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Although the importance and benefits of logistics integration in omni-channel (OC) retailing have been discussed in the literature, the impacts of logistics integration from the dimension of internal and external logistics remain unknown. To fill this gap, this study aims to investigate the relationships among internal and external logistics integration capabilities, supply-chain integration (SCI), and financial performance (FP) in OC retailing based on the dynamic capability view. An empirical study is conducted based on a survey of 230 OC retailers in China's market. Factor analysis and regression analysis are conducted to examine the hypotheses of the proposed conceptual model. The quantitative analyses show that the internal logistics integration capability is significantly related to the external logistics integration capability, and they both have positive effects on SCI, while the external logistics integration capability generates a higher impact (i.e., almost 1.5 times that of the internal logistics integration capability). The numerical results also demonstrate that the logistics integration capabilities and SCI have similar positive effects on FP (i.e., all the relevant regression coefficients show values around 0.25), and SCI plays a partial intermediary role in the relationships between logistics integration capabilities and FP. Furthermore, the quantitative evidence addresses the fact that the FP is not influenced by OC retailers' characteristics, indicating a fair business environment in the OC retail industry.
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Contemporary shopping is experiencing rapid changes with the increasing ubiquity of technologies that can be utilised to create seamless omni-channel experiences. These changes have logistics-related implications for end-consumers. Adopting Bowersox (1978)'s [Logistics management. New York: Macmillan] categorisation of logistics activities, this study comprises a synthesised review of scattered consumer logistics literature to bring order and structure to this evolving research field. It is found that an omni-channel shopping environment enables the dynamic transfer of logistics activities between business operators and consumers;However, this interaction does not extend to the post-shopping last-mile context. Instead, last-mile logistics is characterised by a somewhat rigid extension/shift of logistics obligations to/from consumers. Additionally, the COVID-19 pandemic has given rise to a self-service and technology-dependence trend in consumer logistics, leading to the more active control of logistics activities by consumers. Four propositions along with a unified framework are proposed, based on which a list of future research questions is suggested. [ FROM AUTHOR] Copyright of Transport Reviews is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)
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Purpose: Due to COVID-19, the rapidly changing untact culture from offline to online has spread rapidly, increasing the utilization of omni-channel. However, among the studies on consumers in the online market, there are not many studies that analyze Shopping Values and attitudes toward omnichannel Acceptance. Research design, data, and methodology: This study investigated through empirical analysis how Shopping Values and innovation propensity of consumers using omni channels affect omni channel Acceptance attitudes. The analysis results based on a total of 268 questionnaires using SPSS v.23 and AMOS v.23 statistical programs are as follows. Results: First, it was found that the perceived Value of omnichannel use had a positive effect on the innovation tendency, and the pleasure Value had a greater effect than the actual Value. Second, it was found that the practical and hedonic Value of the omnichannel had a positive effect on the attitude of service Acceptance. Third, it was found that Omni Channel's consumer innovation tendency had a positive effect on service Acceptance attitude. Conclusion: This study proved that Shopping Value perception and individual innovation propensity for omnichannel services have a positive effect on Acceptance attitude, and it is of academic significance in that it expanded understanding of what factors are needed to increase Acceptance attitude of Omni Channel services © Copyright: The Author(s)
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Electronic commerce appeared as a new way of managing businesses in the digital era. However, it has also been accelerated by the recent pandemic situation. Retailers had to find new strategies of reaching customers in the online environment. Thus, concepts such as multi-channel and omni-channel retailing have gained the attention of both retailers and researchers in this field. This paper aims at using a text-mining approach in order to reveal the researchers focus on this theme in a period that also precedes and covers the COVID-19 pandemic. The research methodology follows five steps that are necessary in order to obtain a relevant collection of documents that will further provide the content to be analyzed. These steps refer to: (1) Creating the database of documents for analysis purposes;(2) identifying geographic areas for separating the collection's documents;(3) framing a thematic dictionary of descriptors;(4) exploring the text using text mining approach;and (5) correspondence analysis. The discussion of the main findings is constructed starting with the geographic and the temporal distribution of documents and the design of a thematic dictionary of descriptors. Then, exploring the content of the documents provides information on the frequency of descriptors and reveals clusters of descriptors along with a link analysis. All of them are presented separately on geographic regions. Finally, the correspondence analysis of descriptors versus years provides the proximity maps and reveals the preferred topics and less approached themes. Among the main findings, one can highlight: (1) The greatest contributor in terms of documents related to the theme of interest is the United States;(2) a higher number of connections (and stronger) among descriptors for America as compared to the other two regions;(3) some categories of descriptors are specific to a particular year, which means that there are different themes under the researchers lens depending on the period;(4) the most frequently used descriptors are included in the following categories from the dictionary: Online retail environment and Consumer behavior, regardless of the region. In the end of this paper, research limitations and guidelines for future research are elaborated. © 2022 by the authors.
