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1
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.
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Rao, Shashank, Thomas J. Goldsby, and Deepak Iyengar. "The marketing and logistics efficacy of online sales channels." International Journal of Physical Distribution & Logistics Management 39, no. 2 (March 13, 2009): 106–30. http://dx.doi.org/10.1108/09600030910942386.
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Han, Qiang, Zhenlong Yang, Zheng Zhang, and Liang Shen. "Offline and Online Channel Selection of Low-Carbon Supply Chain under Carbon Trading Market." Mathematical Problems in Engineering 2021 (January 4, 2021): 1–17. http://dx.doi.org/10.1155/2021/6627937.
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This paper investigates the low-carbon product manufacturer’s different decision behavior in the offline traditional retail channel and online e-commerce channel when the carbon trading market has been established. The low-carbon product manufacturer is both in the carbon trading market and product market. In the former market, the manufacturer can gain profits by selling its emission quota. In the latter market, the manufacturer has two sales channel options, the traditional offline retailer and the online e-commerce platform. These two channels make two supply chains, the manufacturer-led offline one and the e-commerce platform-led online one. This paper combines the carbon trading market with the product market, formulates different Stackelberg game models, compares the manufacturer’s decision under two channels and the impact of channels on the carbon emission, does sensitivity analysis, and verifies the conclusions with numerical examples. Our findings are (1) the establishment of the carbon market will help the manufacturer reduce its carbon emission, especially for those sensitive to the carbon price and those with too much emissions; (2) whether the manufacturer turns to the online channel depends on the consumers’ sensitivity to the sales service, and consumers’ attention will guide the way to the online mode; (3) which mode is conducive to carbon emission reduction relies on the product type: the e-commerce platform does well for daily necessities of mass production while the traditional channel is better for experience goods.
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He, Fu Bao, Yi Lai Zhang, and Yi Huang. "Research and Design of Ceramic E-Commerce Dual-Channel Collaborative Distribution System." Applied Mechanics and Materials 220-223 (November 2012): 2375–78. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.2375.
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With the rapid development of the network information technology and logistics processing technology, the information and services are changing the people’s lifestyle, and meanwhile, exerting an influence on the sales channel. Many manufacturers are developing the network sales channel actively and selling products through the traditional channel at the same time. If manufacturers set the network sales channels incorrectly, or implement the network direct distribution thoughtlessly, it will cause the distributors’ boycott in the traditional distribution channel. Based on the existing ceramic e-commerce platform, this paper tries to develop the real dual-channel collaborative distribution system for the ceramic manufacturers. Through the system, the traditional distributors can join the network distribution channel, and sell products with dual-channel: one is the physical store sales channel after the products are delivered from the manufacturer using online procurement and payment; the other is the non-inventory network sales channel after the customers order and pay, then the manufacturer delivers to the customer directly according to the distributor’s virtual online procurement. Through the system, the ceramic manufacturer can maintain the traditional distribution channel, broaden the network distribution channel and develop the network distributors only using the non-inventory network sales model, and realize the collaborative distribution management in the traditional and the network distribution channel.
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Beritelli, Pietro, and Roland Schegg. "Maximizing online bookings through a multi-channel-strategy." International Journal of Contemporary Hospitality Management 28, no. 1 (January 11, 2016): 68–88. http://dx.doi.org/10.1108/ijchm-07-2014-0326.
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Purpose Hotel managers are being challenged by the increasing multitude of distribution and sales channels. Online travel agencies (OTAs) in particular generate a great deal of uncertainty: Which are the best ones? Which ones offer the best conditions? How many channels are optimal for my hotel? How can I evaluate costs versus benefits? These and other questions concerning the optimal online distribution channel strategy have produced different reactions in practice. The aim of this paper is to challenge the need for an over-optimization of channel strategy by proposing that the consumer, at the end, deals with a network of information presented on one networked environment, including the Web. Hence, the network effect of the numerous online platforms is what drives consumer choice and, finally, bookings. Design/methodology/approach A series of multiple regressions with representative samples of hotels in Switzerland from the years 2009, 2010, 2011 and 2012 was performed to estimate the importance of the number of platforms against other independent variables. Additionally, further multiple regressions with samples from the years 2011 and 2012 using the most important platforms (first-tier channels) shows again that the number of platforms is more important. Findings The analyses show that the estimated number of online bookings by the respondents in the hotels is a result of the number of channels, not the type of channel. This is particularly true for non-categorized establishments and one- and two-star hotels. The analyses do not confirm the billboard effect, according to which particular platforms (first-tier channels) increase the probability of bookings. Thus, the survival strategy is to maximize share of shelf and to build on interdependencies and network effects. Research limitations/implications The study looks only at online bookings. Additional research into the connection between online and offline channels, particularly from the viewpoint of the consumer, will provide further insights. The study looks at the booking volume per channel, not the monetary sales volume or the profit. A study that quantifies not only the volume of bookings but also the total profit or the contribution to profit per channel could quantify the benefits of the multi-channel strategy. Originality/value The multiple online channel strategy seems to be the more effective approach to maximizing bookings online, regardless of the platforms chosen. Results of the study challenge the current opinion among practitioners that the multitude of distribution channels forces them to choose among single online channels and, therefore, drives the search for criteria to assess these channels or even to disregard them. The consistent results across 2009-2012 show that even in the turbulent phase of the advent of OTAs in the travel industry, hotels can adopt a winning strategy. Finally, the results suggest that the intermediation of online distribution of hotel beds has approached the condition of perfect competition, causing the OTA business model to be cannibalized.
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Utomo, Mohamad Nur. "Efektivitas Bisnis Berbasis Teknologi Internet Dalam Membangun Kinerja Kewirausahaan." BISMA (Bisnis dan Manajemen) 11, no. 2 (April 23, 2019): 155. http://dx.doi.org/10.26740/bisma.v11n2.p156-172.
