This paper describes the introduction of a new website at TCGplayer, who provide an online store for
Magic the Gathering collectible cards. This paper describes an experiment that was undertaken to test a
new, responsive design, against the current, non-responsive design. It was predicted that redesigning the
shopping cart for a mobile device screen, will result in a higher Perceived Usability (PU), and higher
satisfaction, as indexed using the Technology Acceptance Model (TAM).
The document discusses how changing consumer behavior and new technologies have impacted the marketing communication landscape. It outlines the evolving consumer decision journey, from increased online research to evaluations based on multiple sources. Marketers now must understand this changing process and address consumers across different touchpoints. Specifically, communication needs to be tailored to each stage of the purchasing funnel. Technologies like social media also allow consumers to research products and get opinions from others, influencing their decisions. To be effective, marketers must understand the consumer decision process and align their strategies and content to each step of the buying cycle on various digital channels.
Phygital: A new dimension in customer experienceeveris
Over the last few years, companies have asked themselves about the future of physical environments. With the growth of digital channels, customer behavior has changed and several have chosen the convenience offered by technology
The mobile revolution represents both a threat and opportunity for retailers. While customers increasingly use smartphones in stores to compare prices and make purchases online, mobile technologies also allow retailers to engage customers and improve the in-store experience. However, retailers face challenges in tracking changing customer preferences in real-time, competing with online retailers, and overcoming technology challenges around integrating disconnected in-store and online systems and gathering/analyzing customer data from multiple sources to determine personalized offers.
What is likely to outnumber the billions of human beings on planet earth over the next few years? The answer: mobile devices. While mobile devices have been around for several yea rs, there are two categories that have resulted in the explosive growth in this industry especially over the last two or three years – smartphones and tablets i .
The document discusses how consumer purchasing habits are shifting from infrequent large shopping trips to more frequent smaller trips, and will continue shifting to automatic purchases through smart home devices with consumers opting out of purchases rather than opting in. It outlines 3 steps for FMCG companies to capitalize on this trend: 1) focus on e-commerce, 2) move to delivering full baskets through automatic purchases using the default effect, and 3) leverage voice assistants for conversational commerce. The opportunities include increased profits and customer stickiness, but risks include data security, customer preferences changing, and regulatory challenges.
In 1999, ’The Cluetrain Manifesto’ warned that ‘markets are conversations’. Finally, some 15 years later, software, hardware, mobile and social media vendors have come together to provide tools that allow companies to join and manipulate the conversation. This paper provides a quick overview of the available hardware and software solutions; a discussion of the in-memory landscape, including the strengths and weaknesses of the competing products; and a summary of the latest developments in the social media monitoring space. Given the importance of personalisation and one-to-one advertising for increasing traffic, raising customer conversion rates and increasing average order value, these systems can either be a company’s best friend or its worst enemy.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
Visa is proposing a new "Common Credit Card" product that would combine all of a person's Visa credit cards from different banks onto one card. The card could be used to make payments with funds drawn from any of the user's linked bank accounts. Visa aims to make payments more convenient for customers and increase sales as some users are shifting to debit cards over credit cards. The concept was tested with potential customers and received positive feedback about increased security and accessibility, though some expressed concerns about acceptance and complexity.
The document discusses how changing consumer behavior and new technologies have impacted the marketing communication landscape. It outlines the evolving consumer decision journey, from increased online research to evaluations based on multiple sources. Marketers now must understand this changing process and address consumers across different touchpoints. Specifically, communication needs to be tailored to each stage of the purchasing funnel. Technologies like social media also allow consumers to research products and get opinions from others, influencing their decisions. To be effective, marketers must understand the consumer decision process and align their strategies and content to each step of the buying cycle on various digital channels.
Phygital: A new dimension in customer experienceeveris
Over the last few years, companies have asked themselves about the future of physical environments. With the growth of digital channels, customer behavior has changed and several have chosen the convenience offered by technology
The mobile revolution represents both a threat and opportunity for retailers. While customers increasingly use smartphones in stores to compare prices and make purchases online, mobile technologies also allow retailers to engage customers and improve the in-store experience. However, retailers face challenges in tracking changing customer preferences in real-time, competing with online retailers, and overcoming technology challenges around integrating disconnected in-store and online systems and gathering/analyzing customer data from multiple sources to determine personalized offers.
What is likely to outnumber the billions of human beings on planet earth over the next few years? The answer: mobile devices. While mobile devices have been around for several yea rs, there are two categories that have resulted in the explosive growth in this industry especially over the last two or three years – smartphones and tablets i .
The document discusses how consumer purchasing habits are shifting from infrequent large shopping trips to more frequent smaller trips, and will continue shifting to automatic purchases through smart home devices with consumers opting out of purchases rather than opting in. It outlines 3 steps for FMCG companies to capitalize on this trend: 1) focus on e-commerce, 2) move to delivering full baskets through automatic purchases using the default effect, and 3) leverage voice assistants for conversational commerce. The opportunities include increased profits and customer stickiness, but risks include data security, customer preferences changing, and regulatory challenges.
In 1999, ’The Cluetrain Manifesto’ warned that ‘markets are conversations’. Finally, some 15 years later, software, hardware, mobile and social media vendors have come together to provide tools that allow companies to join and manipulate the conversation. This paper provides a quick overview of the available hardware and software solutions; a discussion of the in-memory landscape, including the strengths and weaknesses of the competing products; and a summary of the latest developments in the social media monitoring space. Given the importance of personalisation and one-to-one advertising for increasing traffic, raising customer conversion rates and increasing average order value, these systems can either be a company’s best friend or its worst enemy.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
Visa is proposing a new "Common Credit Card" product that would combine all of a person's Visa credit cards from different banks onto one card. The card could be used to make payments with funds drawn from any of the user's linked bank accounts. Visa aims to make payments more convenient for customers and increase sales as some users are shifting to debit cards over credit cards. The concept was tested with potential customers and received positive feedback about increased security and accessibility, though some expressed concerns about acceptance and complexity.
Business intelligence has grown significantly in recent years and become an important decision making tool for companies. It involves collecting and analyzing corporate data to support strategic planning. Companies in various industries and sizes can benefit from business intelligence by gaining insights into customer behavior and improving profitability. While business intelligence provides advantages, it also has limitations such as high costs and an inability to predict all outcomes.
Consumer Behavior is changing rapidly everyday. How do brand marketers of today deliver their message cutting through the clutter and optimize their brand messaging using the ever changing media trends. This presentation talks about several approaches various industries and companies are adopting today to market themselves more effectively using consumer behavior.
The document provides an analysis of trends in the gaming industry including increased mobile gaming, free-to-play games, and the rise of eSports. It identifies two key opportunities: 1) the success of free-to-play mobile games with in-app purchases and 2) the growth of professional gaming and eSports events. It also proposes three ideas for future development: integrating mobile and console gaming, implementing virtual reality technology, and developing an eSports entertainment model similar to traditional sports.
