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The purpose of this paper is to identify how pure‐play fashion retailers can simulate attachment to their web sites (through trust, loyalty and purchase intentions) by using different communication mediums (static image, moving image, and text/image combination) to overcome the intangible nature of the online sales environment.

Confirmatory factor analysis and structural equation modelling using AMOS 16.0 are used to test 12 hypothesized relationships generated from the literature review. A sample of 688 female young fashion consumers from The University of Manchester participated in this study.

There is a clear difference in the build up of attachment when a consumer shops for products communicated via a static or moving image. Static images have direct relationships with trust and purchase intention, whereas moving images are related to building loyalty. Analysis shows that product recommendations (using a combination of text and image) are found to be directly related to developing consumer trust and loyalty towards a pure‐play fashion retailer.

Generalisation of results is limited due to the use of a student sample and the focus on the UK fashion industry. Further development of the constructs used in this study is needed to further test the conceptual model.

The study is one of the first to empirically study pure‐play fashion retailing, providing insightful and pragmatic advice by identifying which communication mediums foster trusting and loyal relationships with consumers.

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 investigate if consumer online patronage is influenced by product category and online store type.

Building on the prior work in this area by the authors and other researchers the study collected data in two phases to investigate the study hypotheses.

The study results suggest that consumers' online patronage is differed based on product type. Interaction effects of the online stores and product type were significant too. Additionally, the rank order of importance of the Internet attribute varied among the three types of online retailers.

The study results should be replicated in other markets. Future studies may also include a variety of different types of online outlets to improve the conclusiveness of the findings reported in this study.

The results should be of interest to the online retailers in choosing the types of merchandise and services to emphasis in the retailers marketing program.

The paper should be of interest to academicians as well as practitioners as it contributes to the small but growing literature in the area of online retailing. It adds to the literature on the product classification paradigm as well as offers practical guidelines for managers.

Considers reasons for failure among pure play Internet grocery retailers. Notes that two factors seem to be significant. First, they did not achieve anything like a competitive advantage over the traditional “bricks and mortar” food retailers on those dimensions that drive the consumer store/channel choice process. Second, they did not develop a business model that reaches profitability, perhaps ever. They apparently did not foresee that total operating costs per customer were substantially higher for Internet grocery retailing than for “bricks and mortar” grocery stores, and that this new channel would have to charge consumers substantially more to reach breakeven operating levels. In fact, many pure play Internet grocers tried to price competitively against traditional food retailers and as a result, did not even cover variable costs. Hence, the more they sold, the more they lost. Eventually, they ran out of cash and were unable to raise additional monies in the market. Finally, there is some evidence that Internet grocers dramatically overestimated the size of the market for grocery shopping from the home. In the final analysis, pure play Internet grocer retailers appeared sexy and were hot for a short period of time because of the romance of the Internet. In fact, they were nothing more than fancy grocery delivery companies – which have never made money in the mass market and probably never will.

Cost estimation is a major concern while planning projects on public–private partnership (PPP) terms in developing countries. To bridge the gap of the right approximation of cost of capital, this study aims to sermon a significant role of investor’s risk perception as unsystematic risk in PPP-based energy projects.

To investigate the effective mechanism of determining cost of capital and valuing the capital budgeting, a pure-play method has been acquired to measure systematic risk. In addition, dynamic conditional correlation (DCC) and generalized autoregressive conditional heteroscedasticity (GARCH) models have been applied to calculate weighted average cost of capital.

Initially, a joint cost of capital of energy-related projects has been calculated using DCC-GARCH and pure-play method. Investors risk perception has been discussed through market point of view using country risk premium modeling. Latter yearly betas have been calculated using DCC signifying the final outcomes that applying a dynamic model can provide a better cost estimation in emerging economies.

The findings are implicating that due to the involvement of international investors, domestic risk is linked with country risk. In such situations, market-related information is a key factor to find out the market performance, helping in the estimation of cost of capital through capital asset pricing model (CAPM). High dynamic nature of emerging economies causes an impediment in the estimation of cost of capital. Consequently, to calculate risk in dynamic markets, this study has acquired DCC model that can predict the value of beta factor.

Study contributes to the body of knowledge by addressing an important issue of investor’s risk perception and effective implication of CAPM using pure-play and DCC-GARCH when data is not promptly available in dynamic situations.

This exploratory study examines fashion retailer use of Web sites of retailers operating within the UK. A survey of 990 fashion retailers was undertaken, 780 of which have a registered domain name. A content analysis of their Web sites took place in order to examine: first, retailer characteristics in terms of product focus, marketing positioning, operational structure type and Web site functionality; and second, to establish whether a relationship exists between online levels of involvement and specific fashion retailer characteristics. Results indicate that a high number of those surveyed (78.7 per cent) had registered a domain name and over half of those who had registered, had a Web site that was transactional. Fashion designer retailers predominantly use their Web sites as an informational tool. Whereas transactional retailers were predominantly made up of product specialist retailers who were multiple, independent, mail order or pure play retailers. In conclusion it is product specialists who have greater levels of involvement in e‐commerce.

