Dissertations / Theses on the topic 'Omni-channel retailing'

Background Omni-channel retailing has developed as an extension of multi-channel retailing. The difference between the concepts is the level of integration, where an omni-channel requires seamless and complete channel integration compared to a multi-channel where the level of integration varies from non-existing to high. Today’s customers expect an integrated shopping experience where they can combine the different channels according to their preferences and omni-channel is a way for retailers to meet this need. Purpose The purpose of this thesis is to explore the concept of omni-channel retailing and its implementation in retail firms operating in the Swedish market. Method This study is based on an interpretive approach and takes the form of an exploratory multiple case study through the investigation of four retailers. Qualitative data was collected through semi-structured interviews and the findings were analyzed abductively. Conclusion The conclusion of this thesis is that the investigated retailers still have, more or less, a long way to go in their integrative efforts. The retailer that has come the furthest in their effort has only implemented nine out of fifteen omni-channel criteria. Three main incentives for implementing an omni-channel strategy were identified. These are to respond to customer demands, to optimize the individual sales channels and to gain a competitive advantage. Additionally, several challenges arise as the retailer moves towards an omni-channel. These include technological investments, change management, channel conflict, return management and consistency. Furthermore, five potential sources of these challenges were identified as technological requirements, organizational changes, sales accreditation policies, in-store returns and finally the franchise business model.

Purpose: The purpose of this study is to analyze the impact Omni channel has on the ware-house activities in a central warehouse for electronic retailers. In order to fulfill the purpose the following research questions are analyzed and answered; “What are the challenges in the warehouse activities in a central warehouse for an electronic retailer when Omni channel is utilized?” and “How can the challenges in the warehouse activities be managed in a central warehouse for an electronic retailer using Omni channel?” Methodology: The research method for this study is qualitative with an abductive approach. A single case study has been conducted based on interviews and observations. Furthermore, the literature review is based on scientific articles. The empirical findings from the case study have been a complement to the limited literature of warehouse activities connected to Omni channel. The analysis has required the authors to continuously match the empirical findings and literature in order to be able to fulfill the purpose. In order to analyze the answer the first research question an Ishikawa diagram is used. Furthermore, a tree diagram is used in order to analyze the answer for the second research question. Findings: There are various challenges identified in the warehouse activities in a central warehouse for electronic retailers using Omni channel. Furthermore, the authors identifies challenges that have an impact on the warehouse activities where Omni channel is the cause for creating the challenges. Lastly, the authors provide the reader with improvement factors in order to manage the challenges identified. Theoretical implications: The authors identify five theoretical implications for this study; large pallets, non-integrated WMS, a non-suitable picking equipment, a non-suitable layout, and packing. These challenges occur as an outcome of Omni channel and therefore can be seen as a theoretical contribution to the limited literature. Managerial implications: It is crucial for electronic retailers to identify the challenges in the warehouse activities and understand the underlying reason for why the challenges arise. Furthermore, improvement factors can be identified and implemented by an extended anal-ysis. However, modifications are required since there are various factors that can differ be-tween electronic retailers using Omni channel.

Con la presente ricerca si pone in essere uno studio sulla dimensione del business del Retail, mediante un approccio teorico al quale sono stati correlati alcuni casi aziendali. Negli ultimi anni, l’evoluzione dello spettro di abitudini del consumatore, con la rapida diffusione delle tecnologie di rete, ha richiesto alle aziende di attuare approcci e strategie nuove ed integrate per il raggiungimento del successo aziendale. L’analisi dei segmenti di clientela ha dimostrato come l’avvento di Internet abbia inevitabilmente generato impatti sia sulla vita delle persone sia sul modo di fare impresa. Ciò ha creato delle opportunità, come ad esempio una maggiore visione globale del mercato, ma anche fenomeni quali lo ShowRooming e il WebRooming, che devono essere contrastati se incontrollati o altrimenti sfruttati. Oggi i clienti interagiscono con le aziende attraverso diversi punti di contatto su più canali e media. Questi cambiamenti richiedono alle aziende di integrare più funzioni per offrire esperienze positive ai clienti. Il Retail infatti, si è fisiologicamente evoluto negli anni passando dal classico negozio mono canale, fino ad un concetto più complesso che integra l' online e l'offline. Ciò porta le aziende a rivedere l’intera supply chain. L’analisi del business di Apple, Burberry e Morrisons/ Amazon ha permesso di studiare l’applicazione della strategia Omni-Channel nel rispettivo settore di competenza, approfondendo i vantaggi/ i problemi riscontrati. Infatti, seppur oggi non sia utilizzata da tutte le aziende a causa degli sforzi necessari per l’adottamento, la strategia Omni-Channel è ancora inevitabilmente destinata a prospettive di crescita capillare che porterà ad una evoluzione del concetto stesso di negozio verso una dimensione integrata di vendita al dettaglio. Infine, l’analisi dei trend di business di DHL e UKMail ha permesso di porre l’enfasi sui temi del fullfillment e del last mile delivery.

Background: Retailing industry has been growing all around the world tremendously. We will see a remarkable change and improvement in clothing and baby products retailing industries in Sweden. Previously, companies either try to sell through traditional brick and mortar physical stores or online. But since the last decade, to become successful company in new global world, companies realize the fact that they need to combine the strategy of selling through different channels. In plain words the integration of these channels is referred as an omni-channel. Combining the different selling strategies and offering through different mode of channels raises the need for enhanced performance management throughout the supply chain. Within supply chain, warehouse is a crucial element and due to shift in strategies it is the most affected section. An efficient warehouse design is become essential in order to get performance and cost-effective benefits. Purpose: The purpose of this study is to analyze the impacts of having omni channel strategy on warehouse management. How it affects the overall working of warehousing, and influence their planning, need for improvement, integration and optimization. Further, challenges that a central warehouse faces in accordance to meet new demands and needs, raised due to omni channel strategy e.g. buy anything from anywhere at any time, could be explored along with their possible solutions. Method: An exploratory study is conducted, with qualitative case study methodology. Primary data with semi-structured interviews were considered to be main data collection method. Conclusion: The author has founded challenges that central warehouse faces during its operational activities. Challenges that are identified in central warehouse operational activities with reference to omni channel logistics strategy are human errors, additional work, large and mix pallets, barcoding, ERP and WMS low level integrated systems, unsuitable warehouse design, incompatible picking gears, ineffective automated packing machine and shipping. But these problems can be solved by having optimal integrated ERP system, RFID technology, new improved information technology, improved warehouse layout design and using advanced picking gears.

