Academic literature on the topic 'Online Sales Channels'
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Journal articles on the topic "Online Sales Channels"
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Zhang, Rong, Jackson Jinhong Mi, and Bin Liu. "Pricing Decisions of Competing Tobacco Enterprises with Online Channel." Discrete Dynamics in Nature and Society 2015 (2015): 1–8. http://dx.doi.org/10.1155/2015/424181.
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According to the new measurement of launching online distribution channels of tobacco enterprises in China, this paper investigates the tobacco firm’s pricing decisions on the supply chain which consists of two manufacturers and one retailer under three dual-channel structures. Three dual-channel structures include no online channel, only one online channel by one manufacture, and two online channels by two manufacturers. We apply the Stackelberg game to analyze the equilibrium pricing strategies under different structures and try to explore the necessity and advantages of launching online sales channels. The results demonstrate that the substitutability of a product has significant impact on introducing online sales channels, and the online dual-channel structure could result in less profit for manufacturers compared to the traditional retail channel structure; and thus, a dual-channel structure with online sales is not the best strategy for traditional manufacturers. Moreover, when the product is less substitutable, the effect of the tobacco control on the online sales channel is inferior to the traditional channels and vice versa.
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Vukasović, Tina, and Vlaho Mihač. "Trends in the Online Booking of Hotel Accommodation." International Journal of E-Services and Mobile Applications 13, no. 1 (January 2021): 60–76. http://dx.doi.org/10.4018/ijesma.2021010105.
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New technologies and tourist habits are the main reasons for the constant development in tourism. Tourist surfs through so many websites and promotional messages before making a final decision on which hotel to book. The hotel must invest in the development of a modern reservation system. The research is aimed at elaborating systems, trends, and innovations in online hotel accommodation sales in the Republic of Croatia. The authors have set the following research questions: (1) Which systems are used in hotel sales and marketing departments, and what are they used for in Croatia? (2) What is the growth of online sales in the last three years in Croatia? (3) What is the share of online sales per sales channel in Croatia? The main discoveries of the research are the systems used in hotel sales and the percentage of share of reservations made through direct sales channels of the companies surveyed. Keywords Croatia, Hotels, Innovation, Online Booking Systems, Qualitative Research, Quantitative Research, Share by Sales Channels, Tourism, Trends
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Hou, Yanhong, Fan Wang, Zhitong Chen, and Victor Shi. "Coordination of a Dual-Channel Pharmaceutical Supply Chain Based on the Susceptible-Infected-Susceptible Epidemic Model." International Journal of Environmental Research and Public Health 17, no. 9 (May 8, 2020): 3292. http://dx.doi.org/10.3390/ijerph17093292.
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With the continuous development of Internet, online pharmaceutical channels in many countries have seen rapid expansion. As a result, pharmaceutical supply chain participants can adopt dual channels, namely, both online channels and offline channels. As online channels compete with traditional offline channels, it is of great relevance to study the potential conflicts and coordination between them, which is the focus of this paper. Specifically, this article develops a susceptible-infected-susceptible epidemic model of the dual channels for a pharmaceutical supply chain. Our main findings are that in a competitive situation, there is a positive stable equilibrium. Furthermore, increasing the rate of influence of offline transmission, online transmission, and cross transmission will improve sales. Moreover, improving the transmission influence rate will turn more potential customers into purchasers, increase channel sales, and achieve dual channel coordination. We then conduct numerical analysis to illustrate and complement the findings from the model. Finally, we provide managerial insights for implementing successful dual-channel pharmaceutical supply chains.
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Lei, Qian, Juan He, and Fuling Huang. "Impacts of Online and Offline Channel Structures on Two-Period Supply Chains with Strategic Consumers." Mathematics 8, no. 1 (December 27, 2019): 34. http://dx.doi.org/10.3390/math8010034.
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In this paper, the effects of strategic consumer behaviors have been investigated and analyzed with regard to online retailers and offline retailers in a dual-channel supply chain. Four channel structures (i.e., no-promotion, a direct online channel, a retail offline channel, and dual channels introduced in the promotion sales period) are considered. At the beginning of the paper, the original demand functions of a dual-channel supply chain incorporating the consumers’ utility has been introduced. The results indicate that despite improved consumer patience, all promotional prices do not fall as expected. When sales channels are provided by online retailers rather than offline retailers during the promotion period, offline retailers can achieve higher profits. We also find that in most cases, a dual-channel model in a single-period is more beneficial to both online and offline retailers than a dual-channel model in two periods, which is, to a certain extent, contrary to the existing literature of single sales channel.
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Zhou, Chuiri. "Pricing Model for Dual Sales Channel with Promotion Effect Consideration." Mathematical Problems in Engineering 2016 (2016): 1–20. http://dx.doi.org/10.1155/2016/1804031.
