Categorization of multiple channel retailing in Multi-, Cross-, and Omni‐Channel Retailing for retailers and retailing

Advancing the marketing‐operations interface in omnichannel retail

PurposeOmnichannel retail are catching increasing attention from multiple research area, due to its widespread and essential application in retailing industry. The principal object of this paper is to systematically review current studies on omnichannel retail in information systems, operations and marketing research area. Further, the second purpose of this study is to provide insights and guides on omnichannel research to facilitate advance research in the area.Design/methodology/approachA systematic review on omnichannel retail in retailing industry has been conducted. 33 research articles from 2014 to 2020 from Financial Times 50 journals (FT 50 journals) were identified to be reviewed. The articles were reviewed on the basis of study area namely: information systems, operations and marketing. These research areas were further divided into subcategories to provide in-depth and crystal clear review of literature.FindingsThe review outcome showed that omnichannel topics are active in management studies. There are three main research areas: information systems, operations management and marketing. This study found that IT enhances channel capabilities and expands demand in omnichannel retail; operations can be better optimized based on understanding of cross-channel interactions, product category and retailer types; consumer heterogeneity, product category, channel capabilities and retailer type are all found to contribute to complexities of omnichannel marketing.Originality/valueThis study provides a pioneering review to gauge the updated literature concerned with omnichannel research in terms of IT, operations and marketing perspective. Further, a systematic literature review provides insights and guides for future significant studies on potential research subjects.

PurposeGiven the progressive growth of e-commerce sales and the rising interest in omni-channel (OC) retailing amongst academics and practitioners, the purpose of this paper is to provide an up-to-date literature review on the logistics involved when moving towards OC retailing. Specifically, we have examined the main issues relating to e-fulfilment and distribution, highlighting how the topic has been developed over time, and identifying the most promising research streams for the near future.Design/methodology/approachA systematic literature review methodology is adopted. The review is based on 58 papers published from 2002 to 2017 in 34 international journals. The papers were analysed and categorised according to their defining characteristics, methodologies adopted and themes addressed.FindingsThis paper provides an overview of the main issues relating to e-fulfilment and distribution experienced by companies shifting towards OC, mapped along three dimensions: distribution network design, inventory and capacity management, delivery planning and execution. Despite the growing interest in OC retailing, many key topics are still under-represented, including the evolution of retail distribution networks, assortment planning over multiple channels, the logistics role played by stores in the delivery process and the interplay between different logistics aspects.Originality/valueThe paper offers insights into the main logistics issues in MC and OC retailing, as well as highlights potential fields for further investigation. From a managerial perspective, this paper is useful for retailers adopting an OC approach to guide their future efforts concerning their business logistics model.

The retailing industry worldwide is transitioning from multi-channel retailing to omni channel retailing. In contrast to multi-channel retailing which provides offerings through different and separate channels, all channels are essentially well integrated in omni channel retailing. In the middle eastern region, the transition from multi-channel to omni channel retailing is rapidly taking place in Saudi Arabia. However, managing channels synergistically for providing seamless customer experience is proving out to be challenging task for omni channel retailers. What omni channel attributes are valued necessary by consumers in making them seamlessly choose omni channels for shopping are not explicit in the literature especially in Saudi Arabian context. In order to better integrate and coordinate channels it is very important for omni channel retailers to first understand the behavior of omni channel shoppers. The omni channel retailers need to know what omni channel attributes influence consumer’s perception of ease and ability in selecting omni channels for shopping. This study examines how omni channel attributes namely omni channel transparency, omni channel convenience and omni channel uniformity help in influencing consumer’s perception in selecting omni channels. The study employed snowball sampling method for collecting the sample of omni shoppers from different regions of Saudi Arabia. The study sample comprised of 551 respondents who actively shopped through various omni channel retailers of Saudi Arabia. All hypothesized relationships of the study were tested simultaneously using structural equation modelling technique. The study reported that omni channel transparency, omni channel convenience and omni channel uniformity positively influence consumer’s perception in selecting omni channels in Saudi Arabia. This study tries to combine consumer and omni channel retailer perspectives for the better understanding of shopping behaviors across omni channels. With the better understanding of consumer shopping behaviors, omni channel retailers would be thus able to better integrate their channels and coordinate their supply chains to the best satisfaction of their consumers.

