Uppkomsten av internet och smarta teknologier har lett till en strukturomvandling kring kom-munikationen mellan kunder och företag. Internet har inneburit nya handelskanaler så som on-line butik, mobila applikationer med mera. Företag erbjuder således allt fler olika handels-kanaler för att nå ut till kunder. Detta har i sin tur lett till att kunder använder olika handels-kanaler i processen av att genomföra ett köp, kundens köpbeteende har således förändrats.  I och med uppkomsten av fler handelskanaler har större vikt lagts på att skapa samspel och integration mellan ett företags olika handelskanaler. Integreringen av handelskanaler är således ett aktuellt och omtalat ämne utifrån tidigare forskning och rapporter utförda av bland annat Handelns utredningsinstitut, HUI. Integrerade handelskanaler anses resultera i lojala och till-fredsställda kunder men huruvida detta kan agera som en konkurrensfördel finns det mindre kunskap kring och behandlades därmed ytterligare i denna studie.  Studiens syfte var att undersöka om kunden väljer att använda integrerade handelskanaler från samma elektronikåterförsäljare och om uppkomsten av integrerade handelskanaler var avgö-rande vid kundens val av elektronikåterförsäljare. Vår studie ser därmed till kunders köpbete-ende utifrån integrerade handelskanaler i en köpprocess av elektronikprodukter. För att under-söka studiens syfte utfördes en kvantitativ studie i form av en webbenkät. En objektivistisk samt positivistisk ståndpunkt antogs för att vidare anamma en deduktiv ansats. Utifrån undersök-ningen kunde generella köpbeteenden och attityder utgöras bland respondenterna. För att kunna analysera respondenternas beteenden kategoriserades de i fyra kundgrupper som representerade olika grader av lojalitet till återförsäljare och handelskanal.  Studiens resultat visade att respondenterna uppskattade integrerade handelskanaler men utifrån de situationsbaserade frågorna var integrerade handelskanaler inte en avgörande faktor vid valet av elektronikåterförsäljare. Generellt visade resultatet att respondenterna var illojala till åter-försäljare och handelskanal vid köp av elektronik. Studiens resultat visade även att responden-ternas köpbeteenden och användning av handelskanaler anpassades utefter den tilltänka elekt-ronikprodukten. Ju mer komplex produkten var desto mer användes handelskanaler enligt be-teendet webrooming vilket innebär att internet används för att söka information och där fysisk butik används vid genomförandet av köpet. Studiens resultat visade sig vara oberoende av de kundgrupper som använts utifrån tidigare forskning.

Submitted by Filipe dos Santos (fsantos@pucsp.br) on 2018-10-22T12:31:33Z No. of bitstreams: 1 Renato Braga Fernandes.pdf: 4257458 bytes, checksum: ff85b6400be31e1acba1c9a9437c1e35 (MD5) / Made available in DSpace on 2018-10-22T12:31:33Z (GMT). No. of bitstreams: 1 Renato Braga Fernandes.pdf: 4257458 bytes, checksum: ff85b6400be31e1acba1c9a9437c1e35 (MD5) Previous issue date: 2018-09-06 / Research on multichannel retail management was focused on the growth of online channels and how it affected the company and consumers using traditional channels. With the maturation of e-commerce and the addition of portable channels, the retail environment faced a disruptive change. Compared to the multi-channel retail phase, Omnichannel Retail manages a much higher volume of channels. However, its biggest challenge is managing the experience of a new type of consumer. In Omnichannel Retail, the channels are interchangeable, inseparable, and used simultaneously throughout the purchase process. Acting in a business environment where the consumer is more informed and connected due to portable devices challenges retailers to qualify their personal sales management, making their offer more coherent and attractive. To do so, companies