The capital asset pricing model has fundamentally changed the way finance is taught and practiced since its development in 1964. However, one problem with the use of the model is estimating the systematic risk of untraded assets. Academics and practitioners have dealt with the problem by using traded assets as “proxies” for the untraded asset. Some academic research has attempted to measure the validity of this technique using the average difference in the true beta of a traded firm and the “proxy” beta using a sample of similar firms. The paper aims to discuss these issues.

However, the use of the average difference across a number of comparisons is not necessarily useful to a practitioner. This paper examines the absolute difference between a firm’s unlevered beta and a proxy beta calculated using the formula given in Hamada, 1972, and the pure play method.

The authors find that the estimates are not reliably close to the true value. Using both deciles of relevant variables and a matching method similar to that used by practitioners, the authors examine a variety of different characteristics to identify similar firms.

However, the authors do not find any matching criteria that improves the absolute error of the estimate to a level, the authors believe would be acceptable to practitioners attempting to measure cost of equity capital for their untraded firm or asset. The authors conclude that managers should use pure play estimates of asset beta with caution. More research should be done in order to identify a better way for managers of untraded firms or assets to proxy their systematic risk.

The purpose of this paper is to examine the online retail banking industry and determine if there is evidence that online banking will be a dominant player in the financial services retail marketplace.

An analysis of 22 banks is conducted and it is determined that the barriers to entry that are identified may not be enough to prohibit a substantial number of entrants into the marketplace.

Using Porter's five‐force model to conduct the industry analysis; online banking is still in its infancy, although with great potential. According to FDIC, while approximately 40 percent of the 10,623 banks and thrifts in the US market have a website, only 376 offer transactional internet banking at the time of the study. About 30 internet‐only banks or a pure‐play format operate in the USA. All of the web‐only banks in the USA combined have about 250,000 depositors, out of the nearly six million customers who have stated that they do significant banking activities over the internet.

Owing to the different types of potential suppliers, the suppliers in the online‐banking industry do not appear to have as big a bargaining power in this industry as they would in another industry. Buyers, however, hold the keys to success in the online‐banking industry. Buyers do not need the product that is offered due to the many substitute products available in the market.

In the end, the rivalries among banks lead them to differentiating their internet banking products which is what will afford one bank to have a competitive advantage over the rest of the market.

The purpose of the paper is to provide a business model design reference framework for mobile platform providers, the platform vendors and technology enablers of the mobile content market. The framework aims at identifying the most critical choices – i.e. design parameters – to be made at a business model design level for a MPP, and at explicitly assessing their strategic implications.

The research design integrates a twofold literature review on MPPs definitions and on business model design state of the art, with an in‐depth analysis of significant cases performed through a multiple case studies methodology: through 72 semi‐structured interviews to top managers, 24 companies were analyzed.

The findings allow to infer that some key business model parameters described by the existing literature – in particular, Osterwalder and Ballon – can be applied to MPPs' business model design process, while other original and actor‐specific building blocks emerge; furthermore, a first taxonomy of three noteworthy business models currently adopted by MPPs – “pure play”, “full asset” and “platform & content management” – is identified, associated respectively to three underlying strategic patterns: “stay on core”, “grow, wait and see”, and “aggressive downstream”.

The research presents a firm‐specific reference framework, which, however, does not focus on the potential different performances coming from alternative design parameters selection. Future works may concentrate in developing comparative or “benchmarking” analysis among the different business models depicted through the taxonomy, in order to explain any differential in firms' performances originated by alternative design parameter choices.

The findings can support a wide set of stakeholders – either first movers or newcomers in the mobile industry – in their strategic and business model design choices.

The paper's value for researchers can be brought back to its descriptive, normative and validating contribution to value network and business model design theories, with specific reference to the rising role of mobile platform providers. Value for practitioners lies in the creation and provisioning of a “reference framework” capable of supporting the decision making process concerning business model design, as it presents strong ties between business model parameters and strategic implications.

The purpose of this study is a comparative analysis of two electronic grocers, one success and one failure, in order to attempt to identify the critical success factors that contributed to their different performances.

Four aspects of each company's operations are explored and compared in this side‐by‐side case study. The foci of this study are strategic management, logistical infrastructure, information technology deployments, and marketing strategies.

The success of Peapod was the result, in general, of application of good strategy and knowledge about the opportunities provided in e‐commerce. Webvan's failure, in general, was attributable to the design of its logistics system, the misunderstanding of the capabilities of information technology, and ineffective marketing.

This study investigates only two online grocers, and the lessons learned in this comparative case study may not be applicable to other types of online business.

This paper provides insights into successful retail e‐commerce operations through the comparison of successful and unsuccessful firms in a specific business. From the analysis, businesses and individuals who are considering the future of e‐commerce for their enterprise should better understand the factors that contribute to success and failure in a pure‐play environment.

Several studies have investigated how internet businesses function, and how the customers of online businesses differ from traditional business customers. Some studies have offered comparisons of differing levels of performance within a specific e‐business; however, this report investigates the reasons for the success and failure through its comparative analysis of specific managerial activities.