Omnichannel Service Research Articles

Assessing Omnichannel Service Quality in the Public Sector

ABSTRACTServices in the public sector are often provided as a hybrid combination of both digital (e.g., online registration) and physical (e.g., offline appointment) service channels, which can be referred to as omnichannel services. There is a lack of instruments in the literature that can measure the perceived quality of public sector omnichannel services. The goal of this paper is to develop and empirically validate an instrument to fill this research gap. The key contribution of this paper is the Technology, Information, Human, Process, System (TIHPS) framework, which represents the first instrument designed to assess the quality of public sector omnichannel services. An empirical validation using responses from 365 service recipients supports the validity and robustness of this instrument. We discuss how the TIHPS framework can be useful to governments, practitioners, and researchers alike.

Information Systems Facilitate the UK Ambulance Service Transition towards an Omni-Channel Service

This paper represents a description of those ‘hidden’ policies supported by information systems that currently influence the direction of change within the UK ambulance service. When an ambulance service displays poor response times it may have reached a situation where demand exceeds supply regularly, then using ‘critical thinking’ the management should reconstruct their approach and focus exclusively on patient needs and the sources of appropriate help. The UK ambulance service has developed three strategic approaches; firstly, a single-channel strategy employing ambulance service staff only (‘hear and treat, or ‘see and treat’); secondly, a multi-channel strategy involving other NHS services (from call to on–scene then accident and emergency or direct to a hospital ward); and thirdly, a new omni-channel strategy where the patient is directed on a pathway from the ambulance service to a combination of other NHS or voluntary services. The key element in developing an omni-channel strategy is a secondary triage system, supported by a new database, which ensures patients are directed to a specialist service that could provide them with the most immediate help to meet their needs. Some of these services to patients (for example, the Falls team) are provided by the ambulance service directly. Patients are directed to alternative services, identified in the database, this system allows the ambulance service to bypass accident and emergency and monitor the patient’s pathway from the initial call to the outcome. Initial small projects indicate that the omni-channel system reduces duplication of effort, improves system productivity, reduces cost and shortens patients call to outcome time.

How should restaurants operate in the omnichannel era? A queueing game approach

Omnichannel service delivery, which combines online and offline sales channels, is transforming many traditional service businesses with the advancement of IT technologies and the impact of the pandemic. This paper examines whether a service provider such as a restaurant should operate through dine-in only, delivery only, or omnichannel (i.e., using both channels simultaneously). For the omnichannel mode, we further compare a pooling system, where a single server handles both dine-in and delivery orders, and a dedicated system, where the restaurant uses separate servers to handle offline and online orders respectively. We focus on the restaurants that do not have their own online ordering systems and must rely on a third-party platform to receive and process online orders. The platform charges a commission fee to the restaurant for each online order. We model the interactions among the three parties: platforms, restaurants, and customers, as a Stackelberg game. To find the equilibrium, we first analyze the customer choice between online and offline channels, then study the restaurant’s decision on the channel choice and, if omnichannel is chosen, whether to adopt a pooling or dedicated system, and finally study the platform’s decision on the commission rate. We show that the pooling system yields a higher profit and throughput for the restaurant, while the dedicated system only generates a larger social welfare than the pooling system when the commission rate is relatively high. Interestingly, we reveal that under the dedicated system, the platform has an incentive to increase the commission rate to extract more profits from the delivery channel, while the pooling system can mitigate this platform’s opportunistic behavior.

The transformation of digital strategy and value creation in omnichannel organisations: the case of the gambling industry

ABSTRACT Digital transformation strategy (DTS) involves redesigning various organisational operations to encompass digital technologies and achieve business objectives. In this study, we explored digital strategy and value creation shifts in omnichannel organisations that aimed to deliver seamless online and on-premises (dual-mode) customer experiences. Using comprehensive data on the gambling industry, we focused on the long-term effects of dynamic relationships among multiple DTS events over time. Building on digital strategy and value-creation theory, we observed and analysed organisational changes linked to technological shifts in omnichannel organisations during turbulent times and disruptions. Herein, we discuss the balance between online and on-premises service channels in terms of a DTS pathway, viewing it as a dual-mode value-creation process. By exploring this dual-mode value-creation process, we contribute to DTS theory and omnichannel operations. Furthermore, we enhance theory by unveiling the impact of shifting digital strategy perspectives on the transformation of omnichannel organisations in dynamic and disruptive business environments. We also present strategic propositions for planning and realising DTS requirements for omnichannel service providers in a broad context.

