How does the quick commerce business model deliver convenience in online grocery retailing, and how does the convenience provided disrupt the (online) grocery retail market? Taking Haas’ work on a generic retail business model as a departure point, in this book chapter we answer these questions by exploring the quick commerce business model, which is so far bypassed by research. We show how consumer convenience presents the central element of quick commerce operators’ service, being reflected in various ways in their busi- ness model dimensions and going beyond the quickness-factor of their deliver- ies. As a result, in contrast to the suggested framework by McNair (1958), it becomes apparent how the wheel of retailing spins differently in this context as, instead of leveraging price competitiveness, convenience becomes the competitive advantage.
Rau, J., Altenburg, L., Iuffmann Ghezzi, A., How the Quick Commerce Business Model Delivers Convenience in Online Grocery Retailing, in Francisco J. Martínez-Lópe, F. J. M. (ed.), Advances in Digital Marketing and eCommerce, Springer Cham, Cham, Svizzera 2023: <<SPRINGER PROCEEDINGS IN BUSINESS AND ECONOMICS>>, 78- 85. 10.1007/978-3-031-31836-8_10 [https://hdl.handle.net/10807/306560]
How the Quick Commerce Business Model Delivers Convenience in Online Grocery Retailing
Iuffmann Ghezzi, AlessandroUltimo
Writing – Original Draft Preparation
2023
Abstract
How does the quick commerce business model deliver convenience in online grocery retailing, and how does the convenience provided disrupt the (online) grocery retail market? Taking Haas’ work on a generic retail business model as a departure point, in this book chapter we answer these questions by exploring the quick commerce business model, which is so far bypassed by research. We show how consumer convenience presents the central element of quick commerce operators’ service, being reflected in various ways in their busi- ness model dimensions and going beyond the quickness-factor of their deliver- ies. As a result, in contrast to the suggested framework by McNair (1958), it becomes apparent how the wheel of retailing spins differently in this context as, instead of leveraging price competitiveness, convenience becomes the competitive advantage.
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