Measuring customers benefits of click and collectPurpose -Click and collect (or grocery pickup) represents a growing part of the channel strategy of traditional off-line retailers. The objective is to understand how customers develop their perceptions towards this new channel. In other words, what are the key factors explaining the long-term value creation for each "click and collect" system depending on consumers' profiles?Design/Methodology/Approach -Based on a quantitative survey of 479 respondents, this research uses confirmatory analyses based on the PLS path modeling.Findings -Based on the structural model, the customers' relations, the website, the pickup station are the most important factors creating value for customers whatever the Internet grocery shopping model. The global conceptual model has been implemented under many variations to test the age effect and the kind of click and collect model. It is made evidence that customers' benefits vary regarding the kind of click and collect model and the age of customers. Research limitations/implications-This research allows a better understanding of the performance of the click and collect system by looking at the key factors that maximize the customers' value and those that decrease it. Results show precisely variations of those factors according to the customer's profile and the click and collect model. Originality/value -This quantitative paper studies customer behaviors towards their usual retailer and their relationship with him. To do so, segmented approaches of the causal model are retained to provide specific recommendations.The model is validated because statistical indicators exceed the recommended threshold (Chin, 1998;Fornell and Larcker, 1981;Tenenhaus et al., 2005). The causal model is expressed as follows (Table 8).-Insert Table 8 about here- Key factors of click and collectAs shown in Table 8, it appears that:Re-purchases = 0.234 relation + 0.207 website + 0.201 pickup station + 0.153 service and marketing policy + 0.103 orders + 0.016 functional benefitThe model shows the created value meaning the key success factors of click and collect, in order of importance:1) The customers' relation forms 23.4% of customer value (related to relational benefit);2) The website explains 20.7% of the customer perceived value (related to experiential benefit);3) The pickup station contributes to 20.1% of the customer perceived value (related to experiential benefit);4) The service and the marketing policy explain 15.3% of the created value (related to experiential benefit);5) The attributes related to orders contribute to 10.3% of created value (related to experiential benefit);6) The functional benefit explains 1.6% of created value.

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Des distributeurs toujours plus proches du consommateur ? Le cas du drive alimentaire Résumé Cette recherche quantitative s'intéresse aux acheteurs de drive alimentaire et spécifiquement à leur fidélité à l'enseigne. Leurs comportements de fidélité seront analysés par le prisme de la proximité d'accès, fonctionnelle et relationnelle. Les résultats confirment que le drive a bien pour vocation de consolider la relation de service établie par l'enseigne avec le client. Ce dernier perçoit le drive comme un service complémentaire et a tendance à rester plutôt fidèle à son enseigne.

International audienceThis article aims to study drive-in users’ experience (from a numerical and physical point of view). It focuses on overall drive-in users’ satisfaction by carrying out an empirical study in Brittany. In terms of the results, a flowchart of the drive-in store’s added value will be presented from a customer experience perspective. The drive-in store’s weak points caused by the new service offering will also be examined.L’objectif de cet article est d’étudier le parcours du client en Drive, d’un point de vue numérique et d’un point de vue physique. Plus précisément, les auteurs ont étudié la satisfaction globale des clients de cette nouvelle formule de service en menant une enquête empirique auprès d’un territoire spécifique : la Bretagne. Au regard des résultats, le logigramme de la valeur ajoutée sui-generis du Drive est présenté en termes de parcours client révélant ainsi les points d’échec de la nouvelle formule de services