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Online-to-offline (O2O) commerce is a specific form of omnichannel retailing, wherein consumers search and purchase online and then consume offline. There are many different O2O models, and new O2O businesses are emerging during the COVID-19 pandemic;they can be cate-gorized into two types of O2O services: to-shop and to-home. However, few studies have focused on consumer behavior in a comprehensive O2O scenario, and no study has attempted to compare the differences between to-shop and to-home consumers. Therefore, this study aimed to propose a universal model to predict consumers' continued intention to use O2O services and to compare the differences between to-shop and to-home O2O in terms of factors influencing consumer behavior. A cross-sectional survey was conducted, and the PLS-SEM was used for data analysis. The basic SEM results indicated that habit, performance expectancy, confirmation, and offline facilitating conditions are the main predictors. The multigroup analysis showed differences between to-shop and to-home consumers regarding hedonic motivation, price value, and perceived risk. The study suggests that marketers and designers in various O2O scenarios can use the framework to build their business plans and develop different marketing strategies or sub-platforms for to-shop and to-home consumers. © 2023 by the authors.
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Background Recently, behind the offline restaurant market, the issue of polarization among the self-employed is emerging. Changes in consumer propensity due to limited dining experience after COVID-19 have caused various problems in the stagnant restaurant business situation. Restaurants that can utilize online channels, have secured exposure to consumers, and small restaurants that cannot utilize them, have suffered a serious blow to their sales. In addition, the need for a change in the offline-based restaurant industry is being raised to meet the increased consumer expectations due to the rapid use of delivery apps and online services. However, existing research mainly focuses on separate access to online and offline channels or does not consider special environments such as small restaurants. At this point, this study derives the factors and detailed functions of the integrated online and offline dining experience, and presents the online for offline (O4O) service design platform prototype and service blueprint for improving the dining experience of small restaurants and strengthening COVID-19 responsiveness. Methods In this study, a total of three stages of theoretical and practical research were conducted. Through literature review, on/offline restaurant service quality and experience factors were derived. Next, a case study of the nonface- to-face ordering service was conducted to identify the interaction and experience factors of each contact point in the user's journey from online search to offline restaurant use. The detailed functions for improving the online/offline integrated dining experience were verified using the Kano model and Timko customer satisfaction coefficient. Through this, a service development area for upgrading the integrated online/offline dining experience was derived. Based on this, in-depth interviews with service providers and users of 'small restaurants' were conducted to present service design principles reflecting specific needs. Results In this study, a total of three outcomes were derived for each research stage. First, quality and experience factors of integrated online/offline dining service were derived. Service quality is divided into 'original quality' and 'additional quality', and the experience factors are 'accessibility', 'convenience', 'mobility', 'accuracy', 'relevance' and 'reliability'. Second, 27 detailed functions and three service design development areas were derived to enhance the online/offline integrated dining experience. Third, by applying this to small restaurants, the design principles of the omnichannel strategy after COVID-19 were proposed as follows: 1) Support various information search by discovering regional-based restaurants and developing content for joint participation by editors and customers who provide content that takes advantage of local characteristics;2) Connect the online and offline purchasing process by providing various online commerce functions within the service platform;and 3) Enhance the offline dining experience of consumers by providing various additional services through cooperation with local governments and POS/service linkage of stores. Based on this, the prototype and service blueprint of the O4O service platform were presented. Conclusions Accordingly, this study has theoretical and practical implications. First, this study tries to formulate a plan to advance the customer experience as well as online and offline channels by approaching the restaurant service with an omnichannel strategy rather than a single channel. Second, as a case study method, the customer-oriented dining experience journey is identified and contact points are analyzed by using the Customer Journey MAP, Kano model, and Timko customer satisfaction coefficient. This can be used to interpret the integrated online/offline dining experience in the future and can be applied as a research methodology in various fields to expand the consumer's experience. Third, this study presents an O4O service platform that applies a solution specialized for 'small restau ants' by mixing quantitative and qualitative research. The derived O4O service design principles and service blueprints can provide practical help in online and IT technology utilization of small restaurants. © 2023,. All rights reserved.
