Covid-19 crisis: Opportunity for banks to reshape service models and foster digital transformation

The coronavirus situation is causing widespread concern and economic hardship for society, consumers and businesses worldwide. As for entire world, COVD-19 is the most serious challenge to financial institutions in long time. Banks are called upon to manage this new phase with urgency and aptness, to help deflect a worldwide recession. Until recently, majority of banks were focused on empowering both the psychical and digital distribution models. The “new normal” calls for reassessing of priorities and pushes new distribution model where psychical and digital are combined and act as one, with interconnected capabilities. This paper highlights importance of long-term positioning in post covid world, as market forces and customer behavior potentially change coming out of this crisis. In order to manage revenue and customer expectations, new customer-centric and digital based ecosystem should be established, leveraging on the latest technologies, aiming at increasing remote sales and market penetration. Having that in mind, article aims to shed light on key factors important for retail banking success in this “new future”

Rethinking business models for innovation

One of the major challenges confronted by those in charge of technological innovation involves anticipating the value creation model sufficiently early on,in a highly uncertain context both as far as the technology itself is concerned and the potential market. Today, in many industrial sectors, the innovation boundaries have moved towards projects that are more and more exploratory and fuzzy. The simple optimisation of linear processes of the "stage-gate" type is no longer sufficient to build sustainable competitive advantages. The notion of Business Models, when applied to innovation, enables us to describe how a company creates value through innovation, generally within a business ecosystem, and how the value will be distributed between the actors involved. The authors of this book believe that the notions of Business Modelling and value creation are key to all the dimensions of successful innovation, whether technology, marketing, organisational or economically based. Rethinking Business Models for Innovation: this title describes the relationship between thinking, modelling, and also field-testing. The book is based on a series of nine recent cases of innovation involving company managers, often assisted by researchers (the co-authors of each chapter), and how they built and formalised their Business Models and then tested their strategies. After having discovered the variety of the cases, the reader will understand that every innovation situation generates specific questions about Business Models. However, we feel that we can identify three key issues that arise, more or less, in each of these projects. The chapters in this book build on these issues: the identification of sources of value and revenue models (the notion of value creation), the position of the company in the value-network or ecosystem (the sharing of value) and finally the evolution of Business MoDdels over time (the sustainability and the competitiveness of the company). The last chapter goes over all the contributions, exploring the notion of value in the Business Model approach.business model ; innovation ; value ; entrepreneurial project

Omni-Channel Overtures:Defining the Concept and Its Applicability in Public Sector Channel Management

The channel landscape and citizens' channel behaviors are continuously evolving. This challenges how governments manage service delivery and their available service channels. To address these challenges, a new type of strategy has surfaced in the literature on private sector channel management; omni-channel management. But could the omni-channel concept be applied in the public sector context as well? More importantly: could it address the current challenges in the channel landscape? Currently no comprehensive studies exist that examine omni-channel management in a public sector setting. Therefore, we present relevant developments in the channel landscape and discuss how an omni-channel approach could be applied in the public sector

Retailing 4.0: The New Era of E-commerce in Fast Moving Consumer Goods

The arrival of the online channel has initiated a new cycle in competitiveness among retailers characterized by shoppers' increasing nomadism around physical and digital touch points. The present work adopts a supply-side analytical approach to highlight drivers and perspectives of e-commerce development within the grocery sector. Research results emphasize that: (i) online-native retailers hold a well-established position of leadership worldwide and thus fundamentally influence e-grocery dynamics as a whole; (ii) the e-commerce channel is characterized by profit margins that are significantly lower than store-based channel ones. This represents the main limitation to online grocery sales growth, above all for offline-native retailers who maintain core business in their bricks & mortar stores

The Omnichannel phenomenon: unveiling the role of Channel Integration for consumers and retailers