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We focus on the pricing strategy of a dual sales channel member when his/her online retailer faces an upcoming overloaded express delivery service due to the sales peak of online shopping, especially referring to the occurring affairs in China. We characterize the pricing problem of the dual selling channel system as a two-period game. When the price discount is only provided by the online seller, we find that the prices of the traditional channel and the online channel in the two periods are higher while the overloaded degree of express delivery is lower and the overloaded delivery services can decrease the profits of both channels. When the price discounts are provided by both traditional and online sellers, we find that the derived Nash price equilibrium of both channels includes five possible combinations of prices. Both traditional and online sellers will choose their price strategies, respectively, according to their cost advantages which are affected by the overloaded degree of express delivery.
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Nikulina, Yu V., and Galina N. Chernukhina. "Multi-channel sales strategy as a competitive advantage in wholesale trade." Journal of Modern Competition 14, no. 80 (December 31, 2020): 40–53. http://dx.doi.org/10.37791/1993-7598-2020-14-4-40-53.
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Relevance. The multi-channel sales strategy involves the simultaneous use of different sales channels by the trading company. This can be wholesale and retail sales, for example, online stores and regular offline stores located in shopping centers and pavilions. The use of multichannel requires the restructuring of the it infrastructure of the wholesale trade enterprise, which implements the processes of various sales channels in a single it environment. Due to the existence of a sales system at the enterprise, and not separate sales channels, a synergistic effect is achieved, which provides the company with an additional increase in sales. Currently, the problem of managing optimal sales channels and organizing product movement in wholesale trade determines the need for a systematic study that ensures the sustainable development of sales activities of modern wholesale enterprises based on the use of modern digital channels of interaction and diversification. Diversified approaches to sales channels provide security in the event that some sales decline. Since the beginning of the COVID-19 pandemic, we have seen a halt in offline retail purchases. This is an example of why digital online solutions and diversification are necessary to create a successful and sustainable business. The purpose of the study: based on the analysis of various aspects of the strategic direction of management of multi-channel sales in wholesale trade in modern conditions. Objectives of the study: to identify sources of receipt and channels of sale of goods in wholesale trade; to analyze modern software and information technology solutions necessary for managing multi-channel sales, for working with products and customer base in wholesale distribution; to specify strategic directions of multi-channel sales management in the tactical context of working with customers as anti-crisis measures, etc. Results of the study. The author identified the sources of receipt and channels of sale of goods in wholesale trade. The following strategic directions of managing multi-channel sales in wholesale trade are also identified: increasing and careful selection of intermediary channels; increasing attention to supply chain management; maintaining and maintaining a high degree of customer loyalty (customer orientation); consolidating all channels into one strong channel; diversifying sales channels; using modern software tools and technologies for working with products and customers. It is concluded that companies that have implemented a well-planned multi-channel strategy increase the number of potential buyers, provide additional income and sustainable business growth. According to the authors, the strategic directions of multichannel sales management developed by him work on the entire life cycle of a wholesale enterprise: from business strategy to specific solutions to increase sales. The author also believes that in the future, most companies will invest in multi-channel sales at the country and international levels.
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Xu, Zhi Ping. "Research on the Multi-Channel Collaborative Strategy in E-Commerce Environment." Applied Mechanics and Materials 644-650 (September 2014): 5725–29. http://dx.doi.org/10.4028/www.scientific.net/amm.644-650.5725.
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Meet diverse customer needs and improve the competitiveness of enterprises is the ultimate goal of multi-channel sales, in order to achieve the maximization of corporate interests. However, the dilution effect of the inevitable conflict, and between the various channels of multi-channel sales. In this paper, a multi-channel synergy hot issues a study to analyze the factors influencing multi-channel coordination in order to achieve the traditional retail channel and E-commerce channels for the sharing of resources and complementary advantages for the idea to build a collaborative online and offline multi-channel sales strategy, and propose feasibility proposal.
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DEPUTATOVA, Yelena Yuryevna, Tatyana Ivanovna URYASEVA, Vyacheslav Petrovich CHEGLOV, Julia Gennadievna LEONOVA, and Vladimir Anatolyevich BASKAKOV. "Methodical Approach to Identifying Buying Motives within Various Sales Channels Based on Behavioral Segmentation." Journal of Advanced Research in Law and Economics 10, no. 2 (March 31, 2020): 515. http://dx.doi.org/10.14505//jarle.v10.2(40).10.
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The methods for identifying differences in the buying motives in online and offline trade are developed based on a theoretical analysis of approaches to the customer segmentation and their dependence on its purpose. The purpose of the study is to identify differences in the buying motives in online and offline trade and to substantiate the feasibility of conducting behavioral segmentation in order to identify such differences.
The empirical research results are based on the quantitative marketing research (polls). The buying motives in offline and online sales channels were studied in several stages. The key advantages of offline and online sales channels were identified in terms of customer perception at the first stage. The following advantages were identified in offline and online trade: high quality guaranteed by the seller for buyers with high incomes; accessibility as the speed and convenience of access, price acceptability for buyers with average and below average incomes; and the breadth, depth, and updateability of the product range for all groups. The buying motives in offline and online trade were identified as factors that encouraged buying at the second stage. The polls have shown that key motives for customers to opt for offline sales channels are related to the perception of the aggregate properties of products that exceed the properties of similar products in online sales channels. The main reasons for buying through online sales channels are the following key indicators that determine the quality of the buying service: convenience and speed of purchasing, speed of delivery, and convenient time to receive an order. This study allowed to develop a model for studying the consumer behavior in order to identify the key rational and emotional motives of buying through online and offline sales channels. The information component of this model was based on the marketing research involving the sequential implementation of the following stages: studying the market trends in order to identify changes in the motives of consumer behavior; selecting segmentation criteria and carrying out marketing research; identifying the key benefits of offline and online sales channels in terms of customer perception; identifying and grouping the key motives that guided customers when choosing a channel for buying; identifying the causes of changes in the rational and emotional motives of consumer behavior; and developing and implementing the marketing communications programs that implied an impact on the emotional and rational motives.
