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The purpose of this paper is to analyze differences between multichannel and omnichannel marketing, describe the advantages of omnichannel marketing and explain how retailers can best transition from multichannel marketing to omnichannel marketing.

The paper’s findings are based on a systemic review of the literature of academic studies, research-based studies by major consulting firms and case study reports of effective omnichannel retailers. The approach used is managerial and strategic.

Four stages are identified between a pure multichannel and a pure omnichannel marketing strategy. This multistage approach enables a firm to determine its current position, to view the gaps in its strategy in moving to the next level and to develop appropriate actions to move to the next higher level. This paper also identifies barriers to a firm implementing an omnichannel marketing strategy and describes how these barriers can be overcome.

This paper describes the advantages associated with omnichannel marketing and discusses a strategy to transition to omnichannel marketing. Barriers to adopting omnichannel marketing and how they can be overcome are analyzed.

This study makes a number of contributions to the literature on omnichannel marketing. It sets forth specific criteria for firms to determine their present stage on the multichannel marketing to omnichannel marketing hierarchy. This strategic approach provides firms with a roadmap to planning and implementing an omnichannel marketing orientation. The paper concludes with directions for future research and managerial implications and conclusions.

A well‐integrated multi‐channel format enables consumers to examine goods at one channel, buy them at another channel, and finally pick them up at a third channel. Multichannel retailing offers synergies, as it can result in an increased customer base, added revenue, and higher market share. Common characteristics of a well‐integrated retail strategy include: highly‐integrated promotions, product consistency across channels, an integrated information system that shares customer, pricing and inventory data across multiple channels, a process that enables store pick‐up for items purchased on the Web or through a catalog, and the search for multi‐channel opportunities with appropriate partners. This article provides a check‐list to enable a retailer to assess its readiness to undertake a multi‐channel strategy.

Somewhere along the line marketers got off track, especially at the academic level. At its core, the discipline is one of persuasion and influence. Yet the concept of power is conspicuously absent from most works on the nature of the marketing effort. That's a hit like trying to teach skydiving by ignoring gravity. Sometimes the results are also similar, in dealing with policy and strategy. The author provides a brief history of the demise of the power concept in marketing and offers a contextual argument for its inclusion as a central tenet of the discipline's conceptual core.

Describes the findings of a study into sales approaches taken by car dealerships during the slump of the Philippine economy. Covers 287 respondents across 29 dealerships of Japanese manufacturers. Provides rationale for some of the actions taken such as expansion and new models. Suggests that the study opens a new area of possibly more sophisticated research on the Filipino car‐buying pattern with the focus on the buyer, not techniques employed.

This research aims to investigate the message strategies most likely to promote online “word-of-mouth” (WOM) activity for business-to-business (B2B)/business-to-consumer as well as product/service Facebook accounts.

Using content analysis and HLM, the authors measure the relationship between three types of message strategies and Facebook message “Likes” by analyzing 1,143 wall post messages of 193 Fortune 500 Facebook accounts.

Research findings suggest that B2B Facebook account posts are more effective if they include corporate brand names and avoid “hard sell” or explicitly commercial statements. Furthermore, results suggest that including emotional sentiments in Facebook posts is a particularly effective social media strategy for B2B and service marketers.

This study advances the knowledge of social media and online WOM behavior, as well as B2B and service advertising/communication literature, by relating message content to message popularity. In terms of managerial implications, this research provides explanations and support for the implementation of effective social media message strategies that are likely to promote WOM activity.

One of the most familiar nostrums of the public management reform literature is that public managers must be risk takers (e.g. Gore, 1993). As is so often the case with prescriptions for public management reform, there is much more advice about risk-taking, its merits and demerits, than there is research on its the incidence, causes and effects of public management risk-taking. Only a handful of studies have actually provided systematic evidence about public agencies’ risk-taking (e.g. Bellante & Link, 1981; Berman & West, 1998; Bozeman & Kingsley, 1998) and some of these studies point to the complexities of conceptualizing and measuring public management risk.

The paper explores the historical evolution of employee voice in Namibia from an employment relations (ER) perspective and in the context of institutional factors such as labour legislation, trade union strategies, company policies and governmental regulations. The first part of the paper provides a brief outline of ER conceptions of voice that are manifest in the recent resurgence of interest in the topic. The next part traces the historical evolution of labour regulation and employee voice in Namibia. It is shown that, in the absence of collective voice and statutory protections, informal voice and occupational solidarity were the primary means of defence available to black workers against oppressive conditions. In the final part, an outline of some key features of employee voice in contemporary Namibia is provided. The analysis shows that systems of employee voice are fundamentally a manifestation of the balance of powers at a particular time and place. It is therefore crucial to link voice preferences and behaviours in the workplace to specific preconditions and to highlight the limiting factors that serve to constrain choice.

This chapter contributes to the discourse of difference by problematizing the sameness/difference trope through the lens of the exceptional. It explores the nature of being exceptional with an expectation that its nature is contingent and variable. At the heart of understanding what constitutes exceptional is its implicit comparison with the average. While exceptional is defined to include both individuals who achieve in extraordinary ways and individuals with a physical or mental impairment, the two definitions are consonant in that both describe individuals who deviate from expected norms. Relying on the insights from pragmatism, this chapter considers community habits exceptional individuals must confront in forming their choices. In this way, it further adheres to the lessons from pragmatism for norm change. The strategies individuals use to alter the effects of being perceived as exceptional contribute to the overall discourse in equality and equal protection and potentially constitute the individual action that formulates change. It examines some approaches to the Americans with Disabilities Act (ADA) derived from civil rights and from economic perspectives and the relevant matrix of choices available to the exceptional to understand the potential for productive change. With this foreground, it examines the choice of exceptional individuals to cover or convey matters of their identity. This chapter pays particular attention to these choices in seeking accommodations under the ADA. Ultimately, this study strives to participate in the conversation seeking to maximize human potential.