides administrators, educators, policymakers and technology developers insight into the challenges teachers are facing.

In addition to the timeliness of this study in light of the COVID 19 crisis, the focus on elementary school students, who often need support from parents or guardians to use Web technologies, and subjects traditionally requiring face-to-face interactions and hands-on work contribute to the originality of the study.

The purpose of this paper is to suggest a model that reflects the role that web site cognitive and experiential signals, firm reputation, bricks‐and‐mortar experience, and consumer satisfaction play as determinants of trust in the web site, taking into account the moderating effect of consumer‐perceived risk when buying online.

The investigation uses quantitative research methods. Data collected from interviews with 507 Spanish online buyers are analysed through structural equation modelling.

Internet users who buy online more frequently can trust a web site only based on their previous satisfaction, whereas users who perceive more risks need to perceive that the firm has a good reputation and bricks‐and‐mortar experience apart from other signals such the quality of the service.

The results show interesting implications for online vendors, who should apply different commercial strategies to potential buyers according to the level of perceived risk.

This study empirically considers several signals that electronic retailers send to the market in order to create buyer trust and satisfaction, while most studies on signals have been theoretical and normative or have not contemplated so many signals simultaneously. Besides, this paper has extended knowledge of the process of the generation of customer trust in online contexts for different types of users according to their level of perceived risk.

The state of interactive digital technology is evolving rapidly and has shifted the ways in which customers shop dramatically. This trend heightens the need for research that examines the latest interactive digital technology tools adopted in fashion retailing. In response, the purpose of this paper was to examine fashion retailers’ incorporation of new interactive digital technology – in both online and offline retailing formats, and including new hybrid contexts – and its results in providing new experiential quality that contributes strongly to engage with customers.

The paper first reviews the literature and then proposes the research questions. This is followed by exploratory substantiation of those propositions with the findings from case studies that examined the new interactive digital technology implemented by six leading fashion retailers.

Various digital technology tools implemented in brick-to-click, click-to-brick and brick-and-mortar retailing offer customers a variety of experiential qualities that allow them to co-create products, engage in emotion-driven sensational and personalized shopping experiences and seamless shopping virtually, all of which derive from interactive digital technology implemented to enhance customer engagement.

This research examined the implementation of interactive digital technologies across the full spectrum of the fashion retail settings above. This paper makes an original contribution by adopting a customer-centric perspective and assessing the advantages technology provides to customer’s engagement quality in shopping, which differs from the traditional firm-centric perspective that views technology as a way to innovate retailers’ operations.

Research on showrooming has focused on investigating its antecedents, motivators and characteristics, leaving a gap regarding its consequences. Our study intends to build a comprehensive framework to examine the role of showrooming behaviour on showrooming satisfaction and customer loyalty while exploring its antecedents.

Data collection took place in Brazil through an electronic form distributed on social media, reaching 393 people. After eliminating responses from those who had no showrooming experience, the final sample consisted of 310 respondents. The questions captured the costs and benefits of showrooming, internet savviness, showrooming behaviour, satisfaction with showrooming and customer loyalty (i.e. repurchase intention and positive word-of-mouth). We performed partial least squares data analysis by means of the statistical package Smart PLS 4.

The results show that showrooming behaviour is positively influenced by internet savviness and the perceived benefits of showrooming but not by the perceived costs of showrooming. In addition, showrooming behaviour positively influences satisfaction with showrooming and customer loyalty (i.e. repurchase intention and positive word-of-mouth). Finally, we identify satisfaction with showrooming as a mediator between showrooming behaviour and customer loyalty.

Given that the implications of showrooming behaviour on customer loyalty remain understudied, this work contributes to the marketing literature by demonstrating the influence of showrooming behaviour on satisfaction with showrooming and its consequential effect on customer loyalty. Moreover, we confirmed the mediating role of customer satisfaction in the relationship between showrooming behaviour and customer loyalty.

The Internet has enabled consumers to act as their own travel agents and to verify independently the accuracy of the information provided by airlines through the CRSs and travel agents. As a result, the relationships between consumers and the suppliers of air-travel information have been radically altered, and we document these changes. We identify the relevant market for air-travel information, which includes CRSs, online travel agencies, and the websites and call centers of individual carriers. We determine market concentration and market shares using the Herfindhal-Hirschman Index. Based on our analysis, we argue that there is no longer any need to regulate independent CRSs. However, airlines that own CRSs continue to have an incentive to withdraw their flight and fare information from rival CRSs and, to prevent this from happening, the mandatory participation rule adopted in 1992 should be maintained.

By working through the case and assignment questions, students will be able to conduct a marketing environmental analysis to aid strategic decisions; analyse the first-mover advantages of a retail firm and how these can be sustained; comprehend online retail business models and the challenges therein; understand the trade-offs of online/offline retail experiences specific to an emerging market’s beauty and personal care sector; conceptualize and formulate actionable growth strategies that balance the individual and collective requirements of brick and mortar and retail e-commerce environments.

The case is set in 2022, right after Nykaa – the pioneer of beauty and wellness e-commerce platforms in India makes a blockbuster stock market debut in 2021. Starting in 2012 with a disruptive online model for selling beauty and wellness products online in India, Nykaa had come a long way with expansions in physical retail and other segments such as fashion. The firm, which initially aimed to be a virtual store, is now thinking of aggressively expanding in the brick-and-mortar retail space as it opens its 85th retail outlet.

