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This study aims to investigate customers' personal innovativeness (PI) as an influencing factor of omni-channel customer experience throughout pre-purchase, purchase and post–purchase stages of the customer journey, and their subsequent influences on customers' reuse intention.

Data were collected from customers who had experience with omni-channel shopping in South Korea through a questionnaire made with Naver Forms, both online and offline from 15 June to 15 July 2022. Out of the received responses, only valid and consistent questionnaires were considered for statistical analysis. In total, 272 valid samples were utilised for the final analysis. Analyses included reliability, validity, path, structural equation modelling and mediation effects, using SPSS and AMOS software.

The results revealed a significant influence of personal innovativeness on the omni-channel customer experience across all purchase stages. Personal innovativeness was found to influence the customer experience in the pre- and post–purchase stages, thus affecting reuse intention. However, it did not have the same effect in the purchase stage. The omni-channel experience customer experience also played an indirect mediating role in the relationship between personal innovativeness and reuse intention.

First, personal innovativeness in the IT domain may be very prominent in studies examining innovative behaviours related to computing technology. Second, this study provides further understanding of customers' intentions to reuse omni-channel shopping. Third, the path analysis showed that personal innovativeness significantly affects customer experience at all pre-purchase, purchase and post–purchase stages of the customer journey. However, except for the purchase experience, both pre- and post–purchase experiences significantly impact customers' intention to reuse omni-channels and play a mediating role.

First, omni-channel retailers should launch new products, innovative promotional activities and explore new channels or new service modes to stimulate the need recognition of customers with high personal innovativeness. Second, omni-channel retailers should pay attention to the users' reviews of each channel because they play a key role in potential customers' purchase decisions. Third, offering customers a seamless shopping experience is essential as a marketing strategy for omni-channel retailing.

This study elucidates the causal relationship between personal characteristics and behaviour by dividing the omni-channel customer journey. In particular, personal innovativeness is identified as an important predictor of the intention to reuse omni-channels during the pre- and post–purchase stages. This suggests that omni-channel retailers need to strategically manage these stages to boost customers' reuse intention.

Digitalisation has been identified as a driving force behind retail sector transformation. The purpose of this paper is to provide a deeper understanding of how omni-channel strategies link to the digitalisation phenomenon. The study is explorative in nature and aims to expand existing knowledge by using a business model (BM) perspective.

The study uses a qualitative approach. Data collection involved a questionnaire answered by 13 firms from three retail segments (i.e. fashion, consumer electronics and bookstores and media) and a group discussion with senior managers. The data were complemented with information from websites, applications and available online reports.

The findings present empirical insights about different strategic and BM approaches to omni-channel retailing and highlight examples of pioneering retailers from the Italian market. The proposed framework consolidates earlier studies and puts forward three dimensions for a successful transition to omni-channel retailing BMs: a seamless customer experience, an integrated analytics system and an effective supply chain and logistics.

Managers can employ an overview of mobile commerce usage to manage the process of integrating channels, within their BMs, alongside the customer journey. Particular attention should be paid to development and the use of data analytics tools as one of the dimensions with a significant impact on omni-channel management.

First, this paper applies a BM perspective as a novel approach for analysing a transition to omni-channel retailing. Second, it is based on empirical analysis of three retail segments, which provide new insights into omni-channel strategies in the retailing literature.

This research aims to enrich the literature related to the emerging topic of omni-channel. The purpose of this paper is to empirically investigate the relationship between omni-channel integration quality (IQ), omni-channel perceived value (PV), customer satisfaction and loyalty in the banking context.

A quantitative study was conducted to collect data. A web-based questionnaire was sent by an e-mail to a sample of 395 bank customers. Exploratory factor analysis and structural equation modelling were used for the statistical analysis of the data.

The results reveal that a high quality of omni-channel banking integration increases the PV of the omni-channel by the customer. There is also a positive relationship between PV and customer satisfaction, as well as customer loyalty, in the omni-channel banking context. A positive relationship between omni-channel IQ and customer satisfaction was also highlighted. Furthermore, customer loyalty can be increased through enhancing customer satisfaction within omni-channel banking.

Bank managers should provide a consistent omni-channel integration of their omni-channels, as it leads to a higher level of customers’ perception of value and it increases their satisfaction. A high IQ and PV of omni-channel could also be an efficient tool to promote customers’ long-term relationships, as it enhances satisfaction and loyalty towards the bank.

After being studied in a multi-channel context, this study extends the use of the concepts of IQ and PV on omni-channel. This research is among the few studies that empirically test nearly all the relationships of the research model in an omni-channel environment, in general, and in omni-channel banking, in particular. Furthermore, this research offers a comprehension of the omni-channel system from customer’s point of view, which is an insufficiently explored topic.