Factors influencing behavioural intention to avail omnichannel service among Gen Y consumers

PurposeThis paper aims to explore the factors influencing the behavioural intention of Gen Y consumers to avail omnichannel service and to identify the relative influence of predictors in explaining the behavioural intention of Gen Y consumers to use omnichannel service.Design/methodology/approachData collected through surveys from 287 Gen Y consumers has been analysed through structural equation modelling to examine direct and mediated relationships between the constructs influencing behavioural intention to use omnichannel service.FindingsFindings indicate that perceived ease of use, social influence, perceived trust, and personal innovativeness positively affect behavioural intention to use omnichannel service, with the result accounting for 48% of the variance. We also demonstrate that perceived value and perceived ease of use mediate the association between personal innovativeness and behavioural intention to use omnichannel service.Research limitations/implicationsThe study provides valuable insights into adopting technology-based offerings for Gen Y customers. The presented model can be extended for analysing consumers' behavioural intentions by considering additional variables, such as consumer personality traits and diverse cultural settings. The study may help managers and policymakers formulate a consumer-focussed strategy to win over modern retail consumers.Originality/valueThis study explores the behavioural intention of Gen Y consumers in availing omnichannel services. Further, the study contributes to the technology acceptance model (TAM), unified theory of acceptance and use of technology (UTAUT) or UTAUT2 theories that may need to be extended in the omnichannel shopping context.

Prioritization in the Presence of Self-ordering Opportunities in Omnichannel Services

Motivated by the popularity of mobile-order-and-pay applications, especially in fast-casual food restaurants and coffee shops, we study omnichannel service systems—where customers can employ mobile applications for self-ordering—with respect to sojourn times, throughput, and social welfare. Our models are two-stage queues with two customer classes: Walk-ins and mobiles. We identify Pareto efficient prioritization policies, highlighting trade-offs between each class’s mean sojourn times. We allow customers to make strategic joining decisions based on their anticipated delays under an information structure where walk-ins observe partial queue length information. We draw from a wide array of techniques, including steady-state, transient, busy period, hitting-time analyses, and matrix analytic methods. We showcase the significance of prioritization on the system throughput and social welfare. We demonstrate settings where a traditional service system’s (typically beneficial) transformation to an omnichannel reduces throughput. Our analysis highlights the importance of prioritization policy choice for an efficient transition to an omnichannel service system. The throughput-optimal policy choice highly depends on the operational parameters and customer patience levels; implementing a wrong policy can yield a significant loss in throughput and profitability.

Omni-Channel Service Analysis of Purchase Intention

The COVID-19 pandemic has caused a decline in various aspects of the economy, including the fashion sector. Many fashion retailers have closed, so sales have fallen. However, many retailers can also adapt and change using new communication channels. This change presents new challenges for fashion companies and retailers to integrate channels into omnichannel services. This study aims to analyze the factors influencing customer behavior in omnichannel services through their intention to accept and use new technology in shopping. This study adopts the UTAUT2 model by adding two new variables: personal innovation and perceived security. This model was tested on 353 samples from Uniqlo customers residing in Indonesia. This research method uses a Quantitative PLS-SEM approach. This study tested the outer model, inner model, and hypothesis t-test with a bootstrap procedure using SmartPLS software. The results showed that the performance expectation factor did not affect the omnichannel purchase intention variable because the t-statistic value is less than 1.65. Meanwhile, other factors such as effort expectation, social influences, habits, hedonic motivation, perceived security, and personal innovativeness affect omnichannel purchase intentions because the t-statistic value is more than 1.65. The most positive and significant factor is personal innovativeness. Based on the results of this study, it is revealed that digitalization creates challenges for companies in maintaining digital businesses. Through various omnichannel service channels, this research can identify the factors influencing consumers' purchase intention

