Table 1 Studies on retailer switching during the purchase process and conclusions regarding CB.

Balakrishnan et al. (2014)

Analysis of the effect of channel switching during the purchase process.

The trip to the physical store, insofar as it boosts confidence regarding an online purchase, and the price difference between channels (with the online channel being cheaper).

Lowering prices at the offline retailer.

Rapp et al. (2015)

Study of the consequences of showrooming for salesperson performance.

The customer’s desire to get the best deal, use of the largest number of channels to make the purchase, and the proliferation of cheap mobile technology.

Cross-selling^a

Arora et al. (2017)

Application and extension of the Theory of Planned Behavior (TPB) to understand showrooming.

Reduced consumer uncertainty regarding a purchase after visiting an offline store.

Cross-selling, building lasting seller-customer relationships and offering value pricing to the customer.

Daunt and Harris (2017)

Analysis of value co-destruction^b as an antecedent to consumer showrooming.

A higher degree of value co-destruction by the consumer that is associated with consumer, channel, and product characteristics.

In-store incentives (events and deals) and loyalty programs.

Gensler et al. (2017)

Analysis of the perceived costs and benefits for consumers to explain CB.

The consumer’s perception that in the online context prices are lower and product quality is higher.

Greater presence of sales personnel in the offline store.

Rejón-Guardia and Luna-Nevarez (2017)

Study of showrooming behavior through the extension of the TPB

The need to touch the product and lower online prices.

Good integration of online and offline channels, endeavoring to keep the online and offline environments as similar as possible.

Arora and Sahney (2018)

Analysis of the drivers of showrooming through an integrated TPB-Technology Acceptance Model (TAM) framework.

The perceived benefits for consumers of the online channel (deals and discounts, quality, savings, and product assortment) and the website’s perceived ease of use.

Relational orientation of sales staff toward the customer. Deals, discounts, or exclusive in-store products.

Dahana et al. (2018)

Analysis of consumer characteristics to identify occasional, frequent, and non-showroomers.

Greater consumer involvement and price consciousness^c.

Increasing channel-switching costs through cross-selling.

Mehra et al. (2018)

Analysis of the profitability for brick-and-mortar retailers of implementing brand and product exclusivity strategies. Comparison between showrooming and non-showrooming consumers.

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Price matching across channels, product exclusivity, and the creation of exclusive in-store brands.

Fassnacht et al. (2019)

Study of the impact of salesperson tactics on in-store purchase intention. Comparison between non-showroomers and showroomers.

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The combination of price matching and high salesperson–customer interaction quality.

Frasquet and Miquel-Romero (2021)

Understanding competitive showrooming through the study of the physical retailer’s situational and relational variables.

Strong sense of store crowding, greater price consciousness, and perceived low quality of the salesperson’s service.

High-quality salesperson–customer interaction and reduced sense of store crowding.

Schneider and Zielke (2021)

Analysis of the antecedents of showrooming and of service strategies for offsetting price disadvantages compared to the online channel.

Price disadvantage of the offline channel and untrained sales staff.

Creating special experiences so the customer does not get bored while waiting (to be served, to pay), offering post-sale services, discounts for complementary products, and high-quality in-store service.