No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
The omnichannel strategy in portuguese companies: an overview
... For the benefits of omnichannel adoption to be realized, healthcare facilities institutions need to develop the right strategy for implementing these services properly [5][6][7][8]. By contextualizing this study in Portuguese healthcare institutions, the nuances of implementing such strategies pose unique challenges, which cover technological infrastructures, human resources, and organizational culture [2,4,8]. ...
... The Portuguese National Health System has an extensive health information system that covers almost all aspects of a good system's performance. However, some gaps have been highlighted, such as the need for effective data connection between different departments and facilities, issues related to patient privacy, and legal issues for data binding and patient centralization [2,4,7]. Furthermore, there is also a lack of articulation capacity between the different care services and the lack of motivation of health professionals due to work overload [7,8]. ...
... However, some gaps have been highlighted, such as the need for effective data connection between different departments and facilities, issues related to patient privacy, and legal issues for data binding and patient centralization [2,4,7]. Furthermore, there is also a lack of articulation capacity between the different care services and the lack of motivation of health professionals due to work overload [7,8]. ...
Omnichannel adoption in healthcare service has recently become widely discussed as healthcare institutions struggle to keep up with changing patient expectations and technological advances. However, the need for a standard model for addressing this issue has left many healthcare institutions working to implement effective strategies. This study aims to establish a comprehensive model to evaluate adopting an omnichannel strategy in healthcare. To this purpose, two main objectives were pursued: i) identify and describe the different stages of maturity in adopting omnichannel strategy by healthcare institutions; ii) address the gaps identified in the literature and propose a roadmap to be followed to attain greater maturity levels. This roadmap is presented to healthcare institutions based on a gap analysis done regarding the adoption of an omnichannel strategy by healthcare institutions. Thus, a survey was conducted through online questionnaires in which ten Portuguese public hospitals participated. The survey data were collected, transformed, and analyzed using statistical methods to evaluate and make the proof-of-concept of the proposed model to identify the level of maturity regarding omnichannel strategy adoption. The results showed that Portuguese institutions participating in this survey are between the early and mid-stage of omnichannel adoption. Among the participants, it was possible to identify the healthcare institution's current level and the dimensions they lagged off and should improve to reach the next level regarding adopting the omnichannel strategy. Lastly, the findings and insights obtained from the data analysis provided valuable indications regarding omnichannel strategy in Portuguese healthcare institutions that participated in this study. Guidelines and directions were provided for future research on omnichannel maturity in healthcare.
The online channel, particularly in the food retail area, has been evolving positively and exponentially in the world, including Portugal. Currently, this type of purchase is increasingly part of people’s daily lives, even more so with the emergence of the Covid-19 pandemic. Consequently, in Portugal, most companies adopt a multichannel strategy, where the physical store and the online store operate independently from each other. However, it is necessary to rethink this channel integration model, which may go through an omnichannel strategy, where the physical store and the online store operate as a single store, and where several advantages are already recognized in terms of the consumer’s shopping experience. The main objective of this study is to understand the strategy implemented by the company studied, Pingo Doce, through an analysis and description of its channels. To better understand the strategy of the company under study, a semi-structured exploratory interview was carried out with one of the people in charge of Pingo Doce’s digital channels, to understand the strategy used by the company and thus complement the data obtained through direct observation and bibliographic research. At the end of the work developed it was possible to understand the positioning of Pingo Doce in the online food retail area and their online and offline distribution strategies.
Background: E-commerce has emerged as a good response to the pandemic of COVID-19. However, the costs of providing a service, which includes a driver and a vehicle, in a regular vehicle that can transport goods that need positive cold (0° to 5°C) are very high.
Objectives: This paper aims to investigate how a big Portuguese retailer company can reduce its dependence on refrigerated vehicles, simplifying operations and reducing the costs of transporting positive and negative cold food.
Methods/Approach: This research was carried out in a food retailer Portuguese company, more precisely in a Dark Store dedicated to the online channel. The study was developed based on the AS-IS/TO-BE process analysis methodology, starting with the analysis of the current situation, giving rise to the so-called AS-IS model.
Results: It was possible to reduce costs associated with transporting positive cold goods. As a result, there are 30% fewer costs associated with order transportation. With an additional 10% in space optimization with the gain of space within the galley of each vehicle.
Conclusions: The costs of transporting positive and negative cold foods were decreased, and substituting vehicles with room temperature transport reduced the need for refrigerated vehicles.