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Entrepreneurial success will have an impact on economic growth. Entrepreneurship that integrates internet technology in its business activities will be able to improve business performance in the current digital economy era. This study aims to empirically examine the effect of internet technology-based business implementation on business performance. Internet technology-based business applications are measured by 5 indicators (online communication channels, online promotion channels, online supplier distribution channels, online sales channels, and online transaction channels). While business performance is measured by 5 indicators (profit growth, sales growth, capital growth, efficiency, and customer growth). The sample in this study was 100 UMKM in Tarakan city using the sample area probability sample method based on the sub-district area. Data analysis technique uses PLS-SEM method with WarpPls 6.0 application. The results showed that internet technology-based business implementation was able to encourage business performance improvement. The entrepreneur must be able to integrate its business operations with Internet-based technologies to create opportunities and facilitate building performance.Keywords: Entrepreneurship, Internet Technology, Online Business.
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Nittaya Ngamyingyong, Jemine Settheerathan, Kanokpatch Koprasert,. "The development of online marketing channel for safe vegetable in Thailand." Psychology and Education Journal 58, no. 1 (January 15, 2021): 3705–13. http://dx.doi.org/10.17762/pae.v58i1.1367.
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This research aims were to; 1) to develop an online marketing channel for safe vegetable in Thailand. The research model was mixed methods. The theory of Extended Model of Internet Commerce Adoption (eMICA) was used as a research framework. The research area was Nakhon Pathom Province. The sample group was divided into 3 groups as follows; 1) 30 smart farmers who grow safe vegetables; 2) People who are involved in the safe vegetable business, including entrepreneurs and academics, were 10 people by using a specific randomization and 3) 400 people of online consumers by using simple randomization. The tools used were semi-structured interviews and questionnaires. Then analyze the results for the development of online marketing channels. The research found that farmers had online marketing channels sorted by their sales as follows; Facebook 16 users, Instagram 5 users, online orders 7 users and Shopee 2 users. The results of the trial are sold through online marketing channels, when comparing the highest efficiency was Facebook channel where customers can reach at 78.23% and generate the most income at 68.15 percent. Research findings on shipping, packaging, and consumer behavior are emerging in the process of developing online marketing channels
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Gu, Qiongqiong, Xiaodong Yang, and Bin Liu. "Pricing Decisions on Online Channel Entry for Complementary Products in a Dominant Retailer Supply Chain." Sustainability 12, no. 12 (June 18, 2020): 5007. http://dx.doi.org/10.3390/su12125007.
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This study considered the supply chain that two manufacturers sell green complementary products to a dominant offline retailer. We investigated whether a manufacturer (the integrated manufacturer) should add an online channel and examined how it affects channel members’ decisions and profits. We formulated the power structure as the retailer-Stackelberg model and analyzed the pricing decisions for the supply chain. The results demonstrate that the integrated manufacturer prefers not to add the online channel when online and offline market bases are comparable and the level of complementarity is moderate. The integrated manufacturer gains more power at the expense of the offline retailer and the other manufacturer (the traditional manufacturer) when the complementarity between the offline and online channel is the same as offline channels with the addition of a new online channel; furthermore, the retailer earns less, while the traditional manufacturer’s profit hinges on the complementarity between the online and offline channels. It is beneficial for the offline retailer to balance the online and offline market bases of product 1 by improving the sales environment of the physical store. The integrated manufacturer can benefit from varying their marketing actions to decrease the degree of complementarity between the retail and online channels for the two products, while the traditional manufacturer can be better off from the online channel introduction by taking steps to increase the complementarity of the two products between the offline channels.
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Fensel, Anna, Zaenal Akbar, Elias Kärle, Christoph Blank, Patrick Pixner, and Andreas Gruber. "Knowledge Graphs for Online Marketing and Sales of Touristic Services." Information 11, no. 5 (May 4, 2020): 253. http://dx.doi.org/10.3390/info11050253.
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Direct online marketing and sales are nowadays an essential part of almost any business that addresses an end consumer, such as in tourism. On the downside, the data and content required for such marketing and sales are typically distributed, and difficult to identify and use, especially for small and medium enterprises. Further, a combination of content management and semantics for automated online marketing and sales is becoming practically feasible now, especially with the global adoption of knowledge graphs. A design and feasibility pilot of a solution implementing semantic content and data value chain for online direct marketing and sales, basing on knowledge graphs, and efficiently addressing multiple channels and stakeholders, is provided and evaluated with the end-users. The implementation is shown to be suitable for the use on the Web, social media and mobile channels. The proof of concept addresses the tourism sector, exploring, in particular, the case of touristic service packaging, and is applicable globally. The typically encountered challenges, particularly, the ones related to data quality, are identified, and the ways to overcome them are discussed. The paper advances the knowledge of employment of knowledge graphs in online marketing and sales, and showcases its related innovative practical application, co-created by the industry providing marketing and sales solutions for Austria, one of the world’s leading touristic regions.
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Mu, Zongyu, Yuangang Zheng, and Hao Sun. "Cooperative Green Technology Innovation of an E-Commerce Sales Channel in a Two-Stage Supply Chain." Sustainability 13, no. 13 (July 5, 2021): 7499. http://dx.doi.org/10.3390/su13137499.
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The potential broad market of green consumption has encouraged an increasing number of enterprises to carry out green technology innovation activities. This paper examines a two-stage supply chain of e-commerce sales channels under different cooperative models. We find that consumers’ green preferences are the main factor that affects green product market demand. The manufacturer and the retailer can raise the levels of green technology innovation and extend green promotional services to expand product market demand in online and offline channels. However, consumers’ e-commerce preferences and online free-riding behaviors affect the manufacturer’s sales channel choice. The retailer can improve the level of green promotional services to hold offline channel market demand, while promotional behaviors have a positive/negative spillover effect on online market demand if the level of free riding falls above/below consumers’ e-commerce preferences. The higher the cooperative level is, the later the manufacturer will open the online channel and close the offline channel to ensure a high level of green promotional service from the cooperative retailer. The results show that the stronger the level of cooperation among all members is, the better the economic, ecological, and social benefits will be. Therefore, we design a revenue-cost sharing contract that can effectively motivate green technology innovation and green promotional services and afford all members win-win profits.