While shopping in a retail store today the customers are often interacting with multiple sale channels when making a purchase. These channels can include in‑store terminals, the customers’ smartphone etc. This thesis looks at how physical mobile interaction can be implemented to enhance the experience when using different channels for a purchase. Physical mobile interaction is a way for a user to interact with real world objects using a mobile device. This thesis examines how some of these techniques can be used in a retail store using the customers’ own smartphone device. With todays smartphone market with several different operating systems available it is important to find find an implementation which suits the majority of the users. This paper details which technologies that are available to implement the physical mobile interaction on the major smartphone platforms. It also discusses important design decisions for it to work on these platforms. The paper concludes that it is possible to implement these techniques on todays major smartphone platforms. It also concludes that the best technology can not always be used because of limitations on one or more platforms.

Abstract Purpose: The purpose of this study is to explore last mile delivery practices among large and medium Swedish omni-channel (OC) retailers and e-tailers. Also, the study aims at analyzing what similarities and differences exist between the two types of retailers. Method: A literature review was carried out in order to gain more knowledge about the topic and develop a theoretical framework, used for analyzing data. Also, a quantitative study was conducted through electronic surveys (secondary data) and website observations (primary data). The 100 retailers were large and medium OC retailers and e-tailers and were selected based on a probability sample.  Findings: The study has shown that there are plenty of similarities and differences between the two kinds of retailers. Some of the delivery practices and options that OC retailers and e-tailers perform similarly are unattended HD (unattended home delivery), attached C&C (click and collect), drop shipping, free solitary C&C (click and collect). There are also differences between retailers when it comes to attended HD, time slot, eco delivery or LTL-Courier (Less Than Truckload-courier). E-tailers offer more competitive remote deliveries with more free remote delivery options. OC retailers leverage on both store network and remote delivery services. Thus, OC retailers can learn how to cope with e-commerce growth and adapt their delivery services as e-tailers do. Limitations: This study has a geographical focus on Swedish OC retailers and e-tailers. The data that was collected has been limited to the logistics variables: delivery mode, velocity, time slot, slot price differentiation, delivery fee, eco delivery, picking location, delivery area and transport service. Theoretical implications: This study is an important step towards contributing to academic theoretical literature regarding last mile delivery practices. Based on the previous frameworks, new logistical variables were added, such as more velocities, delivery fee, eco delivery and drop shipping. These contributions were helpful in the process of exploring characteristics about retailers and how they differ from each other. Managerial implications: This research is valuable for managers and retailers in order to find the best logistical strategy. It could be beneficial for OC retailers who face challenges that e-commerce brings and compete with e-tailers. Keywords: Last-mile delivery, Retailing, Omni-channel, E-tailers, E-commerce. Paper type: Research paper

Digital and mobile channels has dramatically changed the retailing environment. New technologies allow companies to integrate information between different channels, in order to create a seamless and personal shopping experience for its customers. This is termed omni-channel retail strategy. In previous research it is discussed that this is the only way for retail companies to survive in the new retail environment. Previous research has focused on customer attitudes and values ​​but not on their actual behaviour. Thus, more research is required on how customers combine different channels during their buying process and how they experience the interaction. The purpose of the thesis is to create an understanding of how the omni-channel customer experiences its interaction with retailing channels. The goal is for companies to be able to use this study to better understand their customers experiences, and thereby improve their omni-channel strategy. In order to achieve the purpose of the study, a theoretical model, S-O-U, has been designed based on the classical Stimulus-Organism-Response model, which  often is used to describe consumer behaviour. The theoretical model has been used as a basis for the study's implementation and analysis. The study has a qualitative research strategy, and the data has been collected through focus groups. The collected data has been analysed based on the theoretical framework of the study, and the result shows that the customer uses different channels during its buying process to maximize their exchange. Furthermore, it has been found that the customer has different needs during the phases of the buying process. At the beginning of the buying process the customer is primarily driven by utilitarian values, while at the end of the buying process it is rather driven by hedonic values. The selection of channel depends on how well the channel can meet the customer's needs. Although the customer is driven by different values during the buying process, the result has clearly shown that both utilitarian and hedonic values ​​are necessary for the customer to have a positive experience of the interaction with different channels.

The objective of this master's thesis is to analyse trends in distribution in the German market and evaluate their importance in the retail environment. The first chapter of the thesis deals with the issue of distribution from a theoretical perspective. Analysis of the German economy and retail environment serves as a basis for further elaboration of the thesis. In the German market is growing the importance of the e-commerce and there is a tendency of integration of distribution channels. The current situation and trends in distribution channels as well as the trends of the future are outlined on the basis of secondary data. The analysis is completed by qualitative research, which determines the potential use of current trends.

L’omni-canal constitue un idéal que la plupart des distributeurs cherche à atteindre en vue de s’adapter aux nouvelles exigences du marché (i.e. évolution du comportement des consommateurs et des standards concurrentiels). Dans la lignée des recherches en marketing de la distribution, nous cherchons à comprendre comment s’opère la mutation des distributeurs multi-/cross-canal vers l’omni-canal, du point de vue organisationnel. Au-delà de l’aspect technologique (e.g. modernisation des systèmes d’information ou logistiques), nous nous interrogeons sur la dimension culturelle de la transformation de ces acteurs « historiques » (e.g. révision des modes de fonctionnement et de pensée au sein des organisations et auprès de leurs membres). Nous nous intéressons d’abord à l’émergence de l’omni-canal et soulignons le changement culturel qu’il requiert ; la culture organisationnelle permet ensuite d’appréhender ce que recouvre ce changement culturel ; enfin, dans le cadre d’une stratégie de marketing interne, le storytelling contribue à faciliter la mutation auprès des collaborateurs, premiers destinataires du changement. Nous mettons en oeuvre une étude de cas multiples pour explorer la manière dont la mise en récit du changement par les distributeurs permet de favoriser l’émergence et le déploiement d’une « culture omni-canal ». Nos résultats témoignent d’une convergence dans la manière dont le changement s’opère mais aussi dont les distributeurs le racontent au travers d’un « storytailing » commun, dessinant les prémices d’une « révolution culturelle » de la distribution. Celle-ci se traduit par une vision élargie de la notion d’omni-canal à celle « d’omni-commerce » et une volonté des distributeurs de définir leur agency
Most retailers strive to reach the omni-channel ideal in order to meet new market requirements (i.e. evolution of consumer behavior and competition standards). In this study, we seek to understand how multi-/cross-channel retailers transform into omni-channel, from an organizational point of view. Beyond the technological aspect (e.g. modernization of information systems and logistics), we investigate the cultural dimension of the change in “historical” actors (e.g. overhaul of processes and ways of thinking inside organizations and among their members). First, we explore the emergence of omni-channel and outline the cultural change that it requires; then, we investigate organizational culture as a means to achieving such cultural change; finally, when formulating marketing strategy, we propose storytelling as an internal marketing approach with collaborators, who are often the first recipients of change. We conduct multiple case studies to explore the narrative of change whilst favoring the emergence and deployment of an “omni-channel culture”. Our findings show confluent results about the way retailers change and tell this story. Their narrative reveal a shared “storytailing”, shaping the premises of a “cultural revolution” in retailing. It is reflected in the proposition of a widened conception of omni-channel through “omni-commerce” and a wish for retailers to define their agency

