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1 – 10 of over 1000Daniel Taylor, Sebastian Brockhaus, A. Michael Knemeyer and Paul Murphy
Since the emergence of e-commerce uprooted traditional brick-and-mortar retail in the early 2000s, many retailers have reacted by first independently servicing both the online and…
Abstract
Purpose
Since the emergence of e-commerce uprooted traditional brick-and-mortar retail in the early 2000s, many retailers have reacted by first independently servicing both the online and in-store channels (multichannel retailing) and subsequently integrating both channels to provide a seamless front-end customer interface (omnichannel retailing). Accordingly, firms had to adjust their logistics and supply chain management (SCM) processes from fulfilling orders for each channel separately to integrating channels on the back-end (omnichannel fulfillment). This development is mirrored by an emerging stream of academic publications. The purpose of this paper is to provide a snapshot of the current state of omnichannel fulfillment research via a systematic literature review (SLR) in order to identify omnichannel fulfillment strategies and to establish an agenda for future inquiry.
Design/methodology/approach
This SLR is based on 104 papers published in peer-reviewed journals through December 2018. It employs a six-step process, from research question to the presentation of the insights.
Findings
All selected manuscripts are categorized based on demographics such as publication date, outlet, methodology, etc. Analysis of the manuscripts suggests that the integration of fulfillment channel inventory and resources is becoming an important objective of fulfillment management. Appropriate omnichannel strategies based on retailer attributes are not well understood. Industry specific research has been conducted necessitating generalized extension for retailers. These findings provide a clear opportunity for the academic community to take more of the lead in terms of knowledge creation by proposing paths for industry pursuit of channel integration to successfully implement omnichannel fulfillment. Opportunities for future inquiry are highlighted.
Originality/value
This manuscript proposes a definition of omnichannel fulfillment strategies and identifies fulfillment links that are used interchangeably across channels as the key delimiter between omnichannel fulfillment strategies and related concepts. Six omnichannel fulfillment strategies from the extant literature are identified and conceptualized. Future research opportunities around omnichannel fulfillment, potential interdependencies between the established strategies and their impact on related SCM issues such as distribution and reverse logistics are detailed.
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Helen Cocco and María D. De-Juan-Vigaray
This paper develops a typology of omnichannel retailer activities and corresponding customer responses during a rapidly changing external coronavirus disease 2019 (COVID-19…
Abstract
Purpose
This paper develops a typology of omnichannel retailer activities and corresponding customer responses during a rapidly changing external coronavirus disease 2019 (COVID-19) pandemic environment, to contribute towards academic research on omnichannel strategies and to assist retailers when making future investment and resource decisions.
Design/methodology/approach
Implementing a dual desk research process, the authors carry out a document review of 61 retailers operating globally and connected customer reviews and categorise them using a content analysis.
Findings
The findings show that retailers employ a multitude of new omnichannel strategies during a pandemic and implement new or upgraded cross-channel services. Customer data show that delivery and customer service issues largely persist. The authors divide retailer actions and microfoundations into five broad categories and present a typology of strategic retailer activities and customer responses.
Originality/value
This research presents insights into omnichannel strategies from both a retailer and customer perspective, and offers guidance on improving the implementation of future omnichannel strategies.
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Sandro Castaldo and Monica Grosso
- Customers expect retail companies to adapt their strategies to their behaviour, so they should use different channels and devices in interaction;
- Multichannel and omnichannel…
Abstract
Learning Outcomes
Customers expect retail companies to adapt their strategies to their behaviour, so they should use different channels and devices in interaction;
Multichannel and omnichannel strategies represent two distinct approaches to managing relationships with the customers;
The key to developing a successful omnichannel strategy is to integrate channels and touch points that will create a frictionless experience for the customer;
Introducing omnichannel interaction requires organizational and IT changes within the company.
Customers expect retail companies to adapt their strategies to their behaviour, so they should use different channels and devices in interaction;
Multichannel and omnichannel strategies represent two distinct approaches to managing relationships with the customers;
The key to developing a successful omnichannel strategy is to integrate channels and touch points that will create a frictionless experience for the customer;
Introducing omnichannel interaction requires organizational and IT changes within the company.