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Moroz, E. V., and V. N. Zuev. "Online Platforms as a Modern Marketing Tool (Through the Example of the European Union)." Economics and Management 26, no. 9 (November 25, 2020): 975–85. http://dx.doi.org/10.35854/1998-1627-2020-9-975-985.
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Aim. The presented study aims to assess the impact of Internet platforms on the efficiency of commercial and economic activities of agents, through the example of the European Union (hereinafter — the EU). Tasks. The authors consider the characteristics of the European Union’s marketplaces, assess the impact of social networks on consumer shopping habits, examine e-commerce statistics in the European Union and the initiatives taken by the EU to improve e-commerce. Methods. This study uses general methods of cognition to identify the specific features of product promotion in the online space, analyze statistical indicators, and determine the relationship between the use of digital information processing channels and the demand for goods. Results. Examination of marketplace platforms shows that they are not a perfect channel for promoting products online. However, their significance has been growing rapidly in recent years. Platform solutions such as mobile networks and social networks significantly increase online sales. However, online channels have both advantages and disadvantages, which the European Union solves by introducing supranational regulation of online sales agents. Conclusions. Further improvement of e-commerce processes requires supranational regulation and consumer engagement to increase their awareness of the opportunities provided by e-commerce.
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Lawrence, Justin M., Andrew T. Crecelius, Lisa K. Scheer, and Ashutosh Patil. "Multichannel Strategies for Managing the Profitability of Business-to-Business Customers." Journal of Marketing Research 56, no. 3 (March 25, 2019): 479–97. http://dx.doi.org/10.1177/0022243718816952.
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As business-to-business customers increasingly use online channels, sellers must reconsider strategic investments in at least two areas: the salesperson channel, which faces the threat of substitution, and customer-specific discounts, which may be more precisely targeted. The authors draw on communication theory to posit that a customer’s search and purchasing in the seller’s online channels interact positively with both salesperson contact and customer-specific discounts to drive the seller’s customer-level sales and profit return on these investments. A multimethod approach using a complex data set from a large industrial seller provides broad support for hypothesized effects. Two post hoc experiments reveal how online and salesperson channels are complementary, together improving customer–seller communication such that the seller is better able to fulfill customer needs and reduce customer perceived risk. This research advances the multichannel and pricing literatures and offers actionable insights for business-to-business marketers, revealing how online channels can complement traditional seller investments in salespeople and customer-specific discounts.
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Hu, Y. S., L. H. Zeng, Z. L. Huang, and Q. Cheng. "Optimal channel decision of retailers in the dual-channel supply chain considering consumer preference for delivery lead time." Advances in Production Engineering & Management 15, no. 4 (December 24, 2020): 453–66. http://dx.doi.org/10.14743/apem2020.4.378.
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Facing competition from manufacturers' online direct channels, how retailers make sales channel decisions to increase consumer stickiness has become the core concern of the industry and academia. Empirical research showed that delivery lead time is a key factor that affects consumers' preference for online channels. To analyze the impact of consumer delivery time preference on channel selection and pricing strategy of retailers, consumer delivery lead time preference function was improved from a linear function to an exponential function and consumer demand under the mixed dual-channel supply chain of manufacturer and retailer was derived. Then, the Stackelberg game models under different channel strategies of retailer were established and solved. Results show that consumer preference for delivery lead time has four implications on the channel decision of retailers under manufacturer encroachment in the dual-channel supply chain. First, the dual retail channels strategy is the optimal choice for retailers, and the profit margins that a retailer obtains from dual retail channels supply chain and single online retail channel supply chain will increase as consumers' delivery lead time preference coefficient increases. Second, the optimal pricing of online retail channel and offline retail channel is positively related to consumers' delivery lead time preference coefficient. By contrast, the optimal pricing of online direct channel is negatively related to consumers' delivery lead time preference coefficient. Third, the optimal pricing of online retail channel is higher than that of offline retail and online direct channels. Fourth, a retailer and a manufacturer can adopt a compensation-based whole price contract to address the conflict brought about by the optimal channel choice of the retailer. This study introduces consumer delivery lead time preference into retailer channel decision making and provides a theoretical reference for retailer's mixed channel construction in practice.
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Fornari, Edoardo, Daniele Fornari, Sebastiano Grandi, Mario Menegatti, and Charles F. Hofacker. "Adding store to web: migration and synergy effects in multi-channel retailing." International Journal of Retail & Distribution Management 44, no. 6 (June 13, 2016): 658–74. http://dx.doi.org/10.1108/ijrdm-07-2015-0103.
