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The purpose of this paper is to demonstrate how an e-bank’s structure (click-and-mortar bank vs internet-only bank) influences the consumer’s evaluation of website quality, and to identify the most significant website features that influence online trust and lead to consumer loyalty.

A non-probability convenience sample of 476 online bank users (248 click-and-mortar and 230 internet-only bank users) was used in this study. An online survey was conducted. Structural equation modeling and multi-group analysis were used to analyze the data.

Findings suggest that e-trust and e-loyalty levels depend on the e-banking structure. Click-and-mortar-based online users were found to have more trust and loyalty in their online banks than internet-only bank users. Findings demonstrate that website features are evaluated differently according to the e-bank structure. Information design and interactivity are very important for internet-only banks, and their effect on online trust seems to be higher. On the other hand, website personalization was evaluated as more important for click-and-mortar banks and had a stronger impact on online trust.

To promote the trustworthiness of their websites and retain customers, internet-only banks should make the experience more tangible for users by developing a pleasant online experience. Personalization is an important variable that can enhance the consumer’s engagement with the brand. Click-and-mortar banks should enhance their interactivity by providing a continuous and consistent experience across different channels of distribution whether online or in-person and provide more interactive tools on their websites.

This study contributes significantly to the marketing research literature related to consumer trust as well as to the electronic banking literature. It is the first study to compare customers of click-and-mortar banks with customers of internet-only banks when evaluating website features. It also explores the impact of the e-bank model on the relationship between website features and online trust and customer loyalty.

The motivation for this paper arises from the evolution of the e‐commerce which has provided new means for retailers to serve customers. Pure e‐tailers and clicks‐and‐mortars are two business models of this new paradigm. It aims to study the particularities of pure e‐tailer (Amazon.com) and clicks‐and‐mortars (Walmart) with special focus on their dot com supply chains.

Strengths, weaknesses, oppositions, threats (SWOT), the Five Forces Model and Financial Performance Metrics analyses were used to draw comparisons and contrasts between Walmart.com and Amazon.com supply chains.

The paper finds that both companies serve their customers effectively through their efficient supply chains; however, due to the infancy of e‐commerce, both business models still face important challenges.

Amazon.com and Walmart.com have different supply chain models, as well as, strengths and weaknesses. They both face the same opportunities and threats as the e‐commerce industry grows rapidly. Analysis shows how lessons from one business entity can be applied to the other in order to bring even more efficiencies to both e‐tailers’ and clicks and mortars’ supply chains.

The purpose of this study is to examine the consumer shopping channel extension focusing on attitude shift from offline to online store with a theoretical approach.

Two hundred and sixty two students in a large US midwestern university participated and provided usable survey responses. Structural equation modeling was employed to test hypotheses and the modified theory of planned behavior in the online retailing environment.

The results showed that attitude toward the offline store was a significant predictor of attitude toward the online store. In addition, search intention for product information via the online store was the strongest predictor of consumer's purchase intention via the online store as well as a mediating variable between predictor variables and purchase intention.

The sample of this study was slightly biased by gender and age. Female college‐aged consumers were the majority. This demographic group is, however, meaningful to investigate for apparel multichannel retailers due to the strong consumer demand and buying power.

This paper offered a theoretical framework to understand and predict the consumer shopping behavior in the multichannel retailing setting. In addition, the present paper contributed to the academia by expanding the theory of planned behavior and online prepurchase intentions model.

Acceptance and use of mobile shopping as the preferred shopping medium is becoming the new normal today. The proliferation of mobile shopping practices follows unsteady growth patterns in different countries. Despite challenges of price, quality and privacy matters, young consumers still lead the race to engage in mobile shopping activity in developing countries. This research investigates the determinants that either support or hinder the mobile shopping intentions of aspirant young consumers in Pakistan.

The present research applies a consumer-centric approach to the technology adoption framework to unearth the behavioral patterns of these young consumers in Pakistan. Employing the structural equation modeling technique, this research examines the significant effect of structural assurance, perceived risk, trust and various unified theory of acceptance and use of technology (UTAUT) model constructs on behavioral intention to engage in mobile shopping.

This research examines the significant effect of structural assurance, perceived risk, trust and various UTAUT model constructs on behavioral intention to engage in mobile shopping. Results also demonstrate a significant moderating effect of structural assurance and prior shopping experience on the relationship between perceived risk, trust and mobile shopping intentions. Further, the mobile shopping patterns for the male and female segment indicate a significant difference for perceived risk, trust structural assurance and social influence. The research contributes to the growing body of knowledge which advocates the application of consumer-centric customized model approach to explore various factors that either facilitate or impede the adoption of mobile shopping in a developing economy.

The study validates the need to enforce structural assurance mechanism for facilitating mobile shopping in a developing country. It also offers practical implications for online businesses and marketers striving to attract and retain more mobile customers.

The study offers practical implications for online businesses and marketers striving to attract and retain more mobile customers.

This study offers fresh insights about driving elements and impediments of mobile shopping behavioral intentions. Structural assurance and prior shopping experience appear to influence the mobile shopping behavior through direct and indirect effect.

Innovations in technology and evolution of internet elicited the usage of technology and internet during the shopping process of consumers. Changes in consumer shopping processes opened doors for shifts in consumer buying behavior. As a result of the variations in consumer buying behavior, retailers formed new channel structures to fulfill customer requirements. New channel structures created different retailing formats and enhanced the complexity of retailing processes. As the complexity of retailing processes increased, complexity of consumer shopping behavior increased as well. In this sense, multichannel retailing emerged and expanded all around the world and paved the way for omnichannel retailing. Transformation of multichannel retailing to omnichannel retailing created two different shopping forms as: Showrooming and Webrooming. In this chapter, showrooming and webrooming concepts will be studied and the complementarity dimensions of these concepts will be explained in detail.