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Avery, Jill, Thomas J. Steenburgh, John Deighton, and Mary Caravella. "Adding Bricks to Clicks: On the Role of Physical Stores in a World of Online Shopping." GfK Marketing Intelligence Review 5, no. 2 (November 1, 2013): 28–33. http://dx.doi.org/10.2478/gfkmir-2014-0015.
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Abstract E-commerce is gaining ground and leaving the role of traditional brick-and-mortar stores open to question. With this in mind, a team of researchers performed a case study to determine what effects the store openings of one multichannel retailer of fashion, home furnishings and high-end accessories would have on its catalog and online sales. The opening of brick-and-mortar stores had positive and negative effects for the retailer, but complementary consequences clearly outweighed sales drops in individual channels: In the short term, only catalog sales declined slightly. But over time, both the catalog and online channels increasingly benefited from the presence of the new brick-and-mortar stores. Within 79 months, catalog sales recovered to a level that would have been expected had the store never opened and subsequently continued growing more than in a sample without new stores. An enhanced understanding of both positive and negative cross-channel effects helps retailers better anticipate and respond to changes in sales in existing channels when a new one is added. It is the basis for strategically managing a company’s channels as a portfolio rather than as separate entities.
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Boulay, Jacques, Brigitte de Faultrier, Florence Feenstra, and Laurent Muzellec. "When children express their preferences regarding sales channels." International Journal of Retail & Distribution Management 42, no. 11/12 (December 1, 2014): 1018–31. http://dx.doi.org/10.1108/ijrdm-05-2014-0055.
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Purpose – The purpose of this paper is to investigate the preferences of children under the age of 12 regarding sales channels: how young consumers perceive online vs offline shopping in terms of advantages and disadvantages. Within a cross channel perspective, it also analyses the connections they make between brick-and-mortar and online stores. Design/methodology/approach – Results are drawn from an exploratory and qualitative study based on a multi-category approach. In all, 62 children (34 girls and 28 boys) aged six to 12 years were interviewed about the advantages and disadvantages of each channel for shopping; how/where they would prefer to shop and why; and the links they make between a brand’s physical store and an online store. Findings – Traditional sales outlets are more popular with six to 12 year olds than online shopping. Physical stores offer variety and instant gratification. Products can be tried out and tested on-site, making the offline retail experience a fun activity. Conversely, children express a very negative perception of e-retailing, which they often consider to be dishonest, offering limited choice at higher prices. When shopping online, delivery time can be a deterrent. Last but not least, no cross-channel shopping perceptions were found. Practical implications – Several results from this study can inform marketing practices at retailers’ headquarters. Store assortment, product availability and store atmospherics are central to the success of offline shopping among six- to 12-year-old children. Retailers should find ways to transfer this relational approach to their online strategy. In the meantime, they must deliver the same basic promises as in stores: a wide choice and competitive prices, no shortage of products and no late delivery. Originality/value – This study adds to the existing body of knowledge on children’s consumer behaviour in three ways. First, it provides new insight into how children perceive not the internet per se but online shopping. Second, it confirms that stores still play a dominant role in shaping the image of a retail brand, from an early age. Third, it suggests that the cross-channel perspective may not apply to very young consumers.
Dissertations / Theses on the topic "Online Sales Channels"
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Machado, Marta Dias Pereira. "O conflito de canais e uma estratégia de e-business na Osram Portugal." Master's thesis, Instituto Superior de Economia e Gestão, 2014. http://hdl.handle.net/10400.5/7520.
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Mestrado em Gestão de Sistemas de InformaçãoNos últimos anos tem-se verificado um aumento na adesão das empresas ao e-business. Este tipo de negócio tem vindo a ganhar muitos adeptos uma vez que permite um maior crescimento e divulgação das marcas, ao mesmo tempo que automatiza e simplifica tarefas e processos de negócio que passam a ser feitos com recurso a meios eletrónicos. Este trabalho pretende identificar a melhor forma de proporcionar a possibilidade de compra online de produtos OSRAM em Portugal. Desta forma, utilizando a literatura existente, a documentação disponibilizada pela organização, observação e reuniões com colaboradores, foi desenvolvido um projecto no qual foi analisado o modelo de negócio dessa empresa e foram apresentadas e estudadas duas alternativas para a venda online: a criação de um canal próprio e a criação de uma parceria com o canal de Retail. Concluiu-se que a primeira alternativa apresentava uma grande desvantagem para a empresa: o conflito de canais. Numa estrutura de mercado ainda muito tradicional e onde a troca de fornecedor ocorre com grande facilidade, este conflito não é de todo desejável. Desta forma, a criação de uma parceria com um cliente de Retail foi a alternativa selecionada para o projeto e e foram desenvolvidas algumas ideias para a implementação da venda online na empresa.
