Omni-channel System Research Articles

Omnichannel services in the presence of customers' valuation uncertainty

AbstractWith the advancement of online‐ordering technology, an increasing number of service providers are transforming to sell services through online channels alongside traditional offline stores. Our paper studies this emerging business model (also known as omnichannel services) in which customers can choose between online and offline ordering. We develop a queueing‐game‐theoretic model to evaluate the performance of omnichannel systems in terms of throughput and social welfare when customers strategically choose their ordering channels in the presence of service valuation uncertainty. We also contrast omnichannel services with single‐channel services, that is, online‐only and offline‐only services. Our analysis yields the following main insights. First, although customers run the risk of making suboptimal decisions and suffering from unexpected losses when they are uncertain about their service valuations, we find that all customers would be better off in expectation with an increasing level of service valuation uncertainty. Second, while social welfare improves as ordering online becomes more convenient in some cases, it (even online customer welfare) can also be worse off in others, especially when the system operates under heavy congestion, because customers' self‐interested channel choice behavior would impose significant negative congestion externalities among customers. Third, despite the fact that omnichannel services provide customers with an additional, more convenient ordering channel option in comparison with conventional offline‐only services, we find that, somewhat surprisingly, adopting omnichannel services does not necessarily guarantee improvement in social welfare. Finally, we discuss two alternative modeling assumptions to demonstrate the robustness of our main insights.

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.

The Role of the Logistics Operator in the Network Coordination of Omni-Channels

This research aims to bridge a critical gap within the realm of logistics coordination, specifically targeted at bolstering the coordination of flows in omni-channels. The outcome of this study culminates in the creation of a comprehensive tool for evaluating logistics operators, discerning those who exhibit supreme proficiency in orchestrating network dynamics within omni-channel contexts. To fulfil the objectives of this paper and elucidate pertinent research inquiries, an exhaustive literature review is coupled with meticulous scrutiny of the SCOPUS database via the advanced VOSviewer 1.6.20 software. The research delineates an array of coordination mechanisms accessible to logistics operators, which can be judiciously tailored as a bespoke fusion of market-driven, social, hierarchical, and logistical coordination tactics. These mechanisms expand upon antecedent investigations, encompassing both network coordination paradigms and the pivotal role of logistics operators within omni-channel frameworks. Experts assessed that forecasting network flows is the most significant element in logistical coordination, receiving a weight of 0.1312, while managing network participants’ resources from the logistics operator level received a weight of 0.1148. A tangible contribution to the academic discourse transpires as we introduce a pioneering tool meticulously designed for stakeholders entrenched in omni-channel distribution networks. Termed the ‘Multicriteria Assessment Sheet for Evaluating the Coordination Competence of Logistics Operators within Omni-channel Systems,’ this instrument augments the scholarly landscape.

Efektifitas Sistem Informasi Akuntansi dengan Penerapan Omnichannel dalam Penjualan Marketplace

Along with the development of Indonesia's economy in the trading sector, information systems are highly needed for a company to achieve its goals. This research aims to determine the application and effectiveness of using accounting information systems using omnichannel systems through the Jubelio Application. The method used in this research is descriptive qualitative method with a case study of the Online Store Vape Supplies in Sunter, Tanjung Priuk. The research uses primary data with data collection techniques through observation, interviews, and documentation. The data analysis techniques used are data collection, data reduction, data presentation, and conclusion drawing. The results show that the implementation of the Jubelio application can support inventory management of the store so that the availability of stock is always updated, resulting in customer satisfaction in online transactions. Control over inventory recording runs effectively. The Jubelio application also allows integration with various shipping services on the marketplace, so customers can predict the delivery time according to their needs. In terms of information coverage, the connectivity of the Jubelio application to various marketplaces provides convenience for online store owners to expand their market share throughout Indonesia.