Remodista is a savvy retailer’s forum for all things mobile, taking its name—and mission—from core principles of retail and mobility distilled into one community. Fresh content from industry thought leaders and peer reflection meet in a collaborative environment for retailers to learn, share and bring visionary strategies to market.
Next generation social banking ecosystemRupa Shankar
The document discusses how banks can create a next-generation social banking ecosystem by combining customers' transaction data with their social data through secure social apps, which would provide banks with richer insights into customers and allow them to offer more personalized and relevant products, services, and rewards based on customers' complete profiles and relationships with the bank. It also describes how such a social banking approach could help banks strengthen customer relationships and loyalty in today's challenging banking environment defined by new technologies and shifting customer expectations.
This document discusses trends in digital consumer behavior that pose challenges for businesses. It defines digital consumers as those who use mobile devices and the internet to search for products, make purchases, and access online content. Some key trends shaping digital consumers' behavior include their growing expectations around customization, participation in brand co-creation, and desire for unique experiences rather than just products. Businesses must adapt to these emerging trends in how digital consumers behave in order to satisfy their needs and expectations.
This document discusses real-time marketing and analytics. It begins by discussing how The Cluetrain Manifesto highlighted how the internet was revolutionizing business communications and marketing needs to adapt. It then defines real-time marketing as engaging customers via digital technologies on their terms. Successful real-time marketing requires gathering data from multiple sources, analyzing it to understand customer interests and behaviors, and targeting customers with timely, relevant offers. The document also discusses how in-memory computing systems can help companies gain insights from massive amounts of customer data in real-time by processing queries much faster than traditional disk-based systems.
Direct marketing involves compiling customer data and sending targeted messages to promote products and services. It can include telemarketing, email marketing, and door-to-door sales. Coupon marketing is a form of direct marketing that aims to attract new customers and influence existing customers' purchasing behaviors through discounts. Digital coupons are growing in popularity, allowing customers to save coupons digitally on their devices. Mobile marketing is emerging as a new avenue for direct marketing through location-based ads and coupons received on phones.
Disrupting Reality: Taking Virtual & Augmented Reality to the EnterpriseCognizant
The impact of virtual and augmented reality platforms and applications will be profound for enterprises across industries, allowing companies to transform processes and improve how employees work, communicate and collaborate. All within a real-time, "real-life" environment that reduces the need for physical premises and presence.
2014 Digital-Inspired Trends in the Financial Services Industry: Banks, Card ...Carmelon Digital Marketing
Digital trends in the financial services industry are driving changes in how consumers access and use financial services. Consumers are increasingly using online and mobile channels, adopting a multi-channel approach. This has led financial institutions to focus on digital innovation, personalization, convenience, and self-service options. Emerging technologies like mobile payments and digital wallets are also transforming how consumers pay for goods and services. Peer-to-peer lending and crowdfunding are becoming alternatives to traditional lending models. Social media is also playing a larger role through features like social investing and group payments.
Square offers a simple payment processing solution for small businesses through a card reader that plugs into mobile devices. It has grown rapidly by disrupting the payment industry, but has shifted its focus more toward business services over customer engagement. Square collects substantial transaction data that could be valuable for analytics and other services if it can better utilize the data and strengthen collaborations. The future potential for Square lies in further developing its data assets and strategic partnerships.
The document summarizes key social media trends for brands in 2012 based on discussions at the Social Summit 2012. The four main trends discussed are: 1) Data-responsive brands that quickly adapt to social data will have an advantage; 2) Brands must provide a seamless omnichannel experience for consumers who research across devices; 3) Understanding consumer sentiment will help brands personalize marketing; 4) Brands need to become publishers of valuable content to attract consumers rather than just interrupt them. The document provides examples and perspectives from industry leaders on how brands can capitalize on these trends.
Retailers considering mobile point-of-service (POS) solutions should evaluate key considerations to ensure success. Seamless integration with existing retail systems is important, as is utilizing similar business processes to the existing POS. Solutions should adhere to payment security standards and allow for easy implementation and maintenance of mobile POS hardware. Addressing these factors will maximize returns on mobile POS investments.
Pictures of Truth, By Tom Conti, President, G2 USAG2 USA
This white paper discusses how digital technologies have empowered consumers and changed the retail shopping experience. It makes three key points:
1. Consumers are now highly informed and make most purchase decisions, up to 76%, from home before visiting stores due to abundant online resources.
2. The concept of a single "first moment of truth" at retail has been replaced by multiple moments that can occur online or offline as consumers research via various channels throughout their shopping journey.
3. Search engines like Google have become indispensable shopping tools, shifting control from marketers to consumers, who use search and mobile apps to research products and find deals from any location.
pc_design_use_purchase final aug 24 2015 (2)Bijan Arbab
This document discusses research into how people choose and use personal computers (PCs). It aims to develop a methodology to better understand user behavior in order to help designers satisfy user needs. The paper poses four research questions: 1) How do people choose a new PC? 2) Do people generally use what they pay for? 3) Do people overbuy or underbuy the capabilities of their PCs? 4) How informed are designers about user needs? It reviews related literature on factors that influence technology adoption. The paper then presents analysis of self-reported data on purchase intentions and logged usage data from millions of PCs to explore how purchase decisions align with actual use.
Couponing in the Digital Age: A 360i Playbook for CPG Brands360i
The document is a playbook for CPG brands on digital coupons that provides an overview of the digital coupon landscape, highlights key reasons why digital coupons are growing in importance, profiles a typical digital coupon user, and includes interviews and articles on best practices for using digital coupons as part of a marketing strategy.
This was a graduate project for my Market Research class. We were asked to find the value in digital coupons for a potential business as well as collect consumer data.
This document summarizes a study on the coopetition strategy of Zocha, a joint venture in Garut, Indonesia. The study aims to map Zocha's value network and design a coopetition strategy to create new value co-creation. It involves qualitative research through interviews with five players in Zocha's business processes from September to December 2014. The analysis found that player, added value, tactics, and scope could change in Zocha's value co-creation under the coopetition strategy, while rules would remain the same. The research provides implications for improving Zocha's role as a value co-creator in Garut and as a reference for combining potential SMEs to create greater business
Wearable Devices: The Next Big Thing in CRMCognizant
When integrated with CRM systems, wearable devices offer the same type of digital experience as desktops, laptops, smartphone or tablets, but with the convenience afforded by watches, eyeglasses and headbands. Wearables apply across the CRM spectrum - from sales, to marketing, to services.
Business intelligence has grown significantly in recent years and become an important decision making tool for companies. It involves collecting and analyzing corporate data to support strategic planning. Companies in various industries and sizes can benefit from business intelligence by gaining insights into customer behavior and improving profitability. While business intelligence provides advantages, it also has limitations such as high costs and an inability to predict all outcomes.
