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... experience is a function of parameters that go beyond direct experience from the core product. To enrich customer experience, Vandermerwe (2004) introduced “Customer- Activity Cycle” approach. The approach presents three stages - the pre , during and post , and argues for identifying opportunities for providing new kinds of value to customer at each stage of critical experience. At a renal clinic, for example, the busi- ness-director, collaborated with customers map all the treatment activities – pre : when customer are deciding what to do, during : when customers are doing what they decided on and post : when cus- tomers are maintaining the results (Figure 1.) She emphasized that any disruption in the flow of cus- tomer-activity cycle creates value gaps, or disconti- nuities, that opens access to competitors, unless the company fills the gaps first with value add-ons. The activity cycle approach gives a customer- focus company an objective mean for exploring the value gaps and filling them with breakthrough val- ues. It is broad and explorative, and firms needs clear vision on which activities it is willing to ...
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... The three different retail models differ on the product level extensively. This cluster of differences is based on the buying behavior stages from (Kalakota & Whinston, 1996), the customer-activity cycle (Vandermerwe, 2000), and customer delivery value chain as stated by Kalyanaram and Aung (2015). These also include all the dynamic of the interaction with the product which is the soul of the retail industry. ...
In the 1990s, many retailers went bankrupt in an attempt to transition from traditional to online retail and currently, retailers are facing the same challenges evolving into the omnichannel model due to lack of tools and knowledge to facilitate the transition. Retail managers need to understand the different dynamics and aspects of customer experience in retail as well as how they differ from previous business models. To address these problems, there is a need to create knowledge which can be done by reviewing the conceptual and theoretical literature around customer experience across all retail models as customer experience is considered as the most important aspect of omnichannel retail. This paper provides a comparative analysis to understand the differences between traditional physical in-store retail, online e-commerce and omnichannel retail to facilitate retailers to comprehend the concepts and further create strategies to transition into the omnichannel retail successfully.
... In the scope of the paper, the definition in [11] is followed. A conceptual framework for customer experience enhancement is proposed in [20] shown in Fig. 2, that could help the retailers to identify and work on specific "offer zones" to be focused on while designing customer experience in businesses. ...
... Authors in [14] presented a mobile Augmented Reality application which provides customers with product information to assist them in making buying decisions. Pedro Lopes et al. [7] present a smart phone based Mixed Reality application (SPMRA) and [20] concluded through subjective experiments in Germany and Sri Lanka that 84.1% of SPRMA users agreed to the fact that the application assisted and influenced them in making their buying decisions in stores. Automobile manufacturers such as BMW [4] and Volvo [5] has been using Microsoft HoloLens to visualize 3D holograms of automobiles, models, prototypes without the presence of the actual machinery assisting both the manufacturing and the customer showroom experience. ...
... • Customer experience: [7,11,12,16,17,19,20,25,53,73] • Product experience: [7,21,23,24] • QoE: [29,30,45,47,49] • Influence factors in QoE: [28, 31, 33-41, 43, 44, 46, 48] • Pipeline/Analysis of 3D environments: [50,51,[67][68][69][70] • Acceptance of technologies: [9,15,24,26,27] • Methodologies to evaluate experience: [8,9,12,18] • Used cases of MR: [7-9, 13, 14, 66] Now the articles clustered as customer experience and product experience talks about different experience frameworks in Retail. They also talk about different components and constraints attached to the experience factors. ...
Immersive 3D environments have been a major research area in different scientific domains such as Human-Computer Interaction, display devices, etc. Mixed Reality (MR) technologies are one of the most interesting section of immersive environments that has a huge potential of deployment in a diverse range of industries, Retail being one of them. Retail started from traditional physical in-store setups and has been evolving ever since. Integration of technologies gave birth to Digital and Omnichannel Retail and for efficient development and deployment of MR in Omnichannel Retail, appropriate research must be made to provide proper frameworks and guidelines to developers and managers to optimize User Experiences. This paper investigates the current state of the art of MR in Retail by reviewing the present literature in the domain. It proposes important research gaps based on the analysis and understanding to provide further researches a clear picture of the different aspects associated with optimal application of MR technology in Retail sector.
