Online Grocery Brick and Mortar Retailers. State of the Art in Italy, But Is It a Profitable Strategy?
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Management Studies, Jan.-Feb. 2021, Vol. 9, No. 1, 14-23
doi: 10.17265/2328-2185/2021.01.002
D DAVID PUBLISHING
Online Grocery Brick and Mortar Retailers. State of the Art in
Italy, But Is It a Profitable Strategy?∗
Andrea Payaro, Anna Rita Papa
P&P Consulting & Service srl, Padua, Italy
In contemporary entrepreneurial environment based on customer retention, the growth of the Internet has pushed
the most dynamic businesses to compete in the electronic market. The recent evolvement of the Internet as a new
major distribution channel has obtained much attention, as the online channel calls the viability of traditional
stationary retailing into question. Today, since innovation is a key factor in the Digital Age, the presence in the
digital marketplace is essential for retailers, also in the food retailing. The paper aims to analyze the online
commerce for food groceries and compare the evolution from 2017 to 2019. The sample represents the 99% of
Italian brands of brick and mortar supermarkets and hypermarket. The first study was conducted in 2017, after two
years the paper has analyzed the same sample and reported how many groceries retailers have adopted the online
selling. Through the visit of every Internet site and some interviews to managers, this paper proposes the reasons
why only a limited number of grocery brands sell food over Internet. Moreover, this paper calculates the cost (in
Italy) to prepare the expense and satisfy the order of a customer. Characteristics of goods (freshness, perishability,
cold chain warranty, etc.), expensive operations needed to prepare the delivery, the cost of delivery, and difficult
reverse logistics are the main causes of low adoption of e-commerce. Online groceries retailers are concentrated
around big cities in particular in the north Italy (Milan, Turin, Genoa, etc.). Expense is prepared inside the retail by
the employees. Some shops use the drive-in model and only a limited number of cases deliver to home. The few
cases of food e-commerce offer the delivery only in a limited area of big cities. At the end, this paper demonstrates
the logistics cost (picking, packing and transport) in Italy is higher than the price of the service and this strategy
isn’t profitable for companies.
Keywords: ecommerce, grocery, food, brick and mortar retailer
Introduction
Internet is connecting people by information. Thanks to Web distance among people is shortening and this
is a challenge to new online services and ventures. Online shopping is growing every year, while virtual
marketplaces are catering to all kinds of consumer needs be then tangible or intangible, standardized or general
and durable or perishable (Desai, Potia, & Salsberg, 2018). Statistics confirm the best sellers are standardized
∗
This paper is a revised and expanded version of a paper entitled “Online grocery brick and mortar retailers. State of the art in
Italy, but is it a profitable strategy?” presented at International Conference on Contemporary Marketing Issues (ICCMI), Crete,
Greece, July 2019.
Andrea Payaro, Ph.D. in business management, Chief Executive Officer of P&P Consulting & Service srl, Padua, Italy.
Anna Rita Papa, market researcher and analyst of P&P Consulting & Service srl, Padua, Italy.
Correspondence concerning this article should be addressed to Andrea Payaro, P&P Consulting & Service srl, Via Aldo Moro
37, I 35020 Legnaro PD, Italy.ONLINE GROCERY BRICK AND MORTAR RETAILERS 15
goods like computer appliances, books, and accessories. Groceries are attaining popularity for consumers
opting to purchase online (Grewal, Iyer, & Levy, 2004).
A typical grocery store sells fresh produce, meats, dairy products and, often, bakery goods alongside
canned, frozen and prepared foods. In addition, a grocery store will also sell a full range of household,
healthcare, and personal care items (Schuster & Sporn, 1998). Usually groceries are commodities that are
purchased often or on continuous basis from supermarkets, usually at regular intervals of time (Klein, 1998).
The sense of touch, smell, and sight directly affects the buying decision of consumers and over 70% of
purchase decisions are made at the shelf. Hence, grocery shopping becomes an actual expedition where
physical activity is undertaken and strong senses help determine the choice.
Online grocery has shaken up traditional channels. More consumers are embracing online grocery
shopping, pushing the online US grocery market to $26.5bn by 2025. Innovative grocers are embracing new
technology to create a seamless, convenient, and affordable experience for their customers. Benefit of doubt
increases where a buyer takes sensory attributes involved in the traditional process. Also,
delivery/transportation of fragile items becomes a delicate problem (Payaro & Papa, 2017a). It is important to
note that online shopping takes more than just the desire to act. Although it does not involve traveling, carrying
heavy weight or work-hour restriction, the presence of certain resources is mandatory that makes the
transaction possible (Chu, Arce-Urriza, Cebollada-Calvo, & Chintagunta, 2010).
Shopping for groceries online is arguably a discontinuous innovation (Hansen, 2005), because it requires a
significant change in behavior (Robertson, 1967): online shoppers abandon the social interaction of offline
shopping and the potential to evaluate groceries prior to purchase. For online grocery, retailers need to
understand not only what triggers consumers to change their purchase behavior, but also the extent to which
their online shopping experience reinforces the adoption process.
This paper aims to describe the state of the art of food online commerce for “brick and click” Italian
supermarkets after two years of the first research. In 2017 Payaro and Papa analyzed about 99% of brick and
mortar supermarkets, the sample was 129 Internet sites and only 14 brands adopted the electronic commerce
(Payaro & Papa, 2017b). Two years after, this paper analyses the same sample and compares results to discover
if number of online grocery supermarkets have increased. This paper also investigates the delivery models
adopted and evaluates the logistics costs of pick and pack.
Mass Retail Market in Italy
The Italian retail food market is highly diversified. Hypermarkets/supermarkets, convenience stores, major
discount stores and specialized stores coexist with traditional corner grocery stores and open-air markets.
Unlike other European nations, the Italian food retail and distribution sector continues to resist consolidation
with small, traditional grocery stores (so-called Mom and Pop stores) representing the largest segment of the
food retail sector, followed by open-air markets. Italian consumer acceptance of retailer brands is lower than
that in other European countries, including France, Spain, Germany, and the United Kingdom. The Italian retail
food market is highly diversified. Hypermarkets/supermarkets, convenience stores, major discount stores, and
specialized stores coexist with traditional corner grocery stores and open-air markets. In Italy consumers
increasingly have visibility of a larger number of products and prices through online channels. Online grocery
shopping is rapidly growing; the boom in sales of tablets and smart phones has meant more access to online16 ONLINE GROCERY BRICK AND MORTAR RETAILERS
shopping. New players will provide more choice to shoppers. Italian consumers look for information online in
terms of prices and specifics about the food they eat, how it is sourced as well as its health features.
The Italian population is aging and projected to decline in coming years. While living longer, Italians are
having fewer children and marrying at a much later age. At the same time, continuing societal trends toward
smaller families and an increasing number of women in the workforce are resulting in food retail outlets
offering ready-made, ready-to-serve products and a wider range of products. However, contrary to trends across
Europe, the majority of Italians still live in small cities and towns. Large scale distribution decreased
year-on-year by 5.0%, while small scale distribution fell by 2.2%. Internet sales continued their growth,
increasing by 11.1% when compared with March 2018 (Istat, 2019).
There are six players in the Italian food retail and distribution sector: Coop Italia, Conad, Interdis, SPAR,
Carrefour, and Auchan. The first four companies exist as consortiums of smaller operators and owe some of
their success to their detailed knowledge of local requirements and shoppers’ preferences. Other major mass
grocery retailers in terms of sales revenue include Esselunga and Gruppo Pam. Through establishing joint ventures
with local operators, Leclerc, Carrefour, and Auchan have been able to build up a nationwide presence.
The Italian mass retail market has a value of 98.1 € Billion. The value is decreasing after the downturn of
2008. The total value is characterized by 6.6% by hypermarket and supermarket, followed by department stores
5.9%, large specialized stores 32.1%, small traditional shops 39.2%, and a group with market stalls, ecommerce
and door-to-door 16.1%. Traditional supermarkets are losing market share at the benefit of two retail formats:
market stall and department stores (Federdistribuzione, 2019). Since the store-based formats have been and still
are the driving force in the food retailing sector for several decades, the non-stationary formats—especially
Internet-based types—have only played a minor role so far (Passenheim, 2003).