Consumer Behavior is changing rapidly everyday. How do brand marketers of today deliver their message cutting through the clutter and optimize their brand messaging using the ever changing media trends. This presentation talks about several approaches various industries and companies are adopting today to market themselves more effectively using consumer behavior.
The document provides an analysis of trends in the gaming industry including increased mobile gaming, free-to-play games, and the rise of eSports. It identifies two key opportunities: 1) the success of free-to-play mobile games with in-app purchases and 2) the growth of professional gaming and eSports events. It also proposes three ideas for future development: integrating mobile and console gaming, implementing virtual reality technology, and developing an eSports entertainment model similar to traditional sports.
Remodista is a savvy retailer’s forum for all things mobile, taking its name—and mission—from core principles of retail and mobility distilled into one community. Fresh content from industry thought leaders and peer reflection meet in a collaborative environment for retailers to learn, share and bring visionary strategies to market.
Next generation social banking ecosystemRupa Shankar
The document discusses how banks can create a next-generation social banking ecosystem by combining customers' transaction data with their social data through secure social apps, which would provide banks with richer insights into customers and allow them to offer more personalized and relevant products, services, and rewards based on customers' complete profiles and relationships with the bank. It also describes how such a social banking approach could help banks strengthen customer relationships and loyalty in today's challenging banking environment defined by new technologies and shifting customer expectations.
This document discusses trends in digital consumer behavior that pose challenges for businesses. It defines digital consumers as those who use mobile devices and the internet to search for products, make purchases, and access online content. Some key trends shaping digital consumers' behavior include their growing expectations around customization, participation in brand co-creation, and desire for unique experiences rather than just products. Businesses must adapt to these emerging trends in how digital consumers behave in order to satisfy their needs and expectations.
This document discusses real-time marketing and analytics. It begins by discussing how The Cluetrain Manifesto highlighted how the internet was revolutionizing business communications and marketing needs to adapt. It then defines real-time marketing as engaging customers via digital technologies on their terms. Successful real-time marketing requires gathering data from multiple sources, analyzing it to understand customer interests and behaviors, and targeting customers with timely, relevant offers. The document also discusses how in-memory computing systems can help companies gain insights from massive amounts of customer data in real-time by processing queries much faster than traditional disk-based systems.
Direct marketing involves compiling customer data and sending targeted messages to promote products and services. It can include telemarketing, email marketing, and door-to-door sales. Coupon marketing is a form of direct marketing that aims to attract new customers and influence existing customers' purchasing behaviors through discounts. Digital coupons are growing in popularity, allowing customers to save coupons digitally on their devices. Mobile marketing is emerging as a new avenue for direct marketing through location-based ads and coupons received on phones.
Disrupting Reality: Taking Virtual & Augmented Reality to the EnterpriseCognizant
The impact of virtual and augmented reality platforms and applications will be profound for enterprises across industries, allowing companies to transform processes and improve how employees work, communicate and collaborate. All within a real-time, "real-life" environment that reduces the need for physical premises and presence.
2014 Digital-Inspired Trends in the Financial Services Industry: Banks, Card ...Carmelon Digital Marketing
Digital trends in the financial services industry are driving changes in how consumers access and use financial services. Consumers are increasingly using online and mobile channels, adopting a multi-channel approach. This has led financial institutions to focus on digital innovation, personalization, convenience, and self-service options. Emerging technologies like mobile payments and digital wallets are also transforming how consumers pay for goods and services. Peer-to-peer lending and crowdfunding are becoming alternatives to traditional lending models. Social media is also playing a larger role through features like social investing and group payments.
Square offers a simple payment processing solution for small businesses through a card reader that plugs into mobile devices. It has grown rapidly by disrupting the payment industry, but has shifted its focus more toward business services over customer engagement. Square collects substantial transaction data that could be valuable for analytics and other services if it can better utilize the data and strengthen collaborations. The future potential for Square lies in further developing its data assets and strategic partnerships.
The document summarizes key social media trends for brands in 2012 based on discussions at the Social Summit 2012. The four main trends discussed are: 1) Data-responsive brands that quickly adapt to social data will have an advantage; 2) Brands must provide a seamless omnichannel experience for consumers who research across devices; 3) Understanding consumer sentiment will help brands personalize marketing; 4) Brands need to become publishers of valuable content to attract consumers rather than just interrupt them. The document provides examples and perspectives from industry leaders on how brands can capitalize on these trends.
Retailers considering mobile point-of-service (POS) solutions should evaluate key considerations to ensure success. Seamless integration with existing retail systems is important, as is utilizing similar business processes to the existing POS. Solutions should adhere to payment security standards and allow for easy implementation and maintenance of mobile POS hardware. Addressing these factors will maximize returns on mobile POS investments.
Pictures of Truth, By Tom Conti, President, G2 USAG2 USA
This white paper discusses how digital technologies have empowered consumers and changed the retail shopping experience. It makes three key points:
1. Consumers are now highly informed and make most purchase decisions, up to 76%, from home before visiting stores due to abundant online resources.
2. The concept of a single "first moment of truth" at retail has been replaced by multiple moments that can occur online or offline as consumers research via various channels throughout their shopping journey.
3. Search engines like Google have become indispensable shopping tools, shifting control from marketers to consumers, who use search and mobile apps to research products and find deals from any location.
pc_design_use_purchase final aug 24 2015 (2)Bijan Arbab
This document discusses research into how people choose and use personal computers (PCs). It aims to develop a methodology to better understand user behavior in order to help designers satisfy user needs. The paper poses four research questions: 1) How do people choose a new PC? 2) Do people generally use what they pay for? 3) Do people overbuy or underbuy the capabilities of their PCs? 4) How informed are designers about user needs? It reviews related literature on factors that influence technology adoption. The paper then presents analysis of self-reported data on purchase intentions and logged usage data from millions of PCs to explore how purchase decisions align with actual use.
Couponing in the Digital Age: A 360i Playbook for CPG Brands360i
The document is a playbook for CPG brands on digital coupons that provides an overview of the digital coupon landscape, highlights key reasons why digital coupons are growing in importance, profiles a typical digital coupon user, and includes interviews and articles on best practices for using digital coupons as part of a marketing strategy.
This was a graduate project for my Market Research class. We were asked to find the value in digital coupons for a potential business as well as collect consumer data.
This document summarizes a study on the coopetition strategy of Zocha, a joint venture in Garut, Indonesia. The study aims to map Zocha's value network and design a coopetition strategy to create new value co-creation. It involves qualitative research through interviews with five players in Zocha's business processes from September to December 2014. The analysis found that player, added value, tactics, and scope could change in Zocha's value co-creation under the coopetition strategy, while rules would remain the same. The research provides implications for improving Zocha's role as a value co-creator in Garut and as a reference for combining potential SMEs to create greater business
Wearable Devices: The Next Big Thing in CRMCognizant
When integrated with CRM systems, wearable devices offer the same type of digital experience as desktops, laptops, smartphone or tablets, but with the convenience afforded by watches, eyeglasses and headbands. Wearables apply across the CRM spectrum - from sales, to marketing, to services.