will need to perform a series of internal and external adaptations in their business model. This study had its starting point in finding out how a retail company should adapt its personal sales and sales management model to work in Omnichannel Retail, and found in the bookstore industry the case of Livraria Cultura. The company was chosen due to its relevance when compared to other national bookstores, and its history of acting in several channels, especially the sales channel, which always privileged the experience in physical stores. After data collection and analysis, evidences were found and linked in a way that allowed the establishment of seven theoretical propositions and a logical model of Livraria Cultura, which shows the challenges of personal sales management in an Omnichannel Retail / O foco das pesquisas na gestão multicanal de varejo privilegiou a atenção ao crescimento dos canais online e como isso afetava a empresa e os consumidores que usavam canais tradicionais. Com o amadurecimento do e-commerce e a adição dos canais portáteis, o ambiente de varejo passou a enfrentar uma mudança disruptiva. Se comparado à fase do varejo multicanal, o Varejo Omnichannel envolve a gestão de um volume muito superior de canais. No entanto, o seu maior desafio é a gestão da experiência de um novo tipo de consumidor. No Varejo Omnichannel, os canais são intercambiáveis e inseparáveis, utilizados de maneira simultânea, durante todo o processo de compra. Atuar num ambiente de negócio em que o consumidor está mais informado e conectado por seus dispositivos portáteis desafia os varejistas a qualificar sua gestão de vendas pessoais, tornando sua oferta mais coerente e atrativa. Para tanto, as empresas precisarão executar uma série de adequações internas e externas em seu modelo de negócio. Este estudo partiu de uma pergunta de como uma empresa varejista deveria adaptar seu modelo de vendas pessoais e gestão de vendas, para atuar no Varejo Omnichannel, e encontrou no setor de livrarias o caso da Livraria Cultura. A empresa foi escolhida por sua relevância perante outras livrarias nacionais, por seu histórico de atuação em vários canais, especialmente o canal de vendas, que sempre privilegiou a experiência nas lojas físicas. Após a coleta e análise dos dados, foi realizado um encadeamento de evidências que permitiu estabelecer sete proposições teóricas e um modelo lógico da Livraria Cultura, que demonstra os desafios da gestão de vendas pessoais num Varejo Omnichannel

Omnichannel has become a central part of future retailing and is expected to be implemented by multiple brands. Omnichannel is an extension of multichannel enquiring complete integration between channels. As customers’ demands changes and demonstrate switching of brands, maintaining loyal customers’ in the evolving retail market with unlimited options is a continuous challenge. There are indicators of omnichannel retailing increasing customer satisfaction but there is no research investigating how it could affect brand loyalty, either through attitudinal loyalty, behavioural loyalty or a combination of both. This research aims to explore how implications of omnichannel retailing could facilitate the demanded satisfactory shopping experience and lead to embarked brand loyalty. A qualitative method was chosen to explore this phenomenon by using primary, secondary data and conducting of in-depth interviews. The results shows that omnichannel is an significant factor facilitating a satisfactory shopping experience, in turn inflicting attitudinal loyalty, but there were vague signs of behavioural loyalty. Thus, omnichannel was not considered the main factor affecting brand loyalty due to lack of expressed commitment to repurchase, hence omnishoppers rarely surpasses the step of satisfaction to fully becoming brand loyal.