... Although insightful, studies focused on how to effectively evaluate its overall performance are insufficient, thus obstructing exploration into the operating mechanism to improve the overall efficiency of the system. The EV industry's capability to survive and grow relies on multi-facet performance indicators, which requires a clear definition of the ecosystem main goal [30]. Based on the business ecosystem's health theory, a healthy EV ecosystem refers to be in good operating condition with stability, continuity as well as the ability to maintain its organization, self-adjust and adapt to the environment. ...
... This paper starts from an assumption that there are different taxi industries with differing processes. The taxi industry's capability to survive and grow depends on multi-facet performance indicators, which requires a clear definition of the ecosystem main goal [45]. Based on the business ecosystem's health theory, a healthy taxi industry is characterized as: ...
IntroductionThe taxi industry has boomed over the years, both in street-hail and dispatch market. However, few studies focus on comprehensive perspectives, which make decisions such as implementing regulative or incentive policies difficult. As an economic community working in the value-oriented process, the taxi industry requires a holistic performance evaluation to determine how to adapt strategies to survive and grow. Methods
This paper proposed the concept “Taxi Industry Health degree” based on the theory of Business Ecosystem and the evaluation of its health. A four-layer criteria set is developed from aspects of robustness, productivity and sustainability, and weights are determined through Analytic Hierarchy Process. ResultsA synthetic evaluating model combining Fuzzy Comprehensive Evaluation and Artificial Neural Network is used to maintain the goal of multi-criteria decision-making. With the GPS and Taximeter dataset of taxicabs in the whole taxi industry in Wuxi, the model is applied to empirical studies. Conclusions
This paper provides sensibility analysis on not only the company’s order volatility, revenue growth and utilization of resources, but also influence on citizen’s welfare, energy consumption and environmental pollution, which enables practical regulations and policies within taxi industry.
... From this point of view, as Holmstrom Olssen and Bosch stated the need for interorganizational approach is preferred over an intraorganizational one (Holmstrom Olssen & Bosch, 2015). The actors' capability to co-evolve in the business ecosystem depends primary on their adopted strategies, which can be defined as playing a role (Moore, 1993;Iansiti & Levien, 2004;Ma, Jorgensen & Lundgaard, 2015;Kalyanaram & Aung, 2015) and requires a clear definition of the ecosystem main goal. This approach stands for clear definition of the competitive environment provided by ecosystem as well as better understanding of collaborative relation in order to achieve synergy between different actors (Pilinkiene & Maciulis, 2014). ...
The approach on the research of business ecosystems’ actors evolved as result of the analogy with the biological ecosystem. Based on this analogy, three major strategies were selected and defined, in following roles: keystones, dominators and niche players. However, the behavior of different actors was framed differently within already existing industries. From this point of view, this paper aims to emphasize the change of actor behaviors based on the main adopted strategy. Therefore, the role of niche players was chosen as analysis unit. A critical analysis of the literature was performed in order to classify the features of niche players. Hence, the competitive behaviors of actors were identified based on their visibility in relation to their impact on the business ecosystem. From this point of view, based on a case study approach, evidence of identified competitive behaviors in the automotive industry was provided. The result emphasized the dynamic change of actors’ behavior within their business ecosystem and the importance of the actors’ positioning in relation to the produced effect. Additionally, based on framed competitive behaviors, the linkage between the adopted strategy and the actors’ performance within the automotive business ecosystem was illustrated.
In recent years, web-based retailers have been taking over a growing market share from traditional brick and mortar retailers. One of the advantages leveraged by online retail is its ability to personalize the customer journey by analyzing the massive amounts of data that can be acquired easily in a digital environment. For example, click-streams from a web shop can help to identify a customer’s interests in order to generate individual recommendations. To keep up, physical retailers, too, have to transform into the digital world. The main requirement for this are suitable data acquisition methods as well as resulting applications that are viable in an offline setting. In this paper, we investigate how recent technologies from the field of Computer Vision can overcome the data acquisition bottleneck and allow for data-based innovations that help traditional retailers to improve their customers’ shopping experience and consequently to strengthen their market position. To this end, we introduce a conceptual tracking system for offline retail stores. Its purpose is to generate movement tracks over time for individual customers, from the time the supermarket is entered until it is left again. The acquired data allow for several data-based applications that can achieve similar goals as their counterparts in online retail.
