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This paper seeks to concern itself with the implications for the management of customer relationships of pursuing a multi‐channel approach.

The case study method is used in analysing the situation of four organizations from the UK financial services industry. A conceptual framework covering structural, people and process elements is utilized to examine the challenges to be overcome in providing an integrated approach to customer management.

The addition of new channels alongside those already in existence opens up new areas of the organization to customer contact and creates significant challenges in relation to staff roles and existing processes for interacting with customers. Channel integration is a strategic issue potentially requiring structural changes to the organization and changes in the behaviour of customers.

This exploratory research suggests the need for studies in relationship marketing to take cross‐disciplinary approaches in investigating what organizational forms operate most effectively in multi‐channel environments. There is also a need to develop a better understanding of how different groups of customers use different channels and of how service quality dimensions operate in this environment.

Multi‐channel customer management adds another dimension to traditional methods of segmenting customers and requires sophisticated understanding of the way that customers use channels. The addition of new channels offers a range of opportunities for interacting directly with the customer, raising new questions about how best to manage customer communications holistically.

The paper contributes to one's understanding of the implications for organizations in managing customers in a multi‐channel environment.

Explores why some retail banks more than others are vigorous in their promotion of and have been successful in changing their distribution channel structure by introducing new electronic channels, such as PC banking and Internet banking. A tentative model is proposed relating a number of variables to the banks’ promotion and successful introduction of the electronic channels. Responses from 60 key managers in the largest retail banks in Denmark indicate that bank size, expected advantages for the customers, attention to the future, senior management support, and willingness to cannibalize existing channels may be important factors in explaining the successful introduction of the electronic channels. Further, the results indicate that different attitudes and perceptions are related to different means of attracting customers to the electronic channels. Finally, discusses the implications for the banks and other firms of adopting the Internet as a distribution channel.

Channels of distribution are basic to the marketing strategies of firms, and have been shown to be a key element in the marketing mix. The author here undertakes a comprehensive review of channels literature, primarily to identify and assess the adequacy of the various mainstream conceptual schemes which have emerged. Economic‐based arguments have largely been at the core of channels literature, although these have been partially offset by the concepts of the organisational and behavioural schools. The author concludes that whereas every conceptual approach reviewed has added something to our cumulative knowledge, no single approach has yet reached a point of adequate conceptualisation based on his own basic criteria. As yet channels literature is mainly descriptive, and has virtually no predictive power.

The purpose of this paper is to investigate the distinct effects of different communication channels, particularly interpersonal networks, social media, and mass media on customer beliefs and usage intention in a mobile banking (MB) context.

This study employed a combination of both qualitative and quantitative research approaches with an exploratory sequential research design in two major phases: focus groups; and a large-scale survey among 183 New Zealand young adults.

The most significant influential factor of usage intention was perceived usefulness, followed by perceived credibility and perceived costs. Face-to-face communication with bank staff and close acquaintances was perceived as the most reliable and persuasive sources of banking-related information. Moreover, mass channels were considered to be more important and trustworthy than social media in the MB sector. The research results revealed that the current status of MB diffusion in New Zealand is in the latter stages (Late Majority and Laggards) of the innovation diffusion cycle.

In light of the research findings, bank marketers can make the right decisions on marketing actions to promote MB effectively as well as develop appropriate communication policies to speed up the consumer decision process. Researchers and allied industries (e.g. mobile commercial services) could also gain benefits from applying these results to understand the impact of communication channels on consumer perceptions and behaviours towards new technology acceptance.

The research outcomes have served to broaden the knowledge into the distinguishing influences of major communication channels on customers’ beliefs and intention to adopt new banking services.

This paper aims to examine the factors that can predict citizen-initiated contact with e-government as an attempt to identify important differences between service channel selections. Although more than two decades have passed since the initiation of e-government, digital channel choice is still being questioned, compared to traditional channels, and the level of selection with channels is being investigated.

This study states three research questions that are answered through a literature review and statistical analysis of a survey in a developed country. More specifically, it identifies the factors that impact channel choice and validates them with survey results. To this end, this paper utilizes data from a national Canadian survey, where citizens empirically evaluated their channel choice – e-government, new digital media and traditional service channels – for government contacts.