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The purpose of this paper is to analyze differences between multichannel and omnichannel marketing, describe the advantages of omnichannel marketing and explain how retailers can…
Abstract
Purpose
The purpose of this paper is to analyze differences between multichannel and omnichannel marketing, describe the advantages of omnichannel marketing and explain how retailers can best transition from multichannel marketing to omnichannel marketing.
Design/methodology/approach
The paper’s findings are based on a systemic review of the literature of academic studies, research-based studies by major consulting firms and case study reports of effective omnichannel retailers. The approach used is managerial and strategic.
Findings
Four stages are identified between a pure multichannel and a pure omnichannel marketing strategy. This multistage approach enables a firm to determine its current position, to view the gaps in its strategy in moving to the next level and to develop appropriate actions to move to the next higher level. This paper also identifies barriers to a firm implementing an omnichannel marketing strategy and describes how these barriers can be overcome.
Practical implications
This paper describes the advantages associated with omnichannel marketing and discusses a strategy to transition to omnichannel marketing. Barriers to adopting omnichannel marketing and how they can be overcome are analyzed.
Originality/value
This study makes a number of contributions to the literature on omnichannel marketing. It sets forth specific criteria for firms to determine their present stage on the multichannel marketing to omnichannel marketing hierarchy. This strategic approach provides firms with a roadmap to planning and implementing an omnichannel marketing orientation. The paper concludes with directions for future research and managerial implications and conclusions.
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Javier Alonso-Garcia, Federico Pablo-Marti, Estela Núñez-Barriopedro and Pedro Cuesta-Valiño
The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a…
Abstract
Purpose
The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.
Design/methodology/approach
In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.
Findings
The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.
Originality/value
Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.
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Alessandro Gaetano Naclerio and Pietro De Giovanni
This research investigates the effects that blockchain exerts on omnichannel solutions and logistics strategies with the aim of solving the last mile issues and improving…
Abstract
Purpose
This research investigates the effects that blockchain exerts on omnichannel solutions and logistics strategies with the aim of solving the last mile issues and improving performance.
Design/methodology/approach
Research hypotheses are developed according to the literature review and the related gaps. Then, the hypotheses are tested using structural equation modelling and adopting a partial least squares – path modelling technique on a dataset composed of 157 firms.
Findings
Blockchain technology alone is not an effective driver in solving last mile issues and improving performance. Rather, it exerts a positive contribution to both omnichannel and logistics. However, omnichannel is not effective in managing last mile problems and increasing performance without the support of other practices. Firms need to implement a strong logistics system to manage the last mile and get high performance, which can be then reinforced through blockchain and omnichannel solutions.
Originality/value
This research investigates the novel wave of research on blockchain and its impact on logistics management and omnichannel. It combines these ingredients to address the issues of last mile and improve the economic performance. The research provides an empirical verification of a new research stream that currently lacks empirical support.
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Heleen Buldeo Rai, Sara Verlinde, Cathy Macharis, Penelope Schoutteet and Lieselot Vanhaverbeke
The purpose of this paper is to identify in what way logistics service providers are involved in the logistics operations of omnichannel retailers. Given the importance of…
Abstract
Purpose
The purpose of this paper is to identify in what way logistics service providers are involved in the logistics operations of omnichannel retailers. Given the importance of logistics in omnichannel retail and the complexities that it brings forth, it is unclear if the current tendency towards logistics outsourcing continues, and how logistics service providers should adapt to remain relevant in the omnichannel retail environment.
Design/methodology/approach
The research draws on both desk and field research. The authors analysed the scientific information available on omnichannel retail logistics and conducted semi-structured expert interviews with food and non-food retailers that adopt an omnichannel model.
Findings
The research demonstrates distinct differences between food and non-food retailers. While food retailers are inclined to organise fulfilment and last mile activities in-house, non-food retailers partner closely with logistics service providers. Nonetheless, the store network of non-food retailers is attracting a growing part of logistics activities, which retailers are building themselves. To sustain their relevance in the omnichannel environment and strengthen their position for the future, the authors created a competency recommendation framework for logistics service providers, in which service differentiation is proposed as a viable direction for growth.
