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As the world moves toward globalization, new trends and applications are on the rise as an attempt to meet the ever-changing needs of consumers. In this sense, new technologies have been introduced as a means to differentiate the product and service offerings along with some emerging retailing perspectives. It is obvious that omnichannel retailing is cited as one of the emerging trends in marketing. In this globe, customer experience management plays a crucial role in establishing sustainable omnichannel retailing strategies. Considering all the variables in the business environment, it is seen that effective tools of omnichannel operations should well be implemented as a response to effectively compete in the business environment. This chapter reveals some of the major literature and applications in the context of omnichannel retailing whereby the most concern of interest is given to the importance of customer experience and its formation.

• Retail agglomerations are predestined to capitalise on the combination of the strengths of traditional retailing and digital service innovations.

• Digital touchpoints can enhance the visitor experience throughout the whole customer journey, that is not only on-site but also before reaching as well as after having left the agglomeration.

• Digital service innovations can provide additional value to visitors of a retail agglomeration through four elements of the digital marketing mix: Information, orientation, communication and atmosphere.

• Technologies like augmented reality (AR) or virtual reality (VR) can create unique and memorable customer experiences, ensuring that retailers and service providers as well as the retail agglomeration as a whole continue to thrive.

• Key success factors for the implementation of digital services in the context of retail agglomerations include participative innovation processes, cooperation and the communication of clear benefits to stakeholders.

Retail agglomerations are predestined to capitalise on the combination of the strengths of traditional retailing and digital service innovations.

Digital touchpoints can enhance the visitor experience throughout the whole customer journey, that is not only on-site but also before reaching as well as after having left the agglomeration.

Digital service innovations can provide additional value to visitors of a retail agglomeration through four elements of the digital marketing mix: Information, orientation, communication and atmosphere.

Technologies like augmented reality (AR) or virtual reality (VR) can create unique and memorable customer experiences, ensuring that retailers and service providers as well as the retail agglomeration as a whole continue to thrive.

Key success factors for the implementation of digital services in the context of retail agglomerations include participative innovation processes, cooperation and the communication of clear benefits to stakeholders.

Nowadays companies are constantly changing their retail settings and strategies to keep up with technological developments and consumer needs. Digital transformation enabled one’s shopping experience to be more efficient in terms of money, time, physical effort and other elements that determine the price a consumer has to pay. Channels of communication and distribution have evolved, increased in number and also became integrated. Mobile devices, mobile applications and location services help consumers in their shopping journey. These developments have led us to a new concept called omni-channel management. In theory, the omni-channel refers to a single and unified channel experience with multiple touchpoints, which include physical stores, online stores and direct marketing; mass communication channels (television, radio, print media, C2C, etc.), online channels (social media, search engines, comparison sites, e-mail, display etc.) and mobile channels (SMS, branded apps, etc.). Some examples of omni-channel practices are click-reserve, click-collect, tablets as in-store sales tools, in-store product order through mobile apps, etc.

In this chapter, the latest trends in marketing channels are discussed with enabling digital technologies and relevant success factors. Challenges and opportunities in implementing omni-channel strategies and several omni-channel initiatives from Turkey are reported.

A research was employed to present consumers’ preferences of touchpoints/channels for search, payment and delivery, and to find out the drivers that lead consumers to use more than one channel simultaneously and/or interchangeably in a buying process. The results will guide the readers to understand consumer behaviour in the new omni-channel world.

E-commerce businesses have been undergoing rapid development for the last five years in the United States and for the past two years in Europe. This sustained growth illustrates the existence of a demand for this type of service, particularly among the youth. Beyond the startup phase, e-commerce companies are continuing to generate significant losses, which point to organisational defects, the most serious being logistic support to this business. Analysis of the e-commerce issue is delicate, given the haziness of the activity's perimeter. E-commerce startups offer services similar to traditional mail-order, and consumer retailing is not clearly stating its objectives in creating its own e-commerce sites.

Logistics is not an organisational technique that is adapted to the rapid and unpredictable changes that e-commerce is experiencing today. Logistics related problems in e-commerce vary according to the type of commercial activity involved, but they are often considerable and sometimes result from the precipitation with which these activities were set up.

This chapter focuses on how retailers can do the right thing and be successful at the same time, particularly in the light of technological innovation. Service dominant logic (SDL), with the notion of operant and operand resources as a means to connect the retailer to the customer, provides a framework for the chapter. Normative decision making is presented as a necessary ethical and practical mindset to solve problems, and we illustrate the relationship between normative decision making and value. Value becomes the ultimate outcome to the customer that will allow for sustainable retailing into the future. Utilitarian value and hedonic value are presented and elaborated upon to show how companies and consumers come together to transform resources into value through service. Sections are included showing how value delivery will evolve into the future and what mix of value will be necessary so that retailing can see continued success.

Airport economics literature has recently included the supply of concession services among the factors that might affect airport pricing. In particular, there is only little empirical analysis on whether: (i) the supply of airport concession services can stimulate the demand for travel (two-side complementarity) and (ii) the demand for airport concession services is independent of traveling activities (welfare neutrality). In this chapter, we survey papers that have addressed two-side complementarity and welfare neutrality in airport concessions. Our goal is to discuss the different assumptions that have shaped the models and to collect evidences, facts and empirical findings that may support analytical hypotheses. We argue that the notions of two-side complementarity and welfare neutrality might be interrelated – especially when airports invest in concessions in the area accessible to non-passengers. Welfare gains should be assessed on a case by case basis, depending on the type of airport in terms of ownership, size (and the relative mass of connecting passengers compared to origin–destination passengers), and the source of concession revenues. Our arguments might be particularly relevant to policy makers who need to understand (i) whether the supply of concessions reduces or increases the benefits of airport (aviation) price regulation and (ii) whether the effective control of market power may require the regulation of the prices of both the businesses.

Retailing has developed from independent merchants to multinational giants operating through global value chains, which has profoundly shaped consumption patterns in Western economies. This constant development currently consists of three global-scale change trajectories – climate change, online consumption, and technological development – that affect the retail industry. Based on this, this chapter concentrates on connecting the development paths of consumption and retailing and identifies various factors that affect the future of international retailing. The authors analyze the changes in institutional logics of international retailing by mapping the past, present, and future of the retail industry and consumption using content analysis of secondary data. The authors pay special attention to the effect of the current Covid-19 crisis on the future development of the retail industry. In the findings of this chapter, the authors recognize institutional logics changes in organizing the position of retailing as a connector of customers and producers, and the authors suggest blockchain to be an emerging new institutional order.

This chapter provides an overview of technology management to support retailing, before and during the COVID-19 pandemic. Specifically, it focuses on the technologies developed and in use before the pandemic, the ones further developed as response to the pandemic, while the final part of the chapter proposes a new technology implementation process (cycle) to support retailers in introducing new technology. In particular, the process in based on seven main activities: (1) Technology need recognition; (2) Technology screening; (3) Initial development and testing; (4) Business analysis; (5) Technology development; (6) Market acceptance testing; and (7) Technology adoption, while monitoring and learning actions should occur constantly throughout the process to evaluate the benefit of the technology at each stage (or to discard for further investment).