Search results

In this paper, the design of multiple channels to achieve the goal of a high‐performance medium access control (MAC) protocol is to be proposed to solve the problem of wasting bandwidth resources due to waiting for the backoff time.

In the MAC design of this paper, a control channel and a data channel are used to improve bandwidth utilization. When the control channel waits for the backoff time, the data channel may transfer data. As a result, bandwidth utilization can be improved. In order to have better bandwidth utilization in multiple channels, the authors also propose a bandwidth allocation strategy for control channels and data channels. According to the strategy, the control and data signals can be smoothly transmitted without blocking or waiting, thereby not wasting bandwidth resources. Finally, the authors propose multiple control sub‐channels and data sub‐channels to further reduce the backoff time penalty and make more communication pairs work in a transmission range to increase the throughput.

The paper solves the following problems bandwidth waste that results from waiting for the backoff time in the single channel model and bandwidth allocation strategy for the control and data sub‐channels in the multiple channel model to achieve throughput enhancement in mobile ad‐hoc networks.

The proposed method needs the support of multiple channels.

From the result, the bandwidth allocation ratio of the proposed method performs better than other various allocation ratios. In addition, the proposed method with the bandwidth allocation strategy and multiple data and control sub‐channels results in a better throughput than IEEE 802.11 DCF by 22.3 per cent.

The proposed method using multiple control and data sub‐channels can improve the throughput and reduce bandwidth waste over IEEE 802.11 DCF.

This paper aims to clarify the conditions under which firms can add direct or independent channels to their single channel system and switch to multiple channel systems. Using the transaction cost theory, variables, i.e. specific asset investments, internal uncertainty, and environmental uncertainty, this study seeks to examine how those variables affect firms' decision to adopt a specific multiple channel mix.

The study was conducted within the context of a manufacturer and its multiple channel systems. Using a survey method, primary data were collected from 189 US manufacturers and 98 Taiwanese OEMs. The t‐test and regression analyses were used to test the hypotheses.

The results indicate that under high‐specific asset investments, high‐environmental uncertainty, and high‐internal uncertainty conditions firms add direct channels and adopt an independent‐direct multiple channel system. On the other hand, under low levels of those variables firms expand their channel system into multiple channels by adopting an independent‐independent multiple channel system.

The findings provide guidelines to managers regarding the composition of their multiple channel systems. As a limitation, this study uses only three transaction cost variables. Future studies should include other variables that may affect channel design decisions.

While various studies have analyzed firms' decision to switch to multiple channels by adopting new channels, the nature of those added channels remains under‐researched. This study aims to fill that gap. Also, unlike some other similar studies that only depend on US data, this study tests the hypotheses with the data obtained not only from US manufacturers but also from Taiwanese OEMs

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 purpose of this paper is to examine the role of consumer shopping orientations on consumer's channel choice, cross‐channel shopping behavior, and shopping outcomes.

Using multiple sources of data including surveys of store, web, and cross‐channel shoppers and their transaction information, the impact of consumer shopping orientations on comparison‐shopping, likelihood of cross‐channel usage, purchase outcomes including unplanned purchasing, retailer satisfaction, intent to return/abandon purchases, and share of category purchases are investigated.

Results suggest that high‐thrift customers patronizing a cross‐channel retailer are less likely to search for competitive offerings online or offline than customers patronizing a multiple channel retailer. Further, retailer satisfaction is higher for cross‐channel compared to multi‐channel retailers irrespective of the transaction channel used by consumers.

The data have external validity; however, they lack the control possible in laboratory experiments. Future research should examine if the findings can be replicated in multiple retail sectors.

These results suggest that brick‐and‐click retailers can exploit synergies between their channels through order online and pick up in store strategies for greater profitability than those who operate multiple independent channels.

This paper examines managerial implications of multiple independent channel vs cross‐channel strategies by retailers using data from customers of a commercial retailer.

Online retailing changes all retail systems significantly. The growing importance of online sales requires the creation of new fulfillment models. The purpose of this paper is to investigate how retailers develop from separate multi-channel (MC) to integrated omni-channel (OC) fulfillment. OC retailing has an integrated perspective, with seamless interactions between online and bricks-and-mortar channels.

More than 60 internationally active retailers and experts from Germany participated in an exploratory survey. With a response rate of 40 percent the authors achieved the goal to adequately depict the German MC and OC retail market. It is currently the largest empirical study of MC and OC fulfillment.