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Purpose – The purpose of this paper is to investigate the topic of multi-channel retailing. Specifically, the research intends to determine if and to what extent the opening of physical stores by a former web-only retailer reduces or extends overall retail sales, and whether such effects tend to change over time. Empirical analysis focuses on data elaboration from a retailer who has passed from the initial mono-channel model (pure online), to a multi-channel one with the opening of stores. Design/methodology/approach – Through the analysis of an internal data set of a leading consumer electronics retailer applying Probit and Logit estimation techniques, the authors extract information about actual customers’ purchases (or rather retail sales) in three newly opened stores and about online purchases (through an e-commerce web site managed by the same retailer with the same store brand) by people living in the new store service areas before and after the openings. Findings – The paper shows that, for the single customer, the probability of purchasing online is reduced by the store opening in the short term, but tends to increase in the long term. Besides, results indicate that long-term synergy between the two channels depends mainly on indirect influence due to the mere presence of the store brand in the area rather than on the direct experience of shopping in the store. Research limitations/implications – The study highlights that channel portfolio enlargement from mono- to multi-channel retailing tends to activate a sort of life cycle; while in the early phase of store addition web sales tend to be cannibalized because the two channels are perceived as “substitutes” for each other, in the long run migration turns into a synergy effect; different channels tend to interact with and reinforce each other as customer touch points of the same retailer, in an omni-channel perspective. Originality/value – The paper herein presents various original elements concerning types of available data (actual sales rather than consumers’ intentions/perceptions and individual level data rather than aggregate level ones), estimation technique used (binary choice model) and research hypotheses (distinguishing between “direct” and “indirect” synergy effects in multi-channel retailing).
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Fisher, Marshall L., Santiago Gallino, and Joseph Jiaqi Xu. "The Value of Rapid Delivery in Omnichannel Retailing." Journal of Marketing Research 56, no. 5 (July 3, 2019): 732–48. http://dx.doi.org/10.1177/0022243719849940.
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The authors study how faster delivery in the online channel affects sales within and across channels in omnichannel retailing. The authors leverage a quasi-experiment involving the opening of a new distribution center by a U.S. apparel retailer, which resulted in unannounced faster deliveries to western U.S. states through its online channel. Using a difference-in-differences approach, the authors show that online store sales increased, on average, by 1.45% per business-day reduction in delivery time, from a baseline of seven business days. The authors also find a positive spillover effect to the retailer’s offline stores. These effects increase gradually in the short-to-medium run as the result of higher order count. The authors identify two main drivers of the observed effect: (1) customer learning through service interactions with the retailer and (2) existing brand presence in terms of online store penetration rate and offline store presence. Customers with less online store experience are more responsive to faster deliveries in the short run, whereas experienced online store customers are more responsive in the long run.
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Lai, Jing-Jing, Nai-Yuan Pai, and Wen-Cheng Wang. "The Environmental Awareness Influence Urban Female's Purchasing Intention of Organic Agricultural Products." International Journal of Information Systems in the Service Sector 12, no. 2 (April 2020): 1–18. http://dx.doi.org/10.4018/ijisss.2020040101.
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In 2018, the number of internet users in Taiwan reached 18.66 million. The online rate was 79.2%, which was 0.4% higher than that in 2017. Moreover, the annual growth rate of Taiwan's online shopping market is double digits, suggesting the rapid expansion of online shops and the popular trend in online shopping. Managing a store on the internet platform offers many advantages, such as low operating cost, cheaper fees, greater sources of customers, and keyword marketing. As online shopping becomes prevalent in Taiwan, online shops are considered effective sales channels. Among the online shops, there are many small organic shops operated by farmers, as well as chain organic stores. However, researches on Taiwan's online purchase and sales of organic agricultural products (vegetables and fruits) are very sparse. The subjects were mostly urban women, who are white-collar workers, have middle to upper income levels, a high level of education, and are highly frequent internet shoppers. The findings indicate that in the booming online shopping market, urban women's attitude and perceived behavioral control positively, affect their intention to buy organic agricultural products (vegetables and fruits) online. Chain stores and farmers should consider internet marketing as an important sales channel targeting urban women.
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Yi, Shiming, Liying Yu, and Ziyuan Zhang. "Research on Pricing Strategy of Dual-Channel Supply Chain Based on Customer Value and Value-Added Service." Mathematics 9, no. 1 (December 23, 2020): 11. http://dx.doi.org/10.3390/math9010011.
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Considering customer value and value-added services provided by the online retail platform, this paper studies the differential pricing of a dual-channel supply chain consisting of one manufacturer and one online retail platform. Taking customer value into account in the dual-channel supply chain, this paper constructs separate and unified pricing of the direct sales channel and online retail platform’s distribution channel, and discusses each pricing model under a decentralized decision scenario and centralized decision scenario respectively. The results show that the total profit of a supply chain under the centralized decision scenario is better than the decentralized decision scenario in different ways, and the customer value of the two channels is also higher. Compared with the unified pricing of the two channels, the profit of the manufacturer is larger while the profit of the online retail platform is smaller under the separate pricing of the two channels. Moreover, the benefit of value-added services remains important to maximize the profit of the online retail platform and the customer value at the same time. Whether it is under separate pricing or unified pricing of the two channels, the antinomies effect always exists between the customer value and the profit per unit product. In order to further improve each party’s profit in the dual-channel supply chain under the decentralized decision scenario, it is necessary to improve the customer perception of profit as much as possible, and reduce the customer perception of loss as much as possible.
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Heiens, Richard A., and Ravi Narayanaswamy. "The impact of digital sales channels on web sales: evidence from the USA's largest online retailers." International Journal of Electronic Marketing and Retailing 12, no. 3 (2021): 306. http://dx.doi.org/10.1504/ijemr.2021.10038042.
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Narayanaswamy, Ravi, and Richard A. Heiens. "The impact of digital sales channels on web sales: evidence from the USA's largest online retailers." International Journal of Electronic Marketing and Retailing 12, no. 3 (2021): 306. http://dx.doi.org/10.1504/ijemr.2021.116505.
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Tian, Yi, Junhai Ma, and Wandong Lou. "Research on Supply Chain Stability Driven by Consumer’s Channel Preference Based on Complexity Theory." Complexity 2018 (August 7, 2018): 1–13. http://dx.doi.org/10.1155/2018/7812784.
