Omni-channel Management Research Articles

Digitalization in Italian SMEs: the transformation of marketing channels

AbstractThe evolution of marketing channel management and the integration of digital technologies in the overall marketing architecture have been deeply examined in the SME literature. Even if in academia the opportunities of digital in terms of performance, growth, and competitiveness are well recognized, in practice, SMEs are not always ready to fully exploit the potential of new technologies, reshaping their channels’ structure and strategies. In this paper, we display insights into the transformation and management of marketing channels for Italian manufacturing medium-sized enterprises. The study explores if and how “Made in Italy” companies are introducing digital channels in their market strategy, aiming at an omnichannel management perspective. We conduct a two-stage research design involving manufacturing medium-sized enterprises acting in the typical “Made in Italy” sectors: a Grounded Delphi Method with semi-structured interviews and the collection of data by a survey. We contribute to extending prior literature by presenting the enablers and barriers of specific marketing channels in the overall architecture and the main reasons for improving an omnichannel perspective in the perspective of the near future. In particular, the research identifies that Made in Italy medium-sized enterprises rest on decisions about adopting and managing specific channels and developing an omnichannel perspective on firm-specific and owner-managerial factors, while resource-related and environmental factors can be overcome, in particular, thanks to new partners. Based on this analysis, we then recommend specific research avenues to stimulate and advance further investigations.

Determinants of customer buying behaviour in omnichannel retailing: a systematic literature review and future research directions

PurposeAdvances in digital technologies and the growing number of touch points have had a significant impact on the shopping behaviour of omnichannel customers. Several research papers have explored different facets of omnichannel, but only a few have thoroughly explored the literature on showrooming and webrooming simultaneously. This paper aims to identify the key groups of antecedents influencing customer buying behaviour in omnichannel, under the influence of digital technologies, with a particular focus on showrooming and webrooming.Design/methodology/approachOur study conducted a systematic literature review to identify the factors influencing customers’ buying behaviour in omnichannel, which have been the subject of academic discussion over the last decade. We finalized 149 articles for the thematic analysis and identified three groups of antecedents: channel-related, product-related and consumer-related with their subgroups.FindingsUnder channel-related antecedents, cost and perceived benefits, search convenience, need for interaction and situational circumstances have been identified as major attributes. The expressiveness of the product, product demonstration and search and experienced products have been identified under product-related antecedents, followed by price consciousness, past experiences, perceived risks and shopping motivations as leading attributes under consumer-related antecedents. The study revealed the multifaceted influence of digital technologies on omnichannel buying behaviour. Digital technologies are shaping the antecedents related to channels, products and consumers. Digital technologies simultaneously mediate between antecedents and the selection of a specific path within an omnichannel environment. Showrooming and webrooming should no longer be seen as general concepts. The rise of digital technologies has led to the development of new consumer journey patterns and the blurring of distinctions between showrooming and webrooming. A conceptual framework has been proposed to understand consumers' omnichannel behaviour, having considered the identified antecedents and the role of digital technologies.Practical implicationsThis study advances the academic understanding of consumer behaviour in omnichannel under the influence of digital technologies and provides important implications for omnichannel management. With the advancement of digital technologies such as augmented reality and virtual reality, retailers should implement channel integration strategies to bridge the gap between online and offline channels, providing a memorable shopping experience for omnichannel customers.Originality/valueThis study is unique because it identifies and analyses the antecedents of consumer behaviour in omnichannel settings under the influence of digital technologies. It also uncovers new potential combinations of showrooming and webrooming patterns. The proposed framework can help retailers in their future planning of omnichannel strategies.

Omnichannel operations in the automotive aftermarket: Consumer reactions to various strategies

The new retail mode in the digital era has forced firms to engage in omnichannel management. Although many companies have realized the importance of omnichannel operations, not all firms implementing omnichannel operations have achieved the expected returns. To explain why this is the case, we draw on signaling theory and use the automotive aftermarket as our research context to explore consumer reactions to various omnichannel strategies. We design two scenario-based experiments involving a total of 630 Chinese consumers. The results show that while implementing omnichannel operations is necessary, a wider scope of omnichannel operations (i.e., the breadth strategy) does not have a significant effect on consumers' service usage intentions. By contrast, increasing the density of omnichannel operations (i.e., the depth strategy) can significantly enhance consumers’ service usage intentions. More interestingly, we find that signal costs and perceived service quality are two key mediators in linking the depth strategy–service usage intention association. Our study contributes to existing omnichannel management research by highlighting the mechanisms behind the successful implementation of omnichannel operations. The findings also assist firms in effectively merging their online and offline channels.