Omni-Channel Service Analysis of Purchase Intention

The COVID-19 pandemic has caused a decline in various aspects of the economy, including the fashion sector. Many fashion retailers have closed, so sales have fallen. However, many retailers can also adapt and change using new communication channels. This change presents new challenges for fashion companies and retailers to integrate channels into omnichannel services. This study aims to analyze the factors influencing customer behavior in omnichannel services through their intention to accept and use new technology in shopping. This study adopts the UTAUT2 model by adding two new variables: personal innovation and perceived security. This model was tested on 353 samples from Uniqlo customers residing in Indonesia. This research method uses a Quantitative PLS-SEM approach. This study tested the outer model, inner model, and hypothesis t-test with a bootstrap procedure using SmartPLS software. The results showed that the performance expectation factor did not affect the omnichannel purchase intention variable because the t-statistic value is less than 1.65. Meanwhile, other factors such as effort expectation, social influences, habits, hedonic motivation, perceived security, and personal innovativeness affect omnichannel purchase intentions because the t-statistic value is more than 1.65. The most positive and significant factor is personal innovativeness. Based on the results of this study, it is revealed that digitalization creates challenges for companies in maintaining digital businesses. Through various omnichannel service channels, this research can identify the factors influencing consumers' purchase intention

Omni-Channel Service Analysis of Purchase Intention

The COVID-19 pandemic has caused a decline in various aspects of the economy, including the fashion sector. Many fashion retailers have closed, so sales have fallen. However, many retailers can also adapt and change using new communication channels. This change presents new challenges for fashion companies and retailers to integrate channels into omnichannel services. This study aims to analyze the factors influencing customer behavior in omnichannel services through their intention to accept and use new technology in shopping. This study adopts the UTAUT2 model by adding two new variables: personal innovation and perceived security. This model was tested on 353 samples from Uniqlo customers residing in Indonesia. This research method uses a Quantitative PLS-SEM approach. This study tested the outer model, inner model, and hypothesis t-test with a bootstrap procedure using SmartPLS software. The results showed that the performance expectation factor did not affect the omnichannel purchase intention variable because the t-statistic value is less than 1.65. Meanwhile, other factors such as effort expectation, social influences, habits, hedonic motivation, perceived security, and personal innovativeness affect omnichannel purchase intentions because the t-statistic value is more than 1.65. The most positive and significant factor is personal innovativeness. Based on the results of this study, it is revealed that digitalization creates challenges for companies in maintaining digital businesses. Through various omnichannel service channels, this research can identify the factors influencing consumers' purchase intention

The influence of seamless shopping experience on customers’ word of mouth on social media

PurposeDespite the increasing relevance of seamless shopping experience in an omnichannel context, research on how seamless shopping experience affects customers’ word of mouth on social media (sWOM) remains scant. Based on the attribution theory, this study aims to investigate the effects of seamless shopping experience types on customers’ sWOM intentions from the perspective of smart-shopping feelings and validated the moderation role of shopping orientation.Design/methodology/approachUsing a data set of 301 omnichannel customers, three scenario-based experiments were conducted to address the research questions.FindingsAn efficient and interconnected experience is more likely to positively affect sWOM intentions than an inefficient but interconnected experience. Furthermore, smart-shopping feelings were found to have a significant mediating effect. For experiential-oriented shoppers, the positive relationship between an efficient and interconnected experience, smart-shopping feelings and sWOM intentions was significantly strengthened.Originality/valueThis research contributes to the sWOM and omnichannel service experience literature by investigating the influences of seamless shopping experience types on customers’ sWOM intentions. This research also provides recommendations for designing and delivering a superior, seamless shopping experience for omnichannel shoppers.

Omnichannel quality: the new imperative of purchase intention among fashion retail market

The challenge for the new normal era lies in the changing habits of fashion retail consumers after the COVID-19 pandemic. This study investigates how omnichannel service quality influences consumer purchase intention for fashion products in the post-pandemic era. The research method used was verification, with 400 retail fashion SME consumers in Indonesia as respondents during the pandemic. Path analysis was employed as the data analysis technique. The results indicate that the level of omnichannel service quality has a significant impact on purchase intention among fashion retail consumers. Additionally, this study contributes to understanding the dimensions of omnichannel retailing service quality that positively influence purchase intention.

