Cross-channel cooperation: on the collaborative integration of online and offline business models of e-entrepreneurs and traditional SMEs

Kollmann, Tobias; Häsel, Matthias

doi:10.1504/ijesb.2008.018629

Cited by 18 publications

(17 citation statements)

References 39 publications

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“…As mentioned in the last row of Table 1, this study aims to provide a more dynamic interplay of online to offline (O2O) platform by integrating both mobile-and offline-temporal evaluations on the quality-satisfaction-loyalty chain over time. Specifically, such interplay between mobile and offline shopping platforms in which the entire buying and consumption process occurs within the crossover of two platforms, is comparatively sustainable because of the increased rate at which mobile shopping and traditional market business models are collaboratively evolving (Kollmann and Häsel, 2008). However, research demonstrates that interaction effects between the two different platforms are complex and dynamic (Mittal et al, 1999), as consumers have different experiences during consumption periods (Johnson et al, 2006).…”

Section: Introductionmentioning

confidence: 99%

Positive crossover loyalty shifts or negative temporal changes? The evolution of shopping mechanism in the O2O era

Kitchen²

2020

EJM

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Purpose This paper aims to examine how customers encounter consumption-based evolution between mobile and offline platforms together with temporal and crossover effects. Counter to research on customer satisfaction theory, which shows that satisfaction directly affects loyalty, the authors show that when shopping between mobile and offline platforms, customers differently evaluate loyalty compared to the traditional satisfaction and loyalty approach. Also, customers differently evaluate three types of service quality from online to offline (O2O) platforms and response dynamically to firm satisfaction and loyalty. Design/methodology/approach This study tests temporal, carryover and crossover effects using longitudinal data sets. Findings From crossover loyalty shifts, the findings show that the relationship between offline provider satisfaction (OS) and mobile provider loyalty (ML) during consumption periods is consistently significant with similar impact. However, mobile provider satisfaction (MS) during the same periods does not impact offline provider loyalty (OL) in the same manner, but differs considerably in terms of pattern of influence. Specifically, the findings show that this crossover effect increases over time even though statistical impact is insignificant. Thus, the carryover loyalty shift has a positive impact when it originally occurs in the offline platform but differs significantly when it originates via the mobile platform. Practical implications – this study offers valuable guidance to managers on how O2O platform-centric firms try to enhance satisfaction with consumption system that links to three types of service quality and loyalty. Research limitations/implications This study offers valuable insights into offline and ML. This is seen, however, as an experimental study and further research using the same method would enable cross-cultural comparators. Practical implications Insights can be drawn from the findings, enabling comparisons relative to service quality-satisfaction-loyalty linkage across dual platforms. The idea of evolution and progression over time is particular pertinent to business practice assuming data sets are gathered, maintained and analyzed. Originality/value Insights can be used from the research findings, including but not limited to comparing the service quality-satisfaction-loyalty linkage across dual platforms and providing firms with an explanation of temporal evolution.

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Section: Introductionmentioning

confidence: 99%

Positive crossover loyalty shifts or negative temporal changes? The evolution of shopping mechanism in the O2O era

Kitchen²

2020

EJM

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“…Inspired by Kollmann and Hasel [5], channel complementation was measured with four items, such as "the direct sales channel provides a cost-effective way to advertise the traditional sales channel".…”

Section: Methodsmentioning

confidence: 99%

“…Some scholars probed deep into the motivations, opportunities and challenges of multi-channel collaboration, and developed relevant models and strategies. Some scholars studied the channel coordination from the perspective of the core manufacturer, which covers revenue distribution, inventory coordination, information sharing, cooperative advertising and joint promotion [2][3][4][5]. Some other scholars focused on the channel collaboration of large independent retailers.…”

Section: Multi-channel Collaborationmentioning

confidence: 99%

Influencing Factors of Channel Collaboration in Multi-channel Supply Chain: A Contextual Ambidexterity-Based Analysis from the Perspective of Traditional Retailer

Wang¹,

Zhang²,

Fan³

et al. 2019

JESA

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In multi-channel supply chain (SC), the traditional retailer can get service returns through collaboration with the direct sales channel of the manufacturer. It is very meaningful to identify the influencing factors of the channel collaboration and disclose their impacts. This paper firstly considers the cross-channel behavior of consumers, which stimulates the traditional retailer to improve its service level, and in turn exerts a spillover effect on the demand for the direct sales channel. Hence, a Stackelberg game model was set up between the manufacturer and the retailer to explore the spillover effect on pricing and service decisions. The results show that the spillover effect promotes the retailer's service level, lowers the manufacturer's wholesale price, and increases the profits of both sides. Next, an empirical model was built based on contextual ambidexterity, which covers multiple variables and mediators. The model was applied to examine the correlations of channel collaboration and collaboration performance with cross-channel behavior and other key factors. The empirical analysis was based on the data collected from 221 traditional retailers in multi-channel SCs across China. Through the analysis, it is confirmed that the collaboration performance is greatly promoted by the cross-channel behavior (on the level of environmental adaptation), as well as channel complementation and trust (on the level of task alignment), and the promoting effects are mediated by the three dimensions of channel collaboration, namely, special investment, information sharing and joint action. The research findings provide new insights into the channel collaboration between the traditional retailer and the manufacturer in multi-channel SC, and offer new empirical evidence to studies on contextual ambidexterity and channel behavior.

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“…Online and social media networking is becoming increasingly important also for business (Gloor et al, 2013). Particularly for e-entrepreneurs introducing new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann & Häsel, 2008).…”

Section: Online Networkingmentioning

confidence: 99%

Online business networking experience research on ecommerce entrepreneurs

Neghină¹,

Mănescu²,

Ganciu³

et al. 2019

Proceedings of the International Conference on Business Excellence

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In a globalized economy, marketing performance is needed in order to be competitive and also for being successful on the market. Currently entrepreneurs have access to a big variety of tools and also the increase of networking platforms can help ecommerce entrepreneurs to gather a lot of useful information and know-how for improving their businesses. Our main objective is to identify which are the most important needs of ecommerce entrepreneurs in order to communicate with other business owners activating in the ecommerce industry. The secondary objective is to identify what features an online networking platform should have, so it can become an important tool for growing the marketing performance of each member using the networking platform. The research was made using a focus group composed of 15 participants. All participants are business owners who manage at least one online store, selling goods in the local or international market for at least 3 years. The results of the qualitative research made, were that entrepreneurs who are trying to establish a new business partnership, use classical forms of communication, such as email, phone calls, meetings but they believe that online communication would be beneficial for their business because it can be less time consuming and more efficient for finding new business partners or relevant know-how. We discovered that entrepreneurs wish to learn from the practical experience of other business owners to improve the marketing performance through innovation and creativity. The research conducted has identified the key elements of a business networking platform for entrepreneurs. The main elements required include privacy, security, sharing relevant know-how and elements that can create an efficient collaborative environment. We also discovered that local entrepreneurs do not use or know a business networking platform that meets their demands and expectations for sustaining an effective business development.

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Cross-channel cooperation: on the collaborative integration of online and offline business models of e-entrepreneurs and traditional SMEs

Cited by 18 publications

References 39 publications

Positive crossover loyalty shifts or negative temporal changes? The evolution of shopping mechanism in the O2O era

Positive crossover loyalty shifts or negative temporal changes? The evolution of shopping mechanism in the O2O era

Influencing Factors of Channel Collaboration in Multi-channel Supply Chain: A Contextual Ambidexterity-Based Analysis from the Perspective of Traditional Retailer

Online business networking experience research on ecommerce entrepreneurs

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