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Online second-hand bookstores’ strategic decisions: a theoretical perspective.

1. Introduction

2. literature review, 2.1. second-hand book industry, 2.2. the relationship between the new and used goods, 2.3. literature review summary, 3. assumption, notations, and models, 3.1. basic assumptions, 3.2. cournot equilibrium, 3.3. stackelberg equilibrium, 4. the second-hand bookstore implements a differentiation strategy, effects of the mismatch problem, 5. considering the preferences of consumers, 6. conclusions, 6.1. theoretical implications, 6.2. practical implications, 6.3. limitations, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Share and Cite

Wang, Y.; Majeed, A.; Hussain, Z.; Popp, J.; Oláh, J. Online Second-Hand Bookstores’ Strategic Decisions: A Theoretical Perspective. Sustainability 2022 , 14 , 13224. https://doi.org/10.3390/su142013224

Wang Y, Majeed A, Hussain Z, Popp J, Oláh J. Online Second-Hand Bookstores’ Strategic Decisions: A Theoretical Perspective. Sustainability . 2022; 14(20):13224. https://doi.org/10.3390/su142013224

Wang, Yao, Abdul Majeed, Zahid Hussain, József Popp, and Judit Oláh. 2022. "Online Second-Hand Bookstores’ Strategic Decisions: A Theoretical Perspective" Sustainability 14, no. 20: 13224. https://doi.org/10.3390/su142013224

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Analysis and Design of Online Bookstore System

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• Tao Tao 3 ,
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• Haibo Lu 3  

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In this paper a online bookstore system is designe. Introduced such system development process as the requirement analysis, system design, function design, database design, detail design and so on. Finally described the process of a module of user login. The system has friendly interface and easy to use.

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Tao, T., Wang, N., Lu, H. (2012). Analysis and Design of Online Bookstore System. In: Qu, X., Yang, Y. (eds) Information and Business Intelligence. IBI 2011. Communications in Computer and Information Science, vol 267. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-29084-8_115

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ONLINE BOOKSTORE MANAGEMENT SYSTEM

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Quiet quitting. Inflation. The economy. This year could bring challenges for executives and entrepreneurs, but there might also be opportunities for focused leaders to gain advantage, say Harvard Business School faculty members.

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Time to Move On? Career Advice for Entrepreneurs Preparing for the Next Stage

So many people shift from one job to the next, with little time to consider how the experience changed them and what they want out of future ventures. Julia Austin recommends that entrepreneurs look within and reflect on these questions before they jump into a new opportunity.

• 03 Jan 2023

Wordle: Can a Pandemic Phenomenon Sustain in the Long Term?

Wordle went from a personal game, created by a developer for his girlfriend, to a global phenomenon with two million users in just a few months. Then The New York Times made an unexpected bid to acquire it. But will Wordle outlast other pandemic pastimes? Harvard Business School senior lecturer Christina Wallace discusses the journey of software engineer and accidental entrepreneur Josh Wardle in the case, “Wordle.”

• 26 Oct 2022

How Paid Promos Take the Shine Off YouTube Stars (and Tips for Better Influencer Marketing)

Influencers aspire to turn "likes" into dollars through brand sponsorships, but these deals can erode their reputations, says research by Shunyuan Zhang. Marketers should seek out authentic voices on YouTube, not necessarily those with the most followers.

• 19 Oct 2022

Cofounder Courtship: How to Find the Right Mate—for Your Startup

Like any other long-term partnership, choosing the right cofounder is a complicated decision with big implications for a venture. Julia Austin offers practical advice for entrepreneurs who are searching for "the one."

• 06 Sep 2022

Reinventing an Iconic Independent Bookstore

In 2020, Kwame Spearman (MBA 2011) made the career-shifting decision to leave a New York City-based consulting job to return to his hometown of Denver, Colorado, and take over an iconic independent bookstore, The Tattered Cover. Spearman saw an opportunity to reinvent the local business to build a sense of community after the pandemic. But he also had to find a way to meet the big challenges facing independent booksellers amid technological change and shifting business models. Professor Ryan Raffaelli and Spearman discuss Spearman’s vision for reinventing The Tattered Cover, as well as larger insights around how local businesses can successfully compete with online and big box retailers in the case, “Kwame Spearman at Tattered Cover: Reinventing Brick-and-Mortar Retail.”