► Digital Strategy & E-Commerce - 28 Key Insights From FirstFIRST
This document summarizes 28 key insights about digital strategy and e-commerce from FIRST Digital Leadership Series. Some of the main points discussed include an increasing focus on digital initiatives among CEOs, the importance of omnichannel retailing, benchmarking e-commerce performance against industry data, Amazon's expansion of services like AmazonFresh, and the strategic use of content marketing across enterprises. Many insights also touch on trends in areas like marketing technology, big data analytics, and the growing role of technology companies.
This document discusses how dominant designs emerge in industries. It explains that many industries experience increasing returns to adoption, where the more a technology is used, the more valuable it becomes through improvements and complementary assets. Two primary sources of increasing returns are learning effects, where more usage enables greater development and efficiency, and network externalities, where a technology becomes more useful and valuable as more people use the same or compatible technology. The value of a new technology comes from its standalone benefits as well as the value added by the size of its user base and availability of complementary goods and services. However, in 2015 there was no single dominant mobile payment system as different technologies and standards were competing for adoption.
Master thesis for Mathematics on Financial Mathematics and Advanced Statistic...Daniel Antunes
Implementation of a computer financial management system which permits the trading of securities via a computer network. The securities traded are the web-clicks generated by any web-site, times a cost per click (c.p.c.), based on a certified log statistics file (e.g. Google Analytics).
The server computer generates a market price using the Black-Scholes model. The buy and sell orders for the derivative financial instruments are made from a plurality of client computers, to a server computer which stores every transaction in a database.
Finantial Derivatives for the populariety of internet sites.
European Patent application no. 09160449.6, ref. ZZZ-P01987EP: "Stock Market for Popularity of Internet Sites".
The document discusses how Moore's Law has transformed industries like automotive manufacturing through increased automation and use of technologies like Enterprise Resource Planning (ERP) software. It argues that Moore's Law is now impacting digital media buying in a similar way. Specifically, new "automated guaranteed" technologies aim to streamline the traditionally manual processes of requesting proposals, negotiating deals, and trafficking campaigns for digital display ads, helping media teams work more efficiently and focus on adding value for clients.
Digital advertising has become complex with many middlemen that reduce efficiency and privacy. A new blockchain-based solution called Basic Attention Token (BAT) is proposed to create a decentralized advertising exchange. BAT would compensate users for their attention through a token, protecting privacy and rewarding publishers. This aims to make digital advertising more efficient by connecting advertisers, publishers and users while removing costs of existing networks like fraud and privacy violations.
IRJET - MADTECH Software System using Social Media MiningIRJET Journal
1) The document proposes developing a software system called MAdTech that uses social media mining to obtain user data from social media and mobile apps. This data would then be used for targeted advertising.
2) The MAdTech system would consist of a MarTech tool to crawl and collect social media data and an AdTech platform to assist with media buying.
3) The goals of the system are to automate the data mining process, integrate MarTech and AdTech systems, and create a user-friendly interface to make targeted advertising more efficient and cost-effective than traditional methods.
The document discusses the growing trend of the Internet of Things (IoT), where everyday devices are connected to the internet and able to generate data. It predicts that by 2020 there will be 30 billion internet-connected devices. This growth in connected devices and machine-generated data will provide new opportunities for digital analytics to gain deeper insights into user behavior and experiences. Examples are described where consumer product companies have used IoT technologies to personalize marketing campaigns and better understand customer interactions with their brands. The IoT is poised to transform marketing through more refined approaches that integrate big data analytics with activity patterns and behaviors captured by connected devices.
Assess the effect of service quality on customer satisfaction in facebook soc...IJMIT JOURNAL
The numbers of social network users are boomingas a result of increased Internet access and smartphone accessibility. Facebook in particular is considered one of the most important social networks in Egypt, where there is a noticeable increase in the preferences to shop on Facebook. This paper examines the service quality dimensions that influence customers’ satisfaction and their purchase intention in the context of B2C social commerce through Facebook. The proposed model includes eight dimensions: usability, reliability, responsiveness, empathy, courtesy, trust, price, and security. The results revealed all dimensions had a positive effect on overall service quality variable which in turn positively influenced the user satisfaction which affects the purchase intentions of customers.
This paper is an analysis on the impact machine learning, Artificial Intelligence, and robotics has on the supply chain management. The analysis covers the basis of AI in the SCM mechanisms while defining it from the ground up. Later on, to shed a true light on supply first the paper zooms in on the effects of machines in marketing. From what particular methodologies are deployed in today’s environment extending all the way to its anticipated outcomes. As the reader progresses he/she will find valuable studies on the main segments of machine learning within the supply chain itself. Certain novelties and innovations are scrutinized regarding SCM alongside these studies. These innovations are exemplified by certain cases presented in Part 3. The penultimate section briefly examines the possible drawbacks of the surge in machine application in SCM. The final section compiles the ideas presented in the paper as a whole and gives a glimpse of an estimate for the near future.
The document discusses how digitization is reshaping competition by lowering barriers to entry and allowing new competitors to emerge. It summarizes the key points as follows:
1) A large European insurer was facing pressure from a new online competitor that was undercutting premiums without agents by using new technologies and its strong online brand. The board decided to accelerate the company's digital transformation in response.
2) Digitization is rewriting the rules of competition by lowering entry barriers, disaggregating value chains, and allowing new entrants to scale up rapidly. This poses strategic challenges for incumbent companies.
3) The document goes on to discuss seven forces driving changes in competitive landscapes across industries, such as new price transparency putting
Elements and enablers: how to develop an operator IoT ecosystemomarvl
In the battle to establish leadership in the IoT, ecosystems
will ultimately be the competitive unit.
There are three main levers for building a successful
IoT ecosystem – an IoT platform, market
expectation and network effects. Of these, market
expectation and network effects will be particularly
critical. The way in which operators use
these two levers will be the key to differentiating
their ecosystems successfully.
The aim of this study was to determine consumer segments based on the acceptance of
shoppable ads from fashion brands on online social media platforms. To achieve this objective, we
used the technology acceptance model (TAM) to offer a vision of the perceptions of the shoppable
ads, attitudes and behaviors of social network users, using social media marketing activities as
a background. Second, we searched for fashion social buyer segments using finite mixture partial
least squares (FIMIX-PLS). Third, we sought to characterize these consumer segments. A sample
of 486 users of social networks who accessed through mobile devices was obtained. The inclusion
of social media marketing variables as antecedents of acceptance allowed us, to a large extent, to
understand the intention to buy clothing by these social media users.