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At present, most of the manufacturers are increasingly laying emphasis on dual-channel selling. The level of consumer’s preference is diverse with different channels. This study discusses a supply chain where one common manufacturer uses two different channels to sell product. The bounded rationality expectation has been applied to explore the decision-making mechanism in finalizing the wholesale prices and sales commissions for the manufacturer and retailers. In addition, the dynamic features of the system are simulated by 2D bifurcation diagram, the largest Lyapunov exponent, attractor variation, and time series. The simulation results suggest that if the adjustment speeds of the wholesale prices and sales commissions change drastically, the system would fall into a chaotic state. If the consumers prefer the online channel, the wholesale prices and sales commissions may be raised and vice versa. However, too strong preference of each channel will make the system appear to have a considerably periodic fluctuation, even chaos. In the meantime, the parameter adjustment method can help make the periodic or chaotic system go back to stability. Therefore, the significance of this study is with a practical meaning to make better pricing strategy for players in dual-channel selling supply chain system.
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Ivanova, Iryna, Tatiana Tatiana, Alona Rudenko, and Tamila Zalozna. "Black Friday Tool for Sales Promotion." Marketing and Digital Technologies 4, no. 4 (December 25, 2020): 52–61. http://dx.doi.org/10.15276/mdt.4.4.2020.3.
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The article summarizes scientific views and defines the term of sales promotion. Features of promotion and sales promotion in B2C (Business-to-Consumer) markets are revealed. The use of digital marketing tools in the process of stimulating the sales of goods through digital channels, in particular through online stores, as well as the use of search engine optimization (SEO) and SMM-marketing is substantiated. Marketing communications and sales promotion elements used by retailers when preparing for seasonal sales are considered. The activity of consumers to retailers in the period of the preparation for grand sales, tools used by retail trade to influence the consumer and improve the activity of sales of goods is studied. The authors summarize and analyze statistic data of such online platforms as Black-friday.global, Picodi, Google Trends. The factors influencing the opportunities of online shopping and retail during Black Friday are explored and outlined. The peculiarities of trading platforms functioning, which provide online shopping space for various retail enterprises and offer marketing communications of retailers to increase the efficiency of product promotion on the Internet, are highlighted. Keywords: product promotion, sales promotion, Black Friday, marketing communications, digital marketing, retail, marketplace.
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Kostecka-Jurczyk, Daria. "Selective Distribution Restrictions in the EU Competition Law." Lexonomica 12, no. 2 (2020): 261–80. http://dx.doi.org/10.18690/lexonomica.12.2.261-280.2020.
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The dynamic development of digital technologies favours the rapid increase the popularity of electronic commerce, but at the same time causes an ever-stronger competitive pressure, prompting manufacturers and wholesalers to use various tools for controlling the sales system, especially prices. They often impose various restrictions on commercial partners (e.g. distributors) by preventing them from using certain sales channels. However, it is difficult to delimit the legality of such sales restrictions. It is very difficult to find an answer to the question of where the appropriate demarcation line should be drawn that determines the violation of competition rules, especially in online sales. Regulation 330/2010 seems not to be tailored to the assessment of restrictions in online distribution channels. The aim of the article is to point out the lack of appropriate tools to assess the restrictions of internet sales. The article shows that there is currently no uniform approach by antitrust authorities, which in turn results in legal uncertainty. It seems that the amendment of Regulation 330/2010 should be considered and the market share threshold set out in it should be lowered, while at the same time ensuring that it will be an actual safe harbour for companies, including online distributors.
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Cao, Kaiying, Jia Wang, Guowei Dou, and Qingyu Zhang. "Optimal trade-in strategy of retailers with online and offline sales channels." Computers & Industrial Engineering 123 (September 2018): 148–56. http://dx.doi.org/10.1016/j.cie.2018.05.028.
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Duan, Qi, and Chengcheng Li. "Research on Dual-Channel Supply Chain Promotion Strategy." International Journal of Information Systems and Supply Chain Management 14, no. 3 (July 2021): 79–106. http://dx.doi.org/10.4018/ijisscm.2021070105.
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The establishment of online direct sales channels influences the selection of pricing strategies and promotion information disclosure strategies of manufacturers and retailers. Considering the consideration of consumer preference, this paper studies the influence of different promotion information disclosure modes on the promotion effect and the income of supply chain members in the dual-channel supply chain with direct online channels. Based on hoteling model, the authors establish a model on market demand of the two channels and analyze the pricing and disclosure strategies of manufacturers and retailers under different concerns of consumers. It is found that there is a unique equilibrium threshold between the two disclosure modes. Only when the selling price after promotion is lower than the threshold are manufacturers or retailers willing to make information disclosure. It is also found that the disclosure intention and strategy of manufacturer or retailer will change with different customers' concerns and the relationship between the difference of two channels promotion and the threshold value.
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Targański, Bartosz. "Is Selective Distribution Possible on the Internet? On Restrictions of Online Search Advertising and Online Sales in the Guess Case." Yearbook of Antitrust and Regulatory Studies 12, no. 21 (2020): 237–46. http://dx.doi.org/10.7172/1689-9024.yars.2020.13.21.9.
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This comment discusses the case AT.4028 of 17 December 2018, where the European Commission imposed a fine of 39.8 million Euro on clothing company Guess for several restrictive provisions in agreements with its distributors in the EEA, including restrictions of online search advertising and online sales. The case demonstrates that e-commerce leads to disintermediation within the supply chain, which in turn leads to tensions between the manufacturer of branded products and authorized distributors operating in a selective distribution system. The case does not provide, however, much practical guidance on how to align online and offline channels into one distribution system supporting a prestigious image of branded products. Therefore, an example of a distribution system integrating online and offline sales from the practice of the Australian Competition and Consumer Commission is presented.
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Che, Cheng, Yi Chen, Xiaoguang Zhang, and Zhihong Zhang. "The Impact of Different Government Subsidy Methods on Low-Carbon Emission Reduction Strategies in Dual-Channel Supply Chain." Complexity 2021 (January 11, 2021): 1–9. http://dx.doi.org/10.1155/2021/6668243.