In the last few years there has been an increase in membership of the e-business companies. This kind of business has won many fans because it allows greater growth and dissemination of the brands, while automates and simplifies tasks and business processes that are being made electronically. This project aims to identify the best way to provide the possibility of online purchase of OSRAM products in Portugal. Therefore, using the existing literature, the documentation provided by the organization, observation and meetings with employees, was developed a project where it was analyzed the business model this company and two alternatives for the online sales were presented and studied: the creation of an own channel and the creation of a partnership with the Retail channel. It was concluded that the first hypothesis showed the biggest disadvantage for the company: channels conflict. In a market structure very traditional, and where the exchange of supplier occurs quite easily, this conflict is not at all desirable. Thus, the creation of a partnership with a Retail customer was the alternative selected and some ideas for the implementation of online sales in the company were developed.
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BIÖRCK, DANIEL, and TOM THOMASSON. "Factors that Affect the Strategic Choice of Sales Channels : A Study of the Swedish Clothing Retail Industry." Thesis, KTH, Entreprenörskap och Innovation, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-147768.
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The clothing retail industry has developed globally and is today one of the world’s largest industries. In recent years, Sweden has developed a competitive fashion industry, where the new trend in e-commerce is clear. Since e-commerce is a suitable strategy for rapid growth, it is especially important for managers to understand the impact e-commerce has on their businesses. To be able to have the ability to survive in the long-term industrial competitiveness, firms have to continuously improve their knowledge base about the factors that must be considered when choosing sales channels in the clothing retail industry. In this master thesis we have studied and analysed factors that must be considered when choosing sales channels. A literature review was done, where eleven initial factors that affect the choice of sales channels were identified. Thereafter, to conduct a comprehensive empirical study, we conducted eight case studies with semi-structured interviews with companies in the Swedish clothing retail industry, founded no longer than approximately a decade ago to cover the recent developments in the industry. The empirical study resulted in that six factors from the literature were reinforced and that four new factors were identified. These ten final factors were thereafter analysed from two main perspectives: company focus and consumer focus. Finally, the impact of the final factors on the three different sales channels; online, brick-and-mortar and retailing, was discussed. The ten final factors are: Marketing and Customer Loyalty, High Costs, Customer Behaviour, Outsourcing or Insourcing, Managerial Productivity, Intangibility and Tangibility, Fill a Gap, Customer Experience Control, Spread of Distribution and Type of Assortment. Our contribution to previous research is that this study has a more distinct company focus, and due to the development of e-commerce this study has captured the new characteristics of the industry.
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Wolf, James Richard Jr. "Friction and trust in online markets." The Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=osu1149085485.
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Shabnam, Pazhman. "Konsumenternas köpvanor inom olika försäljningskanaler : Skillnader mellan konsumenter som handlar i fysiska butiker, onlinebutiker samt inom brick and click." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-25156.
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In Sweden today, the consumers have the opportunity to use the different sales channels; physical store, online store and brick and click, a combination of both. For the past decade, the use of ecommerce has spread tremendously and the fashion industry is one of the top three industries in this category. This, together with the growth of technology, have created new opportunities for consumers during their online shopping. The purpose of this study is to examine the differences between consumers who use physical store, online store or both. This study aims to look into consumers' shopping habits within these sales channels and factors that are affecting them. This study uses a quantitative method with 150 respondents participating in a survey of 16 questions. The respondents consist of women in Stockholm in the age group 15-35. The survey is based on theories of sales channels and consumer buying process. The results show that respondents shop more frequently in a physical store than an electronic store. The three most important factors, for respondents that are using both channels, are the price, the fit and the quality. The latter two factors are perceived to be more easily evaluated and detailed in a physical store with physical contact. The traditional retailers, who only shop in a physical store, value service and experience the highest. This is one of the main reasons that they do not shop online because the service and experience are different in each sales channels. However, the price, the fit and the quality share the second place. Also, the brand and the width of the supply are of significance since the availability is greater in e-commerce. These two factors, can along with the price, be prime reasons for onlineshopping. Respondents who never shop online consider safety and shipping/delivery process the main reason for it. This study has therefore come to the conclusion that the ideal marketing strategy for consumers is the brick and click strategy. These two combined channels can compensate for each other's shortcomings and thereby enhance the consumer satisfaction. With a combined sales channel, consumers have also the possibility to use both channels in the buying process and adapt their approaches in the different stages according to their needs, which may differ depending on different circumstances.
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SJÖLANDER, REBECCA, and LENA LANGEGGER. "Multi-channel Sales Distribution- Should Online Retailers Expand Offline?" Thesis, Högskolan i Borås, Institutionen Textilhögskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-17381.