"Ginger Rogers did everything Fred Astaire did - only going backwards" Citatet används i flera litteraturer om returlogistik, detta för att ge uttryck åt den anspråkslösa betydelse returlogistik haft inom logistikvärlden, men som idag fått allt större betydelse. Uttrycket grundar sig i det rykte Fred Astaire hade, världens främste dansare. Vad som ofta kom i skymundan var prestationen från hans danspartner Ginger Rogers, trots att hon gjorde samma rörelser, fast baklänges och i högklackat. Det är enkelt, det är snabbt och du behöver inte trängas, fördelarna med e-handel är för konsumenten många, men hur påverkar denna utveckling företagen som bedriver butikerna? Handel av modevaror på internet har de senaste åren ökat markant, men det finns en problematik i att bedöma en produkt utifrån en bild, vilket är en bidragande faktor till att returer ökat avsevärt. Det finns många aktörer på marknaden och deras produktutbud är dessutom förhållandevis lika. Kunden kan därmed enkelt navigera mellan de olika e-handelsbutikerna, allt för att optimera sitt köp och göra en affär där det bästa erbjudandet erhålls. Frågan e-handelsbutikerna bör ställa sig är hur de kan differentiera sig på marknaden för att vara kundens första val. Då både konkurrens och rådande lagstiftning gör att e-handelsbutikerna erbjuder mer eller mindre generösa returregler, har de ett konstant flöde av varor som kommer i retur. Syftet med denna studie är att se hur e-handelsföretagen kan hantera dessa returer och framförallt hur de kan effektivisera sina processer för att minska returer, utan att förlora sina kunder och skada sitt varumärke. Genom en webbaserad enkätundersökning kunde författarna utläsa kundernas åsikter gällande e-handel av kläder och skor. Det framkom i undersökningen att kunderna värderar enkelhet högt och att de räknar med returer som en del av servicen, utan någon extra kostnad. För ett bredare perspektiv har även två intervjuer genomförts, en med ett företag verksam i branschen och en med en e-handelskonsult som arbetar strategiskt med olika e-handelsprojekt. Avslutningsvis menar författarna att e-handelsbutikerna är beroende av sina kunder men inte på bekostnad av deras överlevnad. Företagen bör istället möta sina kunder i olika kanaler och arbeta kontinuerligt med förebyggande åtgärder för att minimera antalet returer. E-handelsbutikerna är inte där idag, men de butiker som vågar ta initiativet att göra förändringar, kommer ha en plats på denna marknad i framtiden. / "Ginger Rogers did everything Fred Astaire did - only going backwards" This quote is used in several literatures about reverse logistic; in order to give expression to the modest significance reverse logistic has had in the logistic world, which today has become increasingly important. The quote has its origin in the reputation Fred Astaire had, the world’s greatest dancer. What often got overshadowed was the performance of his dancing partner Ginger Rogers, even though she did the same movements, but in reverse and in high heels. It’s simple, it’s fast and not crowded, the benefits of e-commerce are for the consumer numerous, but what impact does this has on the companies? Trade of fashion products online has, in recent years increased considerably, but assessing a product based on an image is a pronounced problem, which is a contributing aspect to why returns have increased in the same extent. There are many operators on this market and their product range is relatively equal. Due to this the consumers can easily navigate between e-commerce stores, all to optimize purchases that will fulfil their expectations and needs. The question e-commerce stores should be given is how they can differentiate themselves to be the customer’s first choice. The purpose of this study is to see how e-commerce companies can handle these returns, and especially how they can streamline their processes to reduce returns, without losing their customers and damaging their brand. Through a web-based survey the authors could interpret customer’s opinion regarding e-commerce of clothes and shoes. The outcome of the survey showed that customer value simplicity high but also expect returns as a part of the service, without any major expenses. For a broader perspective two interviews were conducted; one with a company operating on this market and one with an e-commerce consultant who is strategically working with various e-commerce projects.  In conclusion the authors argue that e-commerce stores are dependent on their customers, but not at the expense of its survival. They need to meet their customers in different channels and work preventive to minimize the number of returns. E-commerce stores are not yet there, but those stores that take the initiative to make changes will be an operator who will have a place on this market in the future.