Strategies for superior market performance of games and appsJoost Rietveld
Slide deck on platform market analysis and strategic positioning for (serious) games and app developers. Prepared as a master's level guest lecture at the University of Groningen (July-'18).
COLLEGE OF BANKING AND FINANCIAL STUDIESDEPARTMENT OF UNDEWilheminaRossi174
COLLEGE OF BANKING AND FINANCIAL STUDIES
DEPARTMENT OF UNDERGRADUATE PROGRAMME
BACHELOR IN BUSINESS ADMINISTRATION
GROUPWORK ASSIGNMENT
Weightage: 30%
Student Name &
ST Number
1.Dunya Hamood Albreiki (ST09019)
2. Muadh Yahya Al Jahdhami (ST09348)
3. Abubaker Haider Abdullah (ST09222)
4. Nawaf Rasheed Al Yafei (ST09307)
5. Abdullah Al Salmi (ST09718)
Semester
7
February - May 2021
Assignment Title
Feasibility Study/ Business Plan
Drive-in Cinemaparking Comment by Leena Barretto: Please change the name to Drive-in Cinema
Introduction
In reality, they are optimists, and they know that movies represent society. The cinemas are the reflectors from the outset which simulate events of culture. Films generate leisure, recreation and knowledge, education, and inspiring the secret facets of culture and the social prospects for millions of people. Parking Cinemas have their very own appeal; however, parking movies have earned a lot of attention in these modern times. Their individuality and adaptability have earned the reputation of this movement. It's a former investment that helps you enjoy films with others (Barrow et al., 2018). People could watch their favorite moments in a public movie. It's a perfect way for most people to entertain. In the comfort of their own house, nearly everyone loves to watch another movie and to relax. Since they are enjoyable, they achieve their unquestionable success.
Description
The type of service we come with is introducing cinema parking in Sultanate of Oman. Probably hundreds of vehicles used to reserve in an open area near the Crown Palaza hotel, a large screen many stories wide displayed which seemed to be the week's movie. Hotel workers gathered and served candy and food promotions of the day. A powerful outdoor conditioning machine runs full tilt to provide ventilation as people stayed in their cars to watch the display. It's an idea that the Transcontinental Sultanate of Oman is contemplating, and reactions have been positive. Due to the possibility of Covid19, cinemas around the world have been closed to avoid being virus dissemination hotspots (Ebuen, 2020). It provides a desirable situation in which Cinema parking is the best choice and facility to provide.
Feasibility analysis
a. Product/ Service durability
The cinema car park facilities provide some outstanding amenities that require a fresh vision, a separate vision, and world-class technical excellence. It isn't easy to make creative choices for professionals unfamiliar with properties (Pauceanu, 2016). In this context, we pass over the most critical features to make marketing decisions from their consciousness. Comment by Leena Barretto: Not clear
b. Product/service demand
The product is profoundly in demand, particularly since the mindfulness about the destructive impact of the current situation of Covid19 plus people have been warned to avoid enclosed gathering in Sultanate of Oman. This Cinema parking will be the appropriate servic ...
This document summarizes a report on the future of retail for consumer industries. It finds that over the next decade, retail will be transformed by empowered consumers demanding more choice and control, and disruptive technologies. Key drivers of success will be understanding consumers, adopting new technologies rapidly, embracing transformative business models online and offline, and building capabilities in partnerships, last-mile delivery, and data sciences. While opportunities exist, challenges include the high costs of new technologies and slow cultural changes within organizations. The physical store will remain important but evolve to focus on discovery, engagement and experiences through technology.
Shaping the Future of Retail for Consumer IndustriesHaroldo Duarte
A World Economic Forum project in collaboration with Accenture
- Retail Industry Vision 2026
- Trends Driving the Future of Retail
The empowered consumer
Disruptive technologies
Transformative business models
- Future Capabilities Required
The partnership mindset
Last-mile delivery
Advanced data sciences
- Societal Implications
Impact of physical retail evolution on communities
Impact of new technologies on the workforce
Impact of last-mile delivery on sustainability
SMAC and Innovation Transformation covers the topics:
• Innovation
• Leadership Agility
• Leading Organizational Change
• Lean Startup Principles
• SMAC and the Transformation of Innovation
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RESPONSIVE REDESIGN AND ITS EFFECTS ON PERCEIVED USEFULNESS
1. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
DOI: 10.5121/caij.2021.8101 1
RESPONSIVE REDESIGN AND ITS EFFECTS ON
PERCEIVED USEFULNESS
Kimberly Fischer and Damian Schofield
Department of Computer Science, State University of New York, Oswego, NY
ABSTRACT
This paper describes the introduction of a new website at TCGplayer, who provide an online store for
Magic the Gathering collectible cards. This paper describes an experiment that was undertaken to test a
new, responsive design, against the current, non-responsive design. It was predicted that redesigning the
shopping cart for a mobile device screen, will result in a higher Perceived Usability (PU), and higher
satisfaction, as indexed using the Technology Acceptance Model (TAM).
KEYWORDS
Collectible Card Game, Responsive Design, Technology Acceptance Model, HCI, Usability
1. INTRODUCTION
Magic: The Gathering (MTG) was created by the Wizards of the Coast in 1993 [1, 2]. It is
thought to be the first Collectible Card Game (CCG) and it has created a large subculture of
devoted players. In MTG, players compete with each other using their own decks of cards which
they purchase within Local Gaming Stores (LGS), trade with one another, or buy through the
secondary market [3, 4].
MTG, played by over twenty million people worldwide, has grown into a large scale,
contemporary social activity, which has created a new revenue source for the gaming
entertainment industry [1, 2, 4]. Illustrating just how lucrative the CCG market is, the Pokemon
franchise, which does include a CCG, is the highest-grossing media entertainment franchise
today. Pokemon generates more money than Star Wars or Harry Potter [5]. Further, Hasbro, the
parent company for MTG, claimed that it ended its fourth year of 25% revenue growth since
2015 and since 2014 has brought in an estimated annual revenue of $250 million [1].
1. INTRODUCTION
Magic: The Gathering (MTG) was created by the Wizards of the Coast in 1993 [1, 2]. It is
thought to be the first Collectible Card Game (CCG) and it has created a large subculture of
devoted players (Thomas, M. et al, 2019; Limbert, 2012). In MTG, players compete with each
other using their own decks of cards which they purchase within Local Gaming Stores (LGS),
trade among one another or buy through the secondary market (Thomas, M., Shyjka, A.,
Gjomemo, R., 2019).
1.1. Secondary Markets
The secondary market is valuable for reselling specialty, rare, or collectible items. The CCG
market is twofold: First, there is the primary market, which is comprised of the initial sales of
2. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
2
new CCGs; and the secondary market, which consists of players buying, selling, and trading used
CCGs [4, 5]. Research shows that MTG currently holds roughly 57.2% of the volume of
secondary card sales [6].
