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Journal articles on the topic 'Brick and Click'

Author: Grafiati

Published: 4 June 2021

Last updated: 6 February 2022

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1

Miller, Andrea. "Brick and Click Libraries." Serials Review 38, no. 2 (2012): 149–52. http://dx.doi.org/10.1080/00987913.2012.10765444.

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Cox, Christopher. "Brick and Click Libraries Symposium." Library Hi Tech News 22, no. 10 (2005): 7–8. http://dx.doi.org/10.1108/07419050510644310.

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Davis, S. Kirsten. "2009 Brick and Click Libraries Symposium." Serials Review 36, no. 2 (2010): 122–24. http://dx.doi.org/10.1080/00987913.2010.10765296.

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Miller, Andrea. "2010 Brick and Click Libraries Symposium." Serials Review 37, no. 2 (2011): 132–35. http://dx.doi.org/10.1080/00987913.2011.10765367.

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5

Marmol, Mage, and Vicenc Fernandez. "Trigger factors in brick and click shopping." Intangible Capital 15, no. 1 (2019): 57. http://dx.doi.org/10.3926/ic.1364.

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Purpose: The goal of this research is to describe the customer’s purchase path in different shopping channels and to identify which are the trigger factors that motivate the choice of every shopping channel. The description of the factors that motivate this seamless experience across all channels will provide brands with knowledge about how to improve their strategic approach to engagement, belonging and retention of customers.Design/methodology/approach: This paper builds propositions about the trigger factors for shopping channel choice based on thirty reports from the main consultancy compa

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Toufaily, Elissar, Nizar Souiden, and Riadh Ladhari. "Consumer trust toward retail websites: Comparison between pure click and click-and-brick retailers." Journal of Retailing and Consumer Services 20, no. 6 (2013): 538–48. http://dx.doi.org/10.1016/j.jretconser.2013.05.001.

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7

Jasrotia, Sahil Singh, H. G. Mishra, and Surabhi Koul. "Brick or Click? Channel Choice Disruptions in Travel Industry." Asia-Pacific Journal of Management Research and Innovation 15, no. 1-2 (2019): 16–26. http://dx.doi.org/10.1177/2319510x19829308.

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In the current era of digital infusion, customer behaviour is highly fluctuating. This has resulted retailers to be in a confused situation. The current need of the situation is to understand this change in customer behaviour and strategise accordingly. The purpose of the current study is to investigate the drivers of the channel choice, in relevance to travel industry. The study presents a conceptual model that reflects the antecedents to customer channel choice in travel industry. The article is based on a qualitative research analysis using semi-structured interviews to systematically colle

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Luo, Lan, and Jiong Sun. "New Product Design under Channel Acceptance: Brick-and-Mortar, Online-Exclusive, or Brick-and-Click." Production and Operations Management 25, no. 12 (2016): 2014–34. http://dx.doi.org/10.1111/poms.12587.

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T.R.Ramakrishnan, T. R. Ramakrishnan. "Brick-and-Mortar to Click- and-Slide: An analytical study." IOSR Journal of Business and Management 7, no. 1 (2013): 17–23. http://dx.doi.org/10.9790/487x-0711723.

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Ishak, Nur Afiqah Mohammad, Nurazariah Binti Abidin, and Jegatheesan Rajadurai. "New Wave of Businesses: Brick to Click Approach in Malaysia." International Journal of Engineering & Technology 7, no. 4.35 (2018): 777. http://dx.doi.org/10.14419/ijet.v7i4.35.23106.

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Having been born into a technologically advanced, wireless internet society, today's younger generation or the Millennial, is in a better position to be nurtured as the new age online businesses. They are well educated, self absorbed, have a strong sense of independence and highly motivated toward their perception of success. As such, the Millennial generation rushes forward with their marketing strategies to start businesses using social media to reach out their existing and potential consumers. While there have been numerous studies about traditional businesses, there has been little academi

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Wang, Qing Guo, Zhi Xia Liu, and Yao Hua Wang. "Jointed Pricing Decision of Brick-and-Click Retailers under Uncertain Demand." Advanced Materials Research 860-863 (December 2013): 3108–13. http://dx.doi.org/10.4028/www.scientific.net/amr.860-863.3108.