Purpose
The purpose of this paper is to provide an analysis of a major retailer’s transition to omnichannel retailing (OCR) from an existing multichannel retailing (MCR) base. Using the illustrative case of Seven & I (S&I) Holdings, the paper positions OCR in terms of its goal to provide added customer value through a seamless brand experience.
Design/methodology/approach
The research uses a case study methodology, based on a series of in-depth interviews. Executives at S&I were interviewed as the core of the case, and supporting interviews were carried out with executives at Yamato Transport, Inditex Japan and Rakuten. Data collected in interviews were cross-referenced to industry and trade press reports, providing an illustration of the motivation and strategic decisions behind the transition to OCR, and of factors that have direct impact on the implementation of the model.
Findings
The results illustrate the difficulty in achieving OCR in terms of unifying customer experience across multiple channels. The case demonstrates the potential for cross-channel integration through multiple, but integrated touchpoints, and the leveraging of existing multichannel retail infrastructure and systems. In addition to confirming previous conceptual understanding of the transition process, the core findings demonstrate the importance of the strategic implementation process, the importance of the retailer’s brand portfolio and brand management, and the need to adjust and leverage existing facilities and infrastructure.
Research limitations/implications
The study is limited by the single case employed, although the complexity of OCR implementation does not take away from the practical implications in a broader sense. It could be argued that the Japanese retail industry has some differences to other markets, but the customer-orientated nature of S&I’s implementation, and its aim to leverage existing infrastructure, is illustrative for similar strategies of retailers elsewhere in the world.
Practical implications
The study has value to both researchers and practitioners as a structured synopsis of an actual case of transition, and adds to the literature that relates to OCR and to Japanese distribution. It demonstrates not only the need for robust supply chain, logistics, IT, marketing and retail infrastructure, and integration across distribution systems, but also the importance of the retailer’s brand portfolio, which may need significant adjustment to best promote added customer value. The success of S&I is predicated on both the high population densities, characteristic of the Japanese market, and a strong, longstanding MCR base. Similar systems and implementation issues apply to other markets that operate under similar conditions.
Social implications
The social implications of the paper relate to the fact that, although the transition to OCR may be a difficult, costly, and time-consuming proposition for a retailer, increasingly consumers are coming to expect both informational and purchasing options for brands to be available as, when and where they want them. The 24-7 nature of omnichannel also generates significant challenges in terms of work volumes and environmental impact. These issues are touched upon this paper.
Originality/value
This paper provides a case of a major and well-known retailer and the transition process towards an OCR model, of which there are currently few case studies available. It also adds significantly to the body of literature relating to Japanese distribution and provides insights into strategy not generally known in the English-speaking world.
The rise of the Internet, mobile technologies and digital disruption have changed the retail business as well as the implementation of the levers of retail mix and the behavior of shoppers. Online channel has become an appealing channel where retailers can sell their products and services. The proliferation of channels and touch points has affected not only consumer behavior but also companies' business models. Many retailers have started to develop multichannel and omnichannel strategies by adding new channels through which interact with the customers. Retailers are now concentrating on how shoppers are influenced by new technologies and how they switch across channels during their research and buying process. Omnichannel retailing, defined as the conceptualization of the complete integration of all channels, with no distinction between the online and the physical channel, is the new retailing paradigm of today. The topic itself is particularly relevant as technological development continue to disrupt retail strategies and practitioners are debating as to how to respond. Particularly, managers are worried about how to manage the several touch points, which are now simultaneously available to customers. Concerning with the present research, we attempt to describe this development by analyzing the existing literature about topics that we can classify within the omnichannel paradigm. In order to explain how both literature and business models are moving from multichannel retailing towards the implementation of omnichannel strategies, we follow a blended approach based on literature review, theoretical background as well as some interesting managerial insights resulting from business’ case histories. To address the concerns of managers and retailers about the new challenges they will need to face in implementing an omnichannel retailing approach, we present a theoretical framework, concerning with the adoption of the omnichannel as an innovative strategy in the overall marketing strategies. To deal with the topic we start from three research questions that guide our literature review as well as our theoretical framework. We investigate what are the key drivers that have stimulated retailers to develop an omnichannel retailing strategy, what are the new challenges that retailers will need to face when they decide to implement an omnichannel strategy in their overall marketing strategy and finally what are the possible outcomes of a correct and successful implementation of an omnichannel retailing strategy. Therefore, our theoretical framework explains key drivers, new challenges and potential outcomes coming from the adoption of the omnichannel retailing in order to help managers and practitioners who might decide to enter the omnichannel retailing.