The development of digital solutions has changed the way consumers complete purchases today. New distribution channels through internet and mobile applications have come to challenge the business of traditional retailers. Thus, retailers must find new ways of keeping customers loyal to the store. One way of retaining customers is to provide a more prominent customer experience. This study focuses on technological solutions for the food retail industry that enables the creation of this experience, more specifically self-scanning applications provided by the Swedish company Datema.The Swedish market, in which Datema acts, is among the most technologically advanced in the world regarding self-scanning solutions and has begun to reach a maturity phase. This, along with desires to expand the marketplace, has created an attraction to larger foreign markets such as North America. Similarities in business culture and a strong buying power have led to a certain interest in the Northeastern part of America. Thus, the purpose of this thesis is to investigate the need for self-scanning solutions in this specific area and to provide recommendations for how the market could be targeted.To create an overview of the market structure the consumer market has been studied through an in-depth literature review of the latest market investigations. Furthermore, the technological level of Northeastern supermarket chains was investigated through market observations and interviews with store managers in Boston, Massachusetts. To create the holistic view of the market, interviews with experts in the US retail market and with US IT-vendors were conducted. Additionally, interviews with management consultants and experts in market entries have contributed to answering the question of how the market should be entered. Finally, in order to provide conclusions and recommendations, the results have been analyzed with relevant literature and theories within marketing, change management and entry mode management.The findings in this master thesis indicates that there is a need for technological solutions that enhance the customer experience in the Northeastern American food retail market. Furthermore, the technological level of the existing supermarket chains in Boston is considered low and that the level and acceptance varies with the store concept. The previous resistance towards implementation of new technological solutions in the stores was found to mainly depend on a low knowledge, low trust in the consumers and fear of losing customer interaction.Datema is recommended to address the middle and high-end supermarket chains with a follower approach. Further recommendations include that the market should be entered through a joint venture with a local partner.

Avec l'avènement de l'internet et du processus de digitalisation, le monde du commerce de détail a connu de nombreux changements. En fait, ce processus a incité tous les secteurs à intégrer la technologie dans leurs processus de vente. Dans le commerce de détail en particulier, ce processus a permis aux mondes physique et digital de commencer à se rencontrer. Dans ce scénario, on est passé de la vente multicanale, comprise comme un ensemble d'activités où les biens sont vendus par différents canaux (en ligne et hors ligne), à une omnicanale, où les deux canaux (en ligne et hors ligne) sont intégrés au cours du processus de vente. De cette manière, les barrières géographiques et physiques existantes ont été supprimées, laissant la place à une expérience complète pour le consommateur. Dans ce scénario se situe le travail de cette thèse de doctorat, qui découle de l'intérêt d'étudier la perception des consommateurs et des distributeurs dans l'utilisation des technologies immersives, avec un accent particulier sur ce qui est prédit par les rapports comme la technologie immersive la plus utilisée dans les cinq prochaines années : la réalité augmentée.A travers trois études exploratoires (deux études qualitatives -un côté des consommateurs et l’autre côté des détaillants- et la dernière quantitative), le présent travail de thèse vise à étendre les connaissances sur le comportement des consommateurs et des distributeurs inhérents à cette technologie. Au chapitre 2, la perception qu'ont les consommateurs de la réalité augmentée pendant les phases d'un processus d'achat est analysée au moyen de 20 entretiens semi-structurés, qui décrivent les principaux avantages et inconvénients perçus. Le chapitre 3 analyse le côté des distributeurs à travers 4 études de cas, dans le but d'étudier leur perception de la préparation à l'adoption de cette technologie immersive. Enfin, le chapitre 5 vise à mesurer la relation entre l'implication d'un produit et son comportement de consommation, médiatisé par l'immersion dans l'expérience d'achat en réalité augmentée de 254 consommateurs italiens.Les résultats mettent en évidence le rôle de la technologie immersive lorsqu'elle est associée à une implication émotionnelle avec un produit, sans laquelle elle reste un simple instrument hédonique. En fait, d'une part, les consommateurs perçoivent la technologie comme un outil supplémentaire et autonome, si elle n'est pas combinée avec des produits particuliers qui les intéressent. D'autre part, les distributeurs sont conscients des principaux avantages apportés par l'introduction de nouvelles technologies, mais sont réticents à les inclure. Cela est principalement dû à deux facteurs : la petite et moyenne taille des entreprises en Italie et une faible propension à éviter le risque et l'incertitude donnés par toutes les innovations non testées par leur secteur. Les implications de la relation entre l'implication du produit et les intentions comportementales médiatisées par l'expérience immersive avec la réalité augmentée décrite dans le modèle développé dans cette thèse de doctorat ouvrent de nouveaux horizons managériaux pour toutes les entreprises qui sont conscientes des avantages de ces technologies et souhaitent les mettre en œuvre pour améliorer leurs performances
With the advent of the internet and the digitisation process, the retail world has undergone numerous changes. As a matter of fact, this process has prompted all sectors to integrate technology into their sales processes. Particularly in retail, this process has meant that the physical and digital worlds have begun to find a meeting point. In this scenario there has been a shift from multi-channel, understood as a set of activities where goods are sold through different channels (online and offline), to a omnichannel retailing, where the two channels (online and offline) are integrated during the sales process. In this way, existing geographical and physical barriers are removed, leaving room for an all-round experience for the consumer. In this scenario is placed the work of this doctoral thesis, which stems from the interest of investigating the perception of consumers and sellers in the use of immersive technologies, with a particular focus on what is predicted by the reports as the most used immersive technology in the next five years: augmented reality.Through three exploratory studies (two qualitative studies on the consumer and retailer side and the last quantitative one), the present work aims to extend knowledge on the consumers’ and retailers’ perception on this technology. In chapter 2 consumers’ perception on augmented reality during the phases of a purchasing process is analysed through 20 semi-structured interviews, outlining the main perceived benefits and disadvantages. Chapter 3 analyses retailers’ side through 4 case studies, with the aim of studying their perception and readiness to adopt this immersive technology. Finally, chapter 5 aims to measure the relationship between the involvement of a product and its consumption behaviour, mediated through the immersion in the augmented reality shopping experience by 254 Italian consumers.Results highlight the role of immersive technology when combined with emotional product involvement, without which it remains a mere hedonic instrument. In fact, on the one hand consumers perceive technology as an additional, stand-alone tool, if not combined with specific products of their interest. On the other, retailers are aware of the main benefits brought by the introduction of a new technology, but they are reluctant to adopt it into their business. This is mainly due to two factors: the small and medium size of companies in Italy and a high uncertainty avoidance given by all the innovations not tested by their sector. The relationship between product involvement and behavioural intentions mediated by the immersive experience with augmented reality described in the model of this PhD thesis opens new managerial horizons for all those companies, which are aware of the benefits of these technologies and that would like to improve their performance using immersive tools
Con l’avvento di internet e il processo di digitalizzazione, il mondo della vendita al dettaglio ha subito numerosi cambiamenti. Infatti, questo processo ha spinto tutti i settori a integrare la tecnologia nei propri processi di vendita. In particolar modo, nella vendita al dettaglio questo processo ha fatto sì che il mondo fisico e quello digitale iniziassero a trovare un punto di incontro. In questo scenario sì è assistito infatti al passaggio dalla vendita multicanale, intesa come un insieme di attività dove le merci vengono vendute attraverso diversi canali (online e offline), ad una vendita omnicanale, dove i due canali (online e offline) sono integrati durante il processo di vendita. In questo modo, le barriere geografiche e fisiche esistenti vengono eliminate, lasciando spazio ad un’esperienza a tutto tondo per il consumatore. In questo scenario si colloca il lavoro di questa tesi di dottorato, che nasce dall’interesse di investigare la percezione dei consumatori e dei venditori nell’utilizzo delle tecnologie immersive, con un particolare focus a quella che viene predetta dai report come la tecnologia immersiva più utilizzata nei prossimi cinque anni: la realtà aumentata.Attraverso tre studi esplorativi (due qualitativi lato consumer e retailer e l’ultimo quantitativo), il presente lavoro ha l’obiettivo di estendere la conoscenza sul comportamento dei consumatori e dei venditori inerente a questa tecnologia. Nel capitolo 2 viene infatti analizzata attraverso 20 interviste semi-strutturate la percezione che hanno i consumatori della realtà aumentata durante le fasi di un processo di acquisto, delineando i principali benefici e svantaggi percepiti. Il capitolo 3 analizza il lato dei venditori attraverso 4 casi studio, con l’obiettivo di studiare la loro percezione di preparazione a adottare questa tecnologia immersiva. Infine, il capitolo 5 si pone l’obiettivo di misurare la relazione esistente tra il coinvolgimento di un prodotto e il relativo comportamento di consumo, mediato attraverso l’immersione nell’esperienza di acquisto con realtà aumentata da parte di 254 consumatori italiani.I risultati mettono in evidenza il ruolo della tecnologia immersiva se affiancata da un coinvolgimento emotivo ad un prodotto, senza il quale resta un mero strumento edonico. Infatti, da un lato i consumatori percepiscono la tecnologia come uno strumento aggiuntivo, stand alone, se non abbinato a particolari prodotti di loro interesse. Dall’altro i venditori conoscono i principali benefici apportati dall’introduzione delle nuove tecnologie, ma sono poco propensi ad inserirle. Questo è dovuto principalmente da due fattori: le piccole e medie dimensioni delle imprese in Italia e da una bassa propensione ad evitare il rischio e l’incertezza dato da tutte le innovazioni non testate dal loro settore. Le implicazioni della relazione tra coinvolgimento del prodotto e intenzioni di comportamento mediate dall’esperienza immersiva con realtà aumentata descritte nel modello sviluppato nella presente tesi di dottorato apre nuovi orizzonti manageriali per tutte quelle imprese che consce dei benefici di queste tecnologie, desiderano implementare per migliorare le loro performance