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This paper studies on jointed pricing decision of Brick-and-Click Retailers under uncertain demand, based on the two-item newsvendor model. Firstly, the two-item newsvendor model is built based on profit maximization. Then, the concavity of objective function is proved and the solving method is given. Moreover, the solutions of the model and the influence of demand transfer coefficient to pricing, productivity and profit are analyzed numerically. The results show that the traditional retail channels pricing and productivity will decrease while e-commerce channels pricing and productivity and r

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Abeles, Tom P. "The myth of the crisis in academic publishing." On the Horizon 11, no. 4 (2003): 3–5. http://dx.doi.org/10.1108/10748120310508019.

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The high cost of academic journals has led researchers to seek alternative venues for both publishing and accessing scholarly research. The Internet will provide an appropriate vehicle once there is a model which is not a simple mapping of brick space into click space. This will require The Academy to apply knowledge management to their own practices.

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13

Wang, Xuhui, and Qilin Zhang. "Does online service failure matter to offline customer loyalty in the integrated multi-channel context? The moderating effect of brand strength." Journal of Service Theory and Practice 28, no. 6 (2018): 774–806. http://dx.doi.org/10.1108/jstp-01-2018-0013.

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PurposeThe purpose of this paper is to investigate the effect of online service failure on online customer satisfaction and offline customer loyalty, and the moderating role of brand strength is also examined. While extant research on brick and click service mode recognizes the positive spillover effect from offline stores to online stores, this study analyzes the negative spillover effect from online stores to offline stores.Design/methodology/approachThis paper tests the hypotheses by two studies. Study 1 is based on a 2 (failure severity: mild vs severe) × 2 (brand strength: strong vs weak)

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14

Colombi, Chiara, Pielah Kim, and Nioka Wyatt. "Fashion retailing “tech-gagement”: engagement fueled by new technology." Research Journal of Textile and Apparel 22, no. 4 (2018): 390–406. http://dx.doi.org/10.1108/rjta-03-2018-0019.

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Purpose 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. Design/methodol

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Dhankar, Raj S., and Kunjana Malik. "Flipkart: Turning Brick And Mortar Market Into A Click Market- A Case Study." Prestige International Journal of Management & IT - Sanchayan 04, no. 01 (2015): 94–99. http://dx.doi.org/10.37922/pijmit.2015.v04i01.009.

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Cuellar-Fernández, Beatriz, Yolanda Fuertes-Callén, and Carlos Serrano-Cinca. "Survival of e-commerce entrepreneurs: The importance of brick-and-click and internationalization strategies." Electronic Commerce Research and Applications 46 (March 2021): 101035. http://dx.doi.org/10.1016/j.elerap.2021.101035.

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Mandal, Pratap Chandra. "Adoption of E-Commerce and M-Commerce Marketing Practices." International Journal of Business Strategy and Automation 2, no. 3 (2021): 20–35. http://dx.doi.org/10.4018/ijbsa.20210701.oa2.

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E-commerce has become an important marketing channel with the increasing usage of internet by customers. Companies use both physical intermediaries and online distribution channels for selling their products and services. The study discusses about pure-click companies which sell products online and about brick-and-click companies which sell products both online and through intermediaries. The study focuses on m-commerce which is becoming an important distribution channel and preferred mode of transaction with the increasing usage of smart phones. Companies practicing e-commerce and m-commerce

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Wu, Ing-Long, and Shwu-Ming Wu. "A strategy-based model for implementing channel integration in e-commerce." Internet Research 25, no. 2 (2015): 239–61. http://dx.doi.org/10.1108/intr-10-2013-0212.

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Purpose – The key to success in the internet business lies in how you carry out the integration between virtual and physical channels. The purpose of this paper is to aim at defining the solution to the integration. Design/methodology/approach – Channel coordination is grounded on a new governance of integration strategy which bridges the channels. This study proposes a novel research model with three stages: first, click-and-brick strategies; second, channel coordination for three purchase stages; and third, synergy realizations. A survey was conducted for collecting empirical data. PLS was u

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Kuan, Huei-Huang, and Gee-Woo Bock. "Trust transference in brick and click retailers: An investigation of the before-online-visit phase." Information & Management 44, no. 2 (2007): 175–87. http://dx.doi.org/10.1016/j.im.2006.12.002.

