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This chapter reports the findings of a large-scale study investigating the issues that arise when firms introduce a new Internet channel. Our analysis offers three key contributions. First, we provide a framework to guide firms in anticipating and understanding the unique challenges of introducing an Internet channel. Second, we present a menu of alternatives to address these challenges. Finally, we pose a series of questions which identify which solutions are most appropriate given the particular market and firm context.

The direct marketing retailers have traditionally provided mail order and call center channels. In the emergence of Internet channel, the direct marketing retailers have reported a large increase in the use of Internet channel, and some have encouraged the customers to use the Internet channel more than other channels due to potential cost savings for the firm. However, over a decade of Internet usage, the traditional Call Center channel has not disappeared in the direct marketing industry. This study is motivated by this observation and incorporates the variables that capture the benefits of using different channels in the multi-channel choice model.

We apply the proposed model to a transactional database from a direct marketing retailer that operates multiple channels. Our empirical result shows that the multi-channel choice model that incorporates the channel benefits has stronger channel share prediction power than the model without. It further shows that consumers are more likely to choose the Internet channel when the consumer has low perceived risk and high experience and familiarity with the purchase, but they are more likely to choose the Call Center when the consumers have high perceived risk and low experience and familiarity.

Internet + and Electronic Business in China is a comprehensive resource that provides insight and analysis into E-commerce in China and how it has revolutionized and continues to revolutionize business and society. Split into four distinct sections, the book first lays out the theoretical foundations and fundamental concepts of E-Business before moving on to look at internet+ innovation models and their applications in different industries such as agriculture, finance and commerce. The book then provides a comprehensive analysis of E-business platforms and their applications in China before finishing with four comprehensive case studies of major E-business projects, providing readers with successful examples of implementing E-Business entrepreneurship projects.

Internet + and Electronic Business in China is a comprehensive resource that provides insights and analysis into how E-commerce has revolutionized and continues to revolutionize business and society in China.

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

The objective is to extend the concept of purse parties introduced by Gosline (2009) and to explore the phenomenon of counterfeit consumption through the in-home “purse parties” channel. The authors seek to reveal themes from the depth interviews and build a consumer typology reflecting attitudes toward purse parties and counterfeit luxury products.

The method is a qualitative phenomenological approach. Authors assessed attitudes toward purse party attendance and counterfeit goods – along with any subsequent behavioral intentions or behaviors. Authors addressed the objective using depth interviews among 28 women.

Findings included five emerging themes: distinctness of in-home consumption settings, obligatory attendance, social engagement, curiosity, and disregard for legalities of counterfeit consumption/disdain for purse parties.

The sample primarily consists of female colleges students and is not representative of all consumers. Due to social desirability bias and the controversial nature of counterfeit consumption, informants may have struggled to provide honest responses.

Research implications suggest potential increases in purse party events and consumption due to informant’s blatant disregard for the legalities of the practice, and interests in social engagement, intimacy (exclusivity), and curiosity.

The main contribution is a typology representing four types of purse party consumers: loyal, curious/social, skeptic, and disengaged. This proposed typology stems from the aforementioned themes uncovered. Further, authors identify the social implications of in-home purse parties and underscore the significance of an under-investigated purchase channel.

As the world moves toward globalization, new trends and applications are on the rise as an attempt to meet the ever-changing needs of consumers. In this sense, new technologies have been introduced as a means to differentiate the product and service offerings along with some emerging retailing perspectives. It is obvious that omnichannel retailing is cited as one of the emerging trends in marketing. In this globe, customer experience management plays a crucial role in establishing sustainable omnichannel retailing strategies. Considering all the variables in the business environment, it is seen that effective tools of omnichannel operations should well be implemented as a response to effectively compete in the business environment. This chapter reveals some of the major literature and applications in the context of omnichannel retailing whereby the most concern of interest is given to the importance of customer experience and its formation.

Internet + and Electronic Business in China is a comprehensive resource that provides insight and analysis into E-commerce in China and how it has revolutionized and continues to revolutionize business and society. Split into four distinct sections, the book first lays out the theoretical foundations and fundamental concepts of E-Business before moving on to look at internet+ innovation models and their applications in different industries such as agriculture, finance and commerce. The book then provides a comprehensive analysis of E-business platforms and their applications in China before finishing with four comprehensive case studies of major E-business projects, providing readers with successful examples of implementing E-Business entrepreneurship projects.

Internet + and Electronic Business in China is a comprehensive resource that provides insights and analysis into how E-commerce has revolutionized and continues to revolutionize business and society in China.

This article focuses on Brazil’s migration to digital television. It shows how, in the case of Brazil, unicasting solely reflected the interests of commercial broadcasters. Comparing Brazil to France and the United Kingdom, it explains why the European choice for multicasting is one of the reasons for the success of digital television penetration in these two countries.

By analyzing viewing shares and the financial relevance of the public broadcasters, BBC, and France Televisions, to the national broadcasting spaces, the study concludes that these European traditional broadcasters profited from digital television, despite their exposure to a more competitive environment.

As I will discuss, the model chosen in Brazil continues to hamper Public Service Broadcasting (PSB) and national audiovisual industries’ developments, as well as slowing digital take-up. In Brazil, public broadcasting continued to play a marginal role in the national broadcasting space and the audiovisual market, concentrated in a few local companies.

The findings of this comparative study, developed from a political economy perspective, provide important insights into both Brazilian and European telecommunications policy.

Nowadays companies are constantly changing their retail settings and strategies to keep up with technological developments and consumer needs. Digital transformation enabled one’s shopping experience to be more efficient in terms of money, time, physical effort and other elements that determine the price a consumer has to pay. Channels of communication and distribution have evolved, increased in number and also became integrated. Mobile devices, mobile applications and location services help consumers in their shopping journey. These developments have led us to a new concept called omni-channel management. In theory, the omni-channel refers to a single and unified channel experience with multiple touchpoints, which include physical stores, online stores and direct marketing; mass communication channels (television, radio, print media, C2C, etc.), online channels (social media, search engines, comparison sites, e-mail, display etc.) and mobile channels (SMS, branded apps, etc.). Some examples of omni-channel practices are click-reserve, click-collect, tablets as in-store sales tools, in-store product order through mobile apps, etc.

In this chapter, the latest trends in marketing channels are discussed with enabling digital technologies and relevant success factors. Challenges and opportunities in implementing omni-channel strategies and several omni-channel initiatives from Turkey are reported.

A research was employed to present consumers’ preferences of touchpoints/channels for search, payment and delivery, and to find out the drivers that lead consumers to use more than one channel simultaneously and/or interchangeably in a buying process. The results will guide the readers to understand consumer behaviour in the new omni-channel world.