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Tytuł artykułu

How to measure omnichannel? Marketing indicator-based approach - theory fundamentals

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Background: The ability to assess a situation is one of the key competences of companies operating on the market. One should know if one functions as well as their competitors, better or perhaps worse. In the case of the omnichannel concept, it is difficult to answer this question, since so far there has been no recognized standard for its evaluation. The aim of the article is to present the theory fundamentals of omnichannel measurement and evaluation in an indicator-based form. Methods: The theoretical part features a systematic literature review based on the Scopus abstract and citation database. In the research part, an original indicator-based omnichannel measurement and evaluation theory was presented. The idea was based on the following ideas: marketing mix, benchmarking, OTIFEF, AHP. Results: In the scientific literature, the dominant evaluation of omnichannel is based on financial measures, which, according to the author of this article, does not reflect the essence of the functioning of this concept. Therefore, the research part presents relational omnichannel indicators - individual (4) and aggregate (11) - based on non-financial measures. Conclusions: There are currently no reference omnichannel evaluation instruments. The creation and functioning of such a standard would allow to form objective opinions. The standardization of the omnichannel measurement would enable to perform comparative analyses, the results of which could be used to further improve trade and distribution processes in companies using this sales strategy. The research approach adopted in the article fits very well with the assumptions of the omnichannel concept. The proposed measurement and evaluation theory is simple and universal, and its application is not constrained by any limitations. It enables both individual and comparative evaluation.
Czasopismo
Rocznik
Strony
373--385
Opis fizyczny
Bibliogr. 38 poz., tab.
Twórcy
  • Poznan University of Technology, Faculty of Engineering Management, Institute of Logistics, Poznan, Poland
Bibliografia
  • 1. Acquila-Natale E., Chaparro-Peláez J., 2020. The long road to omni-channel retailing: An assessment of channel integration levels across fashion and apparel retailers, European Journal of International Management, 14 (6), 1049-1069, http://doi.org/10.1504/EJIM.2020.110562
  • 2. Adivar B., Hüseyinoğlu I.Ö.Y., Christopher M., 2019. A quantitative performance management framework for assessing omnichannel retail supply chains, Journal of Retailing and Consumer Services, 48, 257-269, http://doi.org/10.1016/j.jretconser.2019.02. 024
  • 3. Ailawadi K.L. Farris P.W., 2017. Managing Multi- and Omni-Channel Distribution: Metrics and Research Directions, Journal of Retailing, 93 (1), 120-135, http://doi.org/10.1016/j.jretai.2016.12.003
  • 4. APICS, 2017. Supply Chain Operations Reference Model SCOR, Version 12.0, APICS, Chicago USA, 1-1096.
  • 5. Beloborodova A.L. Martynova O.V., 2016. Trends of online trading development in Russia, Journal of Economics and Economic Education Research, 17 (Special Issue 1), 9-15.
  • 6. Bernon M., Cullen J., Gorst J., 2016. Online retail returns management: Integration within an omni-channel distribution context, International Journal of Physical Distribution and Logistics Management, 46 (6-7), 584-605, http://doi.org/10.1108/IJPDLM-01-2015-0010
  • 7. Buldeo Rai H., Verlinde S., Macharis C., 2019. City logistics in an omnichannel environment. The case of Brussels, Case Studies on Transport Policy, 7 (2), 310-317, http://doi.org/10.1016/j.cstp.2019.02.002
  • 8. Cakir G., Bezbradica M., Helfert M., 2019. The Shift from Financial to Non-financial Measures During Transition into Digital Retail – A Systematic Literature Review, Lecture Notes in Business Information Processing, 353, 189-200, http://doi.org/10.1007/978-3-030-20485- 3_15
  • 9. Cavender R.C., Kincade D.H., 2015. A luxury brand management framework built from historical review and case study analysis, International Journal of Retail and Distribution Management, 43 (10-11), 1083-1100, http://doi.org/10.1108/IJRDM-07-2014- 0103
  • 10. Chaparro-Peláez J., Acquila-Natale E., Hernández-García Á., Iglesias-Pradas S., 2020. The digital transformation of the retail electricity market in Spain, Energies, 13 (8), 2085, http://doi.org/10.3390/en13082085
  • 11. Domański R., Łabenda M., 2020. Omnichannel of private label grocery products in Tesco and Carrefour retail chains on the Polish market, Ekonomski Vjesnik / Econviews - Review of Contemporary Business, Entrepreneurship and Economic Issues, XXXIII, 1/2020, 191-202.