ОМНИКАНАЛЬНОЕ УПРАВЛЕНИЕ КАК КЛЮЧЕВОЙ ПРИОРИТЕТ ЦИФРОВОЙ ТРАНСФОРМАЦИИ ОРГАНИЗАЦИЙ СЕКТОРА B2B ДИСТРИБЬЮЦИИ И СЕРВИСНОГО ОБСЛУЖИВАНИЯ

This paper studies the importance of determining priorities for the digital transformation of business. With new trends and technologies enabling omni-channel digital consumer experiences, B2B dis-tribution and service organizations need to adapt management practices and tools to today's digital environ-ment. This study identifies trends in the digital transformation of organizations in the B2B distribution and service sector. This is achieved by analyzing the current state of the digital transformation of organizations in the B2B distribution and service sector and identifying issues and key priorities in the digital transfor-mation of B2B organizations. The study investigates the organizational and economic relations arising in or-ganizations in the B2B sector. The paper analyzes and systematizes approaches to strategy development for the digital transformation of organizations, revealing that the most important approach for organizations in the B2B distribution and service sector is based on dynamic capabilities. A dedicated approach made it pos-sible to identify the digital technologies for realizing the internal and external capabilities of an organization. The hypothesis of the study is the assumption that with the digital transformation of the economy, omni-channel management has an impact on the efficiency of distribution systems in the B2B distribution and ser-vice sector. The paper shows that the organization of sales using digital technologies is at a low level and this allows us to conclude that there is a lack of integration in product distribution channels. The introduction of omni-channel management in the product distribution system, which allows for seamless interaction with consumers through digital and physical product distribution channels, is proposed as a key area of digital transformation. As a key direction for the digital development of the B2B distribution and service sector, the article proposes omni-channel management as part of the concept of dynamic capabilities allowing for the integration of distribution channels and influencing the external and internal capabilities of the organization.

Omnichannel management capabilities in international marketing: the effects of word of mouth on customer engagement and customer equity

PurposeThe main purpose of this study is to fill the research gap on how B2B global service firms integrate dynamic capabilities within their omnichannel management to influence positive word of mouth (WOM), customer engagement (CE) and customer equity.Design/methodology/approachDrawing on the dynamic capability and WOM theories, a model has been developed that defines the subjects of the empirical test. The paper reports on data collected from 312 service-oriented global firms in Australia, through a cross-sectional survey. Data were analyzed using structural equation modeling.FindingsThe findings suggest that content management (i.e. information consistency, source trustworthiness and endorsement) and concerns management (i.e. privacy, security and recovery) capabilities are the two significant antecedents of positive WOM within a B2B omnichannel setting in international marketing. The findings also confirm the key mediating role of CE between positive WOM and customer equity.Originality/valueThe findings extend dynamic capability theory in the context of international marketing by linking WOM, CE and customer equity. The findings add further theoretical rigor by establishing the nomological chain between positive WOM and customer equity, in which CE plays a key mediating role.

A bibliometric review of the omnichannel logistics literature

ABSTRACT The emergence of omnichannel logistics has led to fundamental changes in traditional e-commerce, retail, and consumer decision-making processes. Due to its crucial effects, the subject of omnichannel logistics has been frequently discussed in the literature in recent years. However, there is a need to clearly define at what level in the field of omnichannel logistics have been conducted and the themes on which they have been based. The aim of this study is to present an extensive and concise literature review on omnichannel logistics and to analyse the thematic evolution of the omnichannel logistics field. The study used bibliometric techniques to explore research trends in the field of omnichannel logistics. Employing SciMAT and VOSviewer software, the study analysed 156 articles from Web of Science journals. These research articles cover the 2016–2022 period. The analysis allowed exploring the dynamics in different years and identifying main/sub-themes. The findings highlighted the themes that are still in the maturation process. These themes are retail, service quality, omnichannel management, city logistics, warehousing, e-commerce and supply chain. This study presents a holistic picture of omnichannel logistics and introduces the themes related to retailer behavior and logistics process to the literature. Researchers can further their studies by considering prominent keywords in omnichannel logistics management. In this sense, the study offers beneficial implications for academics.In addition, the results of the study reveal the direction of the sectoral trends and the trend in the field of omnichannel logistics. In this sense, it offers a roadmap to businesses and sector employees in determining their strategies.

