Customer-Interfacing Retail Technologies in 2020 &amp; Beyond: An Integrative Framework and Research Directions

Roggeveen, Anne L.; Sethuraman, Raj

doi:10.1016/j.jretai.2020.08.001

Cited by 136 publications

(102 citation statements)

References 6 publications

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“…Such research would contribute to the future of omnichannel customer experience instore. Finally, given recent unprecedented change caused by the global COVID-19 pandemic, we concur with the call for more nuanced and creative conceptualizations to address the lacuna between academic research and retail practice (Dekimpe and Geyskens, 2019;, specifically within the context of the customer purchase journey and retail technologies (Roggeveen and Sethuraman, 2020) to help advance meaningful contributions towards "new retailing" in the "new normal".…”

Section: Conclusion Implications and Future Directionssupporting

confidence: 66%

“…This research focuses on the integration of technologies in-store through the implementation of omnichannel touchpoints (Hagberg et al, 2017;Tyrvä;inen and Karjaluoto, 2019). The technologies can be categorized by their location (Pantano et al, 2018), ownership and control by the store or consumer (Beck and Rygl, 2015;Bèzes, 2019), application (Pantano et al, 2017), cost and service (Roggeveen and Sethuraman, 2020). They facilitate both consumer experience and managerial processes through self-checkout (Fernandes and Pedroso, 2017;Lee, 2015) and retail apps (Kim et al, 2013;Perry et al, 2019), and provide more complex, immersive experiences through virtual reality (VR) and augmented reality (AR) technologies (Rese et al, 2017;Watson et al, 2018).…”

Section: In-store Technologies (Ists)mentioning

confidence: 99%

“…that are found in-store and associated services based on consumers' nuanced desire for utilitarian or hedonic customer experience. Specifically, advancing theory on IST classification according to attributesbenefits derived (Roggeveen and Sethuraman, 2020). These ISTs drive speed, convenience, and efficiency (reducing dwell-time) or immersion, enjoyment, and playfulness (increasing dwell-time) so long as there is a strategic fit between the brand's channel and experience strategy and the technologies (congruency) and the retailer takes a consumer-first approach to technology adoption.…”

Section: Conclusion Implications and Future Directionsmentioning

confidence: 99%

See 2 more Smart Citations

Change in technology-enabled omnichannel customer experiences in-store

Alexander¹,

Kent

2022

Journal of Retailing and Consumer Services

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This paper explores changes in technology-enabled omnichannel customer experiences in stores over a five-year period (2014-2019). It contributes to the omnichannel-experience-management literature through customer technology-enabled touchpoints within fashion retail. Adopting an exploratory qualitative approach, primary data were obtained using semi-structured interviews with millennial consumers. The findings demonstrate the growing importance of implementing and integrating in-store technologies to improve customer experience. From these, two models are developed: "technology-induced customer experience in-store"; and "technologyenabled customer shopping journey in-store".

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Section: Conclusion Implications and Future Directionssupporting

confidence: 66%

Section: In-store Technologies (Ists)mentioning

confidence: 99%

Section: Conclusion Implications and Future Directionsmentioning

confidence: 99%

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Change in technology-enabled omnichannel customer experiences in-store

Alexander¹,

Kent

2022

Journal of Retailing and Consumer Services

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“…It is to ensure the correct social distancing with a safe and clean surface. Besides, Domino's has introduced a touchless transfer technology that happens to delivery pizza (Roggeveen & Sethuraman, 2020). Therefore, customers more prefer to use digital ordering as Domino's provided zerocontact services and it is safer.…”

Section: Discussionmentioning

confidence: 99%

A Case Study on Domino’s Business Survival Strategy During the Covid-19 Pandemic

Kumar¹,

Singh²,

Shan³

et al. 2021

IJTHAP

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COVID-19 pandemic has spread around the world and affected the development of economic countries. Some countries and states are under hotspot areas. During the lockdown period, many organizations were forced to close their businesses, causing economic recession. In addition, many companies have seen a sharp decline in their sales and affecting their profits. Due to the COVID-19 pandemic, many restaurants have started their service with takeaway or delivery, however they still unable to sustain their business, especially the small and medium-sized enterprises (MSMEs). This study aims to study the strategies used by Domino’s in sustaining their business during the COVID-19 pandemic. Quantitative method was used in this study and the data were collected within 2 weeks through the online distribution by using Google Form. The results showed the strategies used by Domino’s company for business survival during the COVID-19 pandemic are promotions and provided quality foods and there is a significant relationship between promotions and the preference for Domino’s Pizza.

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“…Previous researchers have already noted the need for collaborative relationships between marketing research and practice to ensure research rigor to advance the field and gain practitioner audiences (Gauri and Grewal 2021;Iacobucci et al 2019;Petrescu and Krishen 2017). Collaborative partnerships can be vital for the development of the field of analytics too, especially considering the fast and dynamic development of new technologies and methods of data management based on artificial intelligence (Grewal et al 2021;Roggeveen and Sethuraman 2020).…”

mentioning

confidence: 99%