Distributionally Robust Multiperiod Inventory Model for Omnichannel Retailing Considering Buy-Online, Pickup-in-Store and Out-of-Stock, Home-Delivery Services

This article proposes the distributionally robust multiperiod inventory model incorporating the buy-online-pickup-in-store (BOPIS) and out-of-stock-home-delivery-service (OSHDS), which are the representative services of omnichannel retailing. Under this omnichannel system, the retailer operates both online and brick-and-mortar (B&M) stores simultaneously, which allow interactive flows of customer demands and desired products. The BOPIS allows customers who buy products through the online store to pick them up in the B&M store. Meanwhile, the OSHDS allows customers who find the product they want out of stock in a B&M store to receive it later, through express delivery from the online store. To capture the correlated uncertain demands of the BOPIS and OSHDS, we adopt a factor-based demand model that is affinely dependent on predefined uncertain factors. To handle a multistage decision process under uncertain demands, we utilize a rule-based approximation and distributionally robust bound to derive a tractable formulation. Computational results achieved in this article offer some insights that BOPIS and OSHDS play a role in providing retailer with flexibility, which could handle unsatisfied demands efficiently.

Perception of Consumers towards Sustainable Omni-Channel Retailing

The previous two decades have seen a considerable shift in the retailing paradigm due to information technology, going from a one way channel to online channel, multiple channel, and most recently, a sustainable omni-channel retailing. The innovations make it easier and more enjoyable for customers to purchase through numerous channels. Sustainable omni-channel system also makes it easier for merchants to identify different points of contact as well as strategies for meeting customer demands and boosting sales. The present study focuses on factors influencing consumer’s buying intention through sustainable omni-channel.

Effect of service factors and buy-online-pick-up-in-store strategies through an omnichannel system under an agricultural supply chain management

The random demand has made the benefits of online purchasing apparent. The reaction of the retail industry is critically important. If the product is an agricultural product, then managing those products online is more difficult than offline transactions, as those products have special properties to deal with, like different shelf lives. This study aims to develop an optimal strategy for retailers in an agricultural supply chain consisting of a single supplier and a single retailer operating online, offline, and buy-online-pick-up-in-store channels. As an omnichannel strategy, customers purchase agricultural products online and collect them at physical stores. Buy-online-pick-up-in-store is considered an essential omnichannel fulfillment option. The study focuses on a set of traceability technologies, services offered, advertisements, and holding costs that can affect the maximization of retailer profits according to the characteristics of an agricultural product. Delivery service to customers is used as an additional customer option. A stochastic demand function is applied, considering the price, customer preference, and product quality. The effects of decision variables on expected total profit are analyzed, and a sensitivity analysis is conducted. The results indicate that the proposed multi-modal omnichannel (online, offline, and buy-online-pick-up-in-store) policy increases the expected profits of a system by investing in advertising, services offered, product traceability, and product-quality keeping. The numerical results suggest that the retail industry of the whole agricultural supply chain can use the recommended strategy to continue profit through the pandemic because the retail sector controls the major task for revenue generation of the agricultural supply chain.

Grocery omnichannel perishable inventories: performance measures and influencing factors

PurposePerishable inventory management for the grocery sector has become more challenging with extended omnichannel activities and emerging consumer expectations. This paper aims to identify and formalize key performance measures of omnichannel perishable inventory management (OCPI) and explore the influence of operational and market-related factors on these measures.Design/methodology/approachThe inductive approach of this research synthesizes three performance measures (product waste, lost sales and freshness) and four influencing factors (channel effect, demand variability, product perishability and shelf life visibility) for OCPI, through industry investigation, expert interviews and a systematic literature review. Treating OCPI as a complex adaptive system and considering its transaction costs, this paper formalizes the OCPI performance measures and their influencing factors in two statements and four propositions, which are then tested through numerical analysis with simulation.FindingsProduct waste, lost sales and freshness are identified as distinctive OCPI performance measures, which are influenced by product perishability, shelf life visibility, demand variability and channel effects. The OCPI sensitivity to those influencing factors is diverse, whereas those factors are found to moderate each other's effects.Practical implicationsTo manage perishables more effectively, with less waste and lost sales for the business and fresher products for the consumer, omnichannel firms need to consider store and online channel requirements and strive to reduce demand variability, extend product shelf life and facilitate item-level shelf life visibility. While flexible logistics capacity and dynamic pricing can mitigate demand variability, the product shelf life extension needs modifications in product design, production, or storage conditions. OCPI executives can also increase the product shelf life visibility through advanced stock monitoring/tracking technologies (e.g. smart tags or more comprehensive barcodes), particularly for the online channel which demands fresher products.Originality/valueThis paper provides a novel theoretical view on perishables in omnichannel systems. It specifies the OCPI performance, beyond typical inventory policies for cost minimization, while discussing its sensitivity to operations and market factors.