Like in the rest of the world, ecommerce is the emerging business phenomenon in Italy. The total size of
Italy’s consumer retail market was about € 41 billion in 2018. The explosive growth in Internet usage has more
recently led to a corresponding growth in online business and e-commerce. Foods represent 2.8% of the entire
retail market but studies expect about +25% per year (Casaleggio, 2019).
Groceries usually use the “Brick & Click” model or rather when retailers can operate dual channels:
traditional and on line (Gulati & Garino, 2000). E-commerce is creating opportunities for both small and large
companies and a wide range of benefits for consumers as well (Cesaroni & Consoli, 2015).
Brick and Click model reduces the most important disadvantages of online shopping like: consumers can
touch, feel, taste, or smell the products before the purchase, so they can buy online and reduce the risks
perception. People like buying in physical shops, preferring them in all the phases of the shopping journey
(Mulpuru, 2012).
Many reasons drive consumers to buy online: better prices, larger selection, convenience, and time savings.
Buying groceries and other products online unchains consumers from physically driving to and shopping in
traditional stores, but increases the perceived risk, particularly in relation to purchasing food from grocery
e-retailers (Dholakia 2012; Xiao, 2015). The perceived risks associated with receiving perishable food products
purchased online present a significant barrier for online grocers (Citrin, Stem, Spangenberg, & Clark, 2003;
Huang & Oppewal, 2006). Retailers can overcome these barriers, they ensure satisfaction with the quality of
ordered products. If shoppers are satisfied with their past purchases, they will develop higher levels of trust for
the online grocer (Ha, Janda, & Muthaly 2010).ONLINE GROCERY BRICK AND MORTAR RETAILERS 17
Retailers can overcome these barriers, they ensure satisfaction with the quality of their products ordered.
Accordingly, shoppers who are satisfied with their past purchases will develop higher levels of trust for the
online grocer and be more likely to engage in online repurchase behaviour (Ha, Janda, & Muthaly, 2010). It is
further argued that the increasing frequency of purchase will additionally reduce perceived risk and improve the
probability of repetitive purchasing (Min, Overby, & Im 2012). Products such as fresh produce, baked goods,
and meat tend to fall into the see/touch/smell category, which presents a challenge in an online environment.
Even though superior freshness and quality can be claimed online, a shopper must contend with the risk that the
product purchased may deteriorate prior to delivery (Tsiros & Heilman, 2005). Moreover, the increasing
frequency of purchase will additionally reduce perceived risk and improve the probability of repetitive
purchasing (Min, Overby, & Im 2012).
The Research
More and more traditional Italian retailers sell goods online. This paper doesn’t investigate the web site,
but it will study the delivery models adopted. The paper uses an inductive multi cases research (Miles &
Huberman, 1994). The reason of this methodological choice is that the aim of analysis is neither verify a
hypothesis nor falsify, confirm or modify an existing theory but better understand a still unknown phenomenon
and explore it in depth. This methodology promotes the understanding of phenomena that are holistic, complex
and that evolves over time (Eisenhardt, 1989; Wolcott, 1994), such as that of the present study. The Italy’s
online grocery market is less developed than that in France and Germany, but researchers affirm the online
groceries will grow rapidly. This paper aims to analyze the delivery models adopted by stores and compare data
with a precedent study realized in 2017. The study has the following goals:
y Identify the online commerce penetration in mass retail market for grocery food products and compare the
penetration with 2017 analysis;
y Identify the delivery models adopted;
y Calculate logistics costs in the simulation of pick and pack activities.
Like in the previous paper, this study started with analysis of Federdistribuzione database. It gave main
information about Internet site and name of Italian food retailers. Federdistribuzione is the leading trade
association for the large and modern retail industry in Italy. It gets together and represents, at local, national,
and European level, large retail companies: hypermarkets, supermarkets, superettes, discounts, department
stores, large specialized stores. There are 26,051 stores in Italy (of which 7,450 in franchising) with more than
150 different brands.