  • 12. Fisher M.L., Gallino S., Xu J.J., 2019. The Value of Rapid Delivery in Omnichannel Retailing, Journal of Marketing Research, 56 (5), 732-748, http://doi.org/10.1177/0022243719849940
  • 13. Fuchs K., Vuckovac D., Ilic A., 2017. Towards interoperability in mobile coupons: Enabling cross retailer coupon validation, International Conference on Information and Communication Technology Convergence: ICT Convergence Technologies Leading the Fourth Industrial Revolution (ICTC 2017), 327-333, http://doi.org/10.1109/ICTC.2017.8190997
  • 14. Hu Q., Xu B., 2019. Differential game analysis of optimal strategies and cooperation in omni-channel organic agricultural supply chain, Sustainability, 11 (3), 848, http://doi.org/10.3390/su11030848
  • 15. Jiang Y., Liu L., Lim A., 2020. Optimal pricing decisions for an omni-channel supply chain with retail service, International Transactions in Operational Research, 27 (6), 2927-2948, http://doi.org/10.1111/itor.12784
  • 16. Jin M., Li G., Cheng T.C.E., 2018. Buy online and pick up in-store: Design of the service area, European Journal of Operational Research, 268 (2), 613-623, http://doi.org/10.1016/j.ejor.2018.02.002
  • 17. Kim M.B., Jung S.W., Chi Y.D., Gim G.Y., 2018. A study on improvement of algorithm for measuring similarity of consumer movement paths in shopping mall, International Journal of Advanced Science and Technology, 116, 49-58, http://doi.org/10.14257/ijast.2018.116.05
  • 18. Klein J.F., Zhang Y., Falk T., Aspara J., Luo X., 2020. Customer journey analyses in digital media: exploring the impact of cross-media exposure on customers' purchase decisions, Journal of Service Management, 31 (3), 489-508, http://doi.org/10.1108/JOSM-11-2018-0360
  • 19. Leung K.H., Mo D.Y., Ho G.T.S., Wu C.H., Huang G.Q., 2020. Modelling near-realtime order arrival demand in e-commerce context: a machine learning predictive methodology, Industrial Management and Data Systems, 120 (6), 1149-1174, http://doi.org/10.1108/IMDS-12-2019-0646
  • 20. Liu J., Xu Q., 2020. Joint decision on pricing andordering foromnichannel BOPS retailers: Considering online returns, Sustainability, 12 (4), 1539, http://doi.org/10.3390/su12041539
  • 21. Liu X., Lan H., Song G., 2018. An evaluation model of omni-channel retail logistics service integration level, ACM International Conference Proceeding Series, 80-85, http://doi.org/10.1145/3288155.3288187
  • 22. Ma S., 2017. Fast or free shipping options in online & Omni-channel retail? The mediating role of uncertainty on satisfaction & purchase intentions, International Journal of Logistics Management, 28 (4), 1099-1122, http://doi.org/10.1108/IJLM-05-2016-0130
  • 23. MacCarthy B.L., Zhang L., Muyldermans L., 2019. Best Performance Frontiers for BuyOnline-Pickup-in-Store order fulfillment, International Journal of Production Economics, 211, 251-264, http://doi.org/10.1016/j.ijpe.2019.01.037
  • 24. Martino G., Fera M., Iannone R., Miranda S., 2017. Proposal of a multi-method decision support system for the fashion retail industry, Lecture Notes in Electrical Engineering, 413, 187-199, http://doi.org/10.1007/978-3-319-48511-9_16
  • 25. Nguyen N.M.H., Borusiak B., 2021. Using UTAUT2 model to examine the determinants of omnichannel technology acceptance by consumers. LogForum, 2, 5, http://doi.org/10.17270/J.LOG.2021.580
