Multichannel integration evidence from the States and a review of the field

Members of the Henley Centre for Customer Management requested a report on the status of multichannel marketing. The focus of the research examines best practice examples from the United States and a detailed review of the field. The research was conducted over the summer of 2012 and identified over 240 quality articles for inclusion in the review. Using systematic review methodology a number of key themes and respective indicators emerged from the field. Results of the study identified common multichannel platforms, tools that assist management in determining high-quality multichannel decisions, features of consumer behaviour, successful investment decision-making processes, channel optimisation and a review of consumer expectations of a multichannel marketing world

Omni-channel customer experience: An investigation into the use of digital technology in physical stores and its impact on the consumer's decision-making process

Increasing use of mobile devices and the evolution of digital technology not only change the way consumers engage with brands and retailers but also how they shop. More marketers and retailers are experimenting with Omni-channel tools to close the gap between online and offline shopping. This research provides an overview of the Omni-channel landscape in Europe and the United States and identifies digital elements embedded into retailers' physical stores. We examine the salience of in-store technology, its impact on consumer decision-making process, and its effect on the customer shopping experience. Our major findings are that most High street shoppers are generally technology-savvy Omni-channel consumers who are constantly connected. They expect retailers to provide them with opportunities to purchase anytime and anywhere. Nevertheless, when it comes to customer service and product queries, interactive in-store technology is the third choice after real sales staff and their own mobile devices. This study makes a valuable contribution by laying out where the challenges of Omni-channel retailing remain—namely making the technology easier to use, faster, and more fun. In this area, more research needs be done to better understand how the omni-channel world broadens the scope of channels, and how it influences customer/brand/retail interactions and innovative new paths to purchas

A new model to support the personalised management of a quality e-commerce service

The paper presents an aiding model to support the management of a high quality e-commerce service. The approach focuses on the service quality aspects related to customer relationship management (CRM). Knowing the individual characteristics of a customer, it is possible to supply a personalised and high quality service. A segmentation model, based on the "relationship evolution" between users and Web site, is developed. The method permits the provision of a specific service management for each user segment. Finally, some preliminary experimental results for a sport-clothing industry application are described

Channel strategy adaptation

Using transaction cost theory, considerable research in marketing has focused on the conditions under which firms would use direct or vertically integrated versus indirect or arms length channels of distribution. Data from the field, however, indicate that channel configurations are more varied and complex, with multiple channels and composite channels being just as common as direct and indirect channels. In an attempt to explain this variety, this paper revisits the influence on channel structure of another contending variable, namely environmental complexity. We explore the role and influence of its two components, namely volatility (stability) and heterogeneity (homogeneity). Our study of 139 firms in the healthcare industry reveals that firms facing highly volatile and customer concentrated environments tend to use direct channels, and firms facing highly stable and heterogeneous environments tend to use distribution channels. Intermediate forms such as composite channels and multiple channels were favored by firms facing combinations of the environment where the intensity of one component was high and the other low. In general, firms seem to first choose a business strategy to address their external environment, and then choose a channel strategy to support that business strategy. Firms did not always adapt by making structural changes. Under certain conditions, they simply reallocated channel functions within the same structure, thus virtually deriving all the benefits of a new structure without having to create one.marketing; channels of distribution;

The Future of Retail Operations

Retailing consists of all the activities associated with the selling of goods to the final consumer. In this article, we review the research on retail operations published in Manufacturing & Service Operations Research (M&SOM) since 1999. We then discuss the current retail landscape and the new research directions it offers, in which M&SOM can play a prominent role

Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research

This paper reviews the published articles on eTourism in the past 20 years. Using a wide variety of sources, mainly in the tourism literature, this paper comprehensively reviews and analyzes prior studies in the context of Internet applications to Tourism. The paper also projects future developments in eTourism and demonstrates critical changes that will influence the tourism industry structure. A major contribution of this paper is its overview of the research and development efforts that have been endeavoured in the field, and the challenges that tourism researchers are, and will be, facing

Channels, consumers and communication: online and offline communication in service consumption

This paper reports on a study that investigated consumer use of e-services in a multichannel context. To develop a deeper understanding of what makes consumers decide to use the online channel, and contrary to most HCI studies on the use of e-services that focus on the use of the online channel in relative isolation, this study examined consumer channel-choice beyond the instances of internet use. The consumption behaviour of its participants was investigated across channels in an in-depth qualitative study. The analysis of the elicited rich data focused specifically on the investigation of voluntary consumer movements between online and offline channels during the course of a consumption process. The results indicate that participants often use multiple channels in parallel and frequently switch between channels. Literature from marketing and consumer research was used as the perspective to explore the rationale for the complex and dynamic reported consumer behaviour

Impact of acquisition channels on customer equity, The

Customer equity (CE henceforth) is a powerful new paradigm to evaluate the firm's value and to optimally allocate marketing resources. This paper is focused on the relationship between customer acquisition and CE. The authors attempt to answer the following four questions: 1) how should customer acquisition channels be categorized to make them meaningful to managers and academics?; 2) how do we measure the effects of different acquisition channels on the firm's performance?; 3) how do we disentangle short-run effect and long-run effects?, and 4) how should the manager allocate a limited budget among the acquisition channels so as to maximize customer equity? The authors first propose a way of categorizing customer acquisition channels according to their level of contact and intrusiveness. A vector-autoregressive (VAR) model is used to examine the dynamics of acquisition channels and the firm's performance, and an empirical illustration on a surviving Internet company is provided. The results show that each cohort (i.e., customers from different acquisition channels) has different short-run and long-run effects on the firm's performance by the subsequent login and purchasing behavior. Building on previous research on optimal resource allocation, the authors develop a Marketing Decision Support System (MDSS) to help managers allocate the acquisition budget among different channels with the objective of maximizing customer equity. The consequences of naively maximizing the short-term profit and not accounting for differences in the margin contribution of different cohorts are illustrated.customer equity; customer acquisition; VAR; long-run modeling;