Leveraging O2O Commerce for Product Promotion: An Empirical Investigation in Mainland China

Phang, Chee Wei; Tan, Chuan‐Hoo; Sutanto, Juliana; Magagna, Fabio; Lu, Xianghua

doi:10.1109/tem.2014.2354056

Cited by 67 publications

(50 citation statements)

References 65 publications

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“…Phang, Tan, Sutanto, Magagna, and Lu [4] consider O2O commerce provides traders the opportunities to affect consumers both online and offline. Merchants may try to build up online product knowledge and consciousness through advancing content generation about their products.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Technological Capabilities on Online-to-Offline Commerce: A Case of Micro-enterprises’ Cluster Performance

Lin¹,

Chen²,

Heng³

2018

IJEEEE

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Abstract:The purpose of this study is to explore the feasibility of micro-enterprise applications in e-commerce O2O and to understand the impact of ICT and non-ICT capacities in different O2O models on micro-enterprise performances; we try to explore its influencing factors. This study collects data through interviews and secondary data. Data analysis for each micro-enterprise cluster interviewed consisted by utilizing and categorizing the data collected during 7 interviews. According to the results of the interview, this study found several different clustering patterns, brand model, clustering innovation model, and e-commerce platform model.

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Section: Introductionmentioning

confidence: 99%

The Impact of Technological Capabilities on Online-to-Offline Commerce: A Case of Micro-enterprises’ Cluster Performance

Lin¹,

Chen²,

Heng³

2018

IJEEEE

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show abstract

“…However, to engage customers, it has been found that incentive based online promotions augment offline sales. Offering digital coupons generate online reviews and resultant increase in offline sales, whereas online banner advertisements do not seem to contribute to increase in offline sales [14].…”

Section: Adoption and Development Of O2o Businessmentioning

confidence: 94%

“…O2O uses tools such as SMS, emailing and social media services to inform potential customers about products/services and the physical store location where they can view or buy the products/services [14]. As such, online service helps to strengthen the relationship built by strong offline service.…”

Section: O2o Business and Its Characteristicsmentioning

confidence: 99%

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Online-To-Offline (O2O) Business: Empirically Examining the Adoption Vs. Non-adoption

Ram¹,

Manoharan²,

Sun³

2019

JESA

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The growth of Online-to-Offline (O2O) business is accompanied by a number of failures. Compounding the problem, theoretically-informed knowledge about "why firms adopt O2O" remains limited. The purpose of this study is to address this gap and examine the reasons that influence organizational decisions to adopt (or do not adopt) O2O. Informed by synthesis of Diffusion of Innovation (DOI) and Technology-Organization-Environment (TOE) theories, the data collected from 24 qualitative semi-structured interviews were analyzed using content analysis techniques. The results show that firms adopt O2O to: (1) cope with the shift in marketplace (one from sellers to buyers) by adding flexibility and security into offerings, (2) improve engagement with customers through expansion of scope of relationship and reach, and (3) enlarge customer portfolio and profitability. Unexpectedly, the results show that one of the reasons firms not adopt O2O is because they believe that their existing engagement with customers is mature and stable, changes to which could be determinantal. Managerial inertia is another roadblock. Theoretically, the findings build new knowledge on the adoption/non-adoption decision of O2O and reasons thereof. The results equip managers with insights from industry and provide them an understanding of the challenges as well as reasons for adoption/non-adoption of O2O.

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“…Most of the previous research focused on individual business-level customer traffic forecasts, lacking of large-scale, many categories and systematic research. [2][3] We classified nearly 2000 merchants on the O2O platform "koubei", conducting a large-scale predictive empirical study based on data collected from these businesses. At present on behalf of the model to solve the problem of predicting customer repeat purchase mainly with NBD model, SMC model, etc.…”

Section: Introductionmentioning

confidence: 99%

Empirical Analysis of Customer Repeat Purchase Forecast on O2O platform

Yi-sheng¹,

Qiang²

2017

Topics in Economics, Business and Management (EBM)

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On the O2O platform, accurate forecasting of customer repeat purchase is critical to the management of these businesses. Based on the NBD model and SMC model, and taking nearly thousands of different categories of businesses on the O2O platform "koubei" as study object, we implement empirical research on customer repeat purchase forecast. The main contents include: (1) the introductions about NBD and SMC model; (2) forecasting the customer repeat purchase of different categories of businesses based on the models and analyzing the models fitting; (3) analyzing the models applicability based the results. The results shows that, in addition to the hot pot category, predicted results of the SMC model in each category of business is better than the NBD model, while the NBD model is more excellent in the forecast of the hot pot category.

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Leveraging O2O Commerce for Product Promotion: An Empirical Investigation in Mainland China

Cited by 67 publications

References 65 publications

The Impact of Technological Capabilities on Online-to-Offline Commerce: A Case of Micro-enterprises’ Cluster Performance

The Impact of Technological Capabilities on Online-to-Offline Commerce: A Case of Micro-enterprises’ Cluster Performance

Online-To-Offline (O2O) Business: Empirically Examining the Adoption Vs. Non-adoption

Empirical Analysis of Customer Repeat Purchase Forecast on O2O platform

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