With new ways of shopping, it could be assumed that not all actors within the retail sector will come out as winners. As the growth of e-commerce has been continuously rapid over many years, there is evidence for physical retailers suffering of sales losses.Behind every retailer stands a real estate owner that is reliant on the rental income ofits tenants, which could be assumed to be violated if the retailers are not resistant to the changes within the retail sector. If the income losses of the retailers are displaced to the real estate owners, it might have negative effects on the value of their retailproperties. This thesis investigates what effects the growth of e-commerce has onretail property values. The research questions of this research have been answered by interviewing real estate owners and property valuers with expertise on this topic. With basis of the results from the interviews, a case study has also been conducted on one of Stockholm´s mostprominent retailer – NK. Concluding the most obvious challenges and foresights from the real estate owner and the valuer´s perspective, three scenarios for valuing NK Stockholm was produced. It was concluded that real estate actors differ in their view of e-commerce. Some viewe-commerce and physical retail as complements, while some see them as opposites.They also have different strategies for how they work with growing e-commerce att heir physical retail areas. The different approaches are supposedly connected to how involved the real estate owners are with their retailers, and what retailers they have.The most prominent challenge is to create a retail space that attracts the righ tcustomers. To decide what retailers should be included, and what concepts that consumers demand. It was concluded that real estate actors differ in their view of e-commerce. Some view e-commerce and physical retail as complements, while some see them as opposites.They also have different strategies for how they work with growing e-commerce at their physical retail areas. The different approaches are supposedly connected to how involved the real estate owners are with their retailers, and what retailers they have.The most prominent challenge is to create a retail space that attracts the right customers. To decide what retailers should be included, and what concepts that consumers demand the income will decrease. If the real estate owner work actively on adapting to marketchanges, consumer behavior and consumer demand, it is more likely that property values will not decrease as income is generated alternatively, and as Omni-channeled retailer Scenario depictures, the value can even increase. The Food & Beverages Scenario was a middle way, where the real estate owner invested in new usages for the vacant retail spaces, restaurants and cafes. The cost of investment and the cost of maintenance and other operational costs, as there is more wear on restaurant spaces,will cause a decrease in value. The most prominent outtake of this research is how significant the strategy of the realestate owner is for the value. Real estate owners applying the “wrong” strategy in timesof structural changes, risk a decrease in their property values.
Med nya möjligheter att konsumera, kan det antas att inte alla aktörer inom detaljhandeln kommer ut som vinnare. Då e-handeln ökat stadigt under många år,finns det belägg att tro att de fysiska detaljhandlarna tappar andelar av deras försäljning. Bakom varje detaljhandlare finns det en fastighetsägare som är beroende av hyresintäkter från sina hyresgäster, som riskerar att minska om detaljhandlarna inte kan hantera de strukturella förändringar som detaljhandeln genomgår. Om ett inkomstbortfall från detaljhandlare förskjuts till fastighetsägarna finns det riskatt det har negativ påverkan på värdet av dessa detaljhandelsfastigheter. Denna uppsats undersöker vilka effekter som den ökade e-handeln har på detaljhandelsfastigheter. Genom att intervjua fastighetsägare och fastighetsvärderare med god kompetens inomområdet har forskningsfrågorna för denna uppsats besvarats. Grundat på resultatet från intervjuerna har en fallstudie på en av Stockholms mest välkända handelsvaruhus– NK Stockholm gjorts. En sammanfattning av de mest framstående utmaningarna och de framtidsspaningar som togs upp under intervjuerna, skapades tre olikascenarier för att värdera fastigheten som NK Stockholm ligger i. Från studien kan sammanfattas att fastighetsägarna har olika syn på e-handeln. Vissa ser e-handeln och den fysiska handeln som komplement, medan andra ser e-handeln och fysiska handeln som motpoler och i vissa fall direkta hot. De har också varierande strategier för hur de valt att arbeta mot ökad e-handel på deras fysiska handelsytor. De olika förhållningssätten ser ut att grunda sig på hur involverade fastighetsägarnaär i deras detaljhandelshyresgästers verksamheter, samt vilken typ av detaljhandelshyresgäster de har. De största utmaningarna är att skapa handelsytor som attraherar rätt besökare, bestämma vilka hyresgäster som ska ingå, samt vilka koncept som efterfrågas av besökarna. I fallstudiens första scenario förhöll sig fastighetsägaren relativt passiv, utan några direkta åtgärder i en situation där vakanserna ökade som en effekt av ökad e-handel.Utfallet blev att fastighetsvärdet minskade, allt annat lika, då intäkterna gått ner. Om fastighetsägaren istället jobbar med att anpassa ytorna och detaljhandelshyresgästerna för vad konsumenterna efterfrågar, visar det att intäkterna istället kommer att öka. I det andra scenariot, investerade fastighetsägaren i att hitta nya användningsområden för de vakanta ytorna såsom restauranger och caféer. Kostnaderna för investeringar av detta slag, sammanslaget med de ökade drift och underhållskostnaderna och ökat slitage på denna typ av ytor kommer att innebära en värdeminskning. Den mest framträdande lärdomen från denna uppsats är hur betydande den individuella fastighetsägarens strategier för sina respektive handelsytor är. Fastighetsägare som väljer “fel” strategi riskerar att tappa delar av sina fastighetsvärden.