Table 1
Retailers in Italy
Human capital 2014 2015 2016 2017 2018
Food stores 28,232 27,668 27,077 26,752 26,051
Hypermarkets (>= 4,500 sqm) 381 378 378 375 367
Supermarket and Superstore (400-4,499 sqm) 8,683 8,588 8,673 8,653 8,647
Superettes (100-399 sqm) 14,470 13,872 12,990 12,613 11,998
Discount 4,698 4,830 5,036 5,111 5,039
Source: Federdistribuzione (2019).
Researchers visited every retailer’s web site and they verified:18 ONLINE GROCERY BRICK AND MORTAR RETAILERS
y Presence of ecommerce or online selling;
y Geographic areas where the service is available;
y Delivery models adopted.
Literature presents three main models used by food ecommerce (Werner, Sascha, Ralph, & Becker, 2011):
y Home delivery. It is the most common for pure online retailers that have not already invested into
traditional retail stores. Goods are delivered from a central distribution center. Traditional retailers entering the
online business often choose the store based home delivery business model, which allows them to serve
customers out of their established retail outlets. In this context, grocery prepares the order and delivery goods to
customer’s home.
y Click & Collect or Drive through. This business model offers consumers to pick up their pre-packed
products from traditional retailer. With click and collect (or Click and Drive), consumers order online—most
often from home—and collect their groceries at the pick-up point (the drive-in) (Fernie, Sparks, & McKinnon,
2010; Durand & Senkel, 2007). The drive-through lane works like fast-food or prescription pickup windows.
These typically can serve only one shopper at a time, with others queuing up behind. Another possibility is to
reserve a small number of parking spaces close to the main entrance for in-vehicle pickups. The customer
orders by web and book the time of picking. When he/she arrives to the retailer, a clerk puts goods in the
customer’s car.
y Locker. Locker-banks are groups of reception box units (lockers) sited in supermarkets, apartment blocks,
work places, car parks, railway stations etc. Supermarket prepares products and it puts them in a unit box.
Retailer send a message to customer with the box number and a code, needed to open the box. Locker permits
customer to recover products when he/she wants. Usually lockers may be dedicated to one delivery company
and they are refrigerated to store frozen food (Stanisław, Kijewska, & Lemke, 2016).
Main Results
This paper analysed 131 brands and cases are located throughout the peninsula.
The main facts are:
y 132 number of brands composes the sample, more than 99% of the grocery food in Italy;
y 30 brands have got a web site and sell goods on line. In 2017 only 14 cases sold online;
y 8 brands haven’t got Internet site. They were 9 in 2017 but one supermarket has failed;
y 123 brands use their Web sites to present the company, make promotions, special discounts, fidelity
programs;
y No-one discount sells goods online.
Only main metropolis or cities are served by groceries ecommerce. Service is not available in small towns
or villages. The distribution models provided by the groceries are:
y Home delivery and Click & Collect: 15 cases;
y Home delivery: 6 cases;
y Click & Collect: 10 cases;
y Five cases deliver only no-food goods.
Baskò is the only brand that offers the locker, other 15 cases offer both home delivery and click and
collect. Retailers prepare goods in the point of sale, not in distribution centers. Home delivery has a price very
variable between 2 Euro (in one case) and 7.90 Euro, but usually the delivery is free of charge if the totalONLINE GROCERY BRICK AND MORTAR RETAILERS 19
expense is greater than 40 Euro (minimum 39 Euro-maximum 70). Some e-retailers permit the online shop
only if the expense is greater than a quote: 20 Euro in two cases and 30 Euro in other two cases. Delivery is
very expensive if the value of the order is 40 Euro, its weight is 15%. With home delivery, customers can book
the delivery. The service covers only a limited area around main hypermarkets or supermarkets usually in the
main cities (Milan, Turin, Rome, Genoa). The drive through model is not very used, only two brands are trying
it.