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The retail industry is in a motion of fascinating developments, it can be currently alleged that it is one of the most innovating fields within research. Online retailing in particular has experienced major changes in recent years. However, these developments are slowing down as online retailing is entering a mature state. Online fashion companies now have to consider new strategies to further evolve their businesses. Innovative Online companies have taken action towards a multi-channel sales distribution strategy, some have even gone as far as adopting an omni-channel approach. With that statement, this study attempts to add different insights to the topic by focusing on the issue of online expanding offline from a company point of view. Empirical data included company and industry specialist interviews as well as a questionnaire that was used for pre-research and developing propositions. This resulted in three findings that involved both advantages and disadvantages in Online fashion retailers evolving offline. Firstly, whether or not an Online fashion company should expand offline depends entirely on the ambition level and type of company interviewed. Secondly, it can be concluded that Online fashion companies have the desire to keep their current business model, though they cannot continue with the same strategy in the long run. Lastly, if an offline presence is established, a traditional expansion strategy cannot be used, but innovative concepts are required (mixed realities). If this strategy is taken seriously, expanding offline could be the solution to reach a higher level of online retailing and company success.Program: Master Programme in Fashion Management
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Strömsholm, Lovisa, and Karin Wu. "Channel Partner - Atlas Copco : Increasing the engagement of the different players in the sales channel." Thesis, Uppsala universitet, Institutionen för teknikvetenskaper, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-260768.
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The Atlas Copco group is an industrial group of companies that are making sales with customers located all around the world. This thesis is done at the ACTA-GI division (Atlas Copco Tools and Assembly Systems GI Division), where the sales process stretches through four main players; the Atlas Copco headquarter in Stockholm, local customer centers, distributors and end customers. When having several different players in the sales process, the communication between these may sometimes be deficient. When news and information from the headquarter is released, it has to travel through several instances before reaching the distributors or the end customers. This leads to a deficient flow of communication where information is often delayed or misinterpreted before reaching its target. The purpose of this master thesis is to investigate how ACTA-GI can improve the flow of information in the sales channel and to develop a plan of action for increasing the engagement of the distribution partners by developing an online distributor portal. In order to investigate the best ways of handling distribution partners, this study contains both qualitative and quantitative research methods. The study contain a theory review on distribution and communication strategies, an analysis of the existing sales channels and current markets, an analysis of the content of the online portal, and a benchmarking study with a similar industrial company. The result is a plan of action for industry best practice and proposals for improvement areas.
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Li, Xiaolin. "An Empirical Examination of Factors Affecting Adoption of An Online Direct Sales Channel by Small and Medium-Sized Enterprises." Kent State University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=kent1214531897.
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Šidlo, Michal. "Komunikační mix internetového obchodu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-223818.
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The goal of this work is to analyze the channels and means used for addressing and acquiring existing and future customers of internet commerce hrajhned.cz and information they spreading. With help of primary research, by using the asking technique, determine whether used channels, resources and information are adequate and improve overall communication mix for streamlining sales. This paper aims to clearly define which channels and resources can support the fulfillment of the main long-term objective of this shop - ie extension, trade between the vast majority of customers and gaining at the worst third place in market in the sale of digital distribution of games, and the secondary target for this year - ie the increase in total sales by 40%.
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JADAMBA, SOLONGO, and 彩容. "Sales Distance and Choice of Online Distribution Channel: A Case Study of Mongolian Consumers." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/8zn5hz.
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碩士大葉大學
國際企業管理學系碩士班
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Online sales can be transacted at varying distances from the consumer. The most distant are cross-border transactions carried out entirely over the internet, with all product information conveyed electronically, and no face-to-face contact between customers and sales staff. A closer option is “click and mortar” shops, domestic businesses that allow consumers to buy products either on the internet or from an associated brick-and-mortar store. When a desired product is available from both a cross-border vendor and a click-and-mortar shop, the customer faces a choice of distribution channel. The customer then decides not what to buy but how to buy what they want. In developing countries such as Mongolia, this choice of distribution channel poses interesting tradeoffs for consumers. In Mongolia, the large purely online shopping sites, such as Amazon, are all foreign. The most popular domestic online sites are click-and-mortar shops, which have features of both online and brick-and-mortar shops. This study investigates the factors that influence Mongolian consumers’ choice of online distribution channel in the purchase of international brand name products. Using a Likert questionnaire, we obtain data from 302 respondents in the capital city, Ulaan Bataar. The survey assesses respondents’ willingness to purchase goods through two channels at differing distance from the consumer: MMARKET and Amazon. The data are incorporated into a probit model in which the dependent variable is channel choice and the independent variables represent the consumer’s need for a “close-up” shopping experience, characterized by “face to face” contact with sales staff and physical/tactile handling of products to gain haptic information. The dependent variable is represented by either absolute willingness to shop (e.g., at MMARKET, when no alternative channel has been specified) or relative willingness to shop (e.g., at Amazon, when the alternative is MMARKET). Since click-and-mortar shops are the most proximate to the user and foreign online shops are the most distant, the latter measure represents the consumer’s preference for the more distant sales channel. The control variables include customer demographics, technological experience, and other factors known to influence online shopping behavior. The models output shows that trust is the most important factor influence willingness to shop when Mongolians favor both distant and closer shopping channels while they also assume usefulness with ease of use is determinant. Our result indicates that Mongolians consider haptic is important they prefer closer domestic option while they assume haptic is unnecessary distant option is their choice. Furthermore, higher face-to-face preference leads Mongolians to shop at Amazon. Demographic factors such as income, education, professional area also exert a powerful influence.