Omnichannel retailing and sustainability are two important challenges for the fast fashion industry. However, the sustainable behavior of fast fashion consumers in an omnichannel environment has not received much attention from researchers. This paper aims to examine the factors that determine consumers’ willingness to participate in fast fashion brands’ used clothes recycling plans in an omnichannel retail environment. In particular, we examine the impact of individual consumer characteristics (environmental attitudes, consumer satisfaction), organizational arrangements constitutive for omnichannel retailing (channel integration), and their interplay (brand identification, impulsive consumption). A conceptual model was developed based on findings from previous research and tested on data that were collected online from Chinese fast fashion consumers. Findings suggest that consumers’ intentions for clothes recycling are mainly determined by individual factors, such as environmental attitudes and consumer satisfaction. Organizational arrangements (perceived channel integration) showed smaller effects. This study contributes to the literature on omnichannel (clothing) retail, as well as on sustainability in the clothing industry, by elucidating individual and organizational determinants of consumers’ recycling intentions for used clothes in an omnichannel environment. It helps retailers to organize used clothes recycling plans in an omnichannel environment and to motivate consumers to participate in them.

This paper focuses on the relatively limited research activity for Fashion Product Development (FPD). This work aims to challenge the traditional FPD theoretical process model within existing academic literature and presents a revised version which is underpinned by the concept of “robust management” derived from the New Product Development (NPD) literature and industry discussion. This new theoretical process model is a more accurate reflection of current practice within the fashion industry. The development of this research is influenced by critically investigating the product development process used by high street omnichannel retailers that develop “own label” fashion clothing, and which distribute products through high street stores and online sales channels as well as having integrated or overlapping service domains. The research examines the process inputs and outputs as well as the planning and management of the process overall and in so doing intends to capture the holistic nature of current industry FPD for omnichannel retailers. The empirical research proceeded using a qualitative approach using semi structured indepth interviews conducted with key informants from market leading retailers. The major findings of the research indicate that a new theoretical contribution to the academic literature field of FPD may be appropriate. The work illustrates the current product development process, documenting the challenges, changes and solutions that have influenced it, specific to omnichannel retailers, whilst identifying the links and parallels from NPD process model structures. This research explores the necessity of product development theoretical models that are specific to business and retail types within the fashion industry and contributes to the nascent theory that has a specific focus on fashion product development.

This study conducted a content-analysis literature review to investigate what problems have already been studied and what problems that were neglected but critical to the success of omni-channel retailing and need to be further explored. 80 peer-reviewed articles related to the research topic were gathered by key word search through Google Scholar and Search IT. The popular themes studied in omni-channeling fashion retailing include channel migration, utilities, logistics/warehouse operations, and information system. Company contingency was identified as one of less developed area in omni-channel fashion retailing. Another theme that demands more research to gain better knowledge is inventory management. Another missing point lies in the supply chain of omni-channel retailing. Very few articles addressed manufacturers’ roles and their functions in the omni-channel retail supply chain. This topic has only been mentioned in the articles about mass customization and made-to-measure services.

The growing importance of the online channel and the increased deployment of new technologies such as smart mobile devices and social networks create new opportunities and challenges for traditional retailers. The retailing industry is moving to a new phase, in which the distinctions between traditional and online channels disappear, namely omni-channel (OC) retailing. The new challenge is to understand how multiple channels can be synergistically managed to provide a seamless customer experience. In OC retailing, logistics represents a key success factor due to its impact on both customer service and total costs. Retailers need to define the distribution configuration for serving the online demand, making decisions on the integration level between online and traditional channels. Companies can set an ad hoc network for the online channel, or use the same network for both online and traditional channels at warehouse and/or transport levels. In this paper, we developed an assessment model of the operational costs for three distribution configurations in OC retailing. The model was also applied to a real Italian case operating in the consumer electronics industry. Results highlighted that the search for synergies between online and traditional flows in both warehouse and transport activities is important for the economic sustainability of OC systems.

New opportunities and challenges forced by the ever-increasing importance of the online channel have arisen for retailers. The retailing industry is moving to a new phase, in which the distinctions between traditional and online channels disappear, namely omni-channel (OC) retailing. At the same time, the awareness of environmentally sustainable processes has been enhanced around the world and the environmental impact that results from the online order fulfilment process is becoming a key issue for logistics managers. The new challenge is to understand how multiple channels can be synergistically managed to provide a seamless customer experience, taking an economic and environmental perspective simultaneously. Retailers need to define the distribution configuration for serving the online demand, making decisions on the integration level between online and traditional channels. In this paper, we developed an assessment model of the operational costs and greenhouse gas emissions for three distribution configurations in OC retailing. The model was also applied to a real case operating in the consumer electronics industry. Results highlighted that the search for synergies between online and traditional flows in both warehouse and transport activities is a key factor for the economic and environmental sustainability of OC systems.