Advancing the marketing‐operations interface in omnichannel retail

Advancing the marketing‐operations interface in omnichannel retail

How Does Anxiety Affect the Relationship between the Customer and the Omnichannel Systems?

Omnichannel is not just a marketing, e-commerce, or customer support buzzword. This future customer engagement platform helps businesses communicate with customers through centralized channels on a smart interface. It is difficult to achieve customer loyalty when the risk in online transactions, which creates anxiety, exists in all transaction processes in an omnichannel system. Hence, the purpose of this research was to analyze the influence of anxiety on relationships when clients purchase from an omnichannel platform using the stimulus–organism–response (SOR) paradigm. To fulfill study aims, qualitative and quantitative research approaches were used. In-depth interviews and focus group discussions were used to acquire qualitative data, while survey responses from 485 participants were used to collect quantitative data. This study’s results revealed relationships between consumer psychology factors such as perceived mental benefits, hedonic value, and anxiety. Moreover, customer anxiety in omnichannel can be measured as a novel and exact concept in marketing science and have a moderating role in the effect of perceived mental benefits on electronic loyalty and perceived mental benefits on hedonic value in omnichannel systems. As a result, enterprises were also offered various managerial implications to develop their omnichannel system.

Developing a Sustainable Omnichannel Strategic Framework toward Circular Revolution: An Integrated Approach

One of the contributions of digitalization to cyclical change is the adoption of Omnichannel Marketing (OM) as a new marketing strategy for brands. In this research, we examined whether the quality of integration (INQ) in omnichannel environments has an effect on brand equity (BE) and its dimensions (brand loyalty (BL), brand association and brand awareness (BAS), and perceived quality (PQ)) within the framework of a structural model. We aim to expand the limited number of INQ research areas. In this context, in the first stage of our research, we conducted an online survey consisting of three parts with the consumers of the Nike luxury sportswear brand, which is in 11th place in the global brand value ranking, residing in Turkey from the developing countries. In the second stage of the analysis, we performed CFA for scale reliability and validity. Crobach’s alpha, AVE and CR values for all factors of the scale exceeded the threshold values in the literature. In addition, the goodness-of-fit values of the scale, which were checked for compliance with the research, exceeded the threshold values. In the third stage of the analysis, we performed SEM analysis to test the model of the study and the assumptions of the study. The SEM results of our research confirmed the assumptions established between INQ and BE and its components in the context of OM. SEM results revealed that INQ had the highest effect (0.93) on BAS and PQ and the least effect (0.86) on BL, and INQ affected BE with 0.90. The results of this research, which examines the predictors of brand equity and its components, offer implications for OM, INQ, BE subject areas that have not been empirically analyzed despite increasing knowledge and still having limitations in theoretical information. Our research is unique, as it is the first study to empirically examine the relationship between INQ and BE and its components in the context of OM. The research on omnichannel applications is quite limited. This study brings a conceptual extension to the literature on omnichannel strategies, INQ and OM, whereas they presented the necessary reasons for managers to provide INQ in an omnichannel environment in order to increase brand equity, with an empirical application. In addition, the most important benefit of this research is that it shows brand owners and managers and brand marketers a way to set up the omnichannel system toward circular revolution.