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20

Buder, Fabian, Anja Dieckmann, Holger Dietrich, and Julia Wieting. "Technologies Turning Future Brick-and-Mortar Stores into Data-Rich Environments." NIM Marketing Intelligence Review 11, no. 1 (2019): 48–53. http://dx.doi.org/10.2478/nimmir-2019-0008.

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AbstractVisitors of an online retailer’s website leave digital traces. Every click and each interaction on the website generate information about a customer while many traditional retailers tend to know very little about their customers. However, market incumbents need not watch this development in passive awe. Many technologies are already available that help brick-and-mortar stores gather more valuable information about their customers, allowing them to improve shopper experience, retain customers, and ultimately increase profits. If used in a smart, transparent and non-offending way, techno

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21

Ranganathan, C., Analini Shetty, and Gayathri Muthukumaran. "E-Business Transformation at the Crossroads: Sears’ Dilemma." Journal of Information Technology 19, no. 2 (2004): 117–29. http://dx.doi.org/10.1057/palgrave.jit.2000009.

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This teaching case discusses the challenges facing Sears, Reobeck and Co., a leading retailer in United States, in its efforts to transform itself into an effective brick-and-click organization. In face of intense competition from other retailers and online e-tailers, Sears has continually expanded its online efforts in e-business transformation. This case traces the key e-business initiatives taken by Sears and highlights significant managerial challenges that were encountered during the formulation and execution of an effective e-business transformation strategy. The case presents the issues

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22

Banstola, Amrit. "Prospects and Challenges of E-banking in Nepal." Journal of Nepalese Business Studies 4, no. 1 (2008): 96–104. http://dx.doi.org/10.3126/jnbs.v4i1.1034.

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Financial Institutions are slowly moving from Brick and Mortar (Physical branches) to click and Brick (E-banking). ATM's are the most popular electronic delivery channel for banking services in Nepal. Only few customers are using internet banking facilities. Nepalese financial institutions till date have not faced any kind of electronic fraud or risk. Banks have basic security tools like firewall, lightening/power surge protection. But it is found that the some banks are in lack of having regular back up of website information and E-banking policy. Nepalese banks are using E-banking for their

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23

Lee, Kun Chang, Namho Chung, and Sangjae Lee. "Exploring the influence of personal schema on trust transfer and switching costs in brick-and-click bookstores." Information & Management 48, no. 8 (2011): 364–70. http://dx.doi.org/10.1016/j.im.2011.09.002.

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24

Campo, Katia, and Els Breugelmans. "Buying Groceries in Brick and Click Stores: Category Allocation Decisions and the Moderating Effect of Online Buying Experience." Journal of Interactive Marketing 31 (August 2015): 63–78. http://dx.doi.org/10.1016/j.intmar.2015.04.001.

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25

Degli Esposti, Piergiorgio, and Giovanni Ciofalo. "El futuro de las ciudades digitales: retos, oportunidades y prospectivas." Barataria. Revista Castellano-Manchega de Ciencias Sociales, no. 27 (June 22, 2020): 32–45. http://dx.doi.org/10.20932/barataria.v0i27.539.

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El objetivo de esta contribución es definir y analizar el concepto de Smart City a la luz de las evoluciones tecnológicas que las ciudades contemporáneas incorporan progresivamente y de acuerdo a los principales aportes teóricos en el campo sociológico. El impacto de las tecnologías digitales está transformando gradualmente nuestras formas de relacionarnos dentro de varios contextos de referencia, no siendo menos importante la ciudad como lugar de producción y consumo. Vivimos cada vez más contextos híbridos, físicos y digitales en los que se forman caminos en diverso sentido derivados de la c

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Aryanto, Vincent Didiek Wiet, and Agnes Advensia Chrismastuti. "Model for Digital Economy in Indonesia." International Journal of Innovation in the Digital Economy 2, no. 2 (2011): 39–55. http://dx.doi.org/10.4018/jide.2011040104.