Omnichannel är en term som syftar till att förtydliga kundperspektivet genom att integrera processer för ett sömlöst flöde i alla tillgängliga kanaler. Kanalerna kan bland annat vara fysiska butiker, hemsidor eller appar, där integreringen av flerkanalssystem eftersträvar en friktionsfri och en sömlös köpupplevelse.Syftet med denna studie var att undersöka och diskutera hur IKEA:s e-handel har utvecklats ur ett omnichannel perspektiv genom att beskriva vilka de logistiska processerna är för fysisk distribution. Studien genomfördes som en fallstudie med en kvalitativ metod innehållande intervjuer, ett webbinarium samt sekundärdata som empiriskt underlag.Resultatet visar att IKEA:s strategi för omnichannel- och logistiska processer är i en förändring och anpassning till den växande e-handeln. Omställningen genomförs för attbibehålla flexibilitet och tillgänglighet gentemot sina konsumenter. Vidare noteras att IKEA har hanterat ökningen av e-handel genom att på kort sikt agera för de logistiska utmaningarna, vilket emellanåt har fått långsiktiga lösningar att bortprioriteras för att säkra kundorders. Slutligen visar resultatet att IKEA:s leveranssystem är en flexibel och kundcentrerad del av deras logistiska processer. / Omnichannel is a term that aims to clarify the customer perspective by integrating processes so the customer can interact through all available channels seamlessly. Channels which are used can include physical stores, websites or apps, where the integration of multichannel systems strives for a friction-free and a seamless shopping experience. The purpose of this study was to examine and discuss how IKEA:s e-commerce has developed from an omnichannel perspective by describing the logistical processes for physical distribution. This was carried out using a qualitative method containing interviews, a webinar and secondary data to compose the empirical findings and was carried out as a case study. The result displays that IKEA:s approach to omnichannel and logistical processes is in a procedure of change and adaptation to the growing e-commerce. The transformation is done to maintain flexibility and accessibility towards their consumers. The study notice that IKEA have had to deal with the increase of e-commerce by using rapid actions to be able to manage the logistical challenges, which sometimes cause long-term solutions to be de-prioritized to secure customer orders. Finally, the results show that IKEA:s delivery system is a flexible and customer centric part of their logistical processes.

Digitaliseringen har gjort det möjligt för en integrerad multikanalslösning där fenomenet Omnichannel har fått stort genomslag. Omnichannel tillåter konsumenten att distribuera mellan olika kanaler under en och samma köpupplevelse och den sömlösa shoppingupplevelsen öppnar upp för ett inkongruent köpbeteende. Till skillnad från tidigare forskning som hävdar att konsumenter föredrar att handla kongruent, går Omnichannel i en annan riktning. Denna rapport syftar till att undersöka vilken påverkan kongruens och inkongruens har gällande attityder efter ett köp av kläder. Attityder efter ett köp utgår från tre nyckelvariabler: kundnöjdhet, bekräftelse av helhetsupplevelsen och benägenhet att sprida positiv Word of Mouth. Studien har en kvantitativ ansats där webbenkäter har använts och besvarats av 407 personer som har fått utvärdera sitt senaste köp av kläder. Studiens slutsats resulterar i att varken kongruens eller inkongruens inom köpbeteendet har en effekt på konsumentens attityder, medan kongruens inom kanaldistribution ledde till bättre attityder än för de konsumenter med ett inkongruent val av kanaler. Något som kan sägas gå emot Omnichannels grundstruktur. Sammanfattningsvis är det möjligt att säga att konsumenter som handlar utifrån ett hedoniskt köpbeteende både upplever en bättre helhetsupplevelse och är mer benägna att sprida positiv Word of Mouth. Konsumentens upplevelse av huruvida helhetsupplevelsen bekräftas, har en påverkan på deras vilja att prata positivt om sitt köp. / The digitalization has made it possible for an integrated multichannel solution where the phenomenon of Omnichannel has a big impact. It allows the consumer to move between different channels during the same shopping experience. The seamless shopping experience opens up for an incongruent shopping behavior. Previous research shows that consumers prefer to shop congruently where Omnichannel seems to go in a different direction. The report's purpose is to investigate how the consumer's behavior is affecting their attitudes. It has its foundation to find how congruent and incongruent is affecting the consumers' attitudes. The attitude is evaluated based on three key variables: customer satisfaction, confirmation of the overall experience and propensity to spread positive Word of Mouth. The study has a quantitative approach where web surveys have been used by 407 people who have evaluated their most recent purchase of clothes. The study concludes that neither congruence nor incongruence consumer behavior has an effect on the post-purchase behavior, while congruence in channel distribution led to better post-purchase behavior than for those consumers with an incongruent choice of channels. The importance is the consumer behavior that is shown at the buying decision. To conclude it is possible to say that consumers who shop based on hedonic consumer behavior both experienced a better overall experience and were more likely to spread positive Word of Mouth. The consumer's perception of how well their overall experience is confirmed has an impact on their willingness to talk positively about their purchase.

