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Nowadays companies are constantly changing their retail settings and strategies to keep up with technological developments and consumer needs. Digital transformation enabled one’s shopping experience to be more efficient in terms of money, time, physical effort and other elements that determine the price a consumer has to pay. Channels of communication and distribution have evolved, increased in number and also became integrated. Mobile devices, mobile applications and location services help consumers in their shopping journey. These developments have led us to a new concept called omni-channel management. In theory, the omni-channel refers to a single and unified channel experience with multiple touchpoints, which include physical stores, online stores and direct marketing; mass communication channels (television, radio, print media, C2C, etc.), online channels (social media, search engines, comparison sites, e-mail, display etc.) and mobile channels (SMS, branded apps, etc.). Some examples of omni-channel practices are click-reserve, click-collect, tablets as in-store sales tools, in-store product order through mobile apps, etc.

In this chapter, the latest trends in marketing channels are discussed with enabling digital technologies and relevant success factors. Challenges and opportunities in implementing omni-channel strategies and several omni-channel initiatives from Turkey are reported.

A research was employed to present consumers’ preferences of touchpoints/channels for search, payment and delivery, and to find out the drivers that lead consumers to use more than one channel simultaneously and/or interchangeably in a buying process. The results will guide the readers to understand consumer behaviour in the new omni-channel world.

Life is changing very fast, and its impact is observed in food pattern, consumer behavior and its ultimate market. In these broad outlines, 300 customers were studied in Anand districts of Gujarat. The restaurants and parlors that were studied were franchise models of Gujarat state only. Here in this study, six franchise food retailers were purposively selected. Data were analyzed through cluster analysis techniques. At the end, it was found high quality, better service, convenient location, presentation of food in parlor and restaurants, and zero time delivery are playing key roles for getting customers for the food.

Building trust and living interpersonal trust are crucial corporate executive virtues that are needed today. Once you have developed and solidified a high level of genuine interpersonal trust with all your stakeholders, especially customers, suppliers, and employees, then you are on the right path of managing and transforming your company. A high level of interpersonal trust between all stakeholders and corporates in a business situation will break down communication barriers, foster serious conversation and sharing of ideas, and will eliminate corporate transactional anxieties of fear, mistrust, guilt, rigidity, blame, and resentment. When stakeholders trust you and you trust them, then you speak freely, they speak freely, and your mutual sustained transparency is a gateway to survival, revival, and sustained corporate recovery and transformation, and steady growth and prosperity. Conversely, when there is low trust, high mistrust, and high distrust among stakeholders in a business situation, communications and conversations are stressed and fragmented, teamwork and team spirit are very low, and the company is heading toward its ruin and extermination. Such is the crucial role of interpersonal trust in business. This chapter explores the crucial phenomenon of corporate interpersonal trust. We review various cases, models, concepts, definitions, and theories of trust from the management literature in general, and from the marketing field in particular, to derive psychological, behavioral, ethical, and moral principles of corporate trust, trusting relations, and trusting strategies.

The aspect of economic contrast seen in developing countries shoots primarily from the structure of loan allocation to the micro, small and medium enterprises (MSME) sector, which is essential for job creation and understanding the role of microfinance institutions (MFIs) in meeting the credit demands of the vulnerable but vital sector of less developed economies. The study demonstrates the impact of MSME protection in terms of both fixed and adjustable factor coefficient settings, creating a model of a small open economy with three sectors: a skill-intensive export sector; a capital-intensive import competing sector; and a labour-intensive import competing and intermediate products producing sector. It analyzes the types of protection that aid in the expansion of credit and the alleviation of capital constraints, which further highlights the insufficiencies of tariff protection for the organized sector and simple credit guarantee policies to provide adequate credit flow and thus continued MSME growth. Finally, it considers the importance of priority sector lending policies in ensuring adequate credit distribution to this sector. The results show that protection helps in enhancing flow of credit and thereby works to relax the capital constraint. However, the tariff protection for organized sector may positively or negatively affect the non-traded unorganized sector.

Europe and North America have witnessed consistent decline in the manufacturing sector over a period of time. It is also evident from the existing literature that shows growth of Indian manufacturing industries is not at all satisfactory. The objective of the chapter is to analyze the manufacturing sector in India and also to highlight key factors related to the growth of manufacturing industry with special emphasis on Eastern India.

For the estimation, cluster sampling was used to collect data from 166 respondents in India. We initially sent the questionnaire to 200 entrepreneurs out of which 34 respondents did not retrograde. As a result the total sample size was 166. The scales were made operational by using 5-point Likert scales (1 = “Strongly Disagree” to 5 = “Strongly Agree”). We also followed recommended sample size for conducting multinomial logistic regression.

It is found that liberalized foreign direct investment policy, focus on export, focus on increasing rural consumption, delicensing of industries, and financial sector liberalization significantly influence sustainable economic development.

This paper focuses on the role of manufacturer brands for resellers within retail channels. This topic is important because of the strategic value of manufacturer brands and the increasing influence of resellers within channels of distribution. Much of the branding research emphasizes a customer-brand knowledge perspective; however, emerging perspectives suggest that brands are also relevant to other stakeholders including resellers. In contrast, channels research recognizes the manufacturer sources of market power, but does not consider the impact of manufacturer “push and pull” strategies within channels. Existing theoretical frameworks, therefore, do not address the reseller perspective of the brand. As a result, the research approach is a multi-method design, consisting of two phases. The first phase involves in-depth interviews, allowing the development of a conceptual framework. In the second phase, a survey of supermarket buyers on brands in several product categories tests this framework. Structural equation modeling analyzes the survey responses and tests the hypotheses. The structural model shows very good fit to the data with good construct validity, reliability, and stability. The findings show that manufacturer support, brand equity, and customer demand reflect the manufacturer brand benefits to resellers. A key contribution of this research is the development of a validated scale on manufacturer brand benefits from the point of view of a reseller. This research shows that the resources that relate to the brand, not just the brand name itself, create value for resellers in channel relationships.