Bütüncül Kanal Entegrasyon Kalitesi Boyutlarının Tüketicilerin Satın Alma Niyeti Üzerindeki Etkileri

Bilgi ve iletişim teknolojilerindeki gelişmeler, perakendeciler ile tüketiciler arasındaki işlemlerin gerçekleştirilmesi için alternatif kanalların giderek yaygınlaşmasına ve benimsenmesine neden olmuştur. Bu durum; perakendecilerin sorunsuz müşteri deneyimini geliştirmeleri, veri uyumsuzluğunu azaltmaları ve birden çok kanalı bağımsız olarak yönetme güçlüğünü aşmak için, mevcut kanalların sinerjisine ve entegrasyonuna odaklanan bütüncül kanal stratejisine geçişi teşvik etmiştir. Bütüncül kanal sisteminin kurulmasının ve başarılmasının temel özelliği, kanal entegrasyon kalitesinin sağlanmasıdır. Bu bağlamda çalışmada, tüketicilerin hizmet kalitesi değerlendirmesi için büyük önem taşıyan bütüncül kanal entegrasyon kalitesi boyutlarının belirlenmesi ve bu boyutların tüketicilerin satın alma niyeti üzerindeki etkisinin araştırılması amaçlanmıştır. Çalışmada bütüncül kanal entegrasyon kalitesi boyutlarının belirlenmesinde ve bu boyutların tüketicilerin satın alma niyeti üzerindeki etkisini ölçmede ilgili literatürden yararlanılarak oluşturulan bir modelden yararlanılmıştır. Çalışma, 18 yaşın üzerinde olan ve giyim alışverişlerinde bütüncül kanal deneyimi bulunan 459 tüketicinin katılımıyla, çevrimiçi anket yöntemiyle yapılmıştır. SPSS ve Smart PLS paket programı kullanılarak yapılan analizde bütüncül kanal entegrasyon kalitesinin; kanal hizmet yapılandırma, içerik tutarlılığı, süreç tutarlılığı, güvence ve kanal karşılıklılık kalitesi boyutlarından oluştuğu bulunmuştur. Smart PLS programı ile gerçekleştirilen yapısal eşitlik modellemesi analizi sonucuna göre, güvence, kanal hizmet yapılandırma ve süreç tutarlılığı kalitesi boyutları tüketicilerin satın alma niyeti üzerinde anlamlı etkilere sahipken; kanal karşılıklılık ve içerik tutarlılığı kalitesi boyutları anlamlı etkilere sahip değildir.

Framework for Computerizing the Processes of a Job and Automating the Operational Management on Site—A Case Study of Demolition and Reconstruction Construction Site

With regard to the topic of digitization for operational site control, it is clear that while there is an acceleration towards digitization of processes, especially complex ones, there are still clear research gaps to be filled. The present study is part of this line of research and aims to respond to the current demand for digital and sustainable innovation of production processes. It, therefore, aims at defining a framework for the management of an order that takes place in real time. In order to improve the quality of information and organizational processes of an order in a project-oriented logic, a framework has been created: Model Smart Management. The framework integrates project management techniques with digital innovation tools and includes a computerized procedure to monitor and control the operational management of the site: SmartApp. In order to allow the interoperability of information, the platform can be used entirely in the cloud. From the processing of data in the planning phase, ad hoc checklists are developed that include a series of activities closely related to each other to ensure a continuity step by step, allowing users to have an immediate control of the project and of the relevant key performance indicators thanks to an advanced and fully customizable reporting. SmartApp, integrated with a cloud computing system, makes computerized and automated the operational control on site, creating a centralized archive of all company data, reducing time and costs for the management of documentation. Moreover, with the omnichannel system, paper documents are managed and archived through QR-code, optical character recognition on smart devices, so as to achieve a regime of maximum efficiency. This framework was then applied in a case study located in L'Aquila, Italy, represented by a post 2009 earthquake demolition and reconstruction site.

A multi-objective mathematical model of financial flows in Omni-Channel distribution systems

Nowadays, companies and financial institutions have different strategies and priorities aligned with their financial goals and digital maturity; however, they rapidly make efforts to meet customers’ ever-changing expectations. One of the technologies that can meet the needs and expectations of customers faster and more accurately is the Omni-channel distribution system. Within this system, a set of distribution channels is defined. In addition to increasing the level of service and customer satisfaction, the amount of product demand and sales increases, resulting in more revenue and profit. The present study aimed to design a mathematical multi-objective Mixed Integer Linear Programming (MOMILP) model to investigate the relationship between different components of an Omni-Channel system and an innovative retail business model in the form of a financial approach for the optimization of profitability. In order to confirm the accuracy of the proposed mathematical model, numerical experiments were carried out using near-reality data based on an integration of Non-Dominated Sorting Genetic Algorithm II (NSGA-II) and Red Deer Algorithm (RDA). To solve the problem, the input parameters of this algorithm and mathematical model were provided in the form of problems with three sizes: small, medium, and large. The problem with the small size provided a fast and highly precise optimized response.

