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Consumer behavior has evolved because of technological development. Nowadays, consumers carry out the different stages of the decision-making process by combining multiple devices which has been defined as multi, cross and omnichannel behavior. These behaviors have attracted the attention of academics and become a hot topic in literature. As a result, vast amounts of studies on the subject need to be revised and clarified. Thus, the aim of this chapter is to synthetize the primary academic literature that analyzes multi, cross and omnichannel behavior from the consumer point of view. To do that, first, the main concepts (multi, cross and omnichannel) and their differences are clarified. Second, the major findings of channel mix literature regarding the topics, channel scope and theories are exposed and described. Third, the opportunities and future lines of research are presented. This chapter contributes to the literature by clarifying the conceptualization of multi, cross and omnichannel behaviors; offering a complete picture of the main topics, channel approaches and theories addressed in channel mix literature; and presenting future research opportunities and open research questions in a channel mix context that could serve as a starting point to build further research.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

Introduction: Artificial intelligence (AI) and digitisation offer substantial human potential and profit margins, making them promising retail solutions. Retail leaders have successfully integrated comprehensive uses into their daily operations, while competitors heavily invest in new projects. The Indian retail sector is undergoing a significant transformation, which can be attributed to factors such as growing income, demographic characteristics, and enhanced consumerism, as well as the rapid development of new technologies such as digitisation and AI, which is changing both consumers’ and retailers’ buying behaviour.

Purpose: This study aims to determine the influence of AI on elements that drive digitisation in the retailing sector, as well as the factors that lead to organised retailers adopting digitisation and its impact on their business.

Methodology: The study employs a standardised questionnaire distributed to organised stores via an online link, and the data are analysed with SmartPLS software 3.0.

Finding: The retail sector is driven by elements that promote digitalisation in food and groceries retailing, such as simplicity of operation, adoption of digital payment, quicker internet connection, retailer consumer interface, and the involvement of AI.

Research implication: AI has significant consequences for retailing, which serves as the interface between marketers and customers.

Theoretical implication: The study’s findings reflect the perspectives of retailers, store managers, and entrepreneurs on how digitalisation and AI are crucial for the creation and growth of long-term competitive advantages in retail.

COVID-19 accelerated change within the UK retail market. It encouraged the growth of online shopping, providing the necessary demand for grocers to invest in their operations, and transformed the economics of their businesses. As innovative new business models emerged, some existing retailers collapsed leading to significant changes on the high street. Landlords were also affected. As some retail tenants struggled to pay their rents, other parts of the sector prospered and sought additional warehouse capacity to cope with rising demand. Not only does this illustrate how different parts of the retail sector faired during COVID-19, but it also demonstrates how the move online has resulted in the emergence of new opportunities.

Sustainable management requires companies to build up new knowledge to acquire the competencies needed for action. This chapter aims to deliver knowledge about sustainability and knowledge for sustainability. Firstly, we systematically analyse the sustainability literature in the social sciences through a bibliographic analysis and topic modelling using VOSviewer and Mallet software. We outline research directions, themes and critical contributions for each research cluster identified. Additionally, we categorise over 30 definitions of sustainability identified by Meuer, Koelbel, and Hoffmann (2020). Secondly, we enumerate knowledge types needed for effective sustainability transitions of organisations. We trace typologies of sustainable business models and their distinct evaluations of sustainability. In this chapter, we argue that integrating the triad of social, ecological and economic goals is central for sustainability attempts as well as long-term thinking. Therefore, our research offers a comprehensive overview of sustainability in the social sciences supporting researchers and practitioners to navigate this miscellaneous and scattered field. Accordingly, our study is precious to young scholars researching sustainability who want to use the term in an informed and meaningful way.