The focus of this study is on how online-only retailers, known as pure-play e-retailers, leverage e-commerce platforms to identify and pursue market opportunities. Through the perspective of entrepreneurial marketing, this study aims to explore the influence of e-commerce technologies on the decision-making process of entrepreneurial marketing. This exploration is conducted via a case study of pure-play e-retailers based in China.

This study utilised a qualitative case study methodology to examine the complex processes of entrepreneurial marketing in an online environment. The study gathered detailed insights from both owner-managers and staff members of eight pure-play e-retail businesses. Additionally, the research involved a careful review of the firms' webpages and social media pages. This holistic approach facilitated a comprehensive understanding of their marketing strategies and practices.

The case study findings indicate that while many core aspects of entrepreneurial marketing remain important, there are distinct factors influencing the entrepreneurial marketing decision-making in the online marketplace. The online EM framework can be visualised as follows: (1) trend-orientated as well as innovative-orientated (2) data-orientated and entrepreneur-orientated (3) innovative-driven customer stimulation (4) orientated towards both platforms and proactiveness.

The paper provides an initial understanding of how digitalisation is enabling and transforming entrepreneurship in companies with high level digitalisation but low level digital development. Building on current entrepreneurial marketing literature, this paper develops an online entrepreneurial marketing framework to enhance understanding of the interaction between e-commerce technology and entrepreneurial marketing decision making.

To examine shopping orientation, information search, and demographics of multichannel customers in comparison to traditional single channel customers.

A questionnaire was used to assess research variables and mailed out to 10,000 individuals in South Korea who were randomly selected from a purchased national database. A total of 2,926 usable questionnaires were returned for a 29 percent response rate.

Shopping orientation, information search, and demographics differentiated shopper groups: single‐channel offline users, single‐channel online users, multichannel offline users, and multichannel online users.

A lack of theoretical approaches, a direct self‐assessment for store choice behavior, and duplicated measures for independent and dependent variables perhaps limit its usefulness.

Provides guidance to global retailers who plan to pioneer new markets with multichannel retailing strategies. Shopping orientations, perceived usefulness of information sources, and demographics can be effectively used to identify target markets in Korea.

This study first explored Korean consumer profiles in the context of multi‐shopping channels and added valuable empirical findings to the current limited literature in multichannel retailing in the international market and to help global retailers identify consumer segments based on channel choice behavior.

This paper seeks to explore antecedents for online success and conceptualizes the stages by which a small‐sized “pure‐player” has achieved profitable and sustainable e‐retail in the fashion sector by utilizing a multi‐niche strategy involving an e‐portfolio of five fashion‐related cyberstores.

This qualitative critical‐case utilizes the in‐depth interview technique and rich thematic data analysis to provide insight into e‐retail development, with conceptualizations inductively developed from the data. Findings are linked to business growth, e‐business strategy, portfolio management and entrepreneurship literatures.

Findings identify a staged, evolutionary approach to transactional cyberstore development and outline 20 key factors for e‐retail success. The “web‐weaving” process is conceptualized: this strategic “e‐portfolio management” approach identifies a multi‐niche opportunity for e‐retail, which spreads risk, maximizes revenue streams, utilizes knowledge economies/synergies across multiple‐web sites, promotes customer added value and offers potential for competitive advantage and sustainability for the smaller‐sized e‐retailer.

This is an in‐depth study of a single, long‐standing e‐retailer maintaining superior retention levels across an international customer base. That this enterprise bucks current trends by surviving (when 75 per cent e‐retail ventures fail) adds validity to web‐weaving as a sustainability strategy. Future research should explore this phenomenon within a wider inter/intra‐niche context to further contribute to the enhancement of e‐retail strategic marketing/enterprise development.

Implications indicate that a (niche) e‐portfolio strategy is perceived as defensible, from an owner‐director perspective, for sustaining a fashion e‐retail enterprise. Targeting multiple‐niches via “web‐weaving” provides a clear route to critical‐mass and sustainability, which could prove a valuable lesson for many small e‐retailers – potentially providing a framework for internet‐strategy development in other marketing domains.

This research presents a rich picture of how an e‐retail enterprise, in a highly competitive/dynamic market, can develop and sustain transactional e‐business over the longer‐term – presenting obvious implications to SME retail/marketing management.

Whilst the events of 2000 and 2001 would appear to have reduced significantly the attractiveness of e‐commerce as a viable source of revenue growth for retailers, writing off electronic distribution channels may be premature. Growth in online transactions in, for example, the USA and the UK – whilst slower than commentators had predicted – is nevertheless encouraging. Retailing appears to be polarizing between those willing to embrace e‐commerce for longer‐term benefit and those for whom e‐commerce is not seen as a desirable route to growth. The indirect, informational effect of the Internet on the consumer buying process and the perception of retail brands is a further consideration for those contemplating multi‐channel futures. Finally, the article illustrates that the integrative challenges of multi‐channel retailing are capable of being resolved in more than one way.

Whilst increasing numbers of firms have launched themselves on the Internet, evidence suggests that they are doing this without any consideration of the strategic implications of developing, implementing or running a Web site. Adopting a strategic perspective, the aim of this paper is to critically examine the potential growth opportunities of on‐line retailers together with identification of consumer value a Web site may offer. In being accountable to their shareholders, these firms’ efforts must make a profit. For those wishing to recoup their investments in a short time frame, it seems that putting funds into e‐commerce firms is not recommended. Rather e‐commerce is for long term play.