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With the implementation of national carbon emission reduction policies and the development of online shopping, manufacturers are making low-carbon efforts and selling products through dual channels. This paper constructs a dual-channel supply chain decision-making model composed of low-carbon emission reduction manufacturers and retailers and studies the optimal decision-making problem of the supply chain under subsidies by the government based on emission reduction R&D and per unit product emission reduction. The research results show the following: (1) when the government subsidizes emission reduction R&D, the emission reduction will have an impact on retailers’ optimal prices, manufacturers’ optimal wholesale prices, and optimal direct sales channel sales prices. The profit of the manufacturer increases with the increase in carbon emissions, and the profit of the manufacturer increases to a certain level and then appears to decline. (2) When the government adopts a subsidy method based on the emission reduction per unit product, the manufacturer’s wholesale price and the selling price of direct sales channels, as well as the retailer’s own optimal price, will increase with the increase in emission reductions. Retailers’ profits will increase linearly with the increase in carbon emissions. Manufacturers’ profits will first increase in a straight line and then increase in a curve.
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Liu, Chengli, C. K. M. Lee, and K. L. Choy. "Sales effort deployment in decentralized dual-channel distribution." Industrial Management & Data Systems 116, no. 4 (May 9, 2016): 821–37. http://dx.doi.org/10.1108/imds-09-2015-0404.
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Purpose – The purpose of this paper is to determine the optimal sale effort deployment under dual-channel distribution which combines a traditional brick and mortar retail channel from the partner retailer and an online direct channel from the manufacturer. Design/methodology/approach – A sales effort competition game is set up in the dual-channel distribution between the manufacturer and the retailer. Demand under sales efforts is determined based on the consumer valuation, consumer’s channel preference and sales efforts. Then, the optimal sales effort deployment is studied with a game theory approach which allow the retailer and the manufacturer to maximize their own profit. Findings – Consumer’s channel preference is a key parameter of the demand assignment in the dual-channel distribution. Interestingly, the optimal sales effort and the profit of the manufacturer and the retailer can be limited by the other’s efficiency of sales effort. The finding suggests that the manufacturer and the retailer should collaborate to enhance the efficiency of the sales effort. It also shows that the manufacturer can utilize the direct channel as an important marketing channel even though no profit is obtained through the direct channel. Research limitations/implications – This research provides a new method to model the sales effort in the dual-channel distribution. The optimal sales efforts based on the consumer behavior are determined. However, since this study assumes a consistent product price across channels, the results is not applicable for a retailer who can set their own price. Practical implications – It is a win-win situation for adoption of the dual-channel distribution although the manufacturer can benefit more. Additionally, direct channel can be used as an effective marketing channel. Originality/value – This research contributes to a better understanding of demands in dual-channel distribution under sales efforts. Additionally, the research results provide a useful framework of sales effort deployment under different consumers’ channel preferences in the dual-channel distribution.
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Scholl, Hans Jochen, Kai Wang, Yuan Wang, Grant Woods, Donghe Xu, Yaxing Yao, Marlen C. Jurisch, and Helmut Krcmar. "Top soccer teams in cyberspace: Online channels for services, communications, research, and sales." Journal of Marketing Analytics 2, no. 2 (June 2014): 98–119. http://dx.doi.org/10.1057/jma.2014.10.
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Amyx, Douglas A., and Michael S. Luehlfing. "Winner's curse and parallel sales channels—Online auctions linked within e-tail websites." Information & Management 43, no. 8 (December 2006): 919–27. http://dx.doi.org/10.1016/j.im.2006.08.010.
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Sayyida, Sayyida, Sri Hartini, Sri Gunawan, and Syarief Nur Husin. "The Impact of the Covid-19 Pandemic on Retail Consumer Behavior." Aptisi Transactions on Management (ATM) 5, no. 1 (January 20, 2021): 79–88. http://dx.doi.org/10.33050/atm.v5i1.1497.
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The COVID-19 pandemic that occurred throughout 2020 has an impact on economic sector. Consumers tend to use online channels to reduce face-to-face contact with marketers or other consumers. On the other hand, the consumer's need to see, touch and feel a product directly is only available in physical stores. This study aims to analyze the impact of the COVID-19 pandemic on retail consumer behavior. This study uses quantitative methods with secondary data sources obtained from several countries including the United States, England, Germany, France, Canada and Latin America. The results show that the shopping trends during the COVID-19 pandemic are webrooming and pure online shopping. Retail sales data in these countries shows that retail sales in physical stores exceed 70% of total retail sales and retail e-commerce sales are less than 30% of total retail sales. This research is expected to be useful for marketers in improving retail marketing strategies during the COVID-19 pandemic
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Dolasinski, Mary Jo, Chris Roberts, and Tianshu Zheng. "Measuring Hotel Channel Mix: A DEA-BSC Model." Journal of Hospitality & Tourism Research 43, no. 2 (September 3, 2018): 188–209. http://dx.doi.org/10.1177/1096348018789741.
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The hotel industry has experienced changes brought on by growth, customer expectations, and the proliferation in the use of e-commerce and online distribution channels. Future hotel success depends on how effectively hotel revenue managers are able to manage different booking channels to maximize hotel revenue. A Data Envelopment Analysis–Balanced Scorecard (DEA-BSC) model to measure efficiency of distribution channel mix using BSC results is presented. DEA-BSC was used because DEA-BSC incorporates multiple metrics simultaneously while traditional business models typically focus on one performance measure such as profit. Inputs for the model include the five distribution channels of C-Res/Voice, GDS, Brand.com , OTAs, and property/relationship sales. Output is the consolidated BSC average. The model was tested and results presented, demonstrating support for the usefulness of the model.
