Customers are not passive agents, but intrinsic to the value creation process. Because retailers are the customer’s link to the marketplace they are uniquely placed to develop value co-creation opportunities that give themselves a strategic advantage. Omni-channel retailing is a means to create an advantage by forging deeper customer relationships and potentially developing new markets. Omni-channel retailing can appeal to the heterogeneity in customers’ shopping orientations with the aim of providing a seamless cross-channel experience. However, without a clear strategic purpose, omni-channel initiatives can easily result in unbeneficial–or worse, counterproductive–investments. To address this, the purpose of this paper is to formulate guiding principles to facilitate decision-making with respect to developing an omni-channel marketing strategy. Consequently, two complementary research streams are presented. The first pertains to strategic considerations regarding omni-channel retailing; the second pertains to value co-creation as seen through a service-dominant logic lens. These research streams are then linked to derive five propositions– along with examples and solutions–to assist retailing decision-makers when developing an omni-channel marketing strategy. These propositions underline the importance of viewing channels as value-facilitating resources that should be aligned with the customer’s decision journey.
|Number of pages||18|
|Journal||International Review of Retail, Distribution and Consumer Research|
|Early online date||4 Mar 2018|
|Publication status||Published - 27 May 2018|