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Agricultural retailers face serious challenge of losing consumers due to channel integration, it has become essential to provide an expected consistent and seamless omni-channel shopping experience in an omni-channel environment. Although previous literature has begun to focus on the consumer perspective of the omni-channel experience, little attention has been paid to the process of change from a single retail environment to omni-channel. By combining the research frameworks of unified theory of acceptance and use of technology (UTAUT) and the value-based adoption model (VAM), this study aims to identify the drivers of omni-channel consumer purchase intention in agriculture products retail. This article conducts a questionnaire survey on 620 samples in China. The results show that single-channel shopping cost, reference groups, positive online reviews, and single-channel perceived risk have a significant positive impact on the omni-channel purchase intention of agricultural products, and perceived value plays a mediating role. Moreover, contextual factors partially have a negative moderating effect. When consumers purchase agricultural products, the more suitable the online shopping environment is, the weaker the influence of single-channel shopping costs, reference groups and positive online reviews on consumers' omni-channel purchase intention. These findings build on the existing literature on the omni-channel retail consumer experience and provide insights for fresh produce retailers to implement and evaluate an omni-channel integration strategy for agriculture products. The findings may shed lights on how to promote the healthy development of the omni-channel sales model of agricultural products.
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The omni-channel (OC) approach improves efficiency under normal conditions and fosters resilience when a crisis hits, e.g. COVID-19. We adopt the sequential mixed methods research to conduct a two-stage investigation to explore how OC retailers achieve supply chain resilience (SCR). In stage 1, three key capabilities of OC retailers to foster SCR are identified qualitatively, i.e. collaboration, flexibility, and redundancy, as well as the conceptual model is developed based on the dynamic capabilities view. In stage 2, the roles of key capabilities in fostering SCR in three phases, i.e. preparedness, responsiveness, and recovery, is quantitatively examined, by using partial least squares structural equation modelling to test the hypotheses based on a sample of 225 Chinese OC retailers. The findings indicate that flexibility and redundancy are more significant for responsiveness, whilst collaboration is more crucial for recovery, offering valuable insights for supporting retailers in OC transformation and in setting a capabilities portfolio to withstand supply chain disruptions.
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Contemporary shopping is experiencing rapid changes with the increasing ubiquity of technologies that can be utilised to create seamless omni-channel experiences. These changes have logistics-related implications for end-consumers. Adopting Bowersox (1978)’s [Logistics management. New York: Macmillan] categorisation of logistics activities, this study comprises a synthesised review of scattered consumer logistics literature to bring order and structure to this evolving research field. It is found that an omni-channel shopping environment enables the dynamic transfer of logistics activities between business operators and consumers;However, this interaction does not extend to the post-shopping last-mile context. Instead, last-mile logistics is characterised by a somewhat rigid extension/shift of logistics obligations to/from consumers. Additionally, the COVID-19 pandemic has given rise to a self-service and technology-dependence trend in consumer logistics, leading to the more active control of logistics activities by consumers. Four propositions along with a unified framework are proposed, based on which a list of future research questions is suggested. [ FROM AUTHOR] Copyright of Transport Reviews is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)
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Covid-19 exerts as a business driver acceleration for new normal and retail landscapes among the declining of retail sentiment index and growth in Thailand. Thai retailers changed and adapted themselves especially the initiatives on digitalization in value proposition and omni-channel perspective to create modern retail landscape toward different consumer profiles. Value proposition canvas designates the rational on how and why consumers prefer a company's product or service over the others while the development of omni-channel contributes to the reflection of customers' experiences toward a company through the multiple usages of marketing or selling channels. Both value proposition canvas and omni-channel can be combined to determine the modern retail landscapes. Qualitative research had been conducted with management of four random Thai retailers in different format types to evaluate their common and difference outcomes in retail landscapes. The common outcomes underline that the agility on developing omni-channel for retail business will determine the leader in digitalization era while physical store outlet is still a crucial aspect. © 2022 IEEE.
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Digital technologies are reconfiguring and reshaping the retail value chain fundamentally, affecting the modes of customer engagement with retailers, the fulfillment and delivery options offered, as well as back-end operations and manufacturing. These developments have accelerated strongly with the COVID-19 pandemic and the shift from traditional to online retail channels worldwide. The retail sector continues to undergo a major digital transformation. We examine the current state of digital retail and highlight the key trends and capabilities shaping today's retail business models. We discuss the evolution of delivery and fulfillment formats over three decades from traditional e-commerce to today's Quick commerce, which offers multiple modes of engagement and interaction for customers who are increasingly channel-agnostic and seek convenience and a personalized retail experience. Our narrative is illustrated through two brief case examples from innovative pioneers in platform-based retailing in Western and Asian markets - Alibaba and Amazon. We describe how these platforms are powerful mediators in ever more complex retailing ecosystems that combine digital and physical assets. We discuss the implications of digital disruption for retail strategy, front-end retailing operations, and back-end logistics and manufacturing. The discussion helps scholars and practitioners to understand the changing digital retail landscape that is emerging worldwide. © 2022 Elsevier Inc. All rights reserved.