This thesis work is aimed at deepening the knowledge of the phenomenon called "Omnichannel", as the main challenge of modern retailing. Omnichannel is a new retailing configuration, which envisages drastic changes compared to the Multi- and Cross-channel models. Although the Omnichannel phenomenon has been extensively studied in recent years, it is also missing a comprehensive framework. This is also shown by the variety of alternative definitions of "Omnichannel" existing in literature. The three studies presented in this thesis start from this assumption, and come to identify and investigate an element that clearly emerges as the core of Omnichannel: Channel Integration. The first study, an extensive literature review conducted with bibliometric techniques, allowed us to frame the extent of Omnichannel in terms of papers, topics and issues addressed. Furthermore, through the use of co-citation analysis, a clustering technique based on the triangulation of citations, the theoretical foundations of Omnichannel have been identified. 4 research clusters were traced back to: Consumer Behavior, Strategic Management, Channel Management, and Channel Integration. Results also show that Channel Integration is the main element of Omnichannel, capable of creating synergies with other clusters and capturing the perspectives of the consumer and retailer at the same time. The second study qualifies as an extension of these results to the future of Omnichannel, through qualitative research. It was in fact decided to proceed by discussing the topic with a panel of 18 international experts, with proven academic and managerial background. The participants commented on the results emerging from our previous study and expressed themselves on: areas, topics, methodologies and settings of priority development; generation of new theories or application of pre-existing theories; challenges, issues and retailers’ needs in Omnichannel. The results were then coded and analyzed to create a research agenda divided into 5 macro-themes of interest: a) Omnichannel customer journeys, b) Omnichannel customer experiences, c) Omnichannel transition issues, d) the human factor in Omnichannel, and e) augmented and intelligent Omnichannel environments. The experts also validated the model in 4 research clusters proposed by our first study and confirmed the central role of Channel Integration. For the third and final study, we therefore decided to investigate the role of Channel Integration in Omnichannel contexts, from the perspective of customer journeys (theme a) emerging from Study 2). We employed quantitative methodologies (MCA, CFA, SEM) to test the effect of touchpoints - which constitute the various steps of customer journeys - on consumers’ perception of Channel Integration, and the effect of the latter on patronage intention towards the retailer. Through the Categorization Theory, we proposed that the touchpoints capable of activating a Channel Integration perception are different depending on the sector and on the type of consumer (first-time and repeat customer). The research, conducted on two panels of Italian consumers in the grocery and fashion sectors – 1.031 and 759 participants, respectively –, led to the identification of substantial differences related to context and target, and confirmed a positive effect of Channel Integration perception on customer loyalty through patronage intention. The work therefore has, overall, both theoretical and managerial implications.Il presente lavoro di tesi è volto ad approfondire la conoscenza del fenomeno denominato Omnicanalità, quale principale sfida del retailing moderno. Si tratta di una nuova configurazione di retailing, che prevede cambiamenti drastici rispetto ai modelli di Multi- e Cross-canalità che l’hanno preceduta. Nonostante si tratti di un fenomeno ampiamente studiato negli ultimi anni, abbiamo rilevato una sostanziale difficoltà nel suo inquadramento, che si evince anche dalla molteplicità di definizioni alternative di “Omnicanalità” esistenti in letteratura. I tre studi che costituiscono questa tesi partono da questo presupposto, arrivando ad individuare e investigare l’elemento che emerge chiaramente come il fulcro dell’Omnicanalità. Il primo studio, una estesa literature review condotta con tecniche bibliometriche, ci ha permesso di inquadrare l’Omnicanalità in termini di studi condotti in letteratura e tematiche affrontate. Inoltre, mediante la co-citation analysis, una tecnica di clustering basata sulla triangolazione delle citazioni, sono state ricostruite le basi teoriche dell’Omnicanalità. Attraverso l’interpretazione dei contributi fondamentali così individuati, sono stati identificati 4 cluster di ricerca: Consumer Behavior, Management Strategico, Channel Management, e Channel Integration. Dall’analisi emerge anche come la Channel Integration sia l’elemento centrale dell’Omnicanalità, in grado sia di creare sinergie con gli altri cluster sia di catturare al contempo le prospettive del consumatore e del retailer. Il secondo studio si qualifica come un’estensione di tali risultati al futuro dell’Omnicanalità, attraverso un’analisi di tipo qualitativo. Si è infatti deciso di procedere discutendo il tema con un panel di 18 esperti internazionali, dalla comprovata esperienza sia accademica che professionale. I partecipanti hanno commentato i risultati emergenti dallo studio precedente e si sono espressi in merito a: aree, temi, metodologie e contesti prioritari per lo studio dell’Omnicanalità; sfide, problematiche e necessità di ricerca in tale ambito. I risultati sono stati codificati e analizzati per produrre una research agenda articolata in 5 macro-tematiche di interesse: a) Omnichannel customer journeys, b) Omnichannel customer experiences, c) problematiche di transizione verso l’Omnicanalità, d) il fattore umano nell’Omnicanalità, ed e) la gestione di ambienti Omnicanale tecnologicamente avanzati ed intelligenti. Gli esperti hanno inoltre validato il modello in 4 research clusters da noi proposto e confermato la centralità della Channel Integration. Per il terzo ed ultimo studio, si è pertanto deciso di investigare ulteriormente il tema della Channel Integration in contesti Omnicanale, secondo la prospettiva delle customer journeys (punto a) emerso dal secondo studio). Attraverso metodologie quantitative (MCA, CFA, SEM), si testa l’effetto dei touchpoints – che costituiscono i vari step delle customer journeys – sulla percezione di Channel Integration maturata dal consumatore, e l’effetto di questa sulla patronage intention verso il retailer. Attraverso la Categorization Theory, si propone che i touchpoint in grado di attivare una percezione di Channel Integration siano diversi a seconda del contesto settoriale – sulla base di differenti categorie di prodotto – e della tipologia di consumatore (first-time e repeat customer). La ricerca, condotta su due panel di consumatori italiani nei settori grocery e fashion – con 1.031 e 759 partecipanti, rispettivamente –, ha portato all’individuazione ed alla discussione di tali touchpoint, evidenziando differenze sostanziali tra i touchpoint che determinano la channel integration tra settori e tra target, e ha confermato un effetto positivo della percezione di Channel Integration sulla customer loyalty attraverso la patronage intention. Il lavoro presenta pertanto implicazioni sia teoriche che manageriali