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Now Is the Time for Entrepreneurs to Play Offense

With the specter of recession looming, many worried founders and executives are aggressively shoring up cash. But shrewd entrepreneurs are using these six tactics instead to gain advantage, says Jeffrey Bussgang.

• 26 Jul 2022

Can Bombas Reach New Customers while Maintaining Its Social Mission?

Bombas was started in 2013 with a dual mission: to deliver quality socks and donate much-needed footwear to people living in shelters. By 2021, it had become one of America’s most visible buy-one-give-one companies, with over $250 million in annual revenue and 50 million pairs of socks donated. Later, as Bombas expanded into underwear, t-shirts, and slippers, the company struggled to determine what pace of growth would best allow it to reach new customers while maintaining its social mission. Harvard Business School assistant professor Elizabeth Keenan discusses the case, "Bee-ing Better at Bombas."

• 07 Jul 2022

How a Multimillion-Dollar Ice Cream Startup Melted Down (and Bounced Back)

A Brooklyn-based ice cream shop was getting buzz, and Disney was pitching a brand partnership. So how did the business wind up filing for bankruptcy? A case study by Thomas Eisenmann and Lindsay N. Hyde examines the rise and fall—and recent rebound—of Ample Hills Creamery.

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Being Your Own Boss Can Pay Off, but Not Always with Big Pay

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• 03 May 2022

Can a Social Entrepreneur End Homelessness in the US?

Community Solutions is a nonprofit founded in 2011 by Rosanne Haggerty, with the ambitious goal of ending chronic homelessness in America. Its “Built for Zero” methodology takes a public health approach, helping communities across the US use better data collection and outreach to improve government processes and piecemeal solutions. In 2021, Community Solutions was awarded a $100 million grant from the MacArthur Foundation, and Haggerty and her team had to decide how to prioritize projects and spending to maximize the grant’s impact. Should they continue to focus on unhoused veterans or expand their work to include families and youth in need of housing? Senior Lecturer Brian Trelstad discusses Haggerty’s approach in his case, "Community Solutions."

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Research: Smaller, More Precise Discounts Could Increase Your Sales

• Dinesh Gauri,
• Abhijit Guha,
• Abhijit Biswas,
• Subhash Jha

Why bigger discounts don’t necessarily attract more customers.

Retailers might think that bigger discounts attract more customers. But new research suggests that’s not always true. Sometimes, a smaller discount that looks more precise — say 6.8% as compared to 7% — can make people think the deal won’t last long, and they’ll buy more. In a series of nine experimental studies involving around 2,000 individuals considering online or retail purchases of a variety of products, the authors found precise discount depths — the difference between the original and sale price — can increase purchase intentions by up to 21%.

Discounts are an important promotional tactic retailers use to drive sales. So much so that discounts were a major factor for three out of four U.S. online shoppers in 2023 , luring consumers away from shopping at other retailers, getting them to increase their basket size, and convincing them to make purchases they otherwise wouldn’t. Discounts have a particularly strong impact on food purchases, where 90% of consumers reported stocking up on groceries when they were on sale .

• DG Dinesh Gauri is a professor and Walmart chair in the department of marketing at the Sam M. Walton College of Business at the University of Arkansas. He is also the executive director of retail information at the Walton College. His research and teaching interests include retailing, pricing, marketing analytics, retail media, e-commerce and social media marketing. He advises for various companies in these areas and is a recognized leader in marketing.
• AG Abhijit Guha is an associate professor in the department of marketing at the Darla Moore School of Business at the University of South Carolina. His research and teaching interests include retailing, pricing, and artificial intelligence.
• AB Abhijit Biswas is the Kmart endowed chair and professor of marketing, chair of the department of marketing, and distinguished faculty fellow at the Mike Ilitch School of Business, Wayne State University. His research and teaching interests include retailing, pricing and advertising. He has published over a hundred articles, majority of which are in academic journals including the Journal of Marketing , Journal of Marketing Research , etc.
• SJ Subhash Jha is an associate professor of marketing at the Fogelman College of Business & Economics at the University of Memphis. His research and teaching interests include retailing, pricing, online reviews and role of haptic cues.

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Reference management. Clean and simple.