The purpose of this paper is to look into the mechanism in which customers involve themselves in omni-channel retail setting and use its advantages.

Via an empirical analysis through surveying customers, this paper assesses and confirms the drivers of omni-channel shopping intention within the context of fashion retailing sector in Danang.

The findings highlight the significance of customer perception of research shopping (including showrooming and webrooming) behaviours, compatibility and risk to their intention towards omni-channel shopping, implying profound understanding of designing effective omni-channel retailing strategy.

From a theoretical perspective, comprehending customer perception of the omni-channel concept has emerged as an important theme in recent literature as well as in practitioners' reports. Hence, the meaningful contribution of this study is the involvement in the attractive steam of study. From a managerial perspective, this study could offer guidance to retailers or managers about developing a successful omni-channel strategy from a customer point of view.

The purpose of this paper is to investigate the impact of logistics service quality (LSQ) on consumer satisfaction and loyalty in an omni-channel retail environment.

An empirical, survey-based approach is used to collect data from consumers about experiences with two different omni-channel retail scenarios: buy-online-pickup-in-store (BOPS), and buy-in-store-ship-direct (BSSD). Participants responded to questions regarding the LSQ, consumer satisfaction, and consumer loyalty relative to their actual experience in one of these situations.

Results suggest that omni-channel consumers are truly unique, and all three dimensions of LSQ (condition, availability, and timeliness) are distinct in their impact on satisfaction and loyalty. Results suggest that in the BOPS sample, consumer satisfaction partially mediates the relationship between condition and loyalty and fully mediates the relationship between timeliness and loyalty. In the BSSD model, consumer satisfaction partially mediates the relationship between timeliness and consumer loyalty.

This research studies LSQ in two different omni-channel scenarios; additional research is needed to explore other omni-channel scenarios and extend the findings to be more generalizable.

Managers should recognize that for omni-channel consumers, timeliness is the essential driver of satisfaction and loyalty. Retailers need to account for this reality and dedicate substantial resources to meet delivery requirements in a timely manner. Logistics service providers need to emphasize speed and reliability of their delivery processes for omni-channel consumers.

This research is the first attempt at conceptualizing LSQ in an omni-channel supply chain, and testing the impact of LSQ on consumer satisfaction and loyalty.

This paper aims to present two updated typologies of service failures and recoveries in the omni-channel context. These typologies are based on customer complaints and recoveries collected from the corporate Facebook pages of four omni-channel department stores, two operating in Australia and two in the UK.

A document review is used of 400 customer complaints and recoveries. Content analysis is used to condense the Facebook data into categories of failures and recoveries.

Customer complaints on Facebook were triggered by a multitude of varying failures in the omni-channel context, given that it is the service brand that customers are experiencing, not just retail channels. The most prevalent failures were “bricks and mortar” shopping, delivery, marketing activities including communications and pricing, quality of goods and customer service. For service recoveries on Facebook, the four-dimensional justice framework appears valid.

Study limitations include potentially missing details about the nature of the service failures and recoveries, including customer satisfaction with service recovery.

The typologies offer guidance to omni-channel retailers by showing the range of online and offline situations, including those unrelated to actual transactions that trigger customer complaints on Facebook and the tactics of recovering.

The authors contribute to the service domain by updating failure and recovery typologies to reflect the emerging omni-channel context, jointly exploring failures and recoveries on Facebook and applying a four-dimensional justice framework for recoveries on Facebook.

This paper aims to provide a systematic review of omni-channel marketing (OCM) literature and explore how it relates to business-to-business (B2B) marketing campaign development in the digital era. OCM’s evolution is tracked, exposing the areas in which research is most prevalent while also recognising knowledge gaps. Informed by these literature insights, the changing B2B channel dynamics that present within a digital era customer journey are appraised. An OCM model for B2B marketing campaign development is produced and avenues to further research are presented.

This paper uses a systematic approach to explore OCM literature. This review informs an OCM model for B2B marketing campaign development to help advance conceptualisation of OCM B2B customer engagement as an emerging phenomena in the digital era.

With just 21 papers identified, OCM is assumed to fit the criteria of an emerging concept as proposed in previous research studies. The proposed model presents the changing B2B omni-channel dynamics that can be used to create B2B OCM strategies, incorporating the myriad of B2B customer channels and touchpoints currently fabricating the modern B2B marketing terrain.

Conceptual in nature, there is a need for more empirical research to fully comprehend the emerging OCM landscape and how it relates to B2B customer dynamics.

This research provides much-needed conceptualisation of data capture and management strategies for B2B marketing campaign development across the omni-channel in the digital era. While systematic literature reviews exist within the OCM realm, none have charted the current OCM literature.