Use of Internet-of-Things for Sustainable Art Businesses: Action Research on Smart Omni-Channel Service

Performance and exhibition venues are well-suited for implementing business models that leverage Internet-of-Things (IoT) concepts to integrate both online and offline information. The use of IoT technologies has led to the emergence of omni-channel services, providing customers with information from both online and offline channels. However, there is a lack of field research on the practical implications of IoT concepts in art exhibitions. An action research methodology is required to address this gap, and one potential solution is to implement an IoT-based omni-channel service that integrates online and offline channels to enhance service quality and provide a seamless customer experience. Near Field Communication (NFC), iBeacon, and Internet buttons can be used in an art gallery to achieve these objectives. This study utilized action research methods to examine the impact of customers’ technology interactions in an art gallery setting. The findings indicate that the inclusion of a physical interactive element has a positive effect on IoT use.

Omnichannel Approach to Customer Service in the Digital Economy

Relevance. The current conditions for the development of the customer service system in companies of various business profiles are characterized by the influence of many factors: from uncertainty and increased risks against the background of the consequences of the coronavirus pandemic and sanctions pressure to the digital transformation of business processes. At the same time, generations of potential consumers are changing, which contributes to the transformation of approaches to customer service and their requirements for the quality of products, services and services.In this regard, the relevance of finding new customer service channels, expanding the sphere of promotion of products and services to potential consumers, as well as mastering new methods and technologies of client services is growing. The implementation of these areas is possible on the basis of the development and implementation of an omnichannel service system for a potential and formed client base.The purposeof the study is to identify modern trends and potential for the development of an omnichannel approach to customer service in the context of the digital transformation of the Russian economy.Objectives: highlight the factors of changing the paradigm of customer service; determine the directions of transformation of customer service services; identify the prerequisites for using the omnichannel approach to the implementation of client services and the potential for its development in the modern conditions of the digital economy.Methodology. In the course of the study, general scientific methods were used: scientific abstraction, analysis and synthesis, generalization and extrapolation.Results. The study made it possible to form and highlight the following scientific results: the essence and content of the omnichannel approach to customer service was determined; the classification of channels and customer service services in the aggregate of the omnichannel approach was given, promising directions of omnichannel service systems in the digital economy were identified.Conclusions. The digital transformation of business processes affects the customer service system, primarily in terms of the choice of specific channels and services, as well as an integrated approach to their implementation. Customer focus as a basic trend in the development of modern business contributes to improving the efficiency of the customer service system based on omnichannel services.

Predicting intention to adopt omnichannel retailing of SMEs in Indonesia using UTAUT: the moderating role of personal innovativeness

This study seeks to explain the intent of SMEs business owners to implement omnichannel retail in their operations. This study employs the UTAUT model and adds innovativeness as a variable that can influence the intention to adopt an omnichannel. The sample for this research consisted of 90 SMEs proprietors in Malang City. This study's data were gathered via a questionnaire and analyzed using PLS-SEM. This study found that personal innovativeness and performance expectations significantly influence the intention to adopt omnichannel. In this study, effort expectations have no significant effect on the intention to implement omnichannel. It has been demonstrated that personal innovativeness can moderate the relationship between effort and performance expectations in the UTAUT model when it comes to the intention of MSME proprietors to implement omnichannel. In addition to focusing on consumers as end users, this study concludes that omnichannel service providers must also consider enterprises as omnichannel users.

The driver of purchase intentions in omnichannel retail: Perceived value examination

The research aims to develop a theoretical model of consumption value associated with adopting omnichannel service technology, with the empirical context of the household appliance retail sector consisting of functional value, epistemic value, social value, and emotional value influencing purchase intention. Partial Least Squares-Structural Equation Modeling (PLS-SEM) was used to test and analyze the data. The sample consists of 384 responses that can be used from individuals who purchased household appliances in the Omnichannel. The results showed that functional and social values influenced purchasing household appliances, while emotional and epistemic values did not affect purchase intention. Because of that, Omnichannel retail should focus on creating functional value and social value. Despite this, all channels have to work to guarantee a seamless transition between online and offline channels. This study's findings are helpful for businesses in implementing an omnichannel approach.

Technical Note—Asymptotically Optimal Control of Omnichannel Service Systems with Pick-up Guarantees

Both walk-in and online customers appear in many service systems such as restaurants. Online customers are often given a target time for pick up, and the quality of the food/beverage can degrade if it is ready before the arrival of online customers. This distinctive feature brings essential difficulties in the analysis and control of such systems. In “Technical Note: Asymptotically Optimal Control of Omnichannel Service Systems with Pick-up Guarantees,” Gao, Huang, and Zhang study the optimal control problem of such service systems based on a two-class single server queueing model. The paper proposes a nearly-optimal policy that keeps the server idle when the queue of online customers drops below a threshold and there are no walk-in customers.