Quality of Forecasts as the Factor Determining the Coordination of Logistics Processes by Logistic Operator

(1) Background: Currently, logistics operators are struggling with the problem of acquiring new areas to create added value. One of such challenges is acquiring a new function in the form of demand forecasting and coordination skills. The increase in the need to forecast demand is related to the increasing complexity of the distribution network, omnichannel systems and turbulent environment. It is necessary to have a comprehensive approach to the distribution network and to develop competences related to coordination. For the authors, one of the most important coordination factors is the quality of forecasts, especially in relation to modern logistics operators. (2) Methods: In literature studies, the authors combine prognostic abilities with a predisposition to coordinate logistic processes in distribution networks. The aim of the research is to develop a forecasting model that will allow a logistic operator who aspires to coordinate logistics processes to create forecasts in the distribution system. The tool was developed in the R programming language and allows for forecasting based on data from the Warehouse Management System; (3) Results: The quality of forecasts is correlated with the characteristics of the products, the relationship between the manufacturing company and the logistics operator, and the configuration of the distribution network in individual chains. The results of the forecasts were compared with selected features of each of the 5 distribution networks that were tested. In parallel, the attributes of a company capable of forecasting in the distribution network were analyzed. These attributes were also compared to those of the logistics operator. (4) Conclusions: The authors proved that a logistic operator with a set of defined features is capable of generating demand in the entire distribution network.

Shoppers’ logistics activities in omni-channel retailing: A conceptualisation and an exploration on perceptual differences in effort valuation

The omni-channel shopping system reshapes transport-, mobility- and logistics-related paradigms which create channels for shoppers' participation. By ‘insourcing’ and ‘outsourcing’ logistics activities from/to logistics service providers, shoppers are now becoming ‘smart shoppers’ or even ‘extended employees’ in the omni-channel system. Against this background, this study aims to establish a comprehensive framework of shoppers' logistics activities in omni-channel shopping, focusing on the dimensional structure and perceptual differences in shoppers' effort valuations. To achieve the research aim, an exploratory factor analysis is employed to examine the dimensional structure of shoppers' logistics activities. Subsequently, a scenario-based experiment is designed to explore the impacts of product characteristics on shoppers' effort valuations. A survey instrument is used for data collection. The findings reveal four dimensions of shoppers' logistics activities, which are labelled as information gathering, integrated shopping experience, intellectual activities for delivery, and physical activities for delivery. Value, nature and functionality of the product are found to influence shoppers' effort valuations to different degrees. To conclude the research, seven propositions and a summary schema are provided. This study contributes to the literature by revisiting the concept of consumer logistics where we argue for its emerging relevance/importance in omni-channel retailing. Our contribution also lies in the establishment of the much-needed structure in the research field of shoppers' logistics. Our study also provides practical implications concerning urban freight transportation management by channelling logistics resources of end-consumers into co-creating last-mile logistics.

Price, online coupon, and store service effort decisions under different omnichannel retailing models

This paper explores three omnichannel retailing models—that is, a Buy-Online, Pick-Up In-Store (BOPS) model, a Showroom model, and an Interactive model (a model that combines the characteristics of BOPS and Showroom)—under which the retailer offers coupons online and invests in service efforts offline. For each omnichannel retailing model, three coupon distribution scenarios (i.e. no coupon, coupon with a common value, and coupon with a different value) are discussed to investigate coupon promotion policies and omnichannel operation strategies. Profits in the omnichannel system and under each model are compared by deriving three decision values: price, coupon value, and service effort. The key findings show that the retailer achieves profit improvement when the incremental purchasing reaches a large value. In addition, a great service effort coefficient leads to a high price, service effort, and retailer profit. The service effort and coupon value in the Showroom model are the largest among the three omnichannel models, while its profit is the lowest. Conversely, although the retailer invests less in service effort, and the price and coupon value are not too large in the BOPS model, the retailer still gains the highest profit. Additionally, in the BOPS model, it is profitable for the retailer to distinguish the coupon value for the online-only and BOPS channels when consumers are less sensitive to the online-only channel’s coupon. However, in the Interactive model, the retailer derives increasing profit by providing coupons with a common value for the online-only and BOPS channels.