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Branco, Rita Mota Veiga de Araujo. "Marketing plan for online aqctivity of Rota Vicentina boosting direct website sales." Master's thesis, 2016. http://hdl.handle.net/10362/17194.
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The nature tourism experienced a great expansion of its market with the appearance of
different lifestyles.
In this Work Project a study regarding the website direct sales of Rota Vicentina was
developed. Its website shows the idea of being solely an information structure and not a
purchase one, leading to a current absence of online sales. Hence, it is suggested the
modification of its business model, using different instruments and channels. Some digital
marketing recommendations were developed in order to boost website sales, such as a platform
for online reviews, remarketing campaigns and social media activity.
Book chapters on the topic "Online Sales Channels"
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Li, Xiaolin. "Adoption of Online Direct Sales Channel by Small and Medium-Sized Enterprises." In Proceedings of the 2009 Academy of Marketing Science (AMS) Annual Conference, 191. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10864-3_108.
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Constantinescu-Dobra, Anca, and Mădălina-Alexanda Coțiu. "Communication Channels." In Communication Management [Working Title]. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.98598.
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The scope of the chapter is to discuss changes in usage of digital communication channels before and during the Covid-19 pandemic. Consumers in both industrial and fast-moving consumer goods markets are considered. The chapter comprises a suggestive overview, followed by conclusions on trends expected in digital communication channels usage due to the shifts in consumer behavior caused by the pandemic. Digital communication channels analyzed include websites, sales pages, social media platforms, as well as e-mail marketing, and blogs. Consumers in Generations X, Y and Z, and their preferences for the different communication channels are analyzed. Results indicate an increased interest of all generations for social media, especially following the Covid-19 pandemic. E-mail marketing also remains an important communication channel across all three generations, while the interest in websites and blogs varies. All consumers favor high quality, attractive content displayed irrespective of the communication channel used. Trends identified suggest the interest for online shopping and online engagement with brands will remain sustained after the lift of the various restrictions imposed by the pandemic. It is therefore important that brands ensure a strong online presence and engage with their audiences based on their consumers preferred communication channels.
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Kollmann, Tobias. "Cross-Channel Cooperation." In Encyclopedia of Multimedia Technology and Networking, Second Edition, 299–304. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-014-1.ch041.
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The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.
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P., Gulnaz Banu, and Gokulakannan P. "Omnichannel Retailing." In Advances in E-Business Research, 244–55. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9921-2.ch013.
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Tremendous growth of information technology led to the rise of a new form of retailing, the digital retailing, (includes e-commerce and m-commerce), which offers value, convenience and tons of information. Mostly, customers experience digital and conventional retailing distinctly. For a customer to appreciate ‘The brand', it is necessary for him to experience it, no matter through which channel he interacts with ‘The brand'. Here, Omnichannel strategy, which uses digital media as its backbone, is an integrated sales experience that melds the advantages of physical stores with the information rich-experience of online shopping. An Omnichannel strategy enables the customer to get what he wants anyhow, anytime and anywhere through options like Click and Collect Store, order from a public space, browse in store-order online, browse online-get at store and in-store GPS, information centre etc. From a retailer's perspective, it offers him a single customer view (SCV) that helps in understanding what the customers want. An effective integration of field intelligence and digital media data facilitates excellent control over the stocking of products. Integration of channels enables a retail store to fulfil an online order, thus the volume of products going into decline stage is reduced. Also it becomes easy to either risk pool the inventory and deliver from one point or reduce warehousing and deliver from the store. As a result, capital investment is optimised. To adopt omnichannel, it is necessary to understand the psychology of digital shoppers, customer touch points and actionable channels preferred by the customers. The SCV offered by omnichannel ensures that the brand makes its customers appreciate, enjoy and remain connected to the brand.
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R., Krishnadas. "Understanding Customer Engagement and Purchase Behavior in Automobiles." In Handbook of Research on Technology Applications for Effective Customer Engagement, 1–13. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4772-4.ch001.
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With rapid technological innovation, customer expectations are evolving at a faster pace. Technology plays a vital role in the value creation by kindling opportunities through transmuting consumption landscape. Digital technology acts as a powerful tool for bringing out the transformation across various sectors including the automobile industry augmented by the expectations of the new generation customers. With the beginning of the online revolution in the automobile sector, shoppers have started to rely on online platforms. OEMs and dealers need their strong presence across Omni channels to battle out the competition and have to focus on the digital-savvy shoppers to foster sales. Hence, auto retailers have to explore and experiment with different platforms that offer a flexible consumption-based model with an opportunity for experimenting and co-creating new features.
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Santos, José Duarte, and Fernando Luís Almeida. "Marketing and Technologies Platforms in Smart F-Store." In Advances in Human Resources Management and Organizational Development, 139–59. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5993-1.ch007.