Interlinking organisational resources, AI adoption and omnichannel integration quality in Ghana’s healthcare supply chain

Digitalization in the health care sector has led to growth of communication channels and customer touchpoints within these channels. In this context, omnichannel integration quality (OIQ) aims to provide seamless service experience across multiple channels, where adoption of artificial intelligence (AI) will play a vital role. The existing research has primarily focused on the consumer space which leads to a gap in our understanding on the role of organisational intangible resources, employees, and AI adoption to achieve OIQ and business productivity. To bridge this gap, we use resource-based view and socio-technical systems as theoretical lenses for developing a theoretical model, which is tested by surveying 170 healthcare professionals in Ghana. Our findings highlight the importance of developing strategies that will help translate organisational resources into capabilities focusing on the employee-technology interface for effective omnichannel management and integration.

Device‐mediated customer behaviour on the internet: A systematic literature review

AbstractThe proliferation of smartphones, tablets and other digital devices in addition to traditional computers has transformed the Internet into a device‐mediated environment. While these devices provide immediate access to similar Internet sources, they differ significantly in their characteristics, such as screen size, operation mode and context of use. As a consequence, behaviours on the Internet along the customer journey vary substantially depending on the device used. To summarize the fast‐growing body of research on device‐mediated customer behaviour, a systematic, framework‐based literature review of 59 articles from the last decade was conducted. Through an examination of the antecedents, decisions and outcomes investigated in the publications, the review presents a conceptual framework that highlights the relation between device characteristics, decision processes and behavioural outcomes. The review further summarizes the theories, contexts and methods employed in the studies and sets an extensive future research agenda. We found that the extant literature lacks comprehensive theories and clear definitions of digital devices in the omnichannel environment. Furthermore, existing findings should be generalized for other contexts (e.g. industries and countries) and validated via the introduction of other research designs and methods. The understanding of device‐mediated behaviour and the consequently arising marketing measures remains scarce. Thus, this review advances the comprehension of customer behaviour on the Internet and provides researchers and practitioners with information on the implications for customer experience and omnichannel management.

Online-offline channel integration and innovation ambidexterity: Roles of top management team and environmental dynamism

Although online–offline channel integration (OOCI) critically enables innovation ambidexterity (i.e., simultaneous exploitative and exploratory innovation), few studies have examined this phenomenon and its boundary conditions. Based on dynamic capabilities theory (DCT) and using archival data and matched survey data from 1,364 top managers of 341 Chinese firms, we observed a U-shaped effect of OOCI on innovation ambidexterity, weakened and flipped by CEO–TMT exchange quality but strengthened and flipped by environmental dynamism. This study expands on the omnichannel management literature by explaining how OOCI drives innovation ambidexterity in an organizational context.

Strategic orientation towards digitization to improve supermarket loyalty in an omnichannel context

In the digital era, the offer of multiple shopping channels in the retail sector has been improved, and customers are changing their shopping habits. For this reason, supermarkets face more complex commercialization processes in the omnichannel context. Therefore, the main objective of this research is to design an omnichannel management model to enhance loyalty through digitalization strategies based on consumer experience. This research is based on a cross-sectional descriptive study using a survey answered by 2,014 responders in Spain. The Partial Least Square (PLS) method was applied to test the hypotheses of the proposed model. The results confirm that the emotional and rational consumer experience plays a key role in generating satisfaction and engagement with retail; therefore, businesses should know that their actions in this regard will indirectly impact consumer loyalty.