The omnichannel customer experience in tourism and hospitality represents a dynamic journey that seamlessly integrates online and offline interactions for customers, reflecting an increasingly prevalent trend in the digital era. However, previous literature has yet to explore this rising phenomenon comprehensively within tourism and hospitality. This dissertation aims to fill this research gap through a three-study mixed-methods research design. Study 1 adopted a netnographic approach to qualitatively investigate the characteristics of the omnichannel customer experience in tourism and hospitality. The findings revealed that sequences of the omnichannel customer experience journey can vary (online → offline or offline → online). Different levels of consistency in omnichannel customer experience cater to varying customer needs. The online tours can serve five roles: offline tour substitution, offline tour planning, offline tour promoting, offline tour recalling, and offline tour complementing. Study 2 employed a propensity score matching approach and causal tree analysis to explore the impact of launching online tours in addition to offline experiences on customer satisfaction. The findings indicated that launching an online virtual tour in addition to the offline experience significantly increases customer satisfaction regarding advertising accuracy. Study 3 adopted an experimental approach to examine how omnichannel customer experience consistency affects customer satisfaction, revisit intention and recommendation intention, and to explore the moderating role of novelty seeking. The findings demonstrated that consistent omnichannel customer experience leads to more positive customer satisfaction, revisit intention, and recommendation intention towards online tours and omnichannel tours. When omnichannel customer experience consistency is low, individuals with high novelty-seeking motivation exhibit higher customer satisfaction, revisit intention, and recommendation intention towards offline tours compared to those with low novelty-seeking motivation and those experiencing highly consistent omnichannel customer experience. This dissertation provides valuable insights into the evolving omnichannel landscape of tourism and hospitality, shedding light on the nature and impact of the omnichannel customer experience journey. / Tourism and Sport

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No. of bitstreams: 1 Trabalho Aplicado_Elisabete Furtado Bronholo.pdf: 1651623 bytes, checksum: 0019bf5def5baa78ebcb2942487695c3 (MD5) Previous issue date: 2018-06-21 / A estratégia omnicanal tem se caracterizado como o mais recente estágio evolutivo do estudo de canais de distribuição. Apesar disso, as empresas tem pouco conhecimento sobre o tema, suas práticas e conceitos. Ao realizar busca de referências a autora identificou que a literatura está concentrada na perspectiva da experiência, no processo evolutivo, nas distinções entre multicanal e omnicanal e menos sobre táticas e práticas omnicanal. Desta forma há oportunidades para compreender as atividades desempenhadas para que as empresas desenvolvam uma efetiva gestão omnicanal. O objetivo deste estudo é o de identificar práticas e recomendações que contribuam para a gestão omnicanal no varejo brasileiro. Para tanto foi utilizada metodologia qualitativa baseada em entrevistas com gestores de quinze empresas que atuam com canais múltiplos e aplicada a ferramenta U.S.Omnichannel Customer Experience Index (OcCEI) integrante do estudo Omni-channel Report Card idealizado pela IBM Commerce. O estudo avalia práticas de varejistas em serviços omnicanais em sete áreas de análise: Experiência Online e Digital, Experiência da Loja Física, Flexibilidade do Fulfillment/Entrega, Website Móvel/App, Marketing Integrado e Precificação, Experiência do Call Center/SAC e Mídias Sociais. A análise considerou aprofundamento individual e agrupamento das empresas considerando porte da rede e número de lojas. Como conclusões das entrevistas, da aplicação da ferramenta e da revisão da literatura temos como práticas propulsoras omnicanais: liderança impulsionadora, mentalidade digital/mudança cultural, o cliente em primeiro lugar, a gestão da jornada de compras como um processo, integração e gestão cruzada, transparência dos dