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The purpose of this study is to investigate the effects of consumers' shopping orientation on their satisfaction level with the product search and purchase behavior using multi‐channels.

A total of 181 students in a large US mid‐western university provided usable responses to the survey. Exploratory factor analysis and multiple regression analyses were employed to examine the research questions.

The results showed that more than three quarters of the respondents shopped via the internet and catalogs, and about 95 percent shopped at non‐local retailers. About 60 percent reported that they never shopped from TV shopping channels. Confident/fashion‐conscious shopping orientation and catalog/internet shopping orientation were found to be key predictors of customer satisfaction level with information search via multi‐channels. Both confident/fashion‐conscious consumers and mall shopping‐oriented shoppers were more satisfied with store‐based retail channels for apparel purchases, whereas non‐local store‐oriented shoppers and catalog/internet‐oriented shoppers were more satisfied with non‐store‐based retail channels for their apparel purchases.

The sample of this study was biased by gender and age. For the apparel retail industry, this paper offers practical knowledge about the relationships between shopping orientation and consumer search and purchase behavior in a multi‐channel retailing context.

No study has utilized the shopping orientation framework to explain consumer behavior in a multi‐channel environment. This study provides understanding of consumer product information search behavior on four dimensions (price, promotion, style/trends, and merchandise availability) via multi‐channels.

The purpose of this paper is to expand existing research on fulfillment systems for multi-channel retailers by combining analysis of customer expectation (CE) with economic performance (EP) aspects.

This exploratory study is based on a literature review of supply chain management and marketing combined with the results of an online questionnaire submitted to French and Chinese multi-channel retailers from two sectors.

The results enable the authors to identify 13 important key performance indicators (KPIs) used by multi-channel retailers for measuring e-fulfillment system performance and also to determine under which of the EP or CE criteria these KPIs might be linked.

Although the sample size is limited, this research is intended to be exploratory, based on the practices of supply chain and marketing managers. Moreover, the results do not address interdependencies among the different KPIs.

E-fulfillment is a major challenge for multi-channel retailers; it is cost intensive and critical for customer satisfaction. The identified set of KPIs enables retailers to choose those relevant to their particular infrastructure.

A limited number of scholarly works have explored the operational implications of online retailing in terms of e-fulfillment in a multi-channel context. In order to manage such supply chains efficiently and effectively, traditional measures of supply chain performance need to be adapted. This study expands existing knowledge by developing measurement systems and metrics for the evaluation of supply chain performance in this context.

The purpose of this paper is to provide a framework to help business marketers with a mixed online and traditional retail channel (multi‐channel company) to find the optimal pricing strategy and market structure in order to maximize their profits.

A game theory model is developed to determine the optimal pricing strategy for the multi‐channel company.

It was demonstrated that an optimal pricing strategy exists under different market structures for a multi‐channel company. When a company uses multiple channels to sell its product, the optimal pricing strategy is to use a low‐high pricing strategy if the online marginal cost is equal to or less than the traditional marginal cost, or a high‐low pricing strategy if the online marginal cost is far larger than the traditional marginal cost. Furthermore, in order to maximize its profit, the company using multiple channels should adopt channel integration as the optimal market structure.

The present study assumed that all consumers have perfect information. However, information with the consumers could be incomplete. It is recommended that future research explore the pricing strategy under incomplete information settings.

The paper provides a very useful model framework, pricing strategy, and market structure for business managers who are using or planning to use multiple channels to sell their products.

This paper fills a conceptual and practical gap for a structured analysis of the current state of knowledge about multi‐channel pricing strategies. It provides practical and solid advice and examples demonstrating the application of the different types of pricing strategies for business managers.

The purpose of this study is to investigate key differences between web‐only and multi‐channel retailers in terms of five different measures of web activity and three different forms of outsourcing behavior. Specifically, the research examines the marketing and logistics efficacy between business‐to‐consumer (B2C) retailers who sell exclusively via the web and retailers for whom the web offers one additional channel for sales. Finally, it is suggested that how this study may give rise to future research in this area.

This empirical study using the lens of transaction cost economics (TCE) to examine hypotheses regarding customer buying behavior and the retailers' proclivity to outsource is conducted. Secondary data sources provide key metrics for the more than 250 companies found in the sample.