The top list of academic research databases

2. Web of Science

5. ieee xplore, 6. sciencedirect, 7. directory of open access journals (doaj), get the most out of your academic research database, frequently asked questions about academic research databases, related articles.

Whether you are writing a thesis , dissertation, or research paper it is a key task to survey prior literature and research findings. More likely than not, you will be looking for trusted resources, most likely peer-reviewed research articles.

Academic research databases make it easy to locate the literature you are looking for. We have compiled the top list of trusted academic resources to help you get started with your research:

Scopus is one of the two big commercial, bibliographic databases that cover scholarly literature from almost any discipline. Besides searching for research articles, Scopus also provides academic journal rankings, author profiles, and an h-index calculator .

• Coverage: 90.6 million core records
• References: N/A
• Discipline: Multidisciplinary
• Access options: Limited free preview, full access by institutional subscription only
• Provider: Elsevier

Web of Science also known as Web of Knowledge is the second big bibliographic database. Usually, academic institutions provide either access to Web of Science or Scopus on their campus network for free.

• Coverage: approx. 100 million items
• References: 1.4 billion
• Access options: institutional subscription only
• Provider: Clarivate (formerly Thomson Reuters)

PubMed is the number one resource for anyone looking for literature in medicine or biological sciences. PubMed stores abstracts and bibliographic details of more than 30 million papers and provides full text links to the publisher sites or links to the free PDF on PubMed Central (PMC) .

• Coverage: approx. 35 million items
• Discipline: Medicine and Biological Sciences
• Access options: free
• Provider: NIH

For education sciences, ERIC is the number one destination. ERIC stands for Education Resources Information Center, and is a database that specifically hosts education-related literature.

• Coverage: approx. 1.6 million items
• Discipline: Education
• Provider: U.S. Department of Education

IEEE Xplore is the leading academic database in the field of engineering and computer science. It's not only journal articles, but also conference papers, standards and books that can be search for.

• Coverage: approx. 6 million items
• Discipline: Engineering
• Provider: IEEE (Institute of Electrical and Electronics Engineers)

ScienceDirect is the gateway to the millions of academic articles published by Elsevier, 1.4 million of which are open access. Journals and books can be searched via a single interface.

• Coverage: approx. 19.5 million items

The DOAJ is an open-access academic database that can be accessed and searched for free.

• Coverage: over 8 million records
• Provider: DOAJ

JSTOR is another great resource to find research papers. Any article published before 1924 in the United States is available for free and JSTOR also offers scholarships for independent researchers.

• Coverage: more than 12 million items
• Provider: ITHAKA

Start using a reference manager like Paperpile to save, organize, and cite your references. Paperpile integrates with PubMed and many popular databases, so you can save references and PDFs directly to your library using the Paperpile buttons:

Scopus is one of the two big commercial, bibliographic databases that cover scholarly literature from almost any discipline. Beside searching for research articles, Scopus also provides academic journal rankings, author profiles, and an h-index calculator .

PubMed is the number one resource for anyone looking for literature in medicine or biological sciences. PubMed stores abstracts and bibliographic details of more than 30 million papers and provides full text links to the publisher sites or links to the free PDF on PubMed Central (PMC)

What is omnichannel marketing?

Picture this: you’re browsing online for some new work clothes, and you add something to your virtual cart but ultimately decide not to buy it. Then later, you see an ad on social media for the abandoned garment. Some scratch their heads at this, but it’s actually an example of omnichannel marketing.

The prefix “omni” means “all,” and “channel” is a reference to the many ways customers might interact with a company—in physical stores, by surfing the web, on social media, and in emails, apps, SMS, and other digital spaces. And this omnichannel approach can be a powerful way to meet your customers where they are, providing them good service in line with their preferences and needs. (Note that, in this article, we use the terms “customers,” “consumers,” and “shoppers” interchangeably in referring to omnichannel marketing in both B2B and B2C contexts.)

More and more, customers move across all channels—in person, online, and beyond—to get what they want. But not every customer is looking for the same thing, and omnichannel marketing acknowledges that. Some people want more services for certain transactions; others prefer low-touch, 24/7 interactions. Effective omnichannel marketing , then, happens when companies provide a set of seamlessly integrated channels, catering to customer preferences, and steer them to the most efficient solutions.