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This study introduces the early development of digital economy in Indonesia. e-Business activity is growing at an unprecedented rate in Indonesia as indicated by the number of online real time transactions (Real Time Gross Settlement) recorded by Bank Indonesia (Indonesian Central Bank), the emergence of dotcom companies, and the use of ICT in conventional business (a combination of brick & mortar with click/online). Research was conducted by investigating the digital activities of businesses. Unfortunately out of the 109 businesses approached, response rate was very poor with only 30 resp

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27

Chen, Irene Y. L., Yi-Shun Wang, and Bo-Ruei Li. "Investigating the Relative Performance of Bricks-and-Mortar, Clicks-and-Mortar, and Pure-Click Firms in Taiwan." Sustainability 13, no. 6 (2021): 3516. http://dx.doi.org/10.3390/su13063516.

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The study compares the relative performance among bricks-and-mortar, clicks-and-mortar, and pure-click firms. The research model was tested in the Taiwan service industry using a Taiwan Economic Journal dataset of 1448 firms. Using regression analysis, the study provides empirical evidence that clicks-and-mortar firms outperform pure-click firms in terms of efficiency, but not better in profitability and even worse in efficiency than bricks-and-mortar firms. Pure-click firms need to improve their accounts receivable turnover ratio and total assets turnover. While the findings are not in full c

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28

Newman, Christopher L., Kathleen Wachter, and Allyn White. "Bricks or clicks? Understanding consumer usage of retail mobile apps." Journal of Services Marketing 32, no. 2 (2018): 211–22. http://dx.doi.org/10.1108/jsm-08-2016-0289.

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Purpose Mobile apps represent an emergent self-service technology that has greatly contributed to the rise of mobile shopping. However, the existing services and marketing literature offer little insight on consumer app usage. Further, little is known about how this app usage might affect important outcomes such as consumers’ intentions to use and recommend an app, their channel preferences (in-store vs app), or their purchasing behavior with the app. Thus, the purpose of this research is to examine if, and how, consumers’ actual experiences using retailers’ apps affected these outcomes. Desig

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Kumar, Dinesh. "In Traditional Retailing: SCM (An Optimized Hybrid Architecture)." International Journal on Recent and Innovation Trends in Computing and Communication 6, no. 12 (2018): 37–40. http://dx.doi.org/10.17762/ijritcc.v6i12.5293.

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Brick and Mortar Retailing, generally known as Traditional Retailing is facing stiff competition from a variety of sources. Not only has it to be competitive in terms of on-shelf availability of products on a wide range of products but also has to balance many factors such as optimization of inventory and warehousing, profiling for distribution centre layout and process design, inventory segmentation and partnerships, network location and order sourcing, etc. which have a direct impact on the cost to the end consumer. While many techniques such as distribution centre (DC) bypass and cross dock

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Rippé, Cindy B., Suri Weisfeld-Spolter, Yuliya Yurova, Dena Hale, and Fiona Sussan. "Guiding when the consumer is in control: the moderating effect of adaptive selling on the purchase intention of the multichannel consumer." Journal of Consumer Marketing 33, no. 6 (2016): 469–78. http://dx.doi.org/10.1108/jcm-09-2015-1546.

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Purpose The purpose of this paper is to investigate the impact of adaptive selling (AS) when “click and brick” in control multichannel consumers (MCCs) encounter in-store salespeople. Design/methodology/approach An online survey was administered to 387 college students from several southeastern colleges in the USA. The study consisted of a single manipulated factor (AS: high vs low) and a second measured factor (degree of MCC search: high vs low). Covariance-based structural equation modeling was selected and analysis was conducted using IBM SPSS AMOS 22.0.0.0. Findings The findings indicate t

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Kaur, Mandeep. "Key Factors for Online Branding Success in India: An ISM Approach." Asian Journal of Engineering and Applied Technology 9, no. 1 (2020): 42–50. http://dx.doi.org/10.51983/ajeat-2020.9.1.1078.

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In today’s digital age it is essential to analyse the factors that influence the success of online branding. Pure play e-tailer, Brick and mortar, click and mortar companies are required to follow online branding strategy. As online branding is the need of the hour companies are moving on the track where the ultimate destination is to adopt online branding as the strategy to stay ahead. Online branding is moving at the pace of the light. To keep up, companies need a robust foundation with the judgment to think precariously about the critical success factors for online branding. The purpose of

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Ensari, M. Şebnem, and Gül Eser. "A Transition to Physical Retail from E-Business: A Case Study." Business Management and Strategy 7, no. 1 (2016): 47. http://dx.doi.org/10.5296/bms.v7i1.9356.