Imputed Expert Decision Recommendation System for QFD-based Omnichannel Strategy Selection for Financial Services

In this study, a novel hybrid fuzzy decision-making model is constructed for the effective omnichannel strategy selection of financial services. The first phase of this model is related to inputting missing expert decisions for the quality function deployment (QFD) stages and omnichannel service strategies. The QFD stages of financial services are then weighted by bipolar [Formula: see text]-rung orthopair fuzzy ([Formula: see text]-ROF) multi-stepwise weight assessment ratio analysis ([Formula: see text]-SWARA) based on the golden ratio. The QFD-based omnichannel strategy alternatives for financial services are then ranked using bipolar [Formula: see text]-ROF ELECTRE. These calculations are also performed by considering PFSs and IFSs. Finally, the TOPSIS methodology is used to rank the alternatives so that comparative results can be obtained. The main contribution of this study is the creation of effective omnichannel strategies to improve financial services using a novel hybrid fuzzy decision-making methodology based on bipolar [Formula: see text]-rung orthopair fuzzy sets ([Formula: see text]-ROFSs), [Formula: see text]-SWARA, ELECTRE, and the imputation of expert evaluations with collaborative filtering. The analysis results obtained will facilitate determination of the most appropriate omnichannel strategies for businesses to provide effective financial services. In this manner, companies will be able to determine appropriate marketing strategies without incurring excessive costs. Because the analysis results are the same for all fuzzy sets, the proposed model is coherent and reliable. The findings demonstrate that online financial services are the most critical strategy for improving omnichannel. Thus, companies should prioritize online channels to provide financial services that are more effective.

Creating customer value through omnichannel service delivery: a study of the French insurance market

Creating customer value through omnichannel service delivery: a study of the French insurance market

The implementation of purchasing omnichannel marketing based through the expansion of the UTAUT 2 model ,

This study studies the influence of omnichannel service benefits in customer product purchasing decisions and investigates the omnichannel adoption behavior of customers in fashion apparel retail in Bali. Data collection is completed twice in stages I and II, covering fifteen to thirty days (15-30). The population in this study is a group of Balinese customers with high adaptation to technology. The maximum sample in this study is 210 respondents. The study findings reveal that their path coefficient values supported some hypotheses while some others were not supported. The research findings indicate that the variables of service integration and perceived effectiveness cannot be proposed to expand the UTAUT 2 model. The technology familiarity variable can be the variable proposed to expand the UTAUT 2 model. This study’s findings confirm the inconsistent relationship between the effect of intention to purchase apparel products on product purchase behavior that could be overcome by studying behavioral intention to use behavior using a longitudinal method. Implications of research through the data collection method involves two stages of research by collecting the same sample group, which is declared to be able to observe changes in customer behavior.

To share or not to share screens with customers? Lessons from learning theories

PurposeEven as retailers add digital features to their physical stores and equip their service teams with digital devices, no research has addressed the implications of frontline employees (FLEs) sharing a screen side-by-side with customers as a contemporary service practice. This paper aims to identify the potential customer benefits of this service practice.Design/methodology/approachNoting the lack of theoretical considerations of screen-sharing in marketing, this paper adopts an interdisciplinary approach and combines learning theories with computer-supported collaborative learning topics to explore how screen-sharing service practices can lead to benefits or drawbacks.FindingsThe findings specify three main domains of perceived benefits and drawbacks (instrumental, social link, individual control) associated with using a screen-sharing service. These three dimensions in turn are associated with perceptions of accepted or unaccepted expertise status and relative competence.Research limitations/implicationsThe interdisciplinary perspective applied to a complex new service interaction pattern produces a comprehensive framework that can be applied by services marketing literature.Practical implicationsThis paper details tactics for developing appropriate training programmes for FLEs and sales teams. In omnichannel service environments, identifying and leveraging the key perceived benefits of screen-sharing can establish enviable competitive advantages for service teams.Originality/valueBy integrating findings of a qualitative research study with knowledge stemming from education sciences, this paper identifies some novel service postures (e.g. teacher, peer, facilitator) that can help maximise customer benefits.