So why is omnichannel marketing important? Research on the omnichannel experience  shows more than half of B2C customers engage with three to five channels each time they make a purchase or resolve a request. And the average customer looking to make a single reservation for accommodations (like a hotel room) online switched nearly six times between websites and mobile channels. If these customers encounter inconsistent information or can’t get what they need, they may lose interest in a brand’s products or services.

And this can translate into business outcomes. Omnichannel customers shop 1.7 times more than shoppers who use a single channel. They also spend more.

Sometimes the term omnichannel is used in the context of customer service or customer experience . And it’s also used as a descriptor of other elements that go into supporting an organization’s omnichannel efforts—for instance, omnichannel supply chains , which is shorthand for an approach in which companies ensure that their supply chains are optimally set up to support omnichannel marketing efforts.

What are examples of omnichannel?

Omnichannel approaches are commonly used in retail  (both B2B  and B2C ), but you’ll also find it in healthcare and other spaces. Medtech companies , for instance, use a variety of channels including digital marketing, inside sales, portal and e-commerce, and hybrid sales-rep interactions to engage with healthcare professionals.

Several omnichannel examples  can illustrate various approaches:

• Best Buy typically focuses on commerce (both in store and online), but boosted its in-store experience by creating offerings for customers to explore smart home-technology solutions, pairing them with free in-home advisory services. And its mobile app lets customers “scan to shop” from catalogs and curbside, or buy online and pick up merchandise in the store itself, smoothing the end-to-end journey for customers with the 24/7 tech support from its Geek Squad. Best Buy’s Totaltech support offer was compelling to customers—it launched with 200,000 memberships in 2018, which climbed to two million within a year.
• Beauty retailer Sephora emphasizes omnichannel personalization, relying on rich in-app messaging, personalized push notifications, and easy ways for customers to book in-person consultations. Its in-store technology is a powerful complement that allows employees to access customer favorites and suggest products they might try next. Its loyalty program also plays an important role. The efforts are already driving value for Sephora: data showed that customers visiting the retail website within 24 hours of visiting a store were three times more likely to make a purchase, and orders were 13 percent higher than for other customers.
• Nike takes an ecosystems view of omnichannel, extending the brand experience and offering customers an ever-growing platform of content, offers, and community interactions. Its SNKRS and Run Club apps, for example, facilitate in-person meetups, running groups, and events. It also has an app for delivering individual workouts and fitness programs, creating experiences that go far beyond shoe and apparel lines to meet customers in their day-to-day routines.

Learn more about our Retail  and Growth, Marketing & Sales  practices.

How has omnichannel been affected by the COVID-19 pandemic?

Omnichannel rose during the COVID-19 pandemic as more consumers turned to e-commerce. Due to the increased demand for contactless shopping during the height of the pandemic, US grocery stores saw 20 to 30 percent of their business shift to online . Before the pandemic, e-commerce accounted for just 3 to 4 percent of total sales for grocers.

The shifts made during the pandemic are likely to persist . In the pandemic, people gravitated to curbside pickup, “buy online, pay in store” models, and self-checkout at higher rates than in the past. And recent research indicates these behaviors are “sticky”—indeed, about 70 percent of people who first tried self-checkout in the pandemic say they’ll use it again.

Introducing McKinsey Explainers : Direct answers to complex questions

What do customers want out of the omnichannel experience.

Customers want a compelling and personalized omnichannel user experience with robust digital capabilities, both online and offline. About 60 to 70 percent of consumers research and shop both in stores and online . More concretely, over one-third of Americans  made omnichannel features—think buying online and picking up in store or curbside—part of their regular shopping routines since the COVID-19 pandemic emerged. Nearly two-thirds of those individuals plan to continue doing so. And younger buyers, like Gen Zers, embrace omnichannel enthusiastically; these customers don’t think in terms of traditional channel boundaries, and they expect brands and retailers to provide a seamless experience, no matter where they are.

In a sense, all customers are omnichannel customers now, McKinsey partner Tiffany Burns  explains in an episode of the McKinsey on Consumer and Retail podcast :

“Many retailers still think, ‘There are omnichannel interactions and store interactions, and I’m optimizing those two things separately. I have two different teams working on and thinking about those experiences.’ But as a consumer, when I go on the retailer’s website or app, I expect to see availability, a connection to what’s in the store, and a way to order things that I can pick up in store. I also expect to be able to stand in the aisle in the store and research a product. Today, consumers are figuring out workarounds to do all those things: they’re switching over from the app to Google, looking up the product, and searching for reviews.”

