Omni-channel retailing: propositions, examples and solutions

Mika Yrjölä*, Mark T. Spence, Hannu Saarijärvi

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

6 Citations (Scopus)
170 Downloads (Pure)

Abstract

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.

Original languageEnglish
Pages (from-to)259-276
Number of pages18
JournalInternational Review of Retail, Distribution and Consumer Research
Volume28
Issue number3
Early online date4 Mar 2018
DOIs
Publication statusPublished - 27 May 2018

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