Abstract
Firstly, this chapter presented reasons why firms should implement omni-channel strategies. Secondly, this chapter provided a framework of an omni-channel system. An omni-channel system needs to increase channel visibility and channel integration. This chapter detailed channel integration encompassing channel types, channel agents, and channel stages. Thirdly, this chapter discussed three major stumbling blocks on the journey to omni-channel. Fourthly, this chapter categorized channel conflicts and offered contingent solutions for each type of channel conflict. Lastly, SoLoMo represents three dominant vehicles to integrate various channels. This chapter shed light on how companies should devise their omni-channel strategy by SoLoMo.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
This section is adapted from Criteo, ‘Why Omni-channel is So Hot Right Now’, 7 Criteo.com, 10 April 2017; Chen et al. (2018).
- 2.
This section is adapted from: Saghiri et al. (2017).
- 3.
Saghiri et al. (2017) used a multi-case study to construct and validate this framework’s three dimensions. In their case study, it found that no cases (Amazon, Argos, John Lewis, Ocado, Tesco, Westbridge furniture, Wren) can be the same as this framework.
- 4.
This section is adapted from Lewis et al. (2014).
- 5.
For a more extensive discussion of channel conflicts, see Bucklin et al. (1997).
- 6.
See Pondy (1967).
- 7.
This section is adapted from: Yumurtacı Hüseyinoğlu et al. (2017).
References
Bucklin, C., Thomas-Graham, P., & Webster, E. (1997). Channel conflict: When is it dangerous? McKinsey Quarterly, 3, 36–43.
Duarte, M., & Davis, G. (2003). Testing the conflict-performance assumption in business-to-business relationships. Industrial Marketing Management, 32(2), 91–99.
Jelassi, T., & Leenen, S. (2003). An e-commerce sales model for manufacturing companies: A conceptual framework and a European example. European Management Journal, 21(1), 45–46.
Konus, U., Verhoef, P. C., & Neslin, S. A. (2008). Multichannel shopper segments and their covariates. Journal of Retailing, 84(4), 398–413.
Pondy, L. R. (1967). Organizational conflict: Concepts and models. Administrative Science Quarterly, 12, 296–320.
Stern, L. W., & El-Ansary, A. I. (1992). Marketing channels (p. 289). Englewood Cliffs: Prentice-Hall.
Yumurtacı Hüseyinoğlu, I. Ö., Galipoğlu, E., & Kotzab, H. (2017). Social, local and mobile commerce practices in omni-channel retailing: Insights from Germany and Turkey. International Journal of Retail & Distribution Management, 45(7/8), 711–729.
Further Reading
Chen, Y., Cheung, C. M., & Tan, C. W. (2018). Omnichannel business research: Opportunities and challenges. Decision Support System, 109, 1–4.
Lewis, J., Whysall, P., & Foster, C. (2014). Drivers and technology-related obstacles in moving to multichannel retailing. International Journal of Electronic Commerce, 18(4), 43–68.
Saghiri, S., Wilding, R., Mena, C., & Bourlakis, M. (2017). Toward a three-dimensional framework for omni-channel. Journal of Business Research, 77, 53–67.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2020 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Jelassi, T., Martínez-López, F.J. (2020). Unifying Channels to Reach Customers: Omni-Channel Strategies. In: Strategies for e-Business. Classroom Companion: Business. Springer, Cham. https://doi.org/10.1007/978-3-030-48950-2_15
Download citation
DOI: https://doi.org/10.1007/978-3-030-48950-2_15
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-48949-6
Online ISBN: 978-3-030-48950-2
eBook Packages: Business and ManagementBusiness and Management (R0)