This study considers perceived enjoyment and attitude consistency as internal states of consumers in an omni-channel environment. This study aims to investigate the mediating role of perceived enjoyment and attitude consistency to reveal how omni-channel environment factors of interaction fluency, convenience, price advantage and personalization contribute to omni-channel shopping intention.

Consumers who had shopped at Uniqlo's online and offline stores were surveyed through an online questionnaire, and 566 data were collected for analysis through partial least squares structural equation modeling (PLS-SEM).

The results find that interaction fluency, price advantage and personalization positively affect perceived enjoyment, interaction fluency and convenience positively affect attitude consistency and perceived enjoyment and attitude consistency in turn facilitate omni-channel shopping intention. The mediating role of perceived enjoyment and attitude consistency was confirmed.

The original finding of this study is that factors such as interaction fluency, convenience, price advantage and personalization in omni-channel retailing require momentary and continuous affective states of consumers to facilitate omni-channel shopping intention, respectively. Therefore, this study considers the necessity of capturing different affective states of consumers in omni-channel shopping.

The purpose of this paper is to explore the drivers and barriers to omni-channel retailing in China, and attempts to understand how companies formulate their business strategies during their transformations to omni-channel retailing.

This study adopts an exploratory case study approach to investigate the omni-channel retailing transformations of two well-established Chinese fashion apparel retailers. The study draws on multiple sources of evidence, comprising: interviews with eight business executives from three major operational departments; on-site observations in firm’s retail stores, factories and distribution centres; and secondary data review of firm business reports, news, whitepapers and archival records. The findings are established through a consistent within-case data analysis and cross-case comparison.

The study reveals that the two retailers formulated different strategies in developing their omni-channels, and exhibited different degrees of success. The similarities and differences in the drivers, as well as the barriers, were analyzed and compared in this study. Operational variations (i.e. enablers and inhibitors) due to the unique context of the Chinese market were also explored. The findings reveal that coherent leveraging firm resources and capabilities from the three perspectives – marketing, logistics and supply chain, and organizational management – is critical to the full implementation of omni-channel retailing. They provide relevant managerial insights that can assist firms in formulating appropriate strategic action plans during the transformations.

As a theoretical contribution, this paper identifies a set of drivers and barriers for omni-channel retailing in the developed market, and classifies them into three categories: marketing; logistics and supply chain; and organizational management. The empirical-based qualitative analysis reveals the key factors impacting on omni-channel retailing within the Chinese market, and suggests a series of practical implications for local retailers planning to embark on omni-channel retailing.

The growth of omni-channel retailing is causing consumers to change their habits and shopping behaviour. It is essential to understand the factors on purchase intention within the consumer context. The purpose of this paper is to explore factors that are influencing consumers to use omni-channel in their shopping behaviour – specifically in the apparel sector in Turkey as an emerging country.

Designed as exploratory research, this study used four different focus groups. Focus groups were conducted with university students who have experienced the company’s omni-channel applications. The study sample included a total of 30 purposefully selected university students in Izmir, Turkey, who previously shopped at the same store. The selected retail store is the leading domestic shopping brand and the pioneer in omni-channel in the apparel and fashion sector in Turkey. The participants were given three company-related scenarios which were used to help the students to better understand omni-channel applications of the company. Then, they were asked to discuss their perceptions and intentions towards omni-channel shopping. Content analysis was used for analysing transcripts.

The findings of the focus groups have revealed 12 themes about the intentions of the university students towards omni-channel shopping. Among 12 themes, it is observed that 6 of them have similarities with the variables of the UTAUT2 model. The findings of the study showed that, beside the additional themes, the predetermined variables of the UTAUT2 model within the literature; which are “performance expectancy”, “effort expectancy”, “facilitating conditions”, “hedonic motivation”, “habit” and “price value” have affected purchasing intentions towards omni-channel shopping. This study proposed six additional themes which were not revealed in the previous studies on purchase intentions in an omni-channel shopping in apparel sector. The six additional themes proposed in this study are; “perceived trust”, “situational factors”, “perceived risk”, “anxiety”, “need for interaction” and “privacy concern”.

This study is limited to the focus group interviews held in only one university with students from the same programme. The findings are obtained also only valid for the relevant retail store and city, and cannot yet be generalised.

The relationships suggested in this exploratory study can further be analysed by quantitative study. It is also claimed that the findings of this study can act as a framework to extend the UTAUT2 model by integrating perceived trust, situational factors, perceived risk, anxiety, need for interaction and privacy concern. This model will enable retailers to understand consumer expectations towards omni-channel shopping and to focus on integrating these factors through whole purchasing process in order to increase omni-channel sales.

The literature on omni-channel has concentrated on the retailers’ perspective, whereas this study aims to reveal an insight from the consumer perspective. The contribution of the study is to provide a framework for understanding the themes on consumer viewpoint in the omni-channel shopping behaviour.