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Bonera, Michelle, and Elisabetta Corvi. "The Relevance of Visual Merchandising for Online Retailers." International Journal of Applied Behavioral Economics 3, no. 4 (October 2014): 1–16. http://dx.doi.org/10.4018/ijabe.2014100101.
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In response to consumer needs for online sensory experiences and ease of access to information, developments in online visual merchandising techniques can help to enhance the virtual environment for e-shopping. Online visual merchandising helps to reduce perceived risk for the consumer, so enabling Internet-based shopping to compete with—or to augment—traditional sales channels. The present analysis aims to test a hypothesized relationship between the visual merchandising techniques in use on those Web sites and the commercial success of fashion industry e-commerce sites (as measured by traffic data). The study uses content analysis to assess the visual merchandising techniques of 30 distribution companies in the clothing industry. On the basis of these findings, commercial enterprises of this kind using the online channel should be better able to understand the limitations and/or strengths of their current Web site, and to improve the effectiveness of their virtual environment for e-shopping.
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Min, Hokey. "Exploring Omni-Channels for Customer-Centric e-Tailing." Logistics 5, no. 2 (May 25, 2021): 31. http://dx.doi.org/10.3390/logistics5020031.
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In this volatile post-COVID environment where customers look for ways to order products online using personal computers and mobile devices, a traditional sale/delivery of products via single distribution channel needs to be reassessed. As a revolutionary alternative to a conventional distribution channel, this paper proposes an omni-channel strategy. The omni-channel aims to maximize the customer shopping experience by diversifying and integrating the product purchase and delivery media through customer engagement. The omni-channel also facilitates the sales of products by allowing customers to seamlessly interact with retailers across the multiple channels such as websites, social media, brick-and-mortar stores, kiosks, call centers, and the like. Since the transformation of product sale, purchase, and delivery processes requires a new business mindset and innovative strategic initiatives, this paper sheds light on potential challenges and opportunities of implementing the omni-channel strategy, while identifying key success factors for the application of the omni-channel concept to e-tailing.
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Bell, David R., Santiago Gallino, and Antonio Moreno. "Customer Supercharging in Experience-Centric Channels." Management Science 66, no. 9 (September 2020): 4096–107. http://dx.doi.org/10.1287/mnsc.2019.3453.
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We conjecture that for online retailers, experience-centric offline store formats do not simply expand market coverage, but rather, serve to significantly amplify future positive customer behaviors, both online and offline. We term this phenomenon “supercharging” and test our thesis using data from a digital-first men’s apparel retailer and a pioneer of the so-called zero inventory store (ZIS) format—a small-footprint, experience-centric retail location that carries no inventory for immediate fulfillment, but fulfils orders via e-commerce. Using a risk-set matching approach, we calibrate our estimates on customers who are “treated,” that is, have a ZIS experience, and matched with identical customers who shop online only. We find that after the ZIS experience, customers spend more, shop at a higher velocity, and are less likely to return items. The positive impact on returns is doubly virtuous as it is more pronounced for more tactile, higher-priced items, thus mitigating a key pain point of online retail. Furthermore, the ZIS shopping experience aids product discovery and brand attachment, causing sales to become more diffuse over a larger number of categories. Finally, we demonstrate that our results are robust to self-selection and potentially confounding effects of unobservable factors on the matched pairs of customers. Implications for retailing practice, including for legacy, offline-first retailers, are discussed. This paper was accepted by Victor Martínez-de-Albéniz, operations management.
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Šaković Jovanović, Jelena, Radoje Vujadinović, Elizabeta Mitreva, Cristiano Fragassa, and Aleksandar Vujović. "The Relationship between E-Commerce and Firm Performance: The Mediating Role of Internet Sales Channels." Sustainability 12, no. 17 (August 27, 2020): 6993. http://dx.doi.org/10.3390/su12176993.
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This paper postulates that the effect of e-commerce on firm performance is not direct and needs to be examined using mediating factors. The Ordinary Least-Squares (OLS) model was employed with the data of the Flash Eurobarometer 439 Survey entitled The Use of Online Marketplaces and Search Engines by small and medium enterprises. The obtained findings provide support for the mediating hypothesis. To be more precise, while the relationship between e-commerce and firm performance is negative, it is positively mediated by certain types of internet sales channels. In particular, the benefits of e-commerce in terms of higher sales are more pronounced when firms use commercial websites and online marketplaces. On the other hand, the interaction between e-commerce and search engines has an insignificant effect on firm performance. This study advances research on e-commerce by emphasizing the importance of mediating effect.
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Danaher, Peter J., Tracey S. Danaher, Michael Stanley Smith, and Ruben Loaiza-Maya. "Advertising Effectiveness for Multiple Retailer-Brands in a Multimedia and Multichannel Environment." Journal of Marketing Research 57, no. 3 (April 8, 2020): 445–67. http://dx.doi.org/10.1177/0022243720910104.
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An important aspect of multimedia advertising effectiveness that remains unexplored is a customer-level analysis of the relative importance of each medium for multiple retailer-brands within a product category. The increasing availability of customer databases for parent companies containing multimedia ad exposures, sales transactions in several purchase channels, and information across multiple retailer-brands now allows for a broader examination of advertising effectiveness. In this research, the authors monitor 4,000 customers over two years, linking their exposure to three media (email, catalogs, and paid search) to their in-store and online purchases for three retailer-brands in the clothing category. They develop a Tobit model for sales response to multimedia advertising that captures within-brand and within-channel correlations and accommodates individual-level advertising response parameters. Due to the very large number of observations (2.4 million) and random effects (60), the authors employ an emerging machine learning technique, variational Bayes, to estimate the model parameters. They find that email and sometimes catalogs from a focal retailer-brand have a negative influence on other retailer-brands in the category, whereas paid search influences only the focal retailer-brand. However, competitor catalogs often positively influence focal retailer-brand sales, but only among omnichannel customers. They segment customers by retailer-brand and channel usage, revealing a sizeable group of customers who shop across multiple retailer-brands and both purchase channels. Moreover, this segment is the most responsive to multimedia advertising.