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<p>Nowadays, “e-business” leads to fundamental changes in methods of doing business. Recently, a lot of traditional businesses change their business method from the current models to the combination of place and virtual space. For example, new economy created virtual companies like amazon.com which don’t have physical environment. Due to reduction in the costs and increases in the profit, lots of consultants and academicians guide entrepreneurs to establish a theory to shift from traditional company (brick and mortar towards bricks and clicks).</p><p>Specifying the shifting f

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Clarke III, Irvine, and Theresa B. Flaherty. "Challenges of Transforming a Traditional Brick-and-Mortar Store into a Bricks-and-Clicks Model." Journal of Electronic Commerce in Organizations 2, no. 4 (2004): 75–89. http://dx.doi.org/10.4018/jeco.2004100106.

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34

Rubino, John. "Bricks and Clicks." CFA Institute Magazine 25, no. 4 (2014): 30–32. http://dx.doi.org/10.2469/cfm.v25.n4.9.

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35

Pennathur, Anita K. "“Clicks and bricks”:." Journal of Banking & Finance 25, no. 11 (2001): 2103–23. http://dx.doi.org/10.1016/s0378-4266(01)00197-2.

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36

Fu, Yelin, K. K. Lai, and Liang Liang. "Bricks or clicks." Asia Pacific Journal of Marketing and Logistics 25, no. 4 (2013): 695–714. http://dx.doi.org/10.1108/apjml-08-2012-0082.

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37

Panda, Nikhil. "Bricks and 17 Clicks." Journal of Graduate Medical Education 11, no. 3 (2019): 351–52. http://dx.doi.org/10.4300/jgme-d-19-00034.1.

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38

Egan, John. "Clicks, Bricks and Brands." Interactive Marketing 3, no. 3 (2002): 289–90. http://dx.doi.org/10.1057/palgrave.im.4340141.

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39

Wollenburg, Johannes, Alexander Hübner, Heinrich Kuhn, and Alexander Trautrims. "From bricks-and-mortar to bricks-and-clicks." International Journal of Physical Distribution & Logistics Management 48, no. 4 (2018): 415–38. http://dx.doi.org/10.1108/ijpdlm-10-2016-0290.

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Purpose The advent of grocery sales through online channels necessitates that bricks-and-mortar retailers redefine their logistics networks if they want to compete online. Because the general understanding of such bricks-and-clicks logistics systems for grocery is still limited, the purpose of this paper is to analyze the internal logistics networks used to serve customers across channels by means of an exploratory study with retailers from different contexts. Design/methodology/approach A total of 12 case companies from six European countries participated in this exploratory study. Face-to-fa

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40

Zhuang, Youlong, and Albert L. Lederer. "Pure Play vs. Bricks-and-Clicks." International Journal of E-Business Research 2, no. 4 (2006): 1–20. http://dx.doi.org/10.4018/jebr.2006100101.

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Jungmeister, Alexander, Franco Taisch, and Selin Schmid. "„Clicks or Bricks“ – Herausforderung genossenschaftliches Beziehungsbanking." Zeitschrift für das gesamte Genossenschaftswesen 65, no. 1 (2015): 23–40. http://dx.doi.org/10.1515/zfgg-2015-0103.

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Zusammenfassung Die vorliegende Studie reflektiert den erfolgreichen Strukturwandel der Genossenschaftsbanken in der Schweiz und in Deutschland vor dem Hintergrund der rechtlichen Rahmenbedingungen anhand empirischer Daten. Strategische Herausforderungen liegen u. a. in verstärkter Regulierung, neuen Mitbewerbern wie non- and near banks und technologischem Wandel. Das Genossenschaftsbanking der Zukunft erfordert vermutlich weniger, aber neu positionierte und gestaltete Filialen mit lokalem Begegnungs- und Erlebnischarakter sowie neue, vermehrt erlebnisorientiert gestaltete Bankingapplikationen

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RASHEED, HOWARD S. "CONTRASTING E-COMMERCE BUSINESS MODELS: PERFORMANCE IMPLICATIONS FOR SMALL ENTERPRISES." Journal of Developmental Entrepreneurship 14, no. 01 (2009): 89–101. http://dx.doi.org/10.1142/s1084946709001168.