Retailers and deprivation: an exploratory study

Relationships between retailing and socio-economic deprivation have attracted academic and policy interest, notably focusing on health and diet (including 'food deserts') and retail-led regeneration. Recently, particularly after the economic downturn, declining high streets have been a concern. Yet as shop vacancies rose, especially in poorer neighbourhoods, expansion of certain trades perceived by some as anti-social became a concern: notably high-interest lenders and bookmakers operating high stakes gambling machines. Some suggest predatory motives and exploitation of the disadvantaged here, but with little evidence. This paper analyses locations of 'problematic' trades together with other businesses to establish the extent to which concentrations in deprived areas (defined by the English Index of Multiple Deprivation) exist. Several 'problematic' trades do appear concentrated in deprived areas, but so equally do conventional value retailers and poundshops. Areas for future research to clarify relationships are identified, but ultimately motive cannot be inferred from such analysis

Inefficiencies in Digital Advertising Markets

Digital advertising markets are growing and attracting increased scrutiny. This article explores four market inefficiencies that remain poorly understood: ad effect measurement, frictions between and within advertising channel members, ad blocking, and ad fraud. Although these topics are not unique to digital advertising, each manifests in unique ways in markets for digital ads. The authors identify relevant findings in the academic literature, recent developments in practice, and promising topics for future research

You(Tube), Me, and Content ID: Paving the Way for Compulsory Synchronization Licensing on User-Generated Content Platforms

The changing landscape of digital media technology makes it increasingly difficult for owners of copyrighted music to monitor how their works are being exploited across the Internet. This is especially true of user-generated content (UGC) platforms—websites and applications such as Facebook, YouTube, and Snapchat, where content is created or uploaded predominantly by users. These services pose a special problem to copyright owners because, instead of content being uploaded from a single source that is easily sued and has deep pockets, content is uploaded by users. Users are a troublesome group because they are innumerable, sometimes anonymous, and mostly click on Upload without a moment’s regard for the copyright law. The Digital Millennium Copyright Act was intended to anticipate this problem, granting copyright owners the right to take down user-uploaded content claimed to be infringing. However, the DMCA falls short in that it is virtually impossible for a copyright owner to police thousands of potentially infringing uploads across thousands of web properties. To make matters worse, the process is a game of whack-a-mole, as blocked content may reappear instantaneously, uploaded by a different user, prompting a copyright owner to reinitiate the takedown process over and over again. Enter Content ID. Content ID is YouTube’s proprietary rights management system that automatically scans all user uploads for infringement and generates claims on behalf of copyright owners. Content ID solves the logistical headache of monitoring content for infringement, but it goes even further by allowing copyright owners to monetize infringing uses to their benefit by packaging advertisements into the formerly infringing content. This note posits that Content ID’s monetization system has resulted in a de facto compulsory licensing regime. In practice, once copyright owners opt into monetization (and most have), all users are granted an automatic synchronization license to use almost any musical work on YouTube. Content ID is not only an extrajudicial system for enacting takedowns, but has become a healthy marketplace for music copyright owners to monetize their works, generating over a billion dollars in revenue. It subverts the traditional practice of obtaining a license before a use, instead allowing copyright owners to ratify an infringing use. Thus, the Copyright Act should be amended to reflect current patterns of use by codifying a compulsory synchronization license for UGC platforms. This note also proposes that UGC platforms should utilize a Content ID–like system, or some equivalent, to facilitate the administration of the compulsory synchronization license. Finally, this note critiques the current Content ID system and provides suggestions for making adjudication of copyright claims fairer for all parties involved

Data and Predictive Analytics Use for Logistics and Supply Chain Management

Purpose The purpose of this paper is to explore the social process of Big Data and predictive analytics (BDPA) use for logistics and supply chain management (LSCM), focusing on interactions among technology, human behavior and organizational context that occur at the technology’s post-adoption phases in retail supply chain (RSC) organizations. Design/methodology/approach The authors follow a grounded theory approach for theory building based on interviews with senior managers of 15 organizations positioned across multiple echelons in the RSC. Findings Findings reveal how user involvement shapes BDPA to fit organizational structures and how changes made to the technology retroactively affect its design and institutional properties. Findings also reveal previously unreported aspects of BDPA use for LSCM. These include the presence of temporal and spatial discontinuities in the technology use across RSC organizations. Practical implications This study unveils that it is impossible to design a BDPA technology ready for immediate use. The emergent process framework shows that institutional and social factors require BDPA use specific to the organization, as the technology comes to reflect the properties of the organization and the wider social environment for which its designers originally intended. BDPA is, thus, not easily transferrable among collaborating RSC organizations and requires managerial attention to the institutional context within which its usage takes place. Originality/value The literature describes why organizations will use BDPA but fails to provide adequate insight into how BDPA use occurs. The authors address the “how” and bring a social perspective into a technology-centric area