碩士
德明財經科技大學
流通管理系
106
Nowadays, the consumption pattern of the distribution service industry is gradually integrated towards virtual channels (e-commerce platform and official website) and physical channels (physical stores) with order information, member information and consumption data. In turn, it evolves into on-line to off-line, which means consumption patterns of “online ordering, offline picking up” or “offline experience, online ordering”. This study is intended to understand the specific implementation of the omni-channel retailing service in the distribution service industry. The so-called full path is the result of evolution from single-channel, multi-channel to cross-channel. Brands and retailers driven by technologies such as the Internet of things, mobile commerce, and community with consumer-centric retailing models to integrate online and offline channels through physical stores, official websites, mobile applications, and social group maketing. with a seamless and consistent buying experience for consumers before sales, sales and after-sales services. This study intends to analyze the three dimensions of omni-channel service through expert interviews and questionnaire surveys: operational management (commodity, inventory, price, benifits), customer service (marketing, membership, after service), and the support service (delivery, payment). The objectives of this study using the importance-usage model: (1) the importance of the specific measures for the current operation of the omni-channel retailers and the current implementation level; (2) the proposed omni-channel retailing service providers prioritize the introduction of elements and continued elements when operating omni-channel retailing. The results of the analysis show that "the demand forecast and immediate replenishment", " click-and-mortar of consumption amount and bonus point" and " member customer marketing " are the priorities to introduce omni-channal retailing services.

碩士
國立臺灣大學
工業工程學研究所
105
Recently the rapid development of technology is affecting people’s life around the world. The popularity of mobile network and handheld device have gradually changed consumers’ behavior and have led retailers into the era of Omni-Channel. To increase brand visibility and touch points with consumers, retailers provide diverse services via physical store, online shop or even social media, these multiple channel formats in different purchasing phases, which customers can shop across channels, anywhere and at any time. Furthermore, retailers in Taiwan would like to make shopping and buying more convenient to consumers. Meanwhile, Omni-Channel is soon becoming the dominant retail model. This study tends to probe retailing services that can attract consumers efficiently in Taiwan. We first analyze shopping journey and consumer behavior changes due to technological improvement. In order to observe what factor of retailing services can impact consumers’ attractiveness, we sort out types of retailing service under Omni-Channel business model. The results indicate that four factors “User Friendly”, ”Personalize Information”, “Safety and Trust”, and “Transaction Procedure”, are all having significant positive impact effect on consumers’ attractiveness. Especially, “Delivery”, “Payment” and “Transaction Time” in transaction procedure are the key items which enhance consumers’ attractiveness among others. Therefore, Omni-Channel business in Taiwan who is seeking for creating other value, have to provide variety and holistic services to improve customers’ satisfaction, and complete their shopping experience.

碩士
國立臺灣大學
商學研究所
104
With the prevelance of smart phones and mobile network as well as the technological improvement of both mobile payment and big-data analysis, it is the so-called “Omni-Channel Retailing” era. In different purchasing phases, consumers prefer to combine multiple on-line or off-line channels to finish their buying. In this case, retailers have a need to offer shopping experience in consistence among different channels. This study tends to probe retailing services that can satisfy the attributes of consumers’ demand. First, we analyze consumers’ purchasing process and their behavioral changes in correspond to technological improvement, referring to the evidence shown in the industrial reports and market surveys. Under Omni-Channels context, we sort out attributes which consumers value the most. Secondly, these attributes and their causal factors are adopted to establish a two-dimensional analysis framework, and then we apply this framework to analyze the performance of case companys. Results of this study are as below: (1) Attributs of consumer’s demand can be classified into 8 items: “Consistency”, “Customization”, “Information Avalibility”, “Pick-up”, “Product Avalibility”, “Enjoyable Shopping Experience”, and “After-Sales Service Avalibility”.(2) “Flow of Information” and “Customer Services” are key factors to the consistency of shopping experience. I hope the research could be the guideline for those who dedicated to the omni-channel retail business.

碩士
國立清華大學
科技管理研究所
107
With the emergence of novel technologies and the followed up new ways that people communicate with each other, retailers nowadays try to contact consumer through multiple touch points. Besides, due to the expansion of channels, many companies start to realize that they should pay more attention to integrate all the channels together. Therefore, the concept of retailing begins to move forward to the new approach so-called omni-channel retailing, which can be defined as a synchronized operating model that aligned all channels together for presenting a single face and unified experience to customers. Although the concept of omni-channel strategy has been discussed for several years, research on defining the categories within all kinds of applications and the suggestions for developing are almost unexplored. To the best of our knowledge, prior omni-channel literatures are mostly focused on the discussions of what it will influence on consumer behavior and what are the differences between omni-channel concept and other retailing types. In order to make up the insufficient knowledge for companies’ reference, within this study, we proposed a framework for clearly classifying all kinds of applications and summarized them into four categories: Simple, Hybrid-Showrooming, Hybrid-Webrooming and Fully Omni-Channel. Moreover, after analyzing these four kinds of omni-channel solution, we can also find out the advantages and applicable occasions of each type, as well as the common features among them, which consist four elements: consistency, accessibility, customer orientation and interaction. Furthermore, we end by providing further suggestions and conclusions for companies to develop their own omni-channel retailing.

碩士
銘傳大學
企業管理學系碩士在職專班
105
Though the development of omni-channel can provide better service quality and customer experience for physical store retailers, there is still limited studies pertaining to whether these retailers have relevant know-how or sufficient budget, what barriers they will face and how to overcome, and what kind of support Y online platform, a well-known e-commerce solution provider, can supply. Therefore, the objectives of this study are to provide concerete understandings and research insights for the above research questions through case study and personal interviews both for practitioners and academic scholars. Through several times of interviews with experienced brand managers of three well-known global and domestic companies, we found that (1) physical store retailers increasingly set their focuses from offline to online, however, due to higher development costs for the construction of omni-channel infrastructure or limited scale in Taiwan, most of they choose to cooperate with online e-commerce solution provider to achieve their omni-channel strategies, and (2) Y online platform should decide its own positioning for these physical store retailers and what service value it should provide, and in most of times, Y online platform might treat itself as a “supporter” or a “consultant” in order to gain close cooperation with these retailers. Lastly, this study also suggests several insightful solutions not only for physical store retailers but Y online platform as well, and research limitations and future research directions are also adderessed for omni-channel strategy innovation.

碩士
國立臺灣大學
生物產業傳播暨發展學研究所
107
Global retailing giants, including Amazon, Walmart, and Alibaba, put greater emphasis on the integration of physical and digital channels to developing Omni-Channel Retailing. The omni-channel strategy aims to provide consumers with a seamless experience and services of brand. Via deep integration of offline and online services, retailers have consumers get brand consistency and great shopping experience at anytime and anywhere, preventing them from leave channels and increasing the opportunity of purchase. Retailers in Taiwan also start developing the omni-channel strategy, especially Watsons who is investing on building omni-channel environment un the long-term. Therefore, this study carried out the questionnaire on consumers of Watsons, and the total samples are 406, the valid ones accounting for 360. This study applied the S-O-R model (Stimulus-Organism-Response) to examine which factors will drive the impulse buying behavior, and putting into the moderator variables, including omni-channel channel characteristic and showrooming. The results show that after receiving the marketing stimuli: discount promotion and loyalty program, consumers from different channels validate two patterns of impulse buying. Meanwhile, this study found out that the online shoppers under the omni-channel environment are impacted by the discount promotion to do impulse buying. Based on the results of this research, the following three finding to provide future researchers with foundation to develop and understand: (1) while building the content of questionnaire, shopping experience and product information are the key factors to examine omni-channel, (2) assure the key factors influencing impulse buying behaviors under omni-channel environment, and (3) the showrooming behavior on lower price products is not significant.

This paper explores how physical stores may be integrated in the online operations of an omni-channel retailer. A literature review enabled the creation of an initial framework, which was then validated by expert interviews. It was found that savings in transportation costs may support store fulfillment, while service criteria favor the alternatives. Ultimately, the retailer’s operationalpositioning defines the most important considerations for this decision. Transportation savings also support the use of stores in the delivery of online orders, and the speed of reintegration of returned items into the firm’s inventory encourages the use of stores to process returns

碩士
國立臺灣科技大學
工業管理系
104
In this increasingly competitive world, the emergence of online business has threatened the market of offline business. Supported with the advancement of information technologies and big data analysis, online business has gained more competitive advantages as they are able to learn their costumers’ behavior better than offline business. Even so, as the customers embrace the Internet and smartphones more and more, online business can attract costumers easier than ever before. Traditional physical stores that fail to adapt to this new market characteristics will be more likely to lose their sales and struggle to keep up with other competitors in the near future. In this study, we will see how traditional stores can regain their competitive advantage through a framework of O2O (Online to Offline) commerce business model that can create an omni-channel retailing environment. With smartphone as the selected device to bridge end-costumers to the system, we will utilize the data gained from digital receipt to know beforehand the certain customer’s buying pattern, combine the technology of Internet of Things to detect the customer’s current location inside a physical store, and finally through an integrated application we can give the right information for customized product promotion in a context-aware persuasive framework. Finally, a set of incentive mechanism strategies is generated in order to make certain that customers are willing to take part in this system. The proposed strategies are distinguished into three parts, which are increasing store traffic, in-store engagement, and increasing returning customers.

With the advent of the internet and the digitisation process, the retail world has undergone numerous changes. As a matter of fact, this process has prompted all sectors to integrate technology into their sales processes. Particularly in retail, this process has meant that the physical and digital worlds have begun to find a meeting point. In this scenario, there has been a shift from multi-channel, understood as a set of activities where goods are sold through different channels (online and offline), to an omnichannel retailing, where the two channels (online and offline) are integrated during the sales process. In this way, existing geographical and physical barriers are removed, leaving room for an all-round experience for the consumer. In this scenario is placed the work of this doctoral thesis, which stems from the interest of investigating the perception of consumers and sellers in the use of immersive technologies, with a particular focus on what is predicted by the reports as the most used immersive technology in the next five years: augmented reality. Through three exploratory studies (two qualitative studies on the consumer and retailer side and the last quantitative one), the present work aims to extend knowledge on the consumers’ and retailers’ perception on this technology. In chapter 2 consumers’ perception of augmented reality during the phases of a purchasing process is analysed through 20 semi-structured interviews, outlining the main perceived benefits and disadvantages. Chapter 3 analyses retailers’ side through 4 case studies, with the aim of studying their perception and readiness to adopt this immersive technology. Finally, chapter 5 aims to measure the relationship between the involvement of a product and its consumption behaviour, mediated through the immersion in the augmented reality shopping experience by 254 Italian consumers. Results highlight the role of immersive technology when combined with emotional product involvement, without which it remains a mere hedonic instrument. In fact, on the one hand, consumers perceive technology as an additional, stand-alone tool, if not combined with specific products of their interest. On the other, retailers are aware of the main benefits brought by the introduction of new technology, but they are reluctant to adopt it into their business. This is mainly due to two factors: the small and medium size of companies in Italy and a high uncertainty avoidance given by all the innovations not tested by their sector. The relationship between product involvement and behavioural intentions mediated by the immersive experience with augmented reality described in the model of this PhD thesis opens new managerial horizons for all those companies, which are aware of the benefits of these technologies and that would like to improve their performance using immersive tools.