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Pure plays use the Internet as a market entry strategy, and brick and clicks use the Internet as an alternate channel of distribution. Theoretical frameworks from entrepreneurship, marketing, and electronic commerce are used to explore performance differences between these business models. This study uses a geographically diverse sample of 240 small enterprises engaged in Internet-based consumer marketing. Results suggest brick and clicks enjoy performance advantages over pure plays in international revenue growth. Higher Internet promotional expenditures positively impact revenue growth. Firm

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Sharma, Arun, and R. Krishnan. "Clicks Only, Clicks and Bricks, and Bricks Only: Are Retail Salespeople an Important Factor in Choice?" Journal of Marketing Management 18, no. 3-4 (2002): 317–36. http://dx.doi.org/10.1362/0267257022872479.

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Morin, Stephen A., Yanina Shevchenko, Joshua Lessing, et al. "Using “Click-e-Bricks” to Make 3D Elastomeric Structures." Advanced Materials 26, no. 34 (2014): 5991–99. http://dx.doi.org/10.1002/adma.201401642.

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Prasarnphanich, Pattarawan, and Mark L. Gillenson. "The hybrid clicks and bricks business model." Communications of the ACM 46, no. 12 (2003): 178–85. http://dx.doi.org/10.1145/953460.953498.

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Ranganathan, C., Vern Goode, and Arkalgud Ramaprasad. "Managing the transition to bricks and clicks." Communications of the ACM 46, no. 12 (2003): 308–16. http://dx.doi.org/10.1145/953460.953515.

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47

Koontz, Marcy L., and Ian E. Gibson. "Mixed reality merchandising: bricks, clicks – and mix." Journal of Fashion Marketing and Management: An International Journal 6, no. 4 (2002): 381–95. http://dx.doi.org/10.1108/13612020210448664.

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Mixed reality (MR) applications should now be developed for product merchandising. In the light of recent advances in apparel 3‐D design and merchandising technology we argue that MR could now be applied to the sales of relatively low‐end, high volume items, such as clothing and especially sports equipment. The disadvantage that relatively few shoppers could experience the MR application at firsthand, could be offset by the massive leveraging effect of displaying the mixed reality merchandising events within a networked multi‐channel marketing context, which could truly begin to define a share

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48

Avery, Jill, Thomas J. Steenburgh, John Deighton, and Mary Caravella. "Adding Bricks to Clicks: On the Role of Physical Stores in a World of Online Shopping." GfK Marketing Intelligence Review 5, no. 2 (2013): 28–33. http://dx.doi.org/10.2478/gfkmir-2014-0015.

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Abstract E-commerce is gaining ground and leaving the role of traditional brick-and-mortar stores open to question. With this in mind, a team of researchers performed a case study to determine what effects the store openings of one multichannel retailer of fashion, home furnishings and high-end accessories would have on its catalog and online sales. The opening of brick-and-mortar stores had positive and negative effects for the retailer, but complementary consequences clearly outweighed sales drops in individual channels: In the short term, only catalog sales declined slightly. But over time,

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Teng, Ying, and Baris Taskin. "ROA-Brick Topology for Low-Skew Rotary Resonant Clock Network Design." IEEE Transactions on Very Large Scale Integration (VLSI) Systems 23, no. 11 (2015): 2519–30. http://dx.doi.org/10.1109/tvlsi.2014.2385835.

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50

Adil, Masudul Hasan, and Neeraj R. Hatekar. "Demonetisation, Banking and Trust in ‘Bricks’ Or ‘Clicks’." South Asia Research 40, no. 2 (2020): 181–98. http://dx.doi.org/10.1177/0262728020915566.

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Abstract:

This article seeks to advance contextualised understanding of the extent to which a cashless economy in India can be a feasible developmental goal. Initially, impressed with critiques of the sudden ‘demonetisation’ on 8 November 2016, we conducted econometric research to test how banks (‘bricks’) could be brought closer to rural people. However, this traditional approach of envisaging more banks was rapidly overtaken by the massive uptake of digital payment methods (‘clicks’) in India since 2016. Partly driven by the Reserve Bank of India (RBI), this has raised new concerns and research agenda

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