Organizations that make shopping a seamless omnichannel experience , or provide an app that helps customers find their way or see what’s in stock in the store, are already creating experiences that are a win for omnichannel customers .

Is omnichannel the same thing as phygital? And what is phygital, anyway?

Omnichannel is a business strategy, while “phygital” (a portmanteau that combines the word “physical” and “digital”) refers to the integration of the physical and digital worlds.

The term suggests a completely connected world that is both physical and digital at the same time . While fewer consumers are visiting brick-and-mortar stores and choosing to use e-commerce instead, more than 80 percent of retail sales still occur in a physical location . By 2030, the shopping experience will be highly personalized , and some activities may even take place in the metaverse . According to a recent survey, 80 percent of US adults  want personalization from retailers with multiple, personalized touchpoints , which can include a mobile app, digital displays, interactive screens, tech-enabled associates, and point of sale.

What about omnichannel vs multichannel?

When it comes to omnichannel vs multichannel, the key difference is the focus at the center of all efforts. Omnichannel is a customer-centric approach in which all channels are integrated so the customer has a unified and consistent experience whether they are at a physical store, using an app, or on a website. Multichannel, in contrast, tends to revolve around products instead of customers. It aims to inform as many people as possible about the product or brand, and the channels are not linked, so the customer experience is often different for each channel.

An interview with an insurance executive, Eric Gewirtzman of BOLT , makes that distinction relatable: “Insurance customers are already moving between various channels,” Gewirtzman says. “But there’s a big difference between being multichannel and being omnichannel. Just because carriers have, say, an exclusive agent channel, an independent agent channel, and a website, doesn’t mean they’re omnichannel. Too often, consumers will get a different experience and different results depending on which channel they use. This has to change. If there is no awareness between the channels, sales are lost.”

Learn more about our Financial Services practice.

What is omnichannel personalization?

Omnichannel personalization refers to the way organizations might tailor the customer experience for individuals across physical and digital channels. This includes multiple touchpoints that cater to the customer’s preferences pre-visit, during the visit, and post-visit. Customers receive products, offers, and communications that are unique to them as individuals.

Efforts to personalize the omnichannel market can have a big payoff. Indeed, getting omnichannel personalization right  could help companies increase revenue by 5 to 15 percent across the full customer base.

While companies recognize the power of omnichannel personalization, they may face roadblocks in implementing these efforts for a variety of reasons:

• Omnichannel personalization requires a lot of investment in technology  (both software and hardware). Personalizing physical spaces often starts from scratch because it requires enabling digital touchpoints such as screens, kiosks, or tablets for store associates, which may not exist.
• It is difficult to deliver a seamless customer experience and train employees. The front line needs training to understand and reinforce the customer journey.
• Traditionally, companies operate their digital and physical channels independently. Omnichannel personalization requires companies to rethink their organizational structure across both the digital and physical parts of the business .

These barriers, however, can be overcome. Five steps can help companies achieve omnichannel personalization :

• Define the omnichannel personalization strategy and learning agenda. It’s crucial to develop a clear view on key moments of influence in the customer journey , and then identify what outcomes are desired at each step of that journey. Finally, an organization needs to prioritize use cases to test, looking at their ability to deliver business benefits and value to customers.
• Address five digital touchpoints to activate personalized experiences in physical environments. Companies need to connect digital and physical footprints to drive omnichannel personalization, especially at touchpoints where these worlds converge. Five are particularly important: mobile apps, digital displays, interactive screens, tech-enabled associates, and point of sale.
• Use an omnichannel “ decisioning engine ” to deliver experiences and measure performance. This can help organizations identify, quickly and accurately, the next best action to take with each customer.
• Implement agile operating practices. Personalized marketing goes beyond mere technology; it requires new ways of working, and agile marketing teams  can help in this regard.
• Activate omnichannel personalization in the field. To bring all these elements together, a company’s sales force must be fully aligned and well trained. In-person teams could make your customer’s day, so frontline personnel need to support personalization efforts, understand their value, and use digital tools to deliver the complete experience.