Several key differences exist between the efficacy of web‐only and multi‐channel retailers, which can be explained with the TCE framework. Both web‐only and multi‐channel retailers are found to exhibit respective advantages. Multi‐channel retailers enjoy more web traffic and offer more items for the consumer, yet are disadvantaged in terms of ease of search and conversion rate (percentage of shoppers who actually buy). In addition, web‐only retailers are more likely to outsource the functions of logistics, marketing, and customer support.

This study has value to researchers and practitioners in that it illustrates how two of the most common types of retailing alternatives differ from each other. Multi‐channel retailers are challenged with the broad scope and immense collection of goods they offer and, therefore, struggle to convert shoppers into buyers. Web‐only retailers, on the other hand, enjoy less web traffic, but prove more effective in conversion rates, perhaps related to their more extensive use of outsourced expertise in logistics, marketing, and customer support services.

In the decade since internet retailing (e‐tailing) began to be accepted as a new sales channel, e‐tailing has grown to a market size of over $160 billion within the USA alone. However, empirical examination of the functioning and performance of this sales channel is only now commencing.

The purpose of this paper is to investigate the topic of multi-channel retailing. Specifically, the research intends to determine if and to what extent the opening of physical stores by a former web-only retailer reduces or extends overall retail sales, and whether such effects tend to change over time. Empirical analysis focuses on data elaboration from a retailer who has passed from the initial mono-channel model (pure online), to a multi-channel one with the opening of stores.

Through the analysis of an internal data set of a leading consumer electronics retailer applying Probit and Logit estimation techniques, the authors extract information about actual customers’ purchases (or rather retail sales) in three newly opened stores and about online purchases (through an e-commerce web site managed by the same retailer with the same store brand) by people living in the new store service areas before and after the openings.

The paper shows that, for the single customer, the probability of purchasing online is reduced by the store opening in the short term, but tends to increase in the long term. Besides, results indicate that long-term synergy between the two channels depends mainly on indirect influence due to the mere presence of the store brand in the area rather than on the direct experience of shopping in the store.

The study highlights that channel portfolio enlargement from mono- to multi-channel retailing tends to activate a sort of life cycle; while in the early phase of store addition web sales tend to be cannibalized because the two channels are perceived as “substitutes” for each other, in the long run migration turns into a synergy effect; different channels tend to interact with and reinforce each other as customer touch points of the same retailer, in an omni-channel perspective.

The paper herein presents various original elements concerning types of available data (actual sales rather than consumers’ intentions/perceptions and individual level data rather than aggregate level ones), estimation technique used (binary choice model) and research hypotheses (distinguishing between “direct” and “indirect” synergy effects in multi-channel retailing).

The purpose of this paper is twofold: to identify, evaluate and structure the research that focusses on omni-channel retailing from the perspective of logistics and supply chain management; and to reveal the intellectual foundation of omni-channel retailing research.

The paper applies a multi-method approach by conducting a content-analysis-based literature review of 70 academic papers. Based on the reference lists of these papers, the authors performed a citation and co-citation analysis based on the 34 most frequently cited papers. This analysis included multidimensional scaling, a cluster analysis and factor analysis.

The study reveals the limited consideration of logistics and supply chain management literature in the foundation of the omni-channel retailing research. Further, the authors see a dominance of empirical research as compared to conceptual and analytical research. Overall, there is a focus on the Western retail context in this research field. The intellectual foundation is embedded in the marketing discipline and can be characterised as lacking a robust theoretical foundation.

The contribution of this research is identifying, evaluating and structuring the literature of omni-channel research and providing an overview of the state of the art of this research area considering its interdisciplinary nature. This paper thus supports researchers looking to holistically comprehend, prioritise and use the underpinning literature central to the phenomena of omni-channel retailing. For practitioners and academics alike, the findings can trigger and support future research and an evolving understanding of omni-channel retailing.

Previous studies have attempted to address online uncertainties from the relationship marketing perspective. The purpose of this paper is to argue that the integration of media richness theory (MRT) and cognitive fit theory (CFT) can contribute a new perspective in addressing consumers’ transaction-specific uncertainties in online retailing.