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Social networks, originally built as channels for personal interaction, are being used in the commercial market as a support for product sales. The use of applications integrated in social networks appears as an opportunity to explore by companies. Facestore emerged in 2013 as the first e-commerce solution integrated in social networks, allowing the creation of online stores within Facebook, without the customer having to leave the social network interface. Operations like looking into the catalog, choosing the product, and paying the transaction is carried out without the customer need to open a new website. The use of Facestore offers direct and indirect benefits on the different areas of an organization. At the direct level, there are changes in processes in terms of customer service and marketing and sales. However, its use also potentiates indirect benefits in other organizational areas, such as operations, finance, administration and information technologies support, human resources, and research and development.
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Izsak, Peter, and Aidan Shribman. "Data Intensive Enterprise Applications." In Data Intensive Storage Services for Cloud Environments, 158–65. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3934-8.ch011.
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Today almost all big enterprises act globally, which results in a growing need for a new kind of data analytics. Imagine a company where data from distribution and sales needs to be combined with increasing online sales on multiple platforms and marketing across new social media channels. Here, new real-time analytics using Cloud Computing concepts can open new perspectives. SAP has had a strong presence in the Business Intelligence (BI) market. The company pioneered concepts to collect, combine, and analyze company wide information. As a result, SAP customers enjoy BI capabilities that are strongly integrated with their SAP operational systems (e.g., ERP, CRM). In recent years, companies have leveraged Cloud Computing as a means for lowering the Total Cost of Ownership (TCO) of various types of business applications that are provided On-Demand. SAP already offers products such as SAP Business ByDesign, which is offered as a Software-as-a-Service (SaaS) On-Demand product. Feature-rich Cloud storage solution such as VISION Cloud enables SAP to integrate new innovations to its On-Demand software portfolio. This chapter describes how VISION Cloud enriches SAP’s Instant Business Intelligence analytical On-Demand service.
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Wang, Hsiu-Yuan, Jian-Hong Wang, Hsing-Wen Wang, and Chi-Chun Chen. "Factors Influencing Intention of Facebook Fans of Companies to Convert into Actual Buyers." In Research Anthology on Strategies for Using Social Media as a Service and Tool in Business, 357–81. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-9020-1.ch018.
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Recently, a new wave of business opportunities has emerged by integrating social media and commerce. Although many hospitality organizations have considered online social communities as potential channels for promotion, most of them have failed to obtain sales from community members. Therefore, the purpose of this study was to propose and examine a new research model that can capture cognitive- and affective-based trust elements influencing fans' behavioral intention to purchase by affecting their firm commitment. A survey of 393 Facebook participants found strong support for the model. The results indicated that Facebook fans' perceptions of firm commitment could be a strong predictor of their buying intention. Factors of building cognitive trust (i.e. perceived reputation, perceived ability, and information quality) as well as affective trust (i.e. perceived benevolence, perceived integrity and perceived social presence) were the critical components significantly influencing fans' firm commitment. Theoretical and practical implications of the results are discussed.
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Berry, Joanna. "Live Music and Performances in a Virtual World." In Encyclopedia of Multimedia Technology and Networking, Second Edition, 849–53. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-014-1.ch116.
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The introduction of the Internet and its rapid expansion in the 90s, coupled with technological advances in software and hardware, allowed the digitisation of virtually the entire value-chain of the music industry (Berry, 2006). The industry saw its traditional value exploiting methods, in particular CD sales, become less effective and in many cases obsolete. At the same time, new stronger and more direct relationships started forming between the artists and their audience, radically changing how many of the industry’s functions, such as its supply chain management, were undertaken. In this article, we discuss how information and communication technologies affect one aspect of the music experience, that of live and virtual performances. This choice allows us also to illustrate a change of attitude toward technology from all stakeholders, especially music labels. The article first presents a number of examples of “live” performances with “real” performers that were reproduced and repackaged using various multimedia technologies and then distributed through a number of online and digital channels. Following this, the article discusses the emerging phenomenon of virtual performances on Second Life and considers their potential implications.
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Markellou, Penelope, Maria Rigou, and Spiros Sirmakessis. "Web Personalization for E-Marketing Intelligence." In Human Computer Interaction, 2164–80. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-87828-991-9.ch142.
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As the Web is growing exponentially, online marketing has been changed by the newly provided technological capacities and digital channels of sales. Online marketing or e-marketing is the adaptation and development of marketing strategies in the Web environment and includes all factors that affect a Web site’s efficiency, like the idea, the content, the structure, the interface, the implementation, the maintenance, the promotion and the advertising. Since more and more businesses are using the Web to conduct their activities, issues like interface usability, easy navigation and effective supporting services become critical and influence their success dramatically. However, one important problem that arises is that Web users are confronted with too many options. Currently, Web personalization is the most promising approach to alleviate this information overload and to provide users with tailored experiences. It improves user interaction with Web sites and offers them the ability to establish long-term and loyal relationships. The scope of this chapter is to give a comprehensive overview of research issues on personalized e-marketing applications. We focus on the importance of personalization as a remedy for the negative effects of the traditional “one-size-fits-all” approach. Next, we explore the different steps of the personalization process providing information about interesting research initiatives and representative commercial tools for producing personalized Web experiences. Finally, we demonstrate the close relation between personalization and Web mining and discuss open research issues.