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Purpose>In light of the recent dynamics, this paper aims to explore the last mile (LM) of e-commerce retailers. Two research questions are developed (1) What firm characteristics are critical in LM practices? and (2) How do LM practices differ based on the identified critical firm characteristics?Design/methodology/approach>Data were collected via 10 interviews with e-commerce executives, as well as a survey on 200 e-commerce firms in different retail sectors in Sweden.Findings>“Firm Size” and “Sales Channel-Mix” appear to be the top critical firm characteristics in LM practices. While last mile delivery (LMDe) was found to vary more based on sales channel mix than firm size, the opposite occurs for last mile back-end fulfilment (LMBF). Moreover, last mile consumer steering (LMCS) was found to vary only with sales channel-mix. Unexpectedly, primarily store-based retailers capitalize on their stores while offering competitive remote services;they hence compete indirectly with their existing store network.Originality/value>While most prior work has focused on LMBF and LMDe for strategizing, the consumer-steering aspect seems to have been a missing link. This study develops an integrated framework for LM strategy planning, incorporating LMCS, LMBF and LMDe. New aspects such as the environment, specialization and inventory management are included. The findings provide insights for executives when strategizing, undertaking competition analysis and positioning the firm.
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Purpose>Brick-and-mortar store is an essential channel to deliver a seamless shopping experience and meet customer's dynamic needs in omni-channel retailing. This paper aims to understand customers' expectations of the integrated stores and develop a measurement scale to assess in-store service quality in omni-channel retailing.Design/methodology/approach>Grounded theory methodology (GTM) is employed to obtain a clear picture of consumer expectations and preferences regarding the omni-channel brick-and-mortar integrated stores. Then, an integrated store service quality scale is proposed, refined and validated using a questionnaire survey and structural equation model (SEM).Findings>The measurement scale is set to include seven dimensions: in-store environment, in-store technology, product information consistency, employee assistance, personalization, channel availability and instant gratification and return. The relationships among these seven dimensions and customer satisfaction and loyalty are also verified. According to SEM, product information consistency is more important for customer satisfaction while personalization contributes more to customer loyalty. The results demonstrate that by analysing the seven dimensions, retailers can better understand customers and further improve service quality.Originality/value>This paper proposes a sufficient measurement scale for in-store service quality and fills the gap in omni-channel retailing by capturing its integration attribute.
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Purpose>The purpose of this study is to understand the antecedents of omni-channel shopping with reference to the intention to purchase fashion products by millennials and their perspective towards the omni-channel method of shopping.Design/methodology/approach>The research is based on a quantitative research technique comprising of 302 respondents. A structured questionnaire has been adopted for the survey and to collect data from millennials from India. The questionnaire consisted of 27 constructs, which were measured using a five-point Likert’s scale. In the first step first-order confirmatory factor analysis is carried out, by using the software IBM AMOS-20. The initial model is generated for six constructs, and outcomes are used to analyse the model’s goodness of fit and construct validity. In the second step, the conceptual model is tested through path analysis using structural equation modelling.Findings>The findings indicate that perceived usefulness (PU) significantly affects the continuance intention of usage towards omni-channels. Perceived ease of use does not significantly affect continuance intention of towards usage of omni-channels, and it does not seem to have a significant effect on PU. Cost effectiveness and customer engagement of omni-channel have a significant effect on the continuance intention of its use. Finally, continuance intention towards usage of omni-channel does significantly affects the actual use of omni-channel.Originality/value>The research on omni-channel for purchasing fashion products is meagre and this particular study with the usage of Technology Acceptance Model including millennials is adding value towards the knowledge base of marketing. This research develops a theoretical framework building on the technology adoption model and empirically tested it.
