| Preface | 6 |
| Contents | 8 |
| The Classic Conceptualisation and Classification of Distribution Service Outputs – Time for a Revision? | 9 |
| Abstract | 9 |
| Keywords | 9 |
| 1. Cause for Concern over a Classic Concept? | 10 |
| 2. The ‘Classic’ Distribution Service Outputs Concept | 11 |
| 2.1. Historical Roots | 11 |
| 2.2. Interpretation of the ‘Classic’ Distribution Service Outputs Framework | 13 |
| 3. Post-classic Distribution Service Outputs Frameworks | 15 |
| 4. Time for a Revision? | 16 |
| 5. Revision Agenda Stage I: Broadening the Classic Conceptualisation of Distribution Service Outputs | 21 |
| 5.1. Beyond Economic Utilities and Monetary Price Elements | 21 |
| 5.2. Beyond Physical Consumer Goods in Physical Stores | 22 |
| 5.3. The Limitations of the DO Application Fields | 23 |
| 6. Revision Agenda Stage II: Incorporating Distribution Service Ouputs into a Generic Higher Order Concept | 25 |
| 7. Revision Agenda Stage III: Developing a Generic Higher Order Scheme | 27 |
| 7.1. Functional Versus Institutional Origin of Customer Values | 27 |
| 7.2. Positive versus Negative Customer Values According to Fundamental Underlying Motives | 30 |
| 8. Revision Agenda Stage IV: Deepening the Distribution Service Outputs Concept | 31 |
| 8.1. Desirable Properties of Operational DO Classifications | 31 |
| 8.2. The Status of Operational Classifications in Empirical Studies | 32 |
| 9. Conclusions and Future Research | 34 |
| References | 37 |
| Internal Marketing, Market Orientation and Organisational Performance: The Mythological Triangle in a Retail Context | 41 |
| Abstract | 41 |
| Keywords | 41 |
| 1. Introduction | 42 |
| 2. The Theoretical Background | 43 |
| 2.1. Internal Marketing | 43 |
| 2.2. Market Orientation | 47 |
| 2.3. Organisational Performance | 49 |
| 3. The Triangle: Internal Marketing, Market Orientation and Organisational Performance | 50 |
| 3.1. Internal Marketing and Organisational Performance | 50 |
| 3.2. Market Orientation and Organisational Performance | 51 |
| 3.3. Internal Marketing, Market Orientation and Organisational Performance | 53 |
| 4. Methodology | 54 |
| 5. Findings | 60 |
| 6. Discussion and Conclusion | 61 |
| Appendix A | 66 |
| Appendix B | 67 |
| References | 67 |
| Information is Useful, but Knowledge is Power! Loyalty Programmes and how they can Benefit Retailers | 76 |
| Abstract | 76 |
| Keywords | 76 |
| 1. Introduction | 77 |
| 2. Literature Review | 80 |
| 3. How Loyalty Programmes Acquire and Use Information | 81 |
| 4. The Tesco Example | 83 |
| 5. Loyalty Card Survey | 84 |
| 6. Conclusions | 89 |
| Appendix A | 92 |
| Appendix B | 94 |
| References | 98 |
| Modelling the Impact of 3D Authenticity and 3D Telepresence on Behavioural Intention for an Online Retailer | 99 |
| Abstract | 99 |
| Keywords | 99 |
| 1. Introduction | 100 |
| 2. Theoretical Background | 100 |
| 2.1. Telepresence and 3D Telepresence | 100 |
| 2.2. 3D Authenticity | 102 |
| 3. Conceptual Framework | 103 |
| 3.1. 3D Telepresence and 3D Authenticity Antecedents | 103 |
| 3.2. The Effects of 3D Authenticity and 3D Telepresence on Behavioural Intention | 104 |
| 4. Method and Sample | 105 |
| 4.1. Method | 105 |
| 4.2. Sample | 106 |
| 5. Results | 106 |
| 5.1. Measurement Model | 106 |
| 5.2. Structural Equation Model | 108 |
| 5.3. Test of the Hypotheses | 108 |
| 6. Discussion, Conclusions and Implications | 109 |
| 6.1. Theoretical Implications | 110 |
| 6.2. Managerial Implications | 111 |
| 7. Limitations and Further Studies | 112 |
| Appendix | 112 |
| References | 113 |
| Integrated Retail Channels in Multichannel Retailing: Do Linkages between Retail Channels Impact Customer Loyalty? | 116 |
| Abstract | 116 |
| Keywords | 116 |
| 1. Introduction | 117 |
| 2. Conceptual Background and Hypotheses | 118 |
| 3. Research Design | 123 |
| 4. Measurement Scales | 124 |
| 6. Summary and Implications | 127 |
| Appendix | 129 |
| References | 130 |
| The Retail Industry in Spain | 134 |
| Abstract | 134 |
| Keywords | 134 |
| 1. Overview on Spain | 135 |
| 2. Socio-economic Indicators of the Industry and the Retail Sector | 137 |
| 3. Structure of the Retail Trade | 144 |
| 4. Players and Trends in Different Retail Sectors | 148 |
| 4.1. El Corte Inglés as Dominant Retailer in Spain | 148 |
| 4.2. Textile and Fashion Retailing | 150 |
| 4.3. Food Retailing | 153 |
| 4.4. The Category Killers | 162 |
| 5. General Conclusions on the Retail of FMCGs in Spain | 166 |
| References | 168 |
| Retailing in Italy - Players, Strategies and Trends | 172 |
| Abstract | 172 |
| Keywords | 172 |
| 1. Introduction | 173 |
| 2. Retail Market Structure | 173 |
| 3. Main Food Retailer Profiles | 179 |
| 3.1. Auchan | 180 |
| 3.2. Carrefour | 181 |
| 3.3. Conad | 182 |
| 3.4. Coop | 183 |
| 3.5. Esselunga | 184 |
| 3.6. Selex | 184 |
| 4. Clustering Local Italian Markets | 186 |
| 5. Nonfood Retailing | 188 |
| 6. Private Label Development | 190 |
| 7. Loyalty programmes and Clubs – the Strategies of Italian Retailers | 194 |
| 8. New Trends in Shopping Behaviour and Consequences for the Retail Landscape | 198 |