On the basis of MRT and CFT, a research model was developed by correlating online channel media richness (OCMR), online–offline information integration (OOII), information privacy concern, perceived deception and online loyalty. The model was empirically examined based on survey data collected from 258 multi-channel consumers in China.

An analysis of structural equation model showed that OCMR is negatively associated with information privacy concern and perceived deception but is not significant to online loyalty. Information privacy concern has a negative influence on online loyalty, but the effect of perceived deception is not significant. Moreover, information privacy concern is positively related to perceived deception. The OOII strengthens the influence of OCMR but not the moderating effect of integrated promotion, product and price information on the relationship between OCMR and online loyalty.

This study contributes to the extant literature on online retailing by examining the effect of OCMR on online transaction uncertainties. Information integrity in the form of OOII was proposed to complement OCMR. Results have shown that OCMR is significant in reducing online uncertainties, and OOII strengthens this effect, thereby enhancing online loyalty.

The purpose of this paper is to provide a framework to help business marketers with online and traditional retail channels (multi‐channel retailers) to find the optimal branding strategy and market structure in order to maximize their profits.

A game‐theoretic model is developed to determine the optimal branding strategy and market structure for the dual‐channel stores of a multi‐channel retailer.

The paper demonstrates that an optimal branding strategy and market structure exists for the dual‐channel stores of a multi‐channel retailer. When a retailer uses multiple channels in parallel to sell its product, the optimal branding strategy is to employ as large as possible brand differentiation between the dual‐channel stores, particularly when the price is less sensitive for consumers and the market base size is larger. Furthermore, it is also found that the optimal market structure is the Stackelberg mode, especially when the product brands between the two channels are less differentiated.

The present study assumed that all information is known to both the online and traditional channels of a multi‐channel retailer. However, information could be incomplete. It is recommended that future research explore the value of product brand differentiation under incomplete information settings.

The paper provides a very useful model framework, branding strategy, and market structure for business managers who are using or planning to use multiple channels to sell their products.

This paper fills a conceptual and practical gap for a structured analysis of the current state of knowledge about multi‐channel branding strategies. The paper provides practical and solid advice and examples demonstrating the application of product brand differentiation strategies for business managers.

This empirical study aims to examine luxury fashion retailers' localised multiple channel distribution strategies in China.

Through case studies of 15 participating retailers, qualitative data were collected from 33 semi-structured interviews.

Strong impacts of internationalisation strategies, distribution strategies and channel length towards multiple channel retailing are revealed. Multi-channel retailing is widely employed by firms who have entered China and further developed their businesses through local partnerships and adopted a selective distribution strategy via relatively longer channels. Omni-channel retailing is only suitable for the few retailers using an exclusive distribution strategy through direct marketing and wholly owned customer relationship management. As a dynamic transformation from multi- to omni-channel retailing, cross-channel retailing is adopted by those who are withdrawing from local partnerships and shifting to wholly owned expansions and operations in host markets.

The results are potentially challenged by relatively small sample size.

Practitioners are suggested to adapt multiple channel retailing to their international expansion strategies, distribution strategies and channel length in the host markets.

This paper contributes to the literature in both multiple channel retailing and international retailing by offering insights into the motives, development patterns and suitability of multiple channel retailing in the international retail marketing context.

The paper aims to examine the role of service branding and web site performances in a multi‐channel retail context by studying consumers who have on‐going relationships with retailers. Focus is placed on understanding perceptions of image congruency of the retail service brand across physical and electronic channels, together with web site performance perceptions influencing web site attitudes. The effects of web site attitudes on behavioural loyalty are also investigated.

Data were gathered via an online survey from 196 consumers and analysed using structural equation modelling via PLS analysis.

The findings shed light on the importance of cross‐channel service brand management together with managing critical web site service interface capabilities in the retail environment to engender favourable web site attitudes and customer loyalty outcomes.

Multi‐channel retailers should carefully consider the degree to which consumers perceive the web site and its performance to be congruous with the retailer's brand image which appears to influence how information is subsequently processed and impacts customer loyalty behavior.

The findings are of value to multi‐channel retail practitioners and focus on how consumers with an ongoing relationship with the retailer integrate offline and online brand images in the formation of web site attitudes. In addition, the study examines both cognitive and hedonic elements of web site performance in the research framework.