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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 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.

This study aims to focus on the Artificial Intelligence of Things (AIoT) course. As AIoT has many theoretical theories and students usually have little interest in learning the protocols, the experiments can help stimulate their curiosity. Due to the environmental factor, the teaching requires assistive videos and Problem-Based Learning (PBL) to understand students' learning conditions.

The experimental design generally follows the course theories going from easy to complex, and students can extend the acquired concepts to other project development, yet, without in-depth knowledge about the experiment, resulting in limited creativity.

The assessment analysis can reveal whether students have grown from the teaching. The final analysis at the end of the term can show learners' conditions; meanwhile, students can deliver their level of satisfaction. The click-and-mortar teaching environment provided in this research can improve learning setting and quality, solidifying learners' proficiency.

The research result has proved the feasibility of the proposed method. Apart from showing the experimental steps, the video also explains the corresponding theories, helping students reinforce experimental knowledge and boost learning willingness.

The rapid growth of the solo economy in the Asia-Pacific area indicates an economic transition. In East Asia, solitary households are growing along with low marital rates and birth rates under high economic pressure. Because of these population changes, malls must provide good quality service to meet the specific needs of solitary households and social households. The paper aims to discuss this issue.

In this study, relationships among service quality, customer satisfaction (CS), perceived value, corporate image and customer loyalty were compared between social and solitary customers of Taiwan click-and-mortar malls. The effects of five service quality dimensions on CS and customer loyalty were investigated by structural equation modeling.

The analytical results show that all hypothesized relationships among factors were supported with the exception of the impact of perceived value on satisfaction and the impact of the corporate image on satisfaction. Additionally, the comparison between solitary and social customers showed that service quality, corporate image and customer loyalty have strong relationships without differences between both kinds of customers. Solitary and social customers only differed in the impact of perceived value on loyalty.

The managerial implication of this study is that, to satisfy both social and solitary customers and to increase their loyalty, Click-and-mortar malls (CAM malls) should apply different service quality strategies for social and solitary customers. To satisfy both types of customers, a strategy for increasing visible cares should be applied in social customers, and a strategy for increasing the perception of reliability, assurance and visible cares should be applied in solitary customers. To enhance the loyalty of solitary customers, a CAM mall should enhance the value perceived by solitary customers, which can help CAM malls increase the loyalty of solitary customers in the solo economy.

The solo economy is a hot topic in East Asia because the issue of solo economy impacts the market. A CAM mall must evolve its business to attract solitary customers. However, no studies compared perceived quality, satisfaction, perceived value, corporate image and loyalty between solitary customers and social customers. This study is the first study investigated the business model of CAM malls.

This study seeks to explore the idea that consumers select a particular shopping mode – i.e. bricks and mortar versus online outlet – based on their perceptions about whether a product or service is best bought from one or the other. It aims to posit that this perception is associated with the importance allocated to various shopping motivation dimensions.

Data for this study were collected using a self‐administered mail survey from 689 internet‐enabled US households. They represent a 28 percent response from 2,500 households that received the survey. Extensive non‐response analysis ruled out serious bias in the data.

The results from this empirical study suggest that different shopping motivations indeed influence perceptions of service type and shopping mode congruence differently. In addition, the results also suggest that services are more likely to be associated with the online shopping mode, whereas more tangible products are likely to be associated with bricks and mortar stores.

The findings have significant implications for services retail managers of both bricks and mortar and online service outlets in the areas of segmentations, targeting, and retail mix strategies. Apparently, consumers also tend to group related services or products into homogeneous shopping baskets based on their perception of congruence between the product or service and the shopping mode – online versus bricks and mortar store. These findings should help a manager plan for retailing mix strategies, catering to various shopping motivation dimensions, thus enhancing consumer satisfaction. In addition, the results hold important implications in the areas of segmentation and targeting decisions.

Click and collect (or grocery pickup) represents a growing part of the channel strategy of traditional off-line retailers. The aim of this study is to understand how customers develop their perceptions toward this new channel. In other words, what are the key factors explaining the long-term value creation for each “click and collect” system depending on consumers’ profiles?

On the basis of a quantitative survey of 479 respondents, this research uses confirmatory analyses based on the partial least square path modeling.

Based on the structural model, the study finds that the customers’ relations, website and pickup station are the most important factors creating value for customers whatever the internet grocery shopping model. The global conceptual model has been implemented under many variations to test the age effect and the kind of click and collect model. It is made evident that customers’ benefits vary regarding the kind of click and collect model and the age of customers.

This research allows a better understanding of the performance of the click and collect system by looking at the key factors that maximize the customers’ value and those that decrease it. Results precisely show variations of those factors according to the customer’s profile and the click and collect model.

This quantitative paper studies customer behaviors toward their usual retailer and their relationship with them. To do so, segmented approaches of the causal model are retained to provide specific recommendations.

This paper aims to profile the potential impact of shopping malls in the United Arab Emirates (UAE) – a country renowned for its hedonic consumption.

The approach is based on a combination of personal observation and review of media reports on the duality (bricks‐and‐mortar versus clicks) of investments in UAE retail space.

Initial observations of developments in the UAE shopping landscape provide compelling evidence to suggest that online shopping (etailing) is unlikely to match the hedonic consumption patterns such as major bricks‐and‐mortar investments in shopping malls (the Dubai Mall is not only equipped with an aquarium, a cinema, and a zoo, but also has an on‐site hotel).

The findings highlight two key challenges that would require further investigation. First amongst these is how to transform the identified entertainment aspects epitomised by the hedonic attributes of UAE shopping malls into generating “real profits” for retailers. Second is to establish how to reconcile the conflicting etailing investments in the country with the fast paced bricks‐and‐mortar developments – both running into millions of dollars.

This paper is one of the very few on the retail sector in the UAE and perhaps the first that examines this sector in the light of hedonism versus utilitarianism.

The purpose of the paper is to examine the benefits delivered to traditional retailers from using shopping portals as their entry mechanism to the online trading environment. The paper also aims to highlight the possible drawbacks inherent in such an approach.

A case study approach was used with an online portal, combining documentary analysis and semi‐structured interviews, using a team‐based interviewing approach. This facilitated the development of a multi‐layered picture of the organisation.

Using a shopping portal delivers several benefits to traditional retailers in terms of marketing synergies, site traffic generation, access to web site management and fulfilment services, and the ability to offer customers a multi‐channel retailing experience. Drawbacks may include partner interdependence and turnover, restricted organisational learning and restricted delivery capabilities.

Highlighting the benefits and drawbacks of shopping portals generates guidelines that traditional retailers can consider to help them decide whether such portals are the right choice for their individual firm or not.

This paper expands the literature on the phenomenon of the online portal by demonstrating its potential as a mechanism for traditional retailers to engage in electronic retailing.

As the operational entity of China Yiwu Commodity Market, Yiwugou is designed to integrate online and offline business to upgrade the physical market by relying on and serving the physical market. It aims to highlight Yiwu Market where every physical shop is related to an online shop, thus protecting honest trade. The strong support from more than 70,000 physical shops owned by Yiwugou ensures the first-hand supply that poses a problem for most e-commerce merchants, and equips Yiwugou with competitive advantage. In terms of marketing, Yiwugou is now aiming at commodity markets across the country through the “Center Plan”, and advertising in public space such as airports. Relying on physical market, Yiwugou Hall distributes commodities with Yiwu's features and superior sources of goods to other places, and connects local market players to Yiwu market, establishing an unobstructed supply channel.