Talal Al-maghrabi and Charles Dennis
1 STUDY MOTIVATION
Globalization continues to drive the rapid growth of international trade, global corporations, and
non-local consumption alternatives (Alden et al. 2006; Holt et al. 2004), and advances of the Internet
and e-commerce have diminished trade boundaries. E-commerce and e-shopping create opportunities
for businesses to reach to consumers globally and directly, and in turn, business and social science
research now focuses specifically on cross-national and cross-cultural Internet marketing (Griffith et al.
2006).
The Internet had changed how businesses and customers customize, distribute, and consume
products. Its low cost gives both businesses and consumers a new and powerful channel for information
and communication. In 1991, the Internet had less than 3 million users worldwide and no e-commerce
applications; by 1999, about 250 million users appeared online, and 63 million of them engaged in
online transactions, which produced a total value of $110 billion (Coppel 2000). Business-to-consumer
online sales in the United States grew by 120% between 1998 and 1999 (Shop.org and Boston
Consulting Group, 2000). According to a U.K. payment association, the number of consumers who
shop online has increased by more than 157%, from 11 million in 2001 to more than 28 million in 2006
(cited in Alsajjan and Dennis, 2009). E-commerce transactions also are growing in the Middle East
(19.5 million Internet users) and in the Gulf States. In Saudi Arabia, online transactions have increased
by 100%, from $278 million in 2002 to $556 million in 2005 (Al Riyadh 2006). In 2007, Internet sales
increased to more than $1.2 billion worldwide and are expected to continue to rise (World Internet
Users and Population Stats 2007).
An unpublished study by the Centre for Customer Driven Quality also highlights some potential
savings: For one retailer, the cost of an in-store customer contact was estimated to be $10, the cost of a
phone contact $5, and the cost of a Web contact $0.01 (Feinberg, et al. 2002). In the airline industry,
the savings are similar. According to the International Air Transport Association, airlines currently
issue approximately 300 million paper tickets per year at a cost of $10 per ticket to process (Arab News
Newspaper, 2007). One e-ticket process costs only $1(Arab News Newspaper, 2007).
Despite the impressive online purchasing growth rates though, compelling evidence indicates that
many consumers who search different online retail sites abandon their purchases. This trend and the
proliferation of business-to-consumer e-shopping activities require that online businesses understand
which factors encourage consumers to complete their purchases. Acquiring new customers also can
cost as much as five times more than retaining existing ones (Bhattacherjee 2001b; Crego and Schiffrin
1995; Petrissans 1999). For example, a 5% increase in customer retention in the insurance industry
typically translates into an 18% reduction in operating costs (Bhattacherjee, 2001a; Crego et al, 1995).
Online customer retention is particularly difficult. Modern customers demand that their needs be
met immediately, perfectly, and for free, and they are empowered with more information to make
decisions (Bhattacherjee 2001b; Crego and Schiffrin 1995). They also have various online and offline
options from which to choose, and without a compelling reason to choose one retailer over another,
they experiment or rotate purchases among multiple firms (Bhattacherjee 2001b; Crego and Schiffrin
1995).
To employ the savings derived from e-businesses, companies might engage in tactics to increase
switching costs and thereby retain more customers. E-retailers might recall details about the customer
that reduce the customer effort demanded in future transactions; they could also learn more about the
customer to tailor those future interactions to the customer’s needs (Straub and Watson 2001). Better
product quality, lower prices, better services, and increased outcome value should help companies build
sustainable relationships with their customers.
Theoretical explanations of online shopping intentions suggest several important factors. For
example, Rogers (1995) suggests that consumers reevaluate their acceptance decisions during a final
confirmation stage and decide to continue or discontinue. Continuance may be an extension of
acceptance behavior that covaries with acceptance (e.g., Bhattercherjee 2001a; Davis et al. 1989;
Karahanna et al. 1999). We adopt the extended expectation confirmation theory (ECT; Bhattacherjee
2001b) and the technology acceptance model (TAM; Davis et al. 1989) as a theoretical basis,
integrating ECT from consumer behavior literature to propose a model of e-shopping continuance
intentions, similar to the way in which the TAM adapts the theory of reasoned action (TRA) from
social psychology to postulate a model of technology acceptance.
The TAM, as expanded by Davis and colleagues (1992) and Gefen (2003), and the ECT
(Bhattacherjee 2001a; Oliver 1980) have been used widely in research in the industrialized world, but
they are less commonly applied to developing countries. Moreover, the TAM stops at intention and
does not investigate continuance intentions or behavior.