What is omnichannel strategy?

An omnichannel strategy for marketing is a way of ensuring that your efforts drive tangible business value. Rather than rushing blindly into the space, or haphazardly approaching it, organizations should step back and think about underlying business value drivers. Excelling in omnichannel depends on a laser focus on value creation, looking at both strategic and customer priorities to craft the omnichannel strategy that will be most effective for their unique circumstances.

The most successful companies set their omnichannel strategy by leading with their strategic ambition and aspirations for customer experience. There are three primary omnichannel strategies :

• Commerce. This prioritizes cross-channel shopping experience both in store and online.
• Personalization. This strategy focuses on tailored, targeted, and relevant cross-channel engagement at scale.
• Ecosystem. Here, the strategy aims to provide rich cross-channel platforms integrated with consumer needs and lifestyles.

Learn more about our Growth, Marketing & Sales  practice.

What’s involved in omnichannel operations?

Organizations can build leading omnichannel operations , spanning a variety of areas. By strengthening the foundation of your omnichannel operations and focusing on strategy, structure, and processes, you could gain a performance edge.

Topics to explore include mastering omnichannel supply chains , creating a customer-centric supply chain strategy , designing the omnichannel distribution network of the future , reimagining the role of physical stores , and more.

What should I know about B2B omnichannel?

Omnichannel has become a permanent part of B2B sales , with e-commerce, face-to-face, and remote videoconference sales all a necessary part of buyers’ experience. According to a 2021 McKinsey survey of US-based B2B decision makers, 94 percent of respondents view today’s B2B omnichannel reality  as being as effective or more effective than before COVID-19. The findings also revealed that B2B customers regularly use ten or more channels to interact with suppliers, up from five in 2016.

B2B omnichannel efforts can be a path to grow an organization’s market share, but loyalty is up for grabs, with customers more willing than ever to switch suppliers for a better omnichannel experience. B2B decision makers use more channels than ever before to interact with suppliers, and being attuned to those channels will be important.

There are five must-dos for B2B companies seeking to retain customer loyalty and succeed in omnichannel:

• offer a performance guarantee (nearly 80 percent of B2B customers say it’s crucial)
• show product availability online
• enable purchases over any channel
• provide customer service in real time
• ensure the customer experience is consistent as buyers toggle between channels

While B2C omnichannel efforts might be the first to spring to mind, omnichannel experience is crucial to giving all customers a better and more seamless journey.

For more in-depth exploration of these topics, see McKinsey’s insights on marketing and sales —and check out omnichannel-related job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ The new B2B growth equation ,” February 23, 2022, Arun Arora , Liz Harrison , Max Magni, Candace Lun Plotkin , and Jennifer Stanley
• “ Omnichannel: The path to value ,” April 30, 2021, Holly Briedis, Brian Gregg , Kevin Heidenreich, and Wei Wei Liu
• “ Omnichannel shopping in 2030 ,” April 9, 2021, Praveen Adhi , Eric Hazan , Sajal Kohli , and Kelsey Robinson
• “ Redefine the omnichannel approach: Focus on what truly matters ,” June 22, 2020, Jorge Amar , Raelyn Jacobson , Becca Kleinstein, and Allison Shi
• “ The end of shopping’s boundaries: Omnichannel personalization ,” February 10, 2020, Gal Gitter, Meg Raymond, Kelsey Robinson , and Jamie Wilkie

Want to know more about omnichannel marketing?

Related articles.

Omnichannel: The path to value

The new B2B growth equation

What is the metaverse?

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Purdue Online Writing Lab Purdue OWL® College of Liberal Arts

MLA General Format 

Welcome to the Purdue OWL

This page is brought to you by the OWL at Purdue University. When printing this page, you must include the entire legal notice.

Copyright ©1995-2018 by The Writing Lab & The OWL at Purdue and Purdue University. All rights reserved. This material may not be published, reproduced, broadcast, rewritten, or redistributed without permission. Use of this site constitutes acceptance of our terms and conditions of fair use.

MLA Style specifies guidelines for formatting manuscripts and citing research in writing. MLA Style also provides writers with a system for referencing their sources through parenthetical citation in their essays and Works Cited pages. 