Factors of customers’ channel choice in an omnichannel environment: a systematic literature review

The proliferation of mobile devices and the continuous development of online technologies has led to an increasing variety of channels, leaving customers with a choice of channel alongside the choice of product, service, or retailer. Any attempt to optimize customer experience and engage in successful omnichannel management will require a complete, multifaceted understanding of the processes around channel choice of customers. To date, the many existing studies around multi- and omnichannel research have failed to yield an integrated, comprehensive synthesis of factors involved in customers´ channel choice. Our study conducted a systematic literature review to the end of identifying the factors involved in channel choice which appear in the scientific literature on this topic over the last two decades. We retrieved 128 papers from three bibliographic databases (EBSCO Host, Scopus, and Web of Science) and carried out descriptive analysis on them. Qualitative thematic analysis inductively extracted 66 different factors of channel choice, each assignable to five broader categories, from the studies included in the review. The findings indicate that perceived channel characteristics, customer needs and situational or contextual factors influence customers´ channel choice directly, and customer characteristics and characteristics of products or services influence it indirectly. Alongside its presentation of an integrated conceptual framework comprising these relationships, our study details a comprehensive research agenda with regards to theories, contexts, and methods and, in particular, with regards to factors influencing customers´ channel choice. Our findings advance the academic understanding of channel choice behavior and provide researchers and practitioners in this area with information on important implications for omnichannel management.

Digitalization in B2B marketing: omnichannel management from a PLS-SEM approach

PurposeThe purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.Design/methodology/approachIn building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.FindingsThe principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.Originality/valueResearch into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

The relationship between brand experience and word-of-mouth in the TV-series sector: The moderating effect of culture and gender

ABSTRACT Omni-channel management is an increasingly popular strategy that involves creating multiple forms of contact between brands and customers to maximise interaction and thereby generate global brand experiences, which can constitute a competitive advantage. The television-series sector is no exception to this phenomenon. The aim of the present research is to examine the effect of television-drama-series brand experience on the generation of word-of-mouth communication among viewers. The study analyses the moderating effect of viewers’ gender and culture – specifically, the individualism/collectivism variable proposed by Geert Hofstede, – in the context of series with high vs. low levels of sexual and violent content. The results indicate that these variables exert a moderating effect on the relationship between brand experience and word-of-mouth only in the case of TV drama series with a low level of such content. Women and culturally-individualistic audiences will be more prone to the experience-based generation of word-of-mouth for this type of television series.

Understanding the omnichannel customer journey: The effect of online and offline channel interactivity on consumer value co-creation behavior

Building on the service dominant logic, this study explores the effect of online and offline channel interactivity on consumers’ value co-creation behavior (VCB), the mediating effect of brand involvement, and the moderating effect of cross-channel consistency (CCC). We surveyed 387 customers who engage in omnichannel shopping. The relationship between online and offline channel interactivity and VCB was positive and partially mediated by brand involvement. The interaction effect of online channel interactivity (ONI) and offline channel interactivity (OFI) had a negative effect on brand involvement when CCC was low but a non-significant positive effect when CCC was high. These findings enrich the theoretical understanding of value co-creation and provide insights into omnichannel management.

Augmented reality interactive technology and interfaces: a construal-level theory perspective

PurposeIn modern e-commerce and omnichannel management, consumers can utilize visual information delivered by augmented reality interactive technology (ARIT) to relate to products and view them worn on themselves. Accordingly, ARIT is increasingly common in online retail environments because this dynamicproduct imagery decreases the gap between online and offline shopping. On the basis of construal-level theory (CLT), this study not only examines the system characteristics that impact the perceived ease of use and usefulness of ARIT but also explores how these system characteristics can successfully affect online consumers to adopt ARIT in retail settings.Design/methodology/approachIn this study, ARIT is applied mainly in an online clothes fitting context. By conducting a task-based laboratory study, 344 valid samples were collected. Structure equation modeling (SEM) was employed for further analysis.FindingsNavigation structure, graphic style and information content were identified as the three system characteristics that affect perceived ease of use and usefulness of ARIT. Of the three characteristics, information content has the greatest impact on perceived ease of use and usefulness of ARIT. The study also found that navigation structure, graphic style and information content all shape ARIT system characteristics, and this explains and predicts the perceived usefulness and perceived ease of use effect better than any original single system characteristic.Originality/valueInteractive marketing research indicates that the influence of immediately visualizing consumer–product matching effects creates excitement, arouses emotions and triggers curiosity to explore additional product purchase experiences. This study contributes to the present body of knowledge of the concept of ARIT systems. This is a pioneer research that uses CLT to act as a crucial psychological mechanism that dominates online fitting and apparel appraisal for consumers using ARIT. This study serves as a reference for designing and employing multisensory ARIT applications in interactive marketing to drive online sales.