It is impossible to continue to ignore the online grocery retailing’s statistics. The services available are not capturing enough consumers turning the online channel more in a customer service strategy than in a business capable of bringing economic value to the companies that are investing on it. The “Order online pick-up in store” service addresses two important issues: convenience and time saver. Such an innovative service acts as a competitive differentiator capable of improving the all customer’s shopping experience which will be reflected on the company’s sales volume. A key point of this dissertation is approaching the launching of this new service more as a complement than as a competitor of the existing independent online channel. This dissertation aims to understand first – in the perspective of the perceived risk theory – which have been the barriers for customers not buying groceries over the internet. Then, it will be analyzed - using the results of a questionnaire - if the introduction of the “Order online pick-up in store” service is viable in the Portuguese grocery industry. The questionnaire’s results show that a large group of people would be interested in using this service – benefiting from the absence of a service fee, saving time and a better products’ quality control. The number of participants willing to change occasionally the store where they normally buy their grocery products in order to use this service suggests that managing a cross-channel strategy is of utmost importance for the players present in the competitive Portuguese grocery market.
É impossível continuar a ignorar as estatísticas sobre o comércio online nos supermercados. Os serviços disponíveis no mercado Português não estão a capturar um número suficiente de consumidores, tornando o canal de vendas online mais numa estratégia de serviço ao cliente do que num negócio capaz de trazer valor acrescentado às empresas que têm investido neste tipo de serviços. O serviço de “Encomende online, levante na loja” aborda dois pontos importantes: comodidade e poupança de tempo. O proporcionamento de um serviço inovador como este actua como diferenciador competitivo capaz de melhorar toda a experiência de compra do consumidor, o que se irá reflectir no volume de vendas da empresa. Um ponto fulcral desta dissertação é abordar o lançamento deste novo serviço mais como um complemento do que como uma alternativa de competição ao já existente canal de vendas online e independente. O objectivo desta dissertação é primeiro perceber, na perspectiva da teoria do risco captado, quais têm sido as barreiras para os consumidores não comprarem produtos de supermercado através da internet. Em seguida, irá ser analisado, usando os resultados de um questionário, se a introdução de um serviço “Encomende online, levante na loja”, é viável na indústria de bens de grande consumo Portuguesa. Os resultados do questionário mostram que um elevado número de pessoas estaria interessada em usar este serviço – beneficiando da ausência de taxas de serviço, economização de tempo e um melhor controlo da qualidade dos produtos. O número de participantes propensos a trocar a loja, onde normalmente compram os seus produtos de supermercado, para poderem usufruir deste serviço indica que gerir uma estratégia de integração de canais é fundamental para os intervenientes no competitivo mercado Português de bens de grande consumo.

碩士
國立臺灣大學
商學研究所
107
As technology advances, the popularity of mobile network and smart devices have gradually changed consumers’ behavior and have led retailers to a new revolution in the industry - Omni-Channel Retailing. Omni-channel retailers integrate all physical channels (offline) and digital channels (online) to offer customers unified and seamless shopping experience any time and anywhere. Most Taiwanese retailers are still in the early stages of the omni-channel development. However, a fast-food chain in Taiwan has developed the omni-channel business model most rapidly. Thus, the study of the fast-food chain’s omni-channel service quality as a starting point is valuable for further research in Taiwan. This study aims to probe the shopping experience which customers value when ordering meals through the fast-food retailers’ omni-channel services, the services performed and the gap between these two criteria. We sort the gaps between customers’ expectation and perception of the service offered with the SERVQUAL instrument from PZB service model and IPA model. Furthermore, we discuss their implications in management practices and provide suggestions for omni-channel retailers. The results indicate that the main channels for the first three stages in omni-channel purchasing pattern are still offline channel. Also, about 80% of the consumers are aware of this new business model, indicating the improvement of omni-channel in Taiwan; however, the rate of purchasing through online channel should be encouraged. Customers’ satisfaction with the convenience of time is relatively high but the satisfaction with personalized properties is relatively low. Moreover, the membership and pre-paid mechanism do not provide experience differences; some of the properties have been shown poorly performed, such as the innovation experience of the store, problem solving ability during purchase, the lack of directions for commodities and unrealized personalized service.

碩士
國立中央大學
資訊管理學系
107
Based on previous service failures research, we develop hypotheses regarding the effect of compensation on customer outcomes following a significant data breach and consequent service recovery effort in the omni-channel retailing context. In addition, we discuss the impact of the high and low relation quality of customers moderating in data breach event because that prior studies had found that the degree of customers’ relation quality of the company might affect customers’ post-breach reaction when they receive different compensations. Data were gathered by an experimental design with 8 scenarios: 2 (relation quality: high v.s. low) x 4 (recovery plan: reticence v.s. apology v.s. financial compensation v.s. security monitoring). Our findings are valuable for retailers to implement when a significant data breach happens in the omni-channel retailing. The study concludes that when a very serious data breach event occurs in a well-integrated omni-channel environment, the compensation strategy is a very important trust remedy relative to reticence strategy. Customers with different relationship quality will have a relative significant compensation strategy. This research has practical reference value for retailers in the era of endless stream of data breach and rapid development of omni-channel retailing.