Business experts have enthusiastically projected a seamless, retail world where customers can shop across channels, anywhere and at any time. This type of multiple channel retailing is often referred to as Omni-Channel Retailing. Within academia, by contrast, there have been proportionately fewer attempts to systematically categorize the diversity of multiple channel retailing that currently exists. Hence, the concepts Multi-, Cross-, and Omni-Channel are used indistinctly. This article proposes a categorization of Multi-, Cross-, and Omni-Channel Retailing for retailers and retailing by means of a literature review, a taxonomy of multiple channel retailing, a literature classification table, and by way of illustration, a mobile Click and Collect shop.
The world of retailing has changed dramatically in the past decade. The advent of the online channel and new additional digital channels such as mobile channels and social media have changed retail business models, the execution of the retail mix, and shopper behavior. Whereas multi-channel was in vogue in the last decade in retailing, we now observe a move to so-called omni-channel retailing. Omni-channel retailing is taking a broader perspective on channels and how shoppers are influenced and move through channels in their search and buying process. We discuss this development conceptually and subsequently discuss existing research in this multi-channel retailing. We also introduce the articles in this special issue on multi-channel retailing and position these articles in the new omni-channel movement. We end with putting forward a research agenda to further guide future research in this area.
The continuously changing retail practices and consumer behavioural patterns mainly attributed to the wide diffusion and adoption of innovative technologies and applications for retail purposes, call for research initiatives that should investigate this topic through multiple perspectives and approaches. The paper provides a thorough literature review and implications for research and practice on the evolving retailing landscape, emphasizing on the transformation of multichannel to omnichannel retailing. Multidisciplinary research approach mainly positioned on the Marketing, Electronic Commerce and Information Systems domains is adopted aiming to explore the crucial role of Information and Communication Technologies (ICT) in current business and consumer practices. The review of the literature is mainly displayed in a chronological sequence in accordance to multichannel-omnichannel concepts, so as to highlight the evolution of the research attempts and corresponding business initiatives on that topic and provide an integrated view of the available research insights. Also, it is attempted to present, discuss and synthesize available definitions, terms and concepts in order to further clarify the critical issues derived through the various disciplines/domains that are actively involved in that topic. A collection of relevant research calls, along with corresponding practical implications derived through the review of the existing literature, are thoroughly discussed.
We propose a framework for the joint study of the consumer’s decision of where to buy and what to buy. The framework is rooted in utility theory where the utility is for a particular channel/brand combination. The framework contains firm actions, the consumer search process, the choice process, and consumer learning. We develop research questions within each of these areas. We then discuss methodological issues pertaining to the use of experimentation and econometrics. Our framework suggests that brand and channel choices are closely intertwined, and therefore studying them jointly will reveal a deeper understanding of consumer decision making in the modern marketing environment.
Purpose
– This research aims to provide insight on the interactive effects of service quality and e-service quality on perceptions of retailer brand equity and also extend and test the efficacy of Baker ' s service environment typology in both offline and online service experiences.
Design/methodology/approach
– A within-subjects, simulated shopping experience immerses consumers in both offline and online shopping environments and, subsequently, consumers are surveyed regarding both offline and online quality as well as aggregated evaluations of retailer brand equity.
Findings
– Results demonstrate that consumer perceptions of offline and online service quality have a positive effect on retailer brand equity and service quality and e-service quality interact, such that e-service quality has a stronger effect on brand equity offline quality is low. The results also support the application of offline service environment frameworks for online retailing.
Research limitations/implications
– The results demonstrate the applicability of Baker ' s typology in both online and offline environments and reveal that customer perceptions of offline and online operations can interact to affect global attitudes toward the retailer.
Practical implications
– The results suggest that retailers can improve quality perceptions by enhancing both their offline and online service environments and that these quality improvements can result in enhanced consumer perceptions of brand equity.
Originality/value
– This study provides a first look at the applicability of offline frameworks for the service environment in an online context. Moreover, the results provide an initial assessment of how consumers update global attitudes toward a brand by consolidating perceptions across both offline and online interactions.
Multichannel customer management is the design, deployment, coordination, and evaluation of channels through which firms and customers interact, with the goal of enhancing customer value through effective customer acquisition, retention, and development. The authors identify five major challenges practitioners must address to manage the multichannel environment more effectively: (a) data integration, (b) understanding consumer behavior, (c) channel evaluation, (d) allocation of resources across channels, and (e) coordination of channel strategies. The authors also propose a framework that shows the linkages among these challenges and provides a means to conceptualize the field of multichannel customer management. A review of academic research reveals that this field has experienced significant research growth, but the growth has not been distributed evenly across the five major challenges. The authors discuss what has been learned to date and identify emerging generalizations as appropriate. They conclude with a summary of where the research-generated knowledge base stands on several issues pertaining to the five challenges.