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Starova, Polina V., Daria A. Wijler, and Margarita O. Rusu. "Factors influencing the purchase decision through social commerce channels: the results of mixed research in Moscow." Russian Management Journal 18, no. 3 (2020): 335–62. http://dx.doi.org/10.21638/spbu18.2020.303.
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Companies view social commerce (s-commerce) as an additional online marketing sales channel of which the revenue-generating potential has substantially increased through the recent introduction of online payments within these channels in Russia. This paper examines which factors influence the consumer buying decision through s-commerce channels in Moscow. Through a rigorous process of expert interviews, we gain a first insight into the s-commerce market in Russia. Following this preliminary qualitative analysis, we collect survey data on purchase decisions among buyers on social media (stage 1: 303 respondents; stage 2: 252 respondents). An in-depth analysis via structural equation modelling reveals numerous factors that positively contribute to purchase intention. Among others, we find that the intensity of social interaction (e.g. frequency of updates and response time), quality of service (e.g. payment and delivery) and the availability of positive reviews are statistically significant determinants for a purchase decision. However, in line with expert feedback, we find that the significant influential factors differ across s-commerce channels. For example, in Инстаграм companies should emphasize platform convenience, content personalization and trust, with the latter factor significantly depending on security and the availability of reviews.
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Wollenburg, Johannes, Alexander Hübner, Heinrich Kuhn, and Alexander Trautrims. "From bricks-and-mortar to bricks-and-clicks." International Journal of Physical Distribution & Logistics Management 48, no. 4 (May 8, 2018): 415–38. http://dx.doi.org/10.1108/ijpdlm-10-2016-0290.
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Purpose The advent of grocery sales through online channels necessitates that bricks-and-mortar retailers redefine their logistics networks if they want to compete online. Because the general understanding of such bricks-and-clicks logistics systems for grocery is still limited, the purpose of this paper is to analyze the internal logistics networks used to serve customers across channels by means of an exploratory study with retailers from different contexts. Design/methodology/approach A total of 12 case companies from six European countries participated in this exploratory study. Face-to-face interviews with managers were the primary source for data collection. The heterogeneity of the sample enabled the authors to build a typology of logistics networks in grocery retailing on multiple channels and to understand the advantages of different warehousing, picking, internal transportation and last-mile delivery systems. Findings Bricks-and-mortar grocery retailers are leveraging their existing logistics structures to fulfill online orders. Logistics networks are mostly determined by the question of where to split case packs into customer units. In non-food logistics, channel integration is mostly seen as beneficial, but in grocery retailing, this depends heavily on product, market and retailer specifics. The data from the heterogeneous sample reveal six distinct types for cross-channel order fulfillment. Practical implications The qualitative analysis of different design options can serve as a decision support for retailers developing logistics networks to serve customers across channels. Originality/value The paper shows the internal and external factors that drive the decision-making for omni-channel (OC) logistics networks for previously store-based grocery retailers. Thereby, it makes a step toward building a contingency and configuration theory of retail networks design. It discusses in particular the differences between grocery and non-food OC retailing, last-mile delivery systems and market characteristics in the decision-making of retail networks design.
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Jajja, M. Shakeel S., and Mohsin N. Jat. "Daraz.pk: Online Marketplace’s Value Chain." Asian Journal of Management Cases 16, no. 1 (March 2019): 21–37. http://dx.doi.org/10.1177/0972820119825976.
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This case study provides an understanding of the channels through which orders at an online retail platform are fulfilled. Daraz.pk, the pioneering and leading e-commerce platform in Pakistan, started in 2012 as an online fashion retailer and evolved into a general marketplace for brands selling items ranging from electronics to home appliances to fashion. The case study is built around the decision regarding how to engage international brands in the wake of increasing local completion and the potential entry of some established international players. Highlighting the decision’s implications on logistics (and vice versa), this case study exposes various important trade-offs between in-house inventory and vendor-managed inventory. Through the example of a sales-day event conducted by Daraz, this case study also brings to light various strains that logistics could potentially face because of demand hikes and the steps that could help in managing a situation like this.
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Cao, Duanyang, Xumei Zhang, Lingli Yang, and Jian Xiao. "Dynamic cooperative advertising strategy in OAO supply chain with customer return." RAIRO - Operations Research 54, no. 5 (July 23, 2020): 1537–53. http://dx.doi.org/10.1051/ro/2019067.
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Nowadays many manufacturers are increasingly adopting their own online direct channel and the offline retail channel to sell their products as the quick development of e-commerce and third party logistics. To gain more and more market share, the manufacturer and the retailer implement unconditional return strategy, which does not affect secondary sales. We build a differential game model for the optimal advertising and the optimal advertising cost sharing proportion for centralized and decentralized OAO (Online and Offline) supply chain considering customer returns rates. We further analyze how the returns rates affect the optimal decisions of the manufacturer and the retailer. The results show that the returns rates, the brand reputation and the influence factors of retail channel goodwill on demand of online direct channel strongly influence the optimal advertising decisions. Furthermore, the retailer does not support for the manufacturer advertising efforts in Stackelberg game. Compared with the centralized OAO supply chain, the decentralized system results in channel inefficiency. To coordinate the channels, we design a two-way advertising cost-sharing contract. By this contract, each member of the supply chain reaches a win-win situation and is willing to cooperate. Numerical studies verify the conclusions of this paper.
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Li, Xiaolin, Marvin Troutt, Alan Brandyberry, and Tuo Wang. "Decision Factors for the Adoption and Continued Use of Online Direct Sales Channels among SMEs." Journal of the Association for Information Systems 12, no. 1 (January 2011): 1–31. http://dx.doi.org/10.17705/1jais.00255.
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