Application and Integration of Omnichannel Decisions to Customer Relationship Management

Karacali, Ozan; Salman, Gülberk Gültekin

doi:10.1108/978-1-80043-388-520201013

Cited by 5 publications

(6 citation statements)

References 9 publications

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“…First, it illuminates O4O, a new hybrid commerce environment based on omnichannel. Existing studies on e-commerce have mainly shown interest in omnichannel, which maximizes consumer experience by using multiple channels [24,100,101]. Some researchers have explored an environment where consumers can use the information they need on time by connecting online and offline [102,103].…”

Section: Conclusion 71 Theoretical Implicationsmentioning

confidence: 99%

What Drives Recommendation Intention and Loyalty of Online for Offline (O4O) Consumers?

Jo¹

2023

Sustainability

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Recently, a number of companies have started to implement commerce platforms that maximize the profits of offline stores by using online information. This kind of commerce is called online for offline (O4O). This research proposes a research framework to clarify the precursors of recommendation and loyalty in the context of O4O-commerce platforms. Data was gathered from consumers who had experienced O4O. This study conducted partial least squares structural equation modeling to test hypothesized paths. The findings revealed the fact that relative advantages are affected by channel accessibility, perceived multichannel quality, and customization. The analysis results validated the fact that relative advantages do not affect recommendation intention and loyalty. Price fairness impacts both recommendation intention and loyalty. Reputation is significantly related to loyalty. This study is of academic significance in that it approaches O4O as distinct from traditional O2O, by introducing contextual variables. In addition, this paper derives managerial implications for omnichannel companies that operate mainly in offline stores.

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Section: Conclusion 71 Theoretical Implicationsmentioning

confidence: 99%

What Drives Recommendation Intention and Loyalty of Online for Offline (O4O) Consumers?

Jo¹

2023

Sustainability

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“…Retailing is defined as the activity of selling products and services to end users for their personal needs [30]. Channels are defined as different touch points where companies and customers interact [31], [32]. There are six groups of Omni-Channel retail companies: sales force, outlets (retail branches, shops, depots, and kiosks); telephone (traditional telephone, facsimile, telex, and call center contact), direct marketing (direct mail, radio, traditional TV), e-commerce (email, Internet, and interactive digital TV), and mcommerce (cellular telephone, SMS and text messaging, and services and 3G) [33], [34].…”

Section: Omni-channel Retailingmentioning

confidence: 99%

Assessing Consumers Perception on Multi-Channel Integration: A Study at Department Store in Palembang

Yunita¹,

Adam²,

Wahab³

et al. 2022

Proceedings of the 7th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2021)

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The purpose of this study to examine consumer perceptions of the implementation of multi-channel integration in omni-channel retailing. Retailers that have the right channels are able to give consumers a good impress and one of the competitive advantages. Multi-channel integration implemented creates a uniform consumer model so companies can recognize consumer buying patterns. A study has been conducted on 212 respondents who are omni-channel retail consumers, namely Department Store in Palembang. The data analysis technique using SPSS 22. The result show multi-channel integration perform by retailers is aligned with respondents' expectations. The average respondent assesses that the items from multi-channel integration are in the high category, which is above >80%. Respondents have a positive perception of the multi-channel integration of retailers.

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“…SteelCorp customers provide invaluable feedback from real-world installations, addressing additional needs and pain points and improving in-house efficiency (see also Gök, 2020;Karacali and Salman, 2020). How customers respond to a product is one of the better indicators of how the product will fare overall, in that it helps to predict future acceptance by exposing flaws in usability, enabling a smoother, more integrated experience, and providing an early shift for collaborating partners or significant influencers.…”

Section: Segmentation Of Customersmentioning

confidence: 99%

“…Its continuous focus on cost implies a strive for more efficient ways of working. That is, SteelCorp realised that in a turbulent business environment flexibility was more important than ever (Karacali and Salman, 2020). Many of the countries in which SteelCorp operates were impacted by the pandemic throughout most of 2021.…”

Section: Culturementioning

confidence: 99%

“…This has led to the emergence of new ways of organising firms' value networks and inter-firm relationships, which now increasingly occur in networks that enable value creation and value capture as actors engage in transactions during the innovation process (de Vasconcelos Gomes et al, 2018). Knowledge sharing is hence essential both to customer relationship management systems and master data management in global networks to facilitate transparency in the supply chain (Castaldo and Grosso, 2020;Karacali and Salman, 2020). Our case company's marketing strategy was found to need to be tailored to each department and, as such, can be seen as impacted by each individual factor of the product customisation strategy.…”

Section: Long-term Strategymentioning

confidence: 99%

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Enablers of international product customisation strategy - a Swedish case

Osarenkhoe¹,

Roe²,

Fjellström³

2022

IJBE

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The aim of this study is to understand what factors influence companies to customise products international customers and markets. A qualitative case study with semi-structured interviews was conducted at one multinational corporation to gain insights into its product customisation strategy. The findings demonstrate how internationalisation can impact product customisation and identify four factors in the customisation process: culture, internationalisation, knowledge transfer, and product strategy. Tailored marketing strategies that influenced the international product customisation strategy (IPCS) were used. This study augmented on our understanding of how product customisation impacts internationalisation and vice versa, revealing the importance of knowledge transfer in IPCS and its growing impact due to digitalisation. It also shows how both B2B marketing and a tailored marketing strategy are overarching themes in international product customisation, making it one of few studies to recognise the relevance of omnichannel strategy in the B2B market segment.

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Application and Integration of Omnichannel Decisions to Customer Relationship Management

Cited by 5 publications

References 9 publications

What Drives Recommendation Intention and Loyalty of Online for Offline (O4O) Consumers?

What Drives Recommendation Intention and Loyalty of Online for Offline (O4O) Consumers?

Assessing Consumers Perception on Multi-Channel Integration: A Study at Department Store in Palembang

Enablers of international product customisation strategy - a Swedish case

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