Research limitations/implications
The research is based on insights from retailers based in the Brussels-Capital Region (Belgium) and requires further and wider testing in other contexts and geographical areas.
Practical implications
The findings have strategic importance for retailers that are developing an omnichannel retail model and logistics service providers that (aim to) serve clients and operate activities within the retail sector.
Originality/value
The research provides a holistic view of logistics in omnichannel retail by identifying insourcing and outsourcing mechanisms and developing competency recommendations to fulfilment, internal transport and last mile transport in omnichannel retail.
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Angela Beccanulli, Silvia Biraghi and Rossella C. Gambetti
Neha Sharma and Nirankush Dutta
This study explores the present state of research related to omnichannel retail, investigates retail's different sub-areas and suggests future research directions.
Abstract
Purpose
This study explores the present state of research related to omnichannel retail, investigates retail's different sub-areas and suggests future research directions.
Design/methodology/approach
The subdomains of omnichannel retail have been identified using a keyword co-occurrence network (KCN) map and content analysis. The 5W1H method assisted in finding the bibliographies of 258 SCOPUS-indexed and ABDC-ranked journal articles and showcasing the omnichannel retail landscape.
Findings
Most research on omnichannel retail is concentrated on five subdomains: customer behaviour, channel integration, technological innovation, supply chain and operations and strategy. The study's conceptual framework illustrates the omnichannel retailing environment and the variables that must be considered whilst establishing an omnichannel strategic vision. Besides, future researchers have been urged to concentrate on interdisciplinary research, as a seamless experience is unachievable if focussed on a single subdomain.
Research limitations/implications
There is a slight probability of missing out on some good articles as this study considered only those articles that have been published in SCOPUS and ranked by the ABDC quality list.
Practical implications
This study emphasises that for businesses to capitalise on the omnichannel model, the businesses must undergo a transformation involving technology convergence, customer-centricity and internal process reorganisation that integrates consumer feedback to co-create value. When a business adopts an omnichannel model, the business's priorities shift. Rather than depending solely on technology, faster delivery and channel integration, an omnichannel strategy requires strong leadership, a clear vision, training for all stakeholders and an understanding of customer pain points to reach the full potential.
Originality/value
The illustration of the omnichannel retail landscape using the 5W1H methodology and antecedents-decisions-outcomes (ADO) framework.
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Naila Fares, Jaime Lloret, Vikas Kumar and Guilherme F. Frederico
The authors analysed the operations of two synchronised channels by focusing on “buy online and return in store” (BORS) strategies in fast-fashion retail by investigating internal…
Abstract
Purpose
The authors analysed the operations of two synchronised channels by focusing on “buy online and return in store” (BORS) strategies in fast-fashion retail by investigating internal and external factors affecting this omnichannel strategy.
Design/methodology/approach
The authors apply a combination of techniques to identify the BORS factors. Firstly, a strengths, weaknesses, opportunities and threats (SWOT) analysis was used to define the operational factors of BORS adoption. The authors then apply analytic hierarchy process (AHP) to evaluate the factors under four SWOT categories for kids, male and female consumer groups. The factors of BORS were then ranked using the fuzzy VlseKriterijumska Optimizacija I Kompromisno Resenje (fuzzy VIKOR) approach.
Findings
Combining the SWOT, AHP and fuzzy VIKOR techniques, the authors identified 21 factors in this study. The opportunity that BORS provides for trying in the fitting room for a better convenient shopping experience was ranked as the most important factor, followed by the opportunity to create a loyal customer profile with an easy and well-organised return process. Furthermore, the results reveal that the child consumer group is the most critical of the stated operations factors, followed by male and female consumers.
Practical implications
The authors described the operational factors and supported the decision-making system of BORS for each consumer group with a priority ranking to realise effective managerial management for fast-fashion retailers and practitioners.
Originality/value
The study contributes to the growing literature on the BORS omnichannel strategy, specifically for fast-fashion retail based on consumer needs.
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