According to recent studies, one-third of shoppers begin browsing for trading cards from a
secondary marketplace [7]. In 2018, secondary online marketplace sales accounted for 52% of
worldwide e-commerce sales, or $1.66 trillion [8]. Examples of secondary retailers are eBay,
Amazon, and Etsy, which continue to grow rapidly in popularity and profitability. For example,
Etsy has reported to now have close to 1.6 million active sellers, and 26.1 million active buyers
[9]. EBay's total e-commerce sales in the US are expected to reach $35.89 billion, which works
out to be approximately 6.1% of all US e-commerce sales [10]. The CCG world also has several
well-known secondary market giant stores to shop from. Setting the market value for cards and
collectibles are Channel Fireball, Star City Games, and TCGplayer.
TCGplayer, a secondary market retailer for MTG, offers a digital marketplace for buying and
selling gaming memorabilia. On average, they provide over four million pages of pricing data
each day via their website [11]. The estimated annual revenue for TCGplayer in 2019 was $60.6
million [12].
Currently, several of their web pages are unresponsive and therefore present multiple friction
points for users. The risk for TCGplayer is that their unresponsive web pages could decrease the
Perceived Usability (PU) of a site which, in turn, could negatively impact the shopping behavior
of the customer.
1.2. Responsive Design
Four billion people are anticipated to be using internet retail by 2020 [13]. For any CCG industry
to continue to be prosperous, understanding and predicting shopper’s behaviors, and how they
access these secondary marketplaces, will be crucial. By creating positive user experiences across
all device screen sizes, revenue gains from returning shoppers within the secondary market can
be bolstered [14, 15, 16].
Pointing to the essence of responsive design, research shows that most shoppers prefer accessing
e-commerce and m-commerce sites using their mobile phones [17]. It has also been shown that
consumer loyalty is higher for m-commerce sites that are responsive, aesthetically designed, and
built from the user's perspective [14, 16].
M-commerce can be thought of as an extension of e-commerce with the former having its own
requirements for interface design [18]. For example, on a desktop screen, the overview is high,
due to the larger screen size which affords full context, creating a sense of direction and Ease of
use (EOU). In contrast, the smaller mobile screen limits overview of the m-commerce ecosystem,
which impacts Perceived Ease of Use (PEOU). Shoppers in a modern online retail market expect
all the websites they use to be responsive and enjoyable to interact with.
1.3. Technology Acceptance Model
In addition to considering responsive design and its effects on usage, it is also important to
appreciate the mental model of the user [19, 20]. Studies have found that when compared to users
who had no previous exposure to a shopping application, experienced users took longer to browse
for items after an interface update was applied [21]. Other research suggests that a user's mental
model directly affects their intention to use a smartphone application [20]. This implies that the
3. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
3
longer a user has become accustomed to an interface or system, the greater the friction when that
interface changes. Further, the user friction could increase exponentially the further the design
moved away from the initial design. Therefore, it becomes important to consider the amount of
time a user has interacted with the system under consideration and other similar systems outside
of that ecosystem. When implementing any future augmentations, it is important to consider how
the user may react, in order to reduce user friction.
The Technology Acceptance Model (TAM), introduced in 1986, is one of the most adopted
models for predicting behavior toward acceptance, or adoption, of hardware or software systems
[13, 22, 23, 24]. TAM essentially predicts intention to use and amount of use of a technology
[25]. The TAM primarily relies on two variables; namely, Perceived Ease of Use (PEOU) and
Perceived Usefulness (PU) which are influenced by the system’s attributes (external variables)
and the behavioral intention (Figure 1) [26, 27]. This multifaceted relationship guides researchers
toward predicting actual system usage.
Figure 1. The Technology Acceptance Model [28].
Previous research utilized the TAM to evaluate the likelihood of adoption of an m-commerce site
[29]. They found that a user’s PEOU is indicative of its PU which directly affects behavior and
actual usage. In other similar studies, the user interface design of the website was found to be
influential and important toward the acceptance of technology [3, 31]. Tractinsky (1997)
pioneered a particular form of design research by revealing data that links aesthetics, or the
beauty of a website, with high PEOU [32]. Further TAM studies found it was important that e-
commerce sites be attractive to users and that navigation be clear because it provides the users
with a sense of confidence [13].
Koufaris (2001) demonstrated how emotional and cognitive experiences influenced a shopper's
return to an e-commerce store and for having unplanned purchases [25]. These results were
supported by prior TAM research showing that PU was a more important predictor of intended
system usage than PEOU [22, 24, 33]. In other words, PU, which emerges out of responsive
design, can affect consumer’s willingness to adopt a site, perform a purchase, and return to the
site again.
2. EXPERIMENT
Several of TCGplayer’s web pages were previously unresponsive and therefore presented
multiple friction points for potential users. In order to increase PU, and for the purpose of this
research, specific attention was focussed on TCGplayer’s most critical commerce page, their
unresponsive shopping cart.
4. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
4
Within TCGplayer’s checkout process, shoppers are directed towards the shopping cart where
they have the following interaction options: view items, edit, save for later, return to shopping or
delete items. Since this page is currently unresponsive, this forces users on mobile devices to
pinch and zoom to interact with their items.
This experiment aims to test the new, responsive design, against the current, non-responsive
design. The prediction is that redesigning the shopping cart for a mobile screen, will result in a
higher PU, and higher satisfaction, as indexed using the TAM.
Since research demonstrates that increased adoption could lead to an increase in consumer
spending, unplanned spending, and consumer loyalty, the literature surrounding responsive
redesign and its effects on PU needs to be researched further and expanded upon. Understanding
just how impactful responsive design is on shoppers' behavior, specifically as it relates to m-
commerce sites and the potential to influence PEOU and PU, is important [34].
2.1. Design
The experiment conducted was a between-subjects design. Participants were randomly assigned
to one of the following conditions: non-responsive (Group A) or responsive (Group B). All
participants attended the lab once and after each condition completed an 11 question Technology
Acceptance Model (TAM) survey to measure PEOU, PU, and Output Quality (OUT).
2.2. Participants
Twenty-five individuals were recruited from TCGplayer’s employee population. The participants
were divided into 2 groups consisting of 13 participants in group A and 12 participants in group
B. There were 10 females and 15 males. Participants did not receive any type of compensation.
2.3. Materials
A standard Samsung smartphone was used to access TCGplayer’s website in both conditions.
The TAM survey provided a way to measure what a participant is seeing as helpful when it
comes to accepting a system or technology. When filling out this survey, participants were asked
questions which indicated the degree to which they believe that using TCGplayer’s shopping cart
web page will be free of effort (PEOU); the degree to which they believe that using TCGplayer’s
shopping cart web page would enhance his or her shopping performance (PU); and finally, the
degree to which they believe that the TCGplayer shopping cart helped them perform their task
well (OUT).
