Barriers in omnichannel retailing returns: a conceptual framework

Abstract

PurposePerforming retailing in a complete omnichannel manner is not a simple task, and it considerably increases the complexity of supply chain management operations. This paper aimed at identifying the barriers hindering efficient management of a return channel in this type of retail.Design/methodology/approachA systematic literature review procedure was used, including descriptive and content analysis of results. The review was performed using four academic databases. Applicable barriers were categorized thematically, a conceptual framework was proposed and future research avenues were drawn.FindingsThe contribution of this paper comprises a theoretical description of reverse logistics applied to omnichannel retail, the identification of the return barriers in omnichannel and a conceptual framework for a holistic view of the problem. In all, 43 barriers were identified including high investments, product restocking, additional transportation costs and poor communication.Research limitations/implicationsThe link between reverse logistics and omnichannel area is recent and publications are still scarce, so the newness of this study limits the opportunity for further deepening or more robust validation of the results.Practical implicationsThe results offered may be used by managers in the areas of retail and supply chain management in general in order to reduce the natural complexity in omnichannel environment.Originality/valueRegarding previous literature on omnichannel retail, only a few works consider the after-sales stage. This work intended to pave the way in this poorly explored intersection (reverse logistics and omnichannel) by presenting a conceptual framework to classify various barriers in omnichannel retail return.

Integrated store service quality measurement scale in omni-channel retailing

“…Although we hope that the omni-channel purchase process is frictionless, it also can lead to the return for several reasons, such as wrong item, wrong size or finding a defect. Omni-channel consumer coming back to a brick-and-mortar store prefers the quick response and support from the retailer concerning his/her return or exchange across any touchpoint as he/she likes (de Borba et al. , 2020).…”

The transformative and evolutionary approach of omnichannel in retail companies: insights from multi-case studies in Portugal

“…Its implementation faces several transformation challenges (Bell et al. , 2014; de Borba et al , 2021; Hoogveld and Koster, 2016), which require a progressive and evolutionary approach through different stages (Cao, 2019), involving not only technology implementation but also a business transformation that affects customer approach and the business model (Westerman et al. , 2014).…”

“…, 2020) and the identified barriers and challenges of omnichannel implementation (Bell et al. , 2014; de Borba et al , 2021; Hoogveld and Koster, 2016). While recent literature created a framework to design the store of the future, under the assumptions of omnichannel (Alexander and Cano, 2020), there is still a dearth of research about how the transformation process occurs.…”

The mediating effect of consumer empowerment in omni-channel retailing

“…OC retailers require technologies to monitor consumer responses along channels, to determine their needs and wants, and provide a seamless and customized shopping experience (Yrjölä et al , 2018b). To collect detailed data about the consumers' behaviour and desires and to ensure a positive buying experience, OCR can provide a closer relationship with customers (de Borba et al , 2020). In this regard, the increasing role of consumer's perceptions of OCR is described as “omni-channel capability” (OCC) (Yumurtacı Hüseyinoğlu et al , 2018), referring to the consumers' perception of the capacity of retailers' OC marketing to provide service, assortment, notifications, return, and delivery options (Yumurtacı Hüseyinoğlu et al , 2018, p. 1201).…”

“…The consumers expect transparency in the channels for a seamless shopping experience (Huré et al , 2017), which is necessary for CS (Sorkun et al , 2020). OC customers are more difficult to satisfy they are familiar with social media and apps, they seek knowledge more quickly, can compare costs and find the most attractive deals (de Borba et al , 2020).…”