The breakout of Covid-19 in 2020 has changed consumers’ shopping behaviors and brought retailers many challenges. Before the hit of the pandemic, traditional retail businesses that relied on brick-and-mortar channel had already suffered the intense competition from emerging online retailers. Now the pandemic worsened the situation and urged many traditional retailers to add new retail channels or shopping modes, so they can survive the disaster. Many marketers and researchers asserted that flexible marketing strategies, such as omnichannel retailing, are helping retailers to deal with the troubles and challenges they face during the ongoing pandemic (Chen and Chi, 2021; Nguyen Tran et al., 2020; Taylor, 2020).  Before Covid-19, many retailers were hesitant to invest in omnichannel retailing format, such as online order, curbside pickup. The pandemic has forced retailers to adopt these new shopping forms to survive (Taylor, 2020). Omni-channel retailing is a business model in which different channels are fully integrated to provide a seamless experience throughout a customer’s journey (Beck and Rygl, 2015). Although researchers and marketers acknowledged the need and benefits of omni-channel retailing strategies particularly under Covid-19, our understanding on the impact of the current pandemic on consumers’ attitudes and behaviors toward omni-channel retailing is inadequate (Brandtner et al., 2021). Therefore, this concept paper applied systematic literature review to fill the gap. By integrating recent research about the impact of Covid-19 on consumer behavior, this study provided suggestions for future research topics and questions related to the impact of Covid-19 on apparel consumers’ channel selections and omni-channel shopping behaviors. 

The growing importance of online sales means that traditional bricks-and-mortar retailers need to create new distribution systems to serve customers through multiple channels. Building an effective and efficient omni-channel (OC) distribution system, however, leads to multiple challenges. The questions arise for example, from where online orders should be fulfilled, how delivery and return processes can be organized, and which context-specific OC distribution systems exist. Answering these questions retail research and practice require an overall view of the distribution concepts for direct-to-customer and store deliveries in OC retailing, including the associated return processes. This overall picture is still missing in the literature. We conducted an exploratory study to close this observable gap in the literature. This exploratory study is based on semi-structured interviews with major OC retailers in German-speaking countries and was complemented by market data research and discussions with further experts in the field of OC retailing. Based on the results of the study, the forward distribution system in OC retailing is characterized by the sources (supplier DCs, retailer DCs, stores) and destinations (home, store) which describe the options for store delivery, home delivery, and store pickup. Return processes are likewise characterized by the sources (store, home) and destinations (store, DC, return center). This framework forms the foundation for analyzing contextual criteria, identifying when the different conceptual designs are applied, determining industry-specific characteristics, and illustrating ways to further advance OC retailing. The present paper, therefore, contributes to the literature in three main areas: (1) it identifies and systematizes the forward and backward concepts in OC retailing, (2) it reveals application and development areas for achieving excellence in OC fulfillment and logistics, and (3) shows the need for developing sector- and context-specific OC distribution systems.

PurposeThe purpose of this paper is to provide an analysis of a major retailer’s transition to omnichannel retailing (OCR) from an existing multichannel retailing (MCR) base. Using the illustrative case of Seven & I (S&I) Holdings, the paper positions OCR in terms of its goal to provide added customer value through a seamless brand experience.Design/methodology/approachThe research uses a case study methodology, based on a series of in-depth interviews. Executives at S&I were interviewed as the core of the case, and supporting interviews were carried out with executives at Yamato Transport, Inditex Japan and Rakuten. Data collected in interviews were cross-referenced to industry and trade press reports, providing an illustration of the motivation and strategic decisions behind the transition to OCR, and of factors that have direct impact on the implementation of the model.FindingsThe results illustrate the difficulty in achieving OCR in terms of unifying customer experience across multiple channels. The case demonstrates the potential for cross-channel integration through multiple, but integrated touchpoints, and the leveraging of existing multichannel retail infrastructure and systems. In addition to confirming previous conceptual understanding of the transition process, the core findings demonstrate the importance of the strategic implementation process, the importance of the retailer’s brand portfolio and brand management, and the need to adjust and leverage existing facilities and infrastructure.Research limitations/implicationsThe study is limited by the single case employed, although the complexity of OCR implementation does not take away from the practical implications in a broader sense. It could be argued that the Japanese retail industry has some differences to other markets, but the customer-orientated nature of S&I’s implementation, and its aim to leverage existing infrastructure, is illustrative for similar strategies of retailers elsewhere in the world.Practical implicationsThe study has value to both researchers and practitioners as a structured synopsis of an actual case of transition, and adds to the literature that relates to OCR and to Japanese distribution. It demonstrates not only the need for robust supply chain, logistics, IT, marketing and retail infrastructure, and integration across distribution systems, but also the importance of the retailer’s brand portfolio, which may need significant adjustment to best promote added customer value. The success of S&I is predicated on both the high population densities, characteristic of the Japanese market, and a strong, longstanding MCR base. Similar systems and implementation issues apply to other markets that operate under similar conditions.Social implicationsThe social implications of the paper relate to the fact that, although the transition to OCR may be a difficult, costly, and time-consuming proposition for a retailer, increasingly consumers are coming to expect both informational and purchasing options for brands to be available as, when and where they want them. The 24-7 nature of omnichannel also generates significant challenges in terms of work volumes and environmental impact. These issues are touched upon this paper.Originality/valueThis paper provides a case of a major and well-known retailer and the transition process towards an OCR model, of which there are currently few case studies available. It also adds significantly to the body of literature relating to Japanese distribution and provides insights into strategy not generally known in the English-speaking world.

The rise of the Internet, mobile technologies and digital disruption have changed the retail business as well as the implementation of the levers of retail mix and the behavior of shoppers. Online channel has become an appealing channel where retailers can sell their products and services. The proliferation of channels and touch points has affected not only consumer behavior but also companies' business models. Many retailers have started to develop multichannel and omnichannel strategies by adding new channels through which interact with the customers. Retailers are now concentrating on how shoppers are influenced by new technologies and how they switch across channels during their research and buying process. Omnichannel retailing, defined as the conceptualization of the complete integration of all channels, with no distinction between the online and the physical channel, is the new retailing paradigm of today. The topic itself is particularly relevant as technological development continue to disrupt retail strategies and practitioners are debating as to how to respond. Particularly, managers are worried about how to manage the several touch points, which are now simultaneously available to customers. Concerning with the present research, we attempt to describe this development by analyzing the existing literature about topics that we can classify within the omnichannel paradigm. In order to explain how both literature and business models are moving from multichannel retailing towards the implementation of omnichannel strategies, we follow a blended approach based on literature review, theoretical background as well as some interesting managerial insights resulting from business’ case histories. To address the concerns of managers and retailers about the new challenges they will need to face in implementing an omnichannel retailing approach, we present a theoretical framework, concerning with the adoption of the omnichannel as an innovative strategy in the overall marketing strategies. To deal with the topic we start from three research questions that guide our literature review as well as our theoretical framework. We investigate what are the key drivers that have stimulated retailers to develop an omnichannel retailing strategy, what are the new challenges that retailers will need to face when they decide to implement an omnichannel strategy in their overall marketing strategy and finally what are the possible outcomes of a correct and successful implementation of an omnichannel retailing strategy. Therefore, our theoretical framework explains key drivers, new challenges and potential outcomes coming from the adoption of the omnichannel retailing in order to help managers and practitioners who might decide to enter the omnichannel retailing.

Since the emergence the Internet, the retail sector is experiencing one of its most disruptive stages. Both academics and business practitioners have been betting for years on the importance of Omni- Channel Retailing (OCR). However, for many retailers OCR was a missing subject and they did not count on the great turning point that has occurred, the COVID-19. The coronavirus pandemic has boosted online retail sales, which are estimated to have grown by 209%. Those retailers that did not have the online channel will have suffered significant losses in their income statements. The COVID- 19, while a great challenge for retailers, is also a great opportunity. Customers have drawn a new normal in their decision-making, where the Internet and the smartphone play a major role, without physical stores losing their leading position. With these considerations in mind, the researcher insists on the importance of the fashion industry in this turbulent period and proposes a series of guidelines for retailers to emerge stronger from this situation and adapt without major problems to the new normality. It is up to the top management of retailers to restructure their business model with the current omni-shopper in mind, and how to implement that business model without making the sales force feel threatened.

The deployment of Artificial Intelligence (AI) within omnichannel retail and e-commerce ecosystems is transforming how companies engage customers, optimize operations, and deliver personalized experiences.From smart product recommendations and dynamic pricing to automated inventory management and fraud detection, AI systems are enabling unprecedented efficiency and relevance.However, the expansion of AI simultaneously introduces profound ethical challenges.Effective AI applications rely on accessing, processing, and interpreting vast amounts of consumer data.AI models damage the trust essential for customer loyalty.Explainable AI (XAI) methodologies-ranging from decision-logic dashboards to outcome summaries-enable customers and regulators to understand why AI systems make certain decisions .Studies show that greater transparency significantly strengthens consumer confidence in AI platforms.The growth of AI risks displacing retail roles, from checkout clerks to inventory managers.Pragmatic ethical strategies emphasize "human-in-the-loop" models, where AI supports rather than replaces employees, alongside reskilling programs and human review of critical decisions.The integration of AI into omnichannel retail and e-commerce is revolutionizing customer experience, operational efficiency, and personalization.However, ethical challenges-such as consumer privacy, algorithmic bias, transparency, job displacement, and dynamic pricing-pose risks to trust and fairness.This study explores these concerns and proposes a comprehensive framework to support ethical AI deployment.Using recent research and industry case examples, we outline practical guidelines for data governance, explainability, bias mitigation, human-AI collaboration, and sustainable AI practices.