Conference papers on the topic "Online Sales Channels"
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Mađarac, Sandra Mrvica, Marko Eljuga, and Zvonimir Filipović. "THE IMPACT OF THE PANDEMIC CRISIS ON SALES BUSINESSES – CASE STUDIES." In 6th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eraz.2020.21.
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The entire world is facing with the impact and consequences of the COVID 19 pandemic, what is reflected in various spheres of social life. In the conditions of the crisis management, companies are forced to adapt to the new situation in order to survive on the market. Sales companies have had to make changes in their former business; namely in their organization, logistics, retail supply channels that are now oriented towards the online sales without contact when delivering to customers. The Civil Protection Headquarters of the Republic of Croatia has brought a Decision by which are regulated the working hours and the method of work in the trade business during the Coronavirus epidemic, according to which it is obligatory for all stores to organize their work in compliance with general anti-epidemic measures and special recommendations of the Croatian Institute of Public Health. In the paper are listed and analyzed changes in the sales operations of the two companies due to the pandemic crisis; one company deals with the sale of agricultural machinery and the other with the sale of food products.
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Kazandzhieva, Velina. "DISTRIBUTION OF TOURISM SERVICES IN OMNICHANNEL RETAILING." In TOURISM AND CONNECTIVITY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/tc2020.335.
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Omnichannel is a buzzword in e-commerce and online tourism trends over the last few years. Moreover, it is a concept and marketing approach to apply in travel and tourism industry. The way tourists research, plan and book their tours and activities is evolving. Knowing the trending booking channels include the entire path to purchase, from inspiration to conversion. The growing importance of online sales means that traditional bricks-and-mortar retailers need to transform the distribution system to deliver an omnichannel experience to their customers.
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Zarkovic, Nebojša. "THE ROLE OF MODERN TECHNOLOGY IN COMUNICATION OF BROKERS AND AGENTS WITH THE INSUREDS." In MODERNE TEHNOLOGIJE, NOVI I TRADICIONALNI RIZICI U OSIGURANjU. Association for Insurance Law of Serbia, 2021. http://dx.doi.org/10.46793/xxsav21.022z.
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Th anks to today’s digital age, insurance is the one industry that has particularly benefi ted from the advancements in technology. Every customer an insurance broker or agent serves has a diff erent communication want or need. Some customers crave Улога савремене технологије у општењу посредника и заступника са осигураницима 34 personal attention and want to be able to speak with their insurance agents or brokers. Others simply want easy access to information and a way to deliver information that is not stressful or disruptive. For that reason, insurance brokers or agents should use modern technology to off er multiple communication channels. Th is can include websites, mobile devices, social media, remote communication and business process automation as it is pointed out in this article. More people are accessing the Internet on mobile devices than on desktop computers. Insurance agents and brokers should make sure their websites are compatible with most (if not all) mobile devices. Another solution is to create a mobile app to make it easy for consumers to access their sites on the go. Social media for insurance agents and brokers has challenges. However, social media is now critical to the insurance business. Th e rewards they can reap on social media far outweigh the obstacles. Insurance sales and consultations have always been about connection. Brokers and agents make a connection with clients. Th ey discuss catastrophic situations, potential life problems and issues of daily living, making connections in real life. Th e world now requires those connections to be maintained online, especially during the coronavirus crisis. Remote communication is a way of communicating with others online. Meetings, information, and training materials are shared over the Internet. Advanced insurance brokers and agents create virtual teams. Th ey icommunicate and collaborate online and not in a shared offi ce space. Business process automation is the technology-enabled automation of complex business i.e. insurance processes utilized by agents and brokers. It can streamline an insurance business for simplicity, achieve digital transformation, increase service quality to the insureds, improve service delivery or contain costs. Insurance brokers and agents should spend more time interacting with potential customers. Th is includes answering questions and informing them of the important benefi ts of the insurance off ered. Th ey should turn to in-offi ce soft ware that helps them automate these workfl ows.
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Rofin T M and Biswajit Mahanty. "Influence of customer acceptance of online sales channel on firm profits under channel competition." In 2015 International Conference on Advances in Computing, Communications and Informatics (ICACCI). IEEE, 2015. http://dx.doi.org/10.1109/icacci.2015.7275721.
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Xia, Bei. "Agricultural Supplier’s Online Sale Mode Choice under Dual-channel Supply Chain." In 2015 International Conference on Management, Education, Information and Control. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/meici-15.2015.271.
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Peiqin Li. "Sale effort competition in dual-channel supply chain based on a weakest online manufacturer." In 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6010696.
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Shadiqurrachman, Salman, Ari Ridwan, and Artha Kusuma. "Online Travel Agency Channel Pricing Policy based on Dynamic Pricing Model to Maximize Sales Profit Using Nonlinear Integer Programming Approach." In Proceedings of the 2019 1st International Conference on Engineering and Management in Industrial System (ICOEMIS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icoemis-19.2019.48.
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