The TAM can be used to measure many different systems, and at different temporal scales.
However, for the purposes of this study, participants were asked to rank how they felt at the
moment. A shortened version of the standard TAM questionnaire was used, containing 11
questions that were the most salient to this research.
2.4. Procedure
Upon arrival at the lab, participants were seated at a table and presented with the informed
consent form. Having signed the consent form, participants were presented with the smartphone
and briefly explained the procedure. Participants in Group A (non-responsive) were asked to
complete the task of editing the quantity of an item in the shopping cart from 1 to 4, followed by
tapping the "Checkout" button. After this task, they spent approximately 10 minutes filling out
5. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
5
the TAM survey questions. The second condition, Group B, (responsive) completed the same
task followed by the same TAM survey questions. The total experiment lasted no longer than 20
minutes per participant.
3. RESULTS
To test the hypothesis that guided the current study, descriptive and inferential statistical tests
were conducted using data from the three categories of TAM questions: PEOU, PU, and OUT.
Table 1 presents a summary of descriptive statistics for each of the dependent variables within
each group and each category of question.
Table 1. Summary of Descriptive Statistics
Group A Group B
M (SD) M (SD)
PEOU
Q1 4.85 (1.95) 5.17 (1.60)
Q2 5.00 (2.20) 4.50 (1.62)
Q3 4.85 (2.15) 4.74 (1.71)
Q4 4.85 (2.00) 5.16 (1.64)
PU
Q1 4.38 (2.14) 4.45 (1.31)
Q2 4.08 (2.33) 3.83 (1.70)
Q3 4.00 (2.31) 4.80 (1.64)
Q4 4.70 (2.06) 4.70 (1.60)
OUT
Q1 4.80 (2.35) 4.50 (1.53)
Q2 5.10 (1.71) 4.42 (1.51)
Q3 4.51 (2.30) 4.17 (1.75)
3.1. Perceived Ease of Use (PEOU)
The first metric of PEOU was to determine the degree to which a person using the checkout
experience would be free of effort.
Within Group A (non-responsive), most respondents indicated a high PEOU with the majority of
responses being a [6] or [7]. Out of 13 participants, 23% said they found the TCGplayer shopping
cart clear and understandable [PEOU 1], 38% indicated it was easy to use [PEOU 3]. Further,
31% indicated that the shopping cart experience did not require a lot of their mental effort [PEOU
2].
The POEU results for Group A are given in Table 2 and illustrated graphically in Figure 2.
Within Group B (responsive), respondents indicated a slight mix of PEOU response. Out of 12
respondents, 25% rated the cart's clarity at a [4] [PEOU 1], while 33% rated it a [7]. However,
there was a clear division for [PEOU 2] where 25% indicated a [4] for the shopping cart
experience not requiring a lot of their mental effort, while only 8% indicated a [7]. In general,
6. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
6
[PEOU 2] responses trend toward lower ratings, with a higher percentage indicating that the
responsive cart experience required a lot of their mental effort.
The POEU results for Group B are given in Table 3 and illustrated graphically in Figure 3.
Table 2. (Group A) Overview of results for perceived ease of use factor
PEOU 1
(%)
PEOU 2
(%)
PEOU 3
(%)
PEOU 4
(%)
Strongly Disagree 0 8 8 0
2 23 15 15 9
3 8 8 8 15
4 0 0 8 8
5 23 8 0 15
6 23 31 31 23
Strongly Agree 23 31 31 31
Table 3. (Group B) Overview of results for perceived ease of use factor
PEOU 1
(%)
PEOU 2
(%)
PEOU 3
(%)
PEOU 4
(%)
Strongly Disagree 0 0 0 0
2 0 17 17 12
3 17 12 12 12
4 25 25 8 17
5 17 17 33 17
6 12 25 17 25
Strongly Agree 33 8 17 25
Figure 2. (Group A) Overview of results for perceived ease of use factor
7. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
7
Figure 3. (Group B) Overview of results for perceived ease of use factor
3.2. Perceived Usefulness (PU)
The next series of questions set out to measure Perceived Usefulness (PU). These questions were
designed to determine the degree to which a person using the checkout experience would enhance
their performance. Within Group A (non-responsive), 31% chose [5] for [PU 4] indicating that
they found the TCGplayer cart to be useful. Further, the highest rating [7], was chosen 25% of
the time, across all PU questions.
The PU results for Group A are given in Table 4 and illustrated graphically in Figure 4.
Within Group B (responsive), [PU 2] had 33% indicating a low score of [2] when deciding if the
responsive TCGplayer cart increased their productivity. Overall, 25% - 33% of the group graded
the shopping cart at a [4] across all questions.
The PU results for Group B are given in Table 5 and illustrated graphically in Figure 5.
Table 4. (Group A) Overview of results for perceived usability factor
PU 1 (%) PU 2 (%) PU 3 (%) PU 4 (%)
Strongly Disagree 8 23 15 8
2 23 8 23 15
3 0 8 8 8
4 23 15 8 0
5 8 15 15 31
6 15 8 8 15
Strongly Agree 23 23 23 23
Table 5. (Group B) Overview of results for perceived usability factor
PU 1 (%) PU 2 (%) PU 3 (%) PU 4 (%)
Strongly Disagree 0 0 0 0
2 8 33 17 8
3 17 8 0 17
4 25 25 33 25
5 25 17 17 8
6 25 8 25 33
Strongly Agree 0 8 8 8
8. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
8
Figure 4. (Group A) Overview of results for perceived usability factor
Figure 5. (Group B) Overview of results for perceived usability factor
Within Group B (responsive), [PU 2] had 33% indicating a low score of [2] when deciding if the
responsive TCGplayer cart increased their productivity. Overall, 25% - 33% of the group graded
the shopping cart at a [4] across all questions.
The PU results for Group B are given in Table 5 and illustrated graphically in Figure 5.
3.3. Output Quality (OUT)
The final questions regarding Output Quality (OUT) were measuring the degree to which a
person believes that using the checkout experience assists them in getting the job done- finishing
the checkout process. Within Group A (non-responsive), 46% of respondents rated [OUT 2] at a
[6], indicating they had no problem with the output of the TCGplayer shopping cart. Also, 38%
of participants rated [OUT 1] at a [6], indicating that the quality of the responsive cart design was
perceived to be high.
The OUT results for Group A are given in Table 6 and illustrated graphically in Figure 6.
Group B (responsive) rated [OUT 1] at a 6 which accounted for 42%. The next lowest score was
25% for a rating across [OUT 2, 3]. Evenly, respondents indicated a moderate satisfaction with
the results and quality of the cart’s output.
9. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
9
The OUT results for Group B are given in Table 7 and illustrated graphically in Figure 7.