Table 2
The Sample of Research in 2017 and in 2019
2017 2019
Sample 131 132
Without web site 9 8
Web site without online commerce 108 92
Web site with online commerce 14 31
Brands failed 2
New brands 1
Table 3
Delivery Models Adopted by Brick and Mortar Retailers
Delivery models 2017 2019
Home delivery 0 6
Click and collect and drive through 6 10
Home delivery and click & collect (or drive through) 8 15
Home delivery and click & collect (only no food) 5
8
7
6
5
4
3
2
1
0
2.00 € 3.90 € 4.50 € 4.90 € 4.99 € 5.90 € 6.00 € 6.90 € 7.90 €
Figure 1. Distribution of prices for home delivery model.
In the case of Click & Collect or Drive Through models, all retailers offer the service free of charge. It is
very interesting investigate the operative costs due to the preparing of goods. This study reveals that operative
costs reduce the margin. For this reason, this paper calculates the costs to satisfy order demand.
Logistics Costs
The analysis uses an Activity-Based Costing (ABC) approach, meaning that, for the order preparation,
process is divided into phases, and phases are then split into indivisible activities. Picking costs are calculated20 ONLINE GROCERY BRICK AND MORTAR RETAILERS
by multiplying the number of pickers used in a single picking process by their costs per minute by picking time.
Picking time of each order is calculated as follows:
Set-up time + travel time + retrieval time
where (i) the set up time of a tour is the time needed to get the picking list and box, (ii) the travel time is the ratio
of the expected travel distance (derived according to Caron, Marchet, & Perego, 1998) to the speed of a picker,
and (iii) the retrieval time is calculated by considering the time to pick a single piece, the number of pieces to
pick per line, the number of lines per tour and the time to read, check the list and reach the correct picking location.
Figure 2. Pick and pack process.
In this paper the simulation considers the surface of a supermarket (less than 2,500 sqm) and goods stored
randomly. In effect, products in a retail are stored to maximize the probability of purchase by the customers,
not to reduce the time of picking or to minimize the customer travel inside the retailer. There are lots of product
categories available in any grocery store so it was not possible for us to consider all the product categories at
once; due to the time constraint we restricted our research up to the FMCG (Fast Moving Consumer Goods)
product categories. Fast Moving Consumer Goods (FMCG), are products that are sold quickly at relatively low
cost. Though the absolute profit made on FMCG products is relatively small, they generally sell in large
quantities, so the cumulative profit on such products can be large. Fast moving consumer goods include a wide
range of frequently purchased consumer products. ISTAT, Italian Institute of Statistics, provides the list of
FMCG and updates it every year. This paper considers a list of long life goods, not fresh goods. According to
precedent study (Giuffrida, Mangiaracina, Perego, & Tumino, 2017), this paper simulates the pick and pack
process with a 60 Euro average order value and 30 pieces per order.
The process analysed is composed on the following main activities:
y Set up (operator receives the orders from administration and take a cart);
y Picking (operator picks goods—only long life goods, not fresh—from shelves and put them into the cart);
y Packing (operator prepares goods for the delivery or puts them in boxes. He assembles the order and the
boxes are left waiting in appropriate controlled spaces);
y Finalizing (operator transmits the order to administration to prepare documents).
Delivery is not taken in consideration, because the study aims to analyze the pick and pack process that is
common to every online grocery models (Click and Collect, Drive Through, Home Delivery and Locker). The
total time needed per order (this study repeated the process 20 times with different lists in a supermarket) isONLINE GROCERY BRICK AND MORTAR RETAILERS 21
about 16 minutes. Please also consider that the times required to perform various activities are an average of the
duration of the same activity performed in different moments during the working day. The average cost of the
personnel is 0.30 €/min (correspond to annual personnel cost about 29,000 €/employee in Italy) than the
supermarket cost is 4.8 €/order.
Conclusions
The Italian food retail sector is one of the largest in Europe, but the sector’s online/Internet prevision for
customers is far behind the United Kingdom (UK), France, and German. One factor that deters some Italians
from moving to the Internet for grocery shopping is a lack of quality assurance (RetailNet Group, 2011).