Statistical analysis over this data return valuable findings such as that the e-government channel is more appropriate for information collection, whereas traditional service channels are more likely to establish individual problem solving. Moreover, the digital divide appears to have an impact on citizen channel choice. Furthermore, digitally literate citizens who are aware of privacy issues are more likely to use new digital media. Finally, citizens are quite satisfied from their new digital media experience, but are not as satisfied with their traditional contact experience.

These outcomes show that e-government obstacles regarding digital divide, trust and efficiency remain active and have to be addressed more carefully by governments. This study shows that e-government and new digital media are not simple channel choices, but are complex in public service delivery. These outcomes confirm the significance of channel choice for transforming government, as e-government appears to be a part of a broader channel choice agenda.

This paper aims to analyses the development of exploitation and exploration capabilities, and the role of ambidexterity, in the evolution of small Spanish wineries toward multi-channel distribution systems.

A qualitative methodology based on the analyses of multiple cases supported by a computer assisted qualitative data analysis software with an abductive approach was used to study the relationship between ambidexterity and the multi-channel integration of six wineries.

Companies with more advanced multi-channel distribution systems have more developed ambidexterity capabilities. This ambidexterity stems fundamentally from the ability to simultaneously maintain relations with distributors and innovate and search for creative ways to satisfy new customers.

The research is based on insights from companies based in Spain.

Spanish small and medium enterprises in the sector are in an underdeveloped phase of multi-channel integration. To be successful in this process, these companies must combine exploitation and exploration capabilities.

If the company is able to develop an integrated multi-channel distribution system leading to an omnichannel system, consumers will benefit from it, getting complete information at each specific stage of shopping.

This study provides the first description in academic literature of the usefulness of the concept of ambidexterity as a dynamic capability to explain the degree of development and multi-channel integration.

The purpose of this paper is to offer systematic support for the creation of business re‐engineering ideas to exploit new communication channels (such as internet, mobile phone, SMS, and RFID). This approach is designed to enable users to develop new ways of doing business.

Relevant parameters as well as their possible values are identified. These parameters are used to generate a questionnaire containing all possible option descriptions. This (ordered) questionnaire offers systematic support for the creation of business re‐engineering ideas that exploit new communication channels. The methodology is completed by an approach that supports the assessment and selection of new business ideas. A tool that supports this approach has been designed, built, and tested.

The relevant parameters are found to be communication channel, communication mode (informational, interactional, or transactional), stakeholders group, stakeholders status (current or new), product/service group, and product/service status (current or new). Within this approach it is effective to use a workshop leader who organizes and facilitates group discussions.

Further research should be directed to the optimal way to use the tool (e.g. by the company itself or by a dedicated consultant).

The tool turned out to trigger fruitful group discussions within the company about new business re‐engineering ideas by deliberately utilizing new (or forthcoming) communication channels.

The main value of the paper is the systematic (tool) support for the very early stage of the creation of new business ideas.

Understanding the economics and dynamics of channel marketing systems is the keystone to implementing successful channel marketing strategies.

Using online channels is an opportunity for small and medium-sized enterprises (SMEs) in the manufacturing industry to reach new markets and reduce the dependency on distributors. The challenge remains that of integrating new online channels into existing networks effectively. This paper aims to identify to what extent multichannel integration is enhanced by the innovation capability of manufacturing SMEs and the subsequent influence on their performance.

Data were collected by means of a survey aimed at managers of small manufacturing firms in Mexico and were analysed through an advanced partial least squares (PLS) approach via SmartPLS.

Manufacturing SMEs with more advanced innovation capability achieve higher levels of multichannel integration. In turn, when multichannel integration is more advanced, manufacturing SMEs enjoy better results with respect to sales, fulfilling marketing objectives and improving relationships with customers.

The model could be extended to accommodate other variables that may affect the effective integration of multiple channels.

Manufacturing SMEs can improve their results by integrating online channels with existing offline channels with a commitment to innovating in the market.

Analysing multichannel integration from the perspective of manufacturing firms, examining not only the positive consequences but also the underlying capabilities needed.