Dynamic pricing with reference price effects in integrated online and offline retailing

Omnichannel retailing is of growing importance. Yet, retailers lack knowledge about how to set prices overtime in their different channels, that is, in-store and online, which gives rise to a dual-channel pricing problem. The retailing issue is even more salient when consumers are prone to a psychological element, that is, when a reference price exerts influence. This article fills the gap by offering an analytical model of intertemporal price setting for dual channel pricing problem. We present an optimal control framework of dynamic pricing when (1) consumer behaviour is prone to a reference price and (2) the online channel is subject to the last-mile delivery cost. Analytical results, which hold for a general (nonlinear) reference-dependent demand formulation, inform about the relationships between the store and online prices over time and also about the market power of the retailer in each channel. Numerical results describe the features of three different phases of the planning horizon. The managerial recommendations show how a retailer sets differentiated dynamic pricing policies when offline and online channels are integrated. Such recommendations pave the way to more profitable omnichannel management.

Examining the global retail apocalypse during the COVID-19 pandemic using strategic omnichannel management: a consumers’ data privacy and data security perspective

ABSTRACT The global retail industry has faced a doomsday scenario owing to the impact of the COVID-19 pandemic. This has brought a change in shopping patterns. The unexpected disruption of supply chain management causes retailers to face a severe cashflow problem, resulting in a retail apocalypse of store closures. Retailers are figuring out how to quickly change consumers’ shopping behavior. In such precarious scenario, omnichannel retailing is expected to address the upheaval task. While using omnichannel for shopping, consumers have certain issues on data privacy and security. Practitioners and academics have begun investigating the issues, with the PLS-SEM technique on data from 387 respondents. This study shows that breadth of choice, content consistency, and customization impact perceived benefits, whereas issues of data privacy and security impact risk. This study also shows that consumers will intend to shop on omnichannel if they believe the benefits are more than the risks.

Omnichannel Management in B2B. Complexity-based model. Empirical evidence from a panel of experts based on Fuzzy Cognitive Maps

In recent years, academics and professionals have proposed omnichannel management as the best approach to offering multiple channels to end customers. This approach has been reinforced by the recent crisis caused by Covid-19 and the consequent demand for digital channels. In the current literature there is an evident gap in the study of omnichannel management for manufacturing or wholesale companies and their relationships with other companies, which typically use B2B models. This article includes a model that permits the identification of causal characteristics in omnichannel management based on fuzzy cognitive maps (FCM), the simulation of possible scenarios and the impact that changes in the environment or in the organization's internal activities may have on omnichannel management.From the results of a Delphi process based on an international Panel of Experts and using complexity theory, a Fuzzy Cognitive Map (FCM) was built that can serve as a reference for B2B omnichannel management. The main value of the research is provided by the practical model that allows simulating what-if scenarios, that is, with the modification of the input conditions with respect to a base scenario and thus favors directing the omnichannel strategy to be followed in a B2B field.

Omnichannel Customer Experience and Management: An Integrative Review and Research Agenda

In a highly competitive landscape, adopting an omnichannel approach might lead to a market advantage in terms of acquiring and retaining customers, as well as a means to ensure business sustainability. Omnichannel organizations situate the customer at the core of their interaction. However, research on omnichannel customer experience (CX) is still fragmented. In this paper, by adopting an integrative approach, we aim to articulate the empirical evidence around omnichannel CX and its management. Moreover, we show how research around omnichannel CX emerged from different theoretical perspectives and disciplines such as marketing, sociology and computer science. Towards this goal, we conducted a systematic literature review—with in depth analysis of 50 papers—and identified that omnichannel CX literature has engaged a number of research streams from various theoretical perspectives. Based on the research gaps, we propose an agenda for future research including topics such as (1) understanding the customer lifecycle in an omnichannel context; (2) integrating new touchpoints and channels; (3) predicting the omnichannel customer behavior; and (4) approaching omnichannel CX in service-based organizations. We conclude that adopting an omnichannel CX management approach requires the entire organization to be customer-centric while articulating interdisciplinary teams. Available studies on omnichannel CX provide the foundations for extending the knowledge on this topic and developing tools for practitioners to use in the omnichannel management assessment, operationalization, and measurement.

Omnichannel Management in a B2B context: Concept, research agenda and bibliometric review

Omnichannel Management in a B2B context: Concept, research agenda and bibliometric review