At moment, few food retailers offer online sales (31 web sites on 132 visited that represent 99% of the
market). Probably a reason is the underdevelopment of the Italian e-commerce market even if in the two last
years the number on online brick and mortar groceries increased from 14 to 31 cases. No hard discount offers
the shopping on line. Italians are very concerned with the freshness of their produce, than shoppers prefer the
experience in store to see and touch the products (IRI, 2017). Another reason is that delivery fees are still
expensive, the average price is about 5 Euro, 10% of the Average Order Value (about 47 Euro) in the brick and
mortar retailers. The Average Order Value is a metric that measures the average total of every order placed
with a merchant over a defined period of time.
E-commerce represents a new cost for retailers. When a store receives an order, an employee goes around
the supermarket to gather products ordered. After the picking, goods are packed. The time dedicated to the pick
and pack is a new cost. In particular, for every order an employee must:
y Pick products from shelves and Pack goods;
y Warrant the cold chain (if needed) and store goods in separate refrigerators;
y Deliver to the customer (in the Home Delivery case) with multi-temperature vans;
y Maintain goods in the right conditions until customer arrive (in the Click and Collect and Drive Through).
The cost calculated related to pick and pack is about five Euro. Customer don’t pay this cost because the
“Click and Collect” model is free of charge. In the “Delivery to Home” model, shoppers pay only a quote for
the transport, but they don’t pay for pick and pack. This paper calculates only the picking and packing costs
because these costs are common in every model, both “Click and Collect” and “Home Delivery”. Comparing
the prices among e-shop and traditional retailer, the good’s prices are the same. The paper suggests e-commerce
for brick and mortar retailer is not profitable. The costs to prepare an order is greater than the price of service,
than the “Click and Collect” or “Home Delivery” are not profitable strategies, because they contribute to
reducing margins of retailers. Retailers prepare orders in the point of sale, distribution centers are not used to
deliver goods. The service serves only a restricted area near large towns or high density urban areas.
In conclusion, the food online selling is in Italy at moment limited because:
y Customers are very concerned with the freshness;
y The delivery service is expensive;
y Retailers are in front of new logistics costs and new operations;
y Distribution centres need a new organization if they want to deliver in wide areas.
At the current point of time, the Italian online food retail market is in an early development phase. Current
traditional retailers have to decide among staying “traditional” and risking losing market shares in the long term
or access a potentially future promising market.22 ONLINE GROCERY BRICK AND MORTAR RETAILERS
References
Caron, F., Marchet, G., & Perego, A. (1998). Routing policies and COI-based storage policies in picker-to-part systems,
International Journal of Production Research, 36(3), 713-732.
Casaleggio Ass. (2019). E-commerce in Italy: numbers, trends and strategies. Retrieved from
https://www.casaleggio.it/e-commerce/
Cesaroni, F., & Consoli, D. (2015). Are small businesses really able to take advantage of social media? The Electronic Journal of
Knowledge Management, 13(4), 257-268.
Chu, J., Arce-Urriza, M., Cebollada-Calvo, J. J., & Chintagunta, P. K. (2010). An empirical analysis of shopping behavior across
online and offline channels for grocery products: The moderating effects of household and product characteristics. Journal of
Interactive Marketing, 24(4), 251-268.
Citrin, A. V., Stem, D. E., Spangenberg, E. R., & Clark, M. J. (2003). Consumer need for tactile input: An internet retailing
challenge. Journal of Business Research, 56(11), 915-922.
Desai, P., Potia, A., & Salsberg, B. (2018). Retail 4.0: The future of retail grocery in a digital world. McKinsey & Company.
Dholakia, R. R. (2012). Technology and consumption: Understanding consumer choices and behaviors. New York: Springer
Science & Business Media.
Durand, B., & Senkel, M. P. (2007). La logistique de l’e´picerie en ligne: vers une differenciation des solutions. Decisions
Marketing, 45, 75-89.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
Federdistribuzione. (2019). Mappa del Sistema distributivo Italiano. Retrieved from http://www.federdistribuzione.it/
Fernie, J., Sparks, L., & McKinnon, A. C. (2010). Retail logistics in the UK: past, present and future. International Journal of
Retail and Distribution Management, 38(11/12), 894-914.