Omni-channel integration: the matter of information and digital technology

PurposeThis paper aims to explore how omni-channel data flows should be integrated by specifying what data, omni-channel agents and information and digital technologies (IDTs) should be considered and connected.Design/methodology/approachA multiple case study method is used with 17 British companies. The studies are supported by 68 interviews with the case companies and their consumers, 5 site visits, 4 focus group meetings and the companies’ archival data and documentations.FindingsThis paper provides novel frameworks for omni-channel data flow integration from consumer and business perspectives. The frameworks consist of omni-channel agents, their data transactions and their supporting IDTs. Relatedly, this paper formalizes the omni-channel data flow integration in the forms of horizontal, vertical and total integrations and explores their contributions to the adaptability of omni-channel, as a complex adaptive system (CAS). It also discusses that how inter-organizational governance mechanisms can support data flow integration and their relevant IDT implementations.Research limitations/implicationsThe breadth and depth of the required IDTs for omni-channel integration prove the necessity for omni-channel systems to move toward total integration. Therefore, supported by CAS and inter-organizational governance theories, this research indicates how data flow integration and IDT can transform the omni-channel through self-organization and autonomy capability enhancement.Originality/valueThis research’s recommended frameworks provide a robust platform to formalize data flow integration as the omni-channel's core driver. Accordingly, it moves the literature from a basic description of “what omni-channel is” and provides a novel and significant debate on what specific data should be shared at what levels between which agents of the omni-channel, and with what type of relationship governance mechanism, to assure omni-channel horizontal, vertical and total integrations.

Applying transfer learning to achieve precision marketing in an omni-channel system – a case study of a sharing kitchen platform

Omni-channel marketing is an enhanced cross-channel business model involving shared data that allows enterprises to enhance and facilitate customer experience. Omni-channel opportunities shape retail business and shopper behaviours by coordinating data across all channel platforms while enabling their simultaneous use. Artificial intelligence (AI) has played an increasingly critical role in marketing analysis. With the proper training, AI can predict consumer preferences and provide recommendations based on historical data to achieve precision marketing in e-commerce. At present, however, the existent chatbots on many product-ordering platforms lack AI refinement, resulting in the need to ask customers multiple questions before generating a reliable suggestion, yet an effective way to incorporate AI in an omni-channel platform has remained vague. Hence, the aim of this study was to develop an omni-channel chatbot that incorporates iOS, Android, and web components. The chatbot was designed to achieve personalised service and precision marketing using convolutional neural networks (CNNs). A shared kitchen case study demonstrates the advantages of the proposed method, which is transferable to other consumer applications such as clothing selection or personalised services. The number of food offerings and the quality of image classifiers set the research limitations, pointing toward the direction of future research.

Knowledge mapping omni channel system for the diagnosis and the treatment of traditional Chinese medicines based on an identification analysis

In this study, centring on the bases of TCM diagnosis and treatment (e.g., Guangzhou, Shenzhen, Zhuhai, Foshan, Huizhou, Dongguan and Zhongshan), the digital control level of the whole life cycle of TCM diagnosis and treatment was significantly elevated. In addition, the online monitoring of diagnosis and treatment status and the tracing of the whole diagnosis and treatment process were optimized, as an attempt to achieve the safety and control of diagnosis and treatment, as well as to rapidly and efficiently research and develop TCM products. The research and development cycle of TCM products was shortened by employing the technology of identification analysis and the non-structured database of Neo 4. Moreover, the platform for R & D and health management of Chinese medicine was established and improved, feedback of the diagnosis and treatment effect data was given timely, and the R & D optimization of new Chinese medicine products was supported.