It is the first study to comprehensively analyze the logistical development options open to retailers for integrated fulfillment. The authors discuss the conceptual development options and formulate propositions for an advanced OC fulfillment approach. OC retailers aim to pool their organizational units for fulfillment via different channels. Retailers with multiple channels develop their warehouse systems toward channel-integrated inventory enabling flexible and demand-driven inventory allocation. Retailers with channel-integrated inventory also organize their picking procedures in one common zone. The higher the outlet density, the more it becomes beneficial for retailers to introduce pick-up services.

The research is based on insights from retailers and experts from companies based in Germany.

The findings provide an insight into designing OC fulfillment and distribution structures. The concepts themselves, archetypes, challenges and development paths are analyzed. Identified logistics levers can be adjusted to pinpoint the steps required to advance integration.

The authors contribute by deriving propositions and a framework for transitioning from basic MC to integrated, extended OC logistics. Because this research area is still comparatively young, the authors take a more comprehensive, exploratory view of OC fulfillment.

This study examines how retailers leverage multiple-channel strategies in relation to their customer value propositions (CVPs). More specifically, the purpose of this paper is to identify and analyze how multi-, cross- and omni-channel CVPs differ in terms of how they create value and which types of shopping motivations they aim to satisfy.

This conceptual paper presents and synthesizes three theoretical discussions pertaining to consumer shopping motivations, CVPs and multiple-channel retailing strategies into a tentative conceptual framework. Nine case examples are used to illustrate three different channel strategies: multi-channel, cross-channel and omni-channel retailing.

A tentative framework for understanding retailers’ channel strategies is suggested.

Retailers will benefit from a structured and synthesized understanding of the differences between multiple-channel strategies and their links to CVPs.

This paper introduces and integrates the concept of CVPs with the literature on multi-channel retailing strategies.

Presents a portfolio model for multi‐sales channel effort deployment. Shows how the approach can help sales management restructure sales channels. Notes that combining an organization′s selling effort into multiple sales channels can be facilitated through an analytical approach that considers variations in customer requirements, buying power and contact costs. Concludes that implementing a successful multiple sales channel strategy offers impressive productivity opportunities.

Cross-channel integration improves the operations of multi-channel and omnichannel marketing and increase firms' overall performance. By addressing the extant gaps in current literature, this configurational analysis aims to test the combined effects of organizational, channel and environmental factors on cross-channel integration.

Data were collected from a sample of 180 manufacturers. Necessary condition analysis (NCA) was used to test whether two organizational factors (firm size and IT capability), one environmental factor (environmental dynamism) and two channel factors (channel diversity and proportion of direct channels) were necessary or unnecessary conditions for high cross-channel integration. Fuzzy-set qualitative comparative analysis (fsQCA) was applied to analyze the configurational factors of high vs low cross-channel integration.

First, firm size and IT capability are non-linear and substitute for each other in affecting cross-channel integration in a diversified channel system with a high proportion of direct channels. Second, in a dynamic environment, firms with large size and IT advantage could achieve high cross-channel integration by diversifying channel types or increasing the proportion of direct channels. Third, the effect of channel diversity and proportion of direct channels on cross-channel integration is asymmetric depending on other antecedent conditions.

The authors tested a configurational framework developed from multiple theoretical perspectives. The authors' empirical findings contribute to the literature by providing insights into the mechanisms underlying the formation of high and low cross-channel integration. The results suggest multiple ways for firms to promote cross-channel integration by adjusting channel factors based on configurational conditions.

Observes that traditional retail, catalog, and online‐only businesses face a critical decision – to accept a new, yet unrefined business model that includes multiple channels or to retain their single channel model and risk becoming obsolete and left behind by new, multi‐channel competitors. The decision process and implementation of a multi‐channel strategy could be simplified if businesses understood what drives consumers to a single channel, multiple channels, and which channels are preferred. Outlines the key issues facing multi‐channel marketers, and encourages multi‐channel businesses to take a customer‐centric view rather than a channel focused view to work through the challenges unique to the multi‐channel marketer. A model of multi‐channel buyer behavior is proposed to help the multi‐channel marketer develop a customer‐centric view. Presents a series of propositions which serve to encourage and direct future research in this area.