Falguni S. Nayar, founder and CEO of Nykaa, wanted to roll out 300 physical stores targeting 100 cities in India in the next couple of years. She aspired to establish Nykaa as a category leader as the “Indian Sephora” in the beauty and personal care market. Nykaa’s first-mover advantage in the online beauty and personal care marketplace worked well to establish it as a brand with positive endorsements by digital shoppers that enhanced the investment potential with potential financiers. However, the pandemic had brought every physical retailer to the online platform. Most e-commerce platforms dealing in grocery to lifestyle had added personal care products to their existing merchandise.

Additionally, several start-ups had ventured into the online marketplace. Online was a cluttered marketplace with little to no differentiation. In this bloodbath, would the first-mover advantage for Nykaa in the online space still count as a competitive advantage? Nayar was all set to expand Nykaa’s physical presence aggressively. The concern was that the beauty and personal care segment had also moved online as a function of long stay-at-home periods. In the post-pandemic times, would the customer indeed revert to brick and mortar once again? Nykaa was also into product formulations, but so was every big and small player in the space. What was the differentiated winning formula for the consumer’s heart and mind?

The case can be effectively used in foundation courses in marketing and a wide range of specialized courses on marketing management (core/foundation course), retail marketing and e-commerce/digital marketing and e-commerce for B-school learners. The complex decision points faced by an innovative e-commerce start-up firm on its road to market expansion make the case suitable for niche courses such as Marketing for Start-ups. Moreover, learners in executive MBA programs with considerable experience can benefit from the case analysis that balances a growing retail company’s long- and short-run objectives.

Teaching notes are available for educators only.

CSS 8: Marketing.

The authors propose focusing on e‐commerce service failure and recovery through the presentation of failure and recovery strategies employed by e‐commerce service firms.

The authors employ the critical incident technique using 377 customer responses to present ten e‐tail failures and 11 e‐tail recovery strategies used by e‐commerce service firms. The authors also present data on post‐recovery satisfaction levels and propensity to switch behavior.

Findings indicate that: e‐tail customers experience different types of service failure relative to traditional retail settings; e‐tail firms employ a different series of recovery strategies relative to traditional retail settings; and post‐recovery switching by e‐tail customers can be high even with satisfying experiences.

This paper strengthens the existing failure and recovery literature by presenting data on the largest growing sector of the service industry. These findings will have value to traditional firms looking to expand to e‐commerce channels in addition to e‐commerce firms currently experiencing customer dissatisfaction.

This empirical study, from the international retailing perspective, examines the direction of retailers' further expansion after initial entry into overseas host market in the context of the luxury fashion retail market in China.

The research adopts qualitative multiple case studies.

After initial entry into China, luxury fashion retailers further expand their retail operations through three directional patterns: cautious, regional and countrywide expansions. The stepwise expansion from tier-1 to tier-2 and tier-3 cities remains popular; however, the importance of the tier system of Chinese cities has been weakened because tier-3 cities in affluent regions are perceived to have more potential than some tier-2 cities in less developed regions. The retailers assess a potential local market through interrelated criteria, including location and strategic importance, economic development, available store locations and staff, a high degree of urbanisation and tourism, debatable favourable policies and offers, and popularity of e- and m-commerce. There is a positive relationship between popularity of e- and m-commerce in a city and the potential of that city to run brick-and-mortar stores.

The paper offers an insight into the current international retailing literature by examining the direction of luxury fashion retailers' further expansion after their initial market entry. Particularly, the research considers a set of criteria which can be used to assess a potential local market, and the impact of e- and m-commerce on local market choices for brick-and-mortar stores.

The premise of the case is how to make best use of customer shopping time while staying competitive and profitable: The increase in the number of ecommerce-based channels and the growth of Amazon and Wal^*Mart have forced brick-and-mortar retailers to seek alternative ways to reach potential customers in a cost- and time-efficient manner. In the U.S., an average of 0.74 hours per day is spent purchasing goods and services, while an average of 1.77 hours per day is spent doing household activities. Regardless of location, customers all have the same 24 hours in a day and only so much of it can be spent shopping.

One of the benefits of ecommerce has been an increase in product variety offered to customers. The online marketplace has enabled consumers in many industries to locate, evaluate and purchase a far wider variety of products than they can with traditional brick-and mortar channels. 30% to 40% of Amazon book sales are titles that wouldn't normally be found in brick-and-mortar stores.

This paper aims to focus on non‐internet‐based self‐service technologies through the presentation of failure and recovery strategies employed by service firms using self‐service forms of interaction.

The paper employs the critical incident technique using 508 customer responses to present nine failures and nine recovery strategies used by self‐service technology firms. It presents data on post‐recovery satisfaction levels and propensity to switch behavior. The paper also compares findings in the non‐internet self‐service technology context to findings from e‐tail and bricks and mortar settings.

Findings indicate that: non‐internet self‐service technology customers experience different types of service failure relative to traditional retail and e‐tail settings; non‐internet self‐service technology firms employ a different series of recovery strategies relative to traditional retail and e‐tail settings; and post‐recovery switching by customers can be high even with satisfying experiences.

This paper strengthens the existing failure and recovery literature by presenting data on the largest growing sector of the service industry, self‐service technologies, and the largest sector within self‐service technologies (non‐internet purchases). These findings will have value to traditional firms looking to expand to their channels in addition to firms currently experiencing customer dissatisfaction.