  • 26. Park J., Kim R.B., 2019. The effects of integrated information & service, institutional mechanism and need for cognition (NFC) on consumer omnichannel adoption behavior, Asia Pacific Journal of Marketing and Logistics, 1-29, http://doi.org/10.1108/APJML-06-2018-0209
  • 27. Patti C.H., van Dessel M.M., Hartley S.W., 2020. Reimagining customer service through journey mapping and measurement, European Journal of Marketing, 54 (10), 2387-2417, http://doi.org/10.1108/EJM-07-2019-0556
  • 28. Pereira M.M., Frazzon E.M., 2020. A datadriven approach to adaptive synchronization of demand and supply in omnichannel retail supply chains, International Journal of Information Management, 102165, http://doi.org/10.1016/j.ijinfomgt.2020.102165
  • 29. Radzevičė J., Banytė J., 2020. Driving Factors of Consumer Irrationality in Omnichannel Consumer Behaviour, Smart Innovation, Systems and Technologies, 167, 146-155, http://doi.org/10.1007/978-981-15-1564-4_15
  • 30. Rigby D.K., 2011. The Future of Shopping, Harvard Business Review, 89, 65-76.
  • 31. Rivero Gutiérrez L., Samino García R., 2020. Omnichannel Strategy and Consumer Behavior in Distribution Channels: Trends in the Ophthalmology Sector, Frontiers in Psychology, 11, 1142, http://doi.org/10.3389/fpsyg.2020.01142
  • 32. Roy A., Sénécal S., Léger P.-M., Demolin B., Bigras É., Gagne J., 2020. Measuring Users’ Psychophysiological Experience in Non-linear Omnichannel Environment, Lecture Notes in Computer Science including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics (LNCS), 762-779, http://doi.org/10.1007/978-3-030-60114-0_50
  • 33. Ryu M.H., Cho Y., Lee D., 2019. Should small-scale online retailers diversify distribution channels into offline channels? Focused on the clothing and fashion industry, Journal of Retailing and Consumer Services, 47, 74-77, http://doi.org/10.1016/j.jretconser.2018.09.014
  • 34. Tao Z., Zhang Z., Wang X., Shi Y., 2018. Simulation Analysis of Omni-channel Strategy Based on System Dynamics: A Case Study of Company X, IOP Conference Series: Materials Science and Engineering, 439 (3), 032039, http://doi.org/10.1088/1757-899X/439/3/032039
  • 35. Wojciechowski H., Łukasz Hadaś Ł., 2020. Ranking of opportunities for implementing the omnichannel concept, LogForum, 2, 4, http://doi.org/10.17270/J.LOG.2020.381
  • 36. Valentini S., Neslin S.A., Montaguti E., 2020. Identifying omnichannel deal prone segments, their antecedents, and their consequences, Journal of Retailing, 96 (3), 310-327, http://doi.org/10.1016/j.jretai.2020.01.003
  • 37. Yu B., Chen X., Cao M., 2019. Omni-channel Retail Symbiosis Model and Its Empirical Analysis, 5th International Conference on Systems and Informatics (ICSAI), 8599338, http://doi.org/10.1109/ICSAI.2018.8599338
  • 38. Zhang J., Onal S., Das R., Helminsky A., Das S., 2019. Fulfilment time performance of online retailers - an empirical analysis, International Journal of Retail and Distribution Management, 47 (5), pp. 493-510, http://doi.org/10.1108/IJRDM-10-2017-0237
Uwagi
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Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).
Typ dokumentu
Bibliografia
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bwmeta1.element.baztech-2682d7a8-5106-41f6-84ad-e0b4e627f2c8
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