Value creation through omnichannel practices for multi-actor customers: an evolutionary view

Abstract

Purpose The purpose of this paper is to investigate the omnichannel practices to porpose a conceptual overview to offer guidance on how to handle their inherent complexities. Design/methodology/approach This study is based on a literature review of more than 100 academics papers about the multichannel practices and omnichannel practices in the global market. Findings To this end, this paper identifies and addresses three limitations of the contemporary omnichannel literature: the failure to articulate the sources of value creation generated by omnichannel practices, the conception of omnichannel as targeting a single customer actor only and the static conception of omnichannel practices. In response to these limitations, this study offers the following: four sources of value creation based on the business model concept, a multi-actor customer conception, where several actors partake in the overall purchase decision and an evolutionary notion of omnichannel practices in terms of their constitution and use as part of the overall evolution of a marketplace Originality/value The framework presented in this paper provides a map to take new research beyond its current boundaries and an audit tool to help managers identify their firm’s current omnichannel situation, including limitations and opportunities for further development.

Determinants of Omnichannel Shopping Intention for Sporting Goods

“…The rapid growth of technological advancement has led to the emergence of new channels that include retailers' websites, mobile apps, social networking sites, and kiosks, empowering consumers with more information and choices than ever before [24]. Growth in the number of online stores and changes seen in consumer behavior have compelled retailers to introduce multiple channels for interaction with customers [25]. Channels used by retailers are either digital (e.g., websites, mobile apps, social media) or physical stores that interact with consumers during their shopping journey [26].…”

Omni-Channel Capability, Online Experience & Value Co-Creation and Their Impact to Customer Satisfaction

“…(Telli, 2020) identified the importance of omni-channel shopping services and value co-creation processes, whereby value co-creation is the mediating variable. It is also stated by (Costa Climent et al, 2022) that there are several sources of value cocreation that can be implemented by omni-channel. Based on the results of previous research, the second hypothesis that can be obtained is: H2: Omni-channel capability has a positive and significant effect on value co-creation…”

“…(Telli, 2020) identified the importance of omnichannel shopping services and value co-creation processes. It is also stated by (Costa Climent et al, 2022) that there are several sources of value cocreation that can be implemented by omni-channel. This result is in accordance with the descriptive analysis of omni-channel capability variable, where customers have no hesitation in giving feedback and collaborating with the retailer in order to make ACE Hardware and the online channel better.…”

Role of Omni Channel Attributes and Perceived Behavioral Control in Omni Channel Selection

“…Omni channel uniformity is also reflected when the retailer and deliverer of the orders are the same [31]. Costa et al [52] suggest that when the seller and deliverer of the orders are the same instead of third-party logistics provider consumer's perception of consistency is stimulated. Chen & Chi [38] in a study conducted in US on omni channel retailers found maintaining uniformity across omni channels greatly enhanced perceived behavioral control among US consumers.…”