Writers who properly use MLA also build their credibility by demonstrating accountability to their source material. Most importantly, the use of MLA style can protect writers from accusations of plagiarism, which is the purposeful or accidental uncredited use of source material produced by other writers. 

If you are asked to use MLA format, be sure to consult the  MLA Handbook  (9th edition). Publishing scholars and graduate students should also consult the  MLA Style Manual and Guide to Scholarly Publishing  (3rd edition). The  MLA Handbook  is available in most writing centers and reference libraries. It is also widely available in bookstores, libraries, and at the MLA web site. See the Additional Resources section of this page for a list of helpful books and sites about using MLA Style.

Paper Format

The preparation of papers and manuscripts in MLA Style is covered in part four of the  MLA Style Manual . Below are some basic guidelines for formatting a paper in  MLA Style :

General Guidelines

• Type your paper on a computer and print it out on standard, white 8.5 x 11-inch paper.
• Double-space the text of your paper and use a legible font (e.g. Times New Roman). Whatever font you choose, MLA recommends that the regular and italics type styles contrast enough that they are each distinct from one another. The font size should be 12 pt.
• Leave only one space after periods or other punctuation marks (unless otherwise prompted by your instructor).
• Set the margins of your document to 1 inch on all sides.
• Indent the first line of each paragraph one half-inch from the left margin. MLA recommends that you use the “Tab” key as opposed to pushing the space bar five times.
• Create a header that numbers all pages consecutively in the upper right-hand corner, one-half inch from the top and flush with the right margin. (Note: Your instructor may ask that you omit the number on your first page. Always follow your instructor's guidelines.)
• Use italics throughout your essay to indicate the titles of longer works and, only when absolutely necessary, provide emphasis.
• If you have any endnotes, include them on a separate page before your Works Cited page. Entitle the section Notes (centered, unformatted).

Formatting the First Page of Your Paper

• Do not make a title page for your paper unless specifically requested or the paper is assigned as a group project. In the case of a group project, list all names of the contributors, giving each name its own line in the header, followed by the remaining MLA header requirements as described below. Format the remainder of the page as requested by the instructor.
• In the upper left-hand corner of the first page, list your name, your instructor's name, the course, and the date. Again, be sure to use double-spaced text.
• Double space again and center the title. Do not underline, italicize, or place your title in quotation marks. Write the title in Title Case (standard capitalization), not in all capital letters.
• Use quotation marks and/or italics when referring to other works in your title, just as you would in your text. For example:  Fear and Loathing in Las Vegas  as Morality Play; Human Weariness in "After Apple Picking"
• Double space between the title and the first line of the text.
• Create a header in the upper right-hand corner that includes your last name, followed by a space with a page number. Number all pages consecutively with Arabic numerals (1, 2, 3, 4, etc.), one-half inch from the top and flush with the right margin. (Note: Your instructor or other readers may ask that you omit the last name/page number header on your first page. Always follow instructor guidelines.)

Here is a sample of the first page of a paper in MLA style:

The First Page of an MLA Paper

Section Headings

Writers sometimes use section headings to improve a document’s readability. These sections may include individual chapters or other named parts of a book or essay.

MLA recommends that when dividing an essay into sections you number those sections with an Arabic number and a period followed by a space and the section name.

MLA does not have a prescribed system of headings for books (for more information on headings, please see page 146 in the MLA Style Manual and Guide to Scholarly Publishing , 3rd edition). If you are only using one level of headings, meaning that all of the sections are distinct and parallel and have no additional sections that fit within them, MLA recommends that these sections resemble one another grammatically. For instance, if your headings are typically short phrases, make all of the headings short phrases (and not, for example, full sentences). Otherwise, the formatting is up to you. It should, however, be consistent throughout the document.

If you employ multiple levels of headings (some of your sections have sections within sections), you may want to provide a key of your chosen level headings and their formatting to your instructor or editor.

Sample Section Headings

The following sample headings are meant to be used only as a reference. You may employ whatever system of formatting that works best for you so long as it remains consistent throughout the document.

Formatted, unnumbered:

Level 1 Heading: bold, flush left

Level 2 Heading: italics, flush left

Level 3 Heading: centered, bold

Level 4 Heading: centered, italics

Level 5 Heading: underlined, flush left