Giuffrida, M., Mangiaracina, R., Perego, A., & Tumino, A. (2018). Profitability of different “click and collect” models in
egrocery: A logistics perspective. XXII Summer School “Francesco Turco”—Industrial Systems Engineering.
Grewal, D., Iyer, G. R., & Levy, M. (2004). Internet retailing: Enablers, limiters and market consequences. Journal of Business
Research, 57(7), 703-713.
Gulati, R., & Garino, J. (2000). Get the right mix of bricks & clicks. Harvard Business Review, 78(3), 107-114.
Ha, H. Y., Janda, S., & Muthaly, S. K. (2010). A new understanding of satisfaction model in e-re-purchase situation. European
Journal of Marketing, 44(7-8), 997-1016.
Hansen, T. (2005). Consumer adoption of online grocery buying: A discriminant analysis. International Journal of Retail &
Distribution Management, 33(2), 101-121.
Huang, Y., & Oppewal, H. (2006). Why consumers hesitate to shop online: An experimental choice analysis of grocery shopping
and the role of delivery fees. International Journal of Retail & Distribution Management, 34(4-5), 334-353.
Istat. (2019). Retail trade. Retrieved from: http://www.istat.it
Klein, L. (1998). Evaluating the potential of interactive media through a new lens: search versus experience goods. Journal of
Business Research, 41(3), 195-203.
Miles, M., & Huberman, M. (1994). Qualitative data analysis: An expanded sourcebook (2nd ed.). Beverly Hills: Sage.
Min, S., Overby, W., & Im, K. S. (2012). Relationships between desired attributes, consequences and purchase frequency. Journal
of Consumer Marketing, 29(6), 423-435.
Mulpuru, S. (2008). US e-commerce forecast: 2008 to 2012. Forrester Res. January 18.
Passenheim, O. (2003). Multi-channel-retailing: Entwicklung eines adaptiven und innovativen Konzeptansatzes. zur Integration
des Internet als Absatzkanal im deutschen Lebensmitteleinzalhandel. München, Mering: Rainer Hampp Verlag.
Payaro, A., & Papa, A. P. (2017a). Products suitable for ecommerce: A proposed model for click and bricks companies.
Management Studies, 5(3), 205-211, May-June.
Payaro, A., & Papa A. P. (2017b). Online food for brick and mortar retailers: State of the art in Italy. In the proceedings of
International Conference on Law, Education, Business and Corporate Social Responsibilities (LEBCSR-17), Sept. 4-5,
Budapest (Hungary).
RetailNet Group. (2011). The rise of the online grocery market: Continental Europe. Retrieved from http://www.retailnetgroup.co
m/
Robertson, T. S. (1967). The process of innovation and the diffusion of innovation. Journal of Marketing, 31(1), 14-19.
Schuster, A., & Sporn, B. (1998). Potential for online grocery shopping in the urban area of Vienna. Journal of Electronic Market,ONLINE GROCERY BRICK AND MORTAR RETAILERS 23
8(2).
Stanisław, I., Kijewska, K., & Lemke, J. (2016). Analysis of parcel lockers’ efficiency as the last mile delivery solution—The
results of the research in Poland. Transportation Research Procedia, 12, 644-655.
Tsiros, M., & Heilman, C. M. (2005). The effect of expiration dates and perceived risk on purchasing behavior in grocery store
perishable categories. Journal of Marketing, 69(2), 114-129.
Werner, D., Sascha, A., Ralph, M., & Becker, F. (2011). Concepts, challenges and market potential for online food retailing in
Germany. Working Paper 108 of the Department of Business Policy and Logistics, University of Cologne, Cologne.
Wolcott, H. F. (1994). Transforming qualitative data: Description, analysis, and interpretation. Thousand Oaks, CA: Sage
Publications.
Xiao, J. J. (2015). Internet and consumer economic wellbeing. In International Series on Consumer Science book series (ISCS),
Consumer Economic Wellbeing (pp. 81-92).You can also read