Multichannel retailing is the set of activities involved in selling merchandise or services to consumers through more than one channel. Multichannel retailers dominate today’s retail landscape. While there are many benefits of operating multiple channels, these retailers also face many challenges. In this article, we discuss the key issues concerning multichannel retailing, including the motivations and constraints of going multichannel, the challenges of crafting multichannel retailing strategies and opportunities for creating synergies across channels, key retail mix decisions facing multichannel retailers, and the dynamics of multichannel retailing. We synthesize current knowledge drawn from the academic literature and industry practice, and discuss potential directions for future research.
Purpose
The purpose of this paper is to shed light on the body of logistics customer service (LCS) research published in leading logistics journals from 1990 to 2017. Specifically, the paper presents a call to arms for logistics and supply chain researchers to address new and emerging issues impacting customer service in the age of omnichannel and e-commerce retailing.
Design/methodology/approach
The authors reviewed academic journals to identify articles focusing on LCS from 1990 through 2017. The authors noted trends in academic research activity/focus and supplemented the findings by examining more recent trends covered in trade publication articles.
Findings
The authors observed a large amount of LCS research in the early 1990s and 2000s, but noticed a substantial decline in coverage within academic journals since the late 2000s while industry continues to give customer service issues even greater attention. The difference between the level of coverage within academic journals and the increased importance firms place on customer service represents a critical gap and opportunity for scholars. This research represents a “call to arms” to address this gap. With particular emphasis on observed customer impatience and escalating requests, within omni- and e-commerce channels of distribution, we suggest greater theoretical insights into customer service strategies and their role in successfully navigating today’s changing logistics service environment are needed.
Originality/value
The review serves as a call for more attention to customer service issues within leading logistics journals. Suggestions for research into new and emerging topics are offered.
Purpose
– This paper aims to develop an omni-channel framework in the context of sales and sales management related to six areas: sales contexts, impact of technology, stages in the sales process, impact on relationships, impact on firm performance and the role of various communication tools and platforms. The paper also offers future reach needs in each of these areas.
Design/methodology/approach
– Literature review and research needs development.
Findings
– Research in omni-channel marketing in the context of sales and sales management is virtually silent. The authors identify key research gaps and offer recommended future research opportunities.
Originality/value
– To date, little research in sales and sales management has studied multi-channel marketing. The omni-channel research framework reported here is unique and will help guide research in this area.
Computer-mediated technologies have resulted in a proliferation of the omni-channel consumer (OCC) who shops for products and services using mobile, online, and traditional retail channels. While OCCs may have greater access to information, they do not necessarily have access to accurate information; hence the salesperson has both a challenge as well as an opportunity to use adaptive selling techniques when selling to the OCC. To better understand under what circumstances the salesperson can best be utilized to bring about the sale with the OCC, this research develops and evaluates a model of adaptive selling behaviors when selling to omni-channel consumers around the globe. Adaptive selling behaviors are conceptualized as having two dimensions, non-interactive and interactive adaptation. The efficacy of these two types of adaptive selling behaviors depends upon product type (utilitarian, hedonic) and OCCs' perceived control over the buying situation. To test the hypotheses, survey data was collected from global OCCs in four different countries and evaluated using path analysis. Results suggest salesperson’s influence depends upon product type and salesperson's adaptive selling behavior.
With the phenomenal growth of mobile and social media, many organizations are realizing they need an online presence to reach out to digitally savvy customers. But delivering a seamless customer experience across various online and offline channels is increasingly challenging. This article describes how Hummel, a European sports fashion company, overcame the challenges and successfully transitioned toward omnichannel retailing. Based on this case, we provide insights to guide organizations with similar ambitions, and the implications for their CIOs.
In this thesis we discuss the profound impact that technology is having on brick-and-mortar fashion retail. Retailers that (i) understand the implications of these changes and (ii) can adapt their retail business models to the new paradigm of the marketplace will be successful. Most retail research concentrates on online retail. Instead this research discusses how technology can add value to brick-and-mortar retail. Retail is a crucial component of the U.S. economy. U.S. retail sales in the United States were $4.36 trillion USD in 2012. The greatest portion of retail sales growth has come from online sales, which is 5.2% of total retail sales. The line between brick-and-mortar and online retail is beginning to blur. At the same time retailers are trying to ensure that the overall consumer experience is seamless at all customer touch-points. This is becoming more difficult, since the Internet and Smartphones have changed the way in which consumers and retailers interact. Therefore, when addressing the Omni-channel retailers must frame this as an organizational change process, since this piece of the equation is just as important as the technological component. Additionally, we consider how the retail selling process might translate into digital retail. Lastly, this paper examines the explosive growth of the mobile app industry and how the fashion retail industry can benefit from this.