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Purpose: The retail sector in a lot of countries consists of many small and medium sized specialty retailers who face a high degree of dynamics and competition. Consequently, these companies also have to constantly evolve and develop resilient strategies that promise their future success. Hence, the purpose of this paper is to analyse the resource and capability bundle for operating as and transforming to a small and medium-sized enterprise (SME) omni-channel specialty retailer. Therefore, the authors followed the notions of the Resource-Based-View (RBV) and of the Dynamic-Capabilities-View (DCV). Design/methodology/approach: To answer the authors’ formulated research questions, they applied an exploratory research method by conducting 12 semi-structured and guideline-based expert interviews from two countries. Findings: The findings reveal a specific bundle of transformation resources and capabilities and important drivers for the implementation of an omni-channel strategy. Thereby, the human resources factor and the market as well as customer understanding play a decisive role. In addition, the authors have identified country-specific differences in the technological, logistical, product-specific and financial areas. Practical implications: The results reflect the importance of qualified and well-trained staff for SME retailers to implement omni-channel strategies in alignment with a high level of service quality. Especially in the Covid 19 era, flexible structures and quick adaptability are essential to remain competitive. Nevertheless, everything should always be in line with the company's own philosophy. Originality/value: The paper provides new insights into important resources and capabilities retailers need to focus on when implementing an omni-channel strategy. The paper concentrates in particular on the groups of SMEs and niche markets as well as examines country-specific differences in a developed and a developing country. © 2022, Emerald Publishing Limited.
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Retailers who want to survive after Covid-19 pandemic need to apply the omni-channel retailing. Omni-channel customers spend more, but tend to be less loyal to retailer than exclusive online or offline customers. The aim of this study is to create a conceptual framework model that identifies the variables that explain research shopping and buying behaviors and the loyalty to retailer in the sports footwear category. Variables such as profile of sports footwear consumers, involvement with product category, risk aversion and impulse buying, consumer buying behavior and message strategies, comparison shopping, private labels, exclusive products and consumer loyalty to retailer were identified as predictors of these behaviors. Finally some methodological insights to test the formulated hypotheses and test the proposed model are developed. © 2022, The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.
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Purpose>This paper evaluates how the intention to develop webrooming or showrooming behaviour is affected by both the perceived usefulness and the perceived ease-of-use, as well as by the consumer's personal predisposition to exploratory information seeking and acquisition.Design/methodology/approach>The fashion retailing environment is more omni-channel than ever before. The two predominant omni-channel behaviours are webrooming and showrooming. Taking as its basis the technology acceptance model (TAM) and the concept of exploratory consumer behaviour.Findings>The results obtained from a sample of 847 apparel shoppers (462 webroomers and 385 showroomers) show that the higher perception of the usefulness and ease-of-use of omni-channel buying processes, the higher the intention to develop both webrooming and showrooming behaviours. Additionally, the perceived ease-of-use exerts an additional indirect effect on the intention of developing these omni-channel behaviours through perceived usefulness. Finally, exploratory information seeking and acquisition have a relevant influence on webrooming intentions, but not on showrooming.Originality/value>The authors’ research contributes to the literature on consumer behaviour in the fashion sector by testing a model to explain the intentions of individuals to adopt webrooming and showrooming, incorporating different psychographic variables linked to the use of ICT and the development of an exploratory consumer behaviour.
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Arising from the global COVID-19 pandemic, social distancing has become the new norm that shapes consumers' shopping and consumption activities. In response, the contactless channel (i.e., shopping online, self-collecting and returning parcels via delivery lockers) is ideally positioned to fulfil consumers' shopping/logistics needs while avoiding all unnecessary social interactions. Thus, this study examines the factors that motivate consumers' migration to the contactless channel by viewing consumers' channel choice as both health-related and shopping behaviours. Anchored on the synthesised insights of protection motivation theory and automation acceptance theory, the conceptual framework and a series of hypotheses are proposed. A survey instrument is used for data collection, and the data are analysed using structural equation modelling. Our findings reveal that perceived channel characteristics such as compatibility and trust directly contribute to the relative value of the contactless channel; these characteristics are also correlated where trust perception reinforces compatibility perception. The channel characteristics are further influenced by consumers' perceived susceptibility of COVID-19; that is, susceptibility perception enhances channel compatibility but decreases consumers' trust in the contactless channel. However, the impacts of susceptibility become insignificant with a low level of severity perception, confirming the stage-based conceptualisation of severity. Furthermore, the severity perception of COVID-19 is found to amplify the positive impacts of susceptibility perception but attenuate its negative impact. Our study promotes a deeper integration between the health and service literature and encourages more interdisciplinary studies in this nexus. Considering the practical context of social distancing, our findings suggest a struggle between compatibility perception and trust concern that shapes consumers' behaviours.