The hypothesis predicted that the responsive shopping cart (Group B) would be rated higher than
the non-responsive shopping cart (Group A) across all TAM survey questions.
Table 6. (Group A) Overview of results for output quality factor
OUT 1 (%) OUT 2 (%) OUT 3 (%)
Strongly Disagree 23 0 15
2 0 15 15
3 0 0 0
4 15 23 8
5 0 0 15
6 38 46 23
Strongly Agree 23 15 23
Table 7. (Group B) Overview of results for output quality factor
OUT 1 (%) OUT 2 (%) OUT 3 (%)
Strongly Disagree 0 0 8
2 8 8 8
3 17 25 17
4 8 17 25
5 8 25 17
6 42 17 17
Strongly Agree 0 8 8
Figure 6. (Group A) Overview of results for output quality factor
10. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
10
Figure 7. (Group B) Overview of results for output quality factor
3.4. Statistical Tests
A two-sample mean, t-test, assuming unequal variances, was run within all three TAM factors
(PEOU, PU, OUT) and across all questions (Q1-Q4) to determine if there were significant effects
between the groups.
For factor PEOU, Q1 (M = 4.85, SD = 1.95), Q2 (M = 5.0, SD = 2.20), Q3 (M = 4.85, SD =
2.15), and Q4 (M = 4.85, SD = 2.0). This is illustrated in Figure 8.
Hence, there was no significant difference between Group A and Group B, Q1 (M = 5.17, SD =
1.60), Q2 (M = 4.50, SD = 1.62), Q3 (M = 4.74, SD = 1.71), and Q4 (M = 5.16, SD = 1.64), t(25)
= -0.03, p = 0.50 across all PEOU factors (Table 1).
The second factor, PU, for Group A, Q1 (M = 4.38, SD = 2.14), Q2 (M = 4.08, SD = 2.33), Q3
(M = 4.0, SD = 2.31), Q4 (M = 4.70, SD = 2.06), revealed there was no significant difference
between Group A and Group B, Q1 (M = 4.45, SD = 1.31), Q2 (M = 3.83, SD = 1.70), Q3 (M =
4.80, SD = 1.64), Q4 (M = 4.70, SD = 1.60), t(25) = -0.57, p = 0.30 across all PU factors(Table
1).
There was, however, a significant effect for the third factor, OUT. Group A, Q1 (M = 4.80, SD =
2.35), Q2 = (M = 5.10, SD = 1.71), Q3 (M = 4.51, SD = 2.30) showed a higher rating than Group
B, Q1 (M = 4.5, SD = 1.53), Q2 (M = 4.42, SD = 1.51), Q3 (M = 4.17, SD = 1.75), t(25) = 2.23,
p = 0.05, suggesting a higher preference for the non-responsive design. See Table 1.
11. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
11
Figure 8. Group A and B comparison
4. DISCUSSION
The first questions regarding Perceived Ease of Use (PEOU) were designed to determine the
degree to which a person using the checkout experience would be free of effort. Analysis of
PEOU, between responsive and non-responsive groups, revealed no significant difference, and
did not support the hypotheses.
The next series of questions, Perceived Usefulness (PU), were designed to determine the degree
to which a person using the checkout experience would enhance their performance. Analysis of
PU, between responsive and non-responsive groups, revealed no significant difference.
The last questions regarding Output Quality (OUT) were measuring the degree to which a person
believes that using the checkout experience assists them in completing the task, i.e. finishing the
checkout process. Analysis of OUT, between responsive and non-responsive groups, did show a
significant difference. Indicating that the non-responsive design produced a more beneficial
experience than the non-responsive one within the OUT category.
It was found that participants, overall, did rate the non-responsive design marginally higher
within all three TAM categories. See Table 1. These results match those found by Holst (2013),
who predicted that shoppers favor accessing e-commerce and m-commerce sites using their
mobile phones [13].
However, these findings do not align with Cyr et al. (2006), and Duzevic (2016), who found that
consumer loyalty is higher for m-commerce sites that are responsive, aesthetically designed, and
built from the user's perspective [14, 16].
Although responsive design is unarguably being a better fit for m-commerce and smartphone
usage, the non-responsive design was rated by the experiment participants as a better experience.
Previous research also posits that one reason for responsive design not being favored over non-
responsive design has to do with the mental model and its effects on PU. The results of this study
align with the findings of Prezenski & Russwinkel (2014), Nielsen (2010), Jung et al. (2015),
who found that more experienced shoppers preferred a design that matched their mental model
and beliefs about a system [19, 20, 21]. Anything that moved too far away from this mental
model was rated lower regardless of the responsive design or any aesthetic enhancements.
12. Computer Applications: An International Journal (CAIJ), Vol.8, No.1, February 2021
12
This further suggests that a user's mental model directly affects the intention to use a smartphone
application. The OUT metrics also measures the degree to which a person believes a system helps
them complete a task. Belief is hence also the foundation of the conceptual, mental model.
While the findings show that the non-responsive design was rated higher, there were some
limitations to this study which may have affected the hypotheses not being supported. With a
small sample size of 25 total participants, each condition that was tested had only 13 (Group A)
and 12 (Group B). A larger sample size may have led to the current findings being able to
uncover additional differences that may be present when measuring TAM on PU.
Also, while this study was completed on a randomized sample population, the individuals all
work for TCGplayer and shop frequently on their marketplace. This unfortunately means that
there was no way to remove any bias from their reactions and ratings while viewing either
condition. Whether or not these limitations would have overridden the mental model assumed
effect, is difficult to say and would need further investigation.
5. CONCLUSIONS
Based on these findings, it would be worth analyzing the differences between those who regularly
shop on TCGplayer’s marketplace against those who do not. Any future experimentation could
also examine closely the relationship between the mental model and the new, responsive,
shopping cart interface. Specifically, OUT responses could be examined to create a hypothesis
connecting mental models and the importance of believing in a system's output.
This study did not ask questions specifically pertaining to the exact interface changes that were
made when updating to the responsive shopping cart design. It could potentially be worth
redesigning the experiment to capture sentiment around what features exactly caused friction
byspecifically comparing the existing design with the features that were changed and how that
aligned with mental model beliefs.
This study aimed to shed some light on the interconnected effects of responsive interface design
on PEOU, PU, and OUT. As technology and web applications continue to grow it will always be
important to yield to the user's mental model as a way of guiding the design and improving
usability. While there is still more information to uncover, these findings help elucidate the effect
of responsive and non-responsive designs on perceived usability.
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AUTHORS
Kimberly Fischer recently completed a masters degree in Human Computer Interaction from the State
University of New York at Oswego. She now works as a User Experience (UX) Designer and Researcher
at TCGplayer in Syracuse, New York.
Damian Schofield is a full professor and Director of the Human Computer Interaction masters program at
the State University of New York at Oswego.