European Retail Research

1. Front Matter

   Pages I-VII

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2. Interactive Web 2.0 Applications in the Multi-Channel Marketing for Retailers

   • Dirk Möhlenbruch, David Elias Blunck, Falk Ritschel

   Pages 1-25

3. How to Maintain a Process Perspective on Retail Internationalization: The IKEA Case

   • Anna Jonsson

   Pages 27-49

4. Trade Credit Periods in Retail Commerce for Products of Mass Consumption: An Application to Spanish Legislation

   • Javier Oubiña, Jaime Romero, María Jesús Yagüe

   Pages 51-70

5. Customer Satisfaction with Loyalty Card Programs in the Austrian Clothing Retail Sector - an Empirical Study of Performance Attributes Using Kano’s Theory

   • Eva Walter, Claudia Steyrer, Stefan Wiesel

   Pages 71-95

6. Clustering Customer Contact Sequences - Results of a Customer Survey in Retailing

   • Sascha Steinmann, Günter Silberer

   Pages 97-120

7. The In-Store Antecedents and Consequences of Perceived Shopping Value for Regularly Purchased Products

   • Wolfgang Weitzl, Robert Zniva

   Pages 121-148

8. Strategic Differentiation in the Japanese Convenience Store Business. The Example of Lawson’s Format Variation

   • Ari Huuhka, Nobutoshi Shimizu, Martti Laaksonen

   Pages 149-172

9. Retailing in the United Kingdom - a Synopsis

   • Steve Burt, Leigh Sparks, Christoph Teller

   Pages 173-194

10. The Danish Retail Market: Overview and Highlights

    • Jesper Aastrup, Mogens Bjerre, Niels Kornum, Herbert Kotzab

    Pages 195-222

The discussion about Multi-Channel-Systems in retail business might not be new - but it has gained momentum against the background of consolidations and mergers, the devel- ment of information and communication technologies (ICT) and experiences of disillusi- ment with pure e-commerce players (Dohmann et al. 2002; Barth et al. 2007). This is additionally evidenced by the increasing number of academic publications and the gain in importance of multi-channel distribution in retail-practice - where many pure e-players have augmented their structure of distribution with alternative channels (Tang/Xing 2001; Schögel et al. 2004). Despite the lively discussions on the part of academic researchers and the growth of experience in practice, there is still an unsatisfactorily low level of knowledge - which might be the reason why companies often fail in the realization or achieve only suboptimal levels of channel in- gration - even though the domination of multi-channel companies in the B2C e-commerce s- tor (with the exception of a few companies, e. g. eBay or Amazon) implies a great potential for success (Hudetz/Baal 2005; Emrich 2008). For this reason most authors seem to agree upon the potential as well as the relevance of multi-channel distributors. Hudetz/Baal identify mul- channel companies “a good starting base to get even more dominant in the future” (Hudetz/Baal 2005, p. 136). Emrich agrees that multi-channel strategies might become “crucial to survive” (Emrich 2008, p. 1), and Ahlert/Hesse (2003) substantiate with empirical studies the preference that customers have for multi-channel distributors.

• European Union (EU)
• Retail
• Retail Management
• distribution
• retail executives
• retail research
• retail researchers
• retailing

Prof. Dr. Peter Schnedlitz, Vienna University of Economics and Business Administration, Austria

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