This research examines the impact of online–offline channel integration (OI), defined as integrating access to and knowledge about the offline channel into an online channel. Although channel integration has been acknowledged as a promising strategy for retailers, its effects on customer reactions toward retailers and across different channels remain unclear. Drawing on technology adoption research and diffusion theory, the authors conceptualize a theoretical model where perceived service quality and perceived risk of the Internet store mediate the impact of OI while the Internet shopping experience of customers moderates the impact of OI. The authors then test for the indirect, conditional effects of OI on search intentions, purchase intentions and willingness to pay. Importantly, they differentiate between retailer-level and channel-level effects, thereby controlling for interdependencies between different channels. The results of three studies provide converging evidence and show that OI leads to a competitive advantage and channel synergies rather than channel cannibalization. These findings have direct implications for marketers and retailers interested in understanding whether and how integrating different channels affects customer outcomes.
A decade after the dot-com implosion, traditional retailers are lagging in their embrace of digital technologies. To survive, they must pursue a strategy of omnichannel retailing—an integrated sales experience that melds the advantages of physical stores with the information-rich experience of online shopping. Retailers face challenges in reaching this goal. Many traditional retailers arenʼt technology-savvy. Few are adept at test-and-learn methodologies. They will need to recruit new kinds of talent. And theyʼll need to move away from analog metrics like same-store sales and focus on measures such as return on invested capital. Traditional retailers must also transform the one big feature internet retailers lack—stores—from a liability into an asset. They must turn shopping into an entertaining, exciting, and emotionally engaging experience. Companies like Disney, Apple, and Jordanʼs Furniture are leading the way. Artwork: Rachel Perry Welty, Lost in My Life (wrapped books), 2010, pigment print Photography: Rachel Perry Welty and Yancey Richardson Gallery, NY Itʼs a snowy Saturday in Chicago, but Amy, age 28, needs resort wear for a Caribbean vacation. Five years ago, in 2011, she would have headed straight for the mall. Today she starts shopping from her couch by launching a videoconference with her personal concierge at Danella, the retailer where she bought two outfits the previous month. The concierge recommends several items, superimposing photos of them onto Amyʼs avatar. Amy rejects a couple of items immediately, toggles to another browser tab to research customer reviews and prices, finds better deals on several items at another retailer, and orders them. She buys one item from Danella online and then drives to the Danella store near her for the in-stock items she wants to try on. As Amy enters Danella, a sales associate greets her by name and walks her to a dressing room stocked with her online selections—plus some matching shoes and a cocktail dress. She likes the shoes, so she scans the bar code into her smartphone and finds the same pair for 73), and checks out with her smartphone.
This paper discusses the nature of the omni-channel customer and how this is driving change in the physical retail space. It considers the need for new technologies to support store staff and also new metrics to measure store performance.
A clear set of shared values acts as an organizational and inspirational force in educational institutions. Recently, British schools have been experiencing conflict between their values and those of the National Curriculum. This article explores the nature of values, proposes a framework for assessing values in schools, and suggests how conflicts can be managed creatively and constructively. (seven references) (MLH)
In this article I develop a framework for thinking about the research interview, and I critique dominating neopositivist and romantic views on the interview. I suggest eight metaphors that offer reconceptualizations of the interview, drawing upon recent theoretical trends on language, the subject, and discourse, and develop a reflexive theoretical framework. The article provides new ways of dealing with interviews, along with implications for fieldwork interaction with subjects, interpretations of empirical material, and research questions possible or suitable to address based on interviews.
A framework for the design of ambulance sirens
- sousa
Os desafios do Omni-channel
- dietrich
4 Ways to Master Omnichannel Selling: Salespeople must track the customer journey across multiple channels and be more collaborative than ever
- sluis
Omni-channel research framework in the context of personal selling and sales management: A review and research extensions
- S Cummins
- D Andrea
The Road to Omnichannel Marketing Success
- minsker
The Changing Face of Retail: The Store of the Future: The New Role of the Store in a Multichannel Environment
- deloitte
From Multichannel to "Omnichannel" Retailing
- lazaris