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

Abstract

PurposeOmnichannel implementation in retail requires business transformation and faces several operational barriers. This research discusses how omnichannel has been implemented, in a managerial perspective, and how integration of operations has overcome the identified transformative barriers.Design/methodology/approachThe authors followed a multi-case study approach, with observation and interviews with managers of four big retail companies in Portugal.FindingsThe results suggest that retail companies have overcome the barriers to implement omnichannel models through the integration of information technology (IT), the accomplishment of organisational changes and the optimisation of customer feedback, achieving positive business indicators, namely increased sales.Research limitations/implicationsThe conclusions of the paper provide valuable information to help companies to design the process of channel's integration in order to overcome the transformative constraints of omnichannel. However, those conclusions emerge from Portuguese case studies of retail companies, and a generalised discussion should consider the contextual diversity of consumer expectations, cultural user experiences in retail and the maturity of digital transformation and omnichannel implementation stage in each country.Originality/valuePrevious studies had characterised the items of omnichannel retail, fulfilment processes, the benefits of channels' integration in customer experience, satisfaction and loyalty and had identified barriers for its implementation. Considering the existence of different stages of omnichannel implementation, this paper explores how retail companies increment omnichannel operations, overcome transformative barriers and achieve the omnichannel benefits, through the whole involvement of the organisation system, the customer approach and the business model, besides the technology integration.

Impulse buying behaviour in omnichannel retail: an approach through the stimulus-organism-response theory

“…In the omnichannel context, effective channel integration has the power to enable consumers to engage and perform various activities through any channel of a given company (Chen and Chi, 2021). The channel integration process helps companies overcome the transformative constraints of omnichannel (Barbosa and Casais, 2022).…”

Dynamic capabilities in the realisation of omnichannel retailing

“…By applying the dynamic capability perspective in extending previous research that are primarily focussing on barriers and challenges of implementation (e.g. Barbosa and Casais, 2022), we contribute to theoretical embeddedness of research in omnichannel retailing, as required by Galipoglu et al. (2018) and Jocevski et al.…”

“…Even though the one-time cost seems high when it comes to the work of combining new channels with the existing, Larke et al (2018) argued that omnichannel retailers must arrange an entirely strategic implementation process to avoid asymmetric integration. To implement omnichannel solutions, there is a need for organisational changes involving interdepartmental processes, which are vital to generating interactions and thus avoiding isolated work related to various channels (Piotrowicz and Cuthbertson, 2014;Barbosa and casais, 2022). Such a strategic implementation process entails dynamic capabilities as it generates the creation, extension and modification of the organisational resource base for optimal omnichannel solutions.…”

The effect of supply chain organizational and supply agility on supply chain performance: The mediation role of supply chain strategy in retail shops

“…The meaning of retail is also different from wholesale. Wholesalers sell goods in bulk, and they will not have to deal with many final consumers (Barbosa & Casais, 2022). Types of retailing according to Berman et al (2017);Levi et al (2018);and Thayne et al (2019), classify retailers to the product lines they sell, namely: Store Retailing, which this category are:…”