碩士
國立臺灣海洋大學
運輸科學系
104
With the rapid advancement of internet of things (IoT) and mobile media technology, smart device has been popularized in recent year. The popularity of smart device drives the rapid development Mobile Commerce (M-Commerce). Consumers’ attachment of mobile devices has changed their habits and behavior. In the online-to-offline (O2O) and omni-channel retailing environment, consumers can switch among different channels with little effort. In response to the change of consumer shopping behavior toward M-Commerce, enterprises strive to develop novel interactive IoT systems to engage consumers. IoT-based interactive digital signage usually has rich multimedia effects, making it a good marketing tool for many retail firms; they can use the digital signage to interact with customer’s mobile devices and sell products to them. However, very few research works concerning the consumers’ willingness to use the interactive digital signage can be found, making it difficult for industry to evaluate the benefits of developing and deploying digital signage system. This research would like to explore the possible factors affecting consumers’ willingness to adopt the interactive digital signage system in the online-to-offline and omni-channel retailing environment. This study is an exploratory research that tries to construct a theoretical framework which allows academic and industry researchers to evaluate a digital signage system. To explore the factors affecting consumers’ intention to use digital signage system, this study adopt a mixed research method that combines quantitative survey studies and qualitative grounded theory method. A quantitative research model is built based on qualitative research and literature review. A survey is then conducted with participants having experience interacting with digital signage. Finally, PLS structural equation modeling is used to test the research model. Finding of the research shows that consumers’ adoption intention is affected by affective involvement, flow, and cognitive involvement. The three aforementioned constructs also affected by three external attributes of digital signage-interactivity, individuality, and design aesthetics. This research suggests that enterprises should pay more attention to enhance the external features of digital signage to attract consumers to use such system.

Il lavoro indaga, adottando una prospettiva esplorativa, il tema dello smart retailing con particolare riferimento al contesto italiano. Lo smart retailing rappresenta oggi per le aziende la modalità principale con cui è possibile rendere le strutture aziendali omnicanali, ossia giungere alla creazione di un sistema di canali e di punti di contatto con i consumatori che siano tra di essi perfettamente integrati. Lo smart retailing consente alle aziende di conseguire questo nuovo obiettivo strategico attraverso lo strumento delle cosiddette in-store technologies, ossia tecnologie “smart” applicate nei canali fisici (punti vendita) delle aziende che consentono a queste ultime di poter interagire in maniera costante (seamless) e “ubiqua” (online e offline) con i propri consumatori. Data la novità del tema e la scarsa applicazione, ad oggi, delle in-store technologies nei punti vendita dei retailer italiani, il lavoro è stato volto ad esplorare le opinioni sia della domanda che dell’offerta in merito agli effetti dell’applicazione di in-store technologies nei punti vendita dei retailer italiani. Nel primo caso, i consumatori intervistati sono stati 46 giovani millennials in merito all’applicazione delle in-store technologies nei punti vendita monomarca dei retailer di fast fashion. Lo studio, volto a chiarire l’impatto di questi medium tecnologici sulla in-store experience e sulla store loyalty dei millennials, dimostra che le in-store technologies possono conferire numerosi benefici alle esperienze in store dei millennials, sia da un punto di vista utilitaristico (es. aumentando la facilità di reperire informazioni sui prodotti), che emozionale (es. aumentando il brand engagement) e sociale (es. invogliando i consumatori a recarsi con accompagnatori nel punto vendita per condividere la nuova esperienza di shopping “smart”). Le in-store technologies possono altresì rafforzare la fedeltà verso le marche preferite dai millennials, mentre non si rileva un effetto altrettanto forte nel caso in cui ad adottare queste tecnologie fossero retailer di cui i millennials non apprezzino il sistema d’offerta. Infine, con riferimento al lato dell’offerta, sono stati intervistati 13 esperti e consulenti di in-store technologies per il fashion retailing al fine di chiarire: 1) l’atteggiamento complessivo dei retailer di fast fashion italiani verso le in-store technologies; 2) le modifiche che dovrà subire il punto vendita in futuro per poter diventare “fattivamente” uno smart store; 3) quale possono essere le modalità di creazione di maggiore brand engagement nei millennials qualora un retailer decidesse di adottare queste tecnologie. I risultati mostrano una tendenziale resistenza dei retailer a valutare, oggi, come di valore strategico l’investimento in in-store technologies, che viene invece visto dal management in ottica per lo più tattica, di breve periodo e finalizzato al mero aumento del fatturato. In secondo luogo, la struttura organizzativa, assieme alla sua cultura, necessita di profondi ripensamenti a partire dal top management, il quale dovrà ripensare alcune figure manageriali (in particolare quelle legate all’IT e alla relazione con il cliente), introdurne di nuove (es. CDO) che consentano all’intera organizzazione di comprendere l’importanza dell’orientamento allo smart retailing e l’investimento in nuove competenze, in particolare nell’assunzione di data scientist. Il punto vendita “del futuro” sarà sottoposto a significativi cambiamenti che riguarderanno tanto i suoi aspetti strutturali (es. ridimensionamento della superficie calpestabile) quanto strategici (es. rendendolo il principale canale per svolgere comunicazione integrata di marketing). Infine, gli esperti convengono che le tecnologie mostrino un forte potenziale di creazione di maggiore coinvolgimento verso la marca nei millennials grazie alle nuove opportunità di intrattenimento, di personalizzazione dell’esperienza e dell’accresciuto livello di integrazione online-offline tra i canali e i customer touchpoints.

This cumulative dissertation consists of four papers that investigate retailer switching and identify potential and threat of cross-channel retail services (CCRS) for retail businesses. The first, conceptual paper compares different theories and models of retail quality. It derives the concept of retailer aspects as a framework to measure retailer quality and further discusses how CCRS can serve as a tool to enhance those retailer aspects. The second paper discusses results from a consumer panel survey and quantifies the influence of satisfaction with retailer aspects on retailer switching during webrooming behavior. The findings of this second paper present the two retailer aspects assurance of delivery and competitive product pricing as key determinants for retailer switching. The third paper defines CCRS and outlines a conceptual classification scheme for CCRS assessments – the CCRS Pentagon. The fourth paper quantifies the impact of CCRS adoption and retailer aspect preferences on CCRS-induced retailer switching based on a second consumer panel survey. Results from this second study affirm the existence of CCRS-induced retailer switching. The paper concludes that CCRS can serve as a retailer’s lock-in mechanism, but that the availability of CCRS in retail environments also threatens retail businesses. In sum, the dissertation provides academic contributions and suggestions for further academic research as well as practical implications and management tools for application in retail businesses.:I. Introduction II. Enhancing Multi-Channel Retail Quality through Cross-Channel Services III. What Drives Competitive Webrooming? The Roles of Channel and Retailer Aspects IV. Cross-Channel Retail Services: A Service Classification Along The Retail Function V. Service-induced Retailer Switching – Power of Cross-Channel Retail Services VI. Conclusion Appendix A: Estimated parameters in baseline-category logit model Appendix B: Conditional marginal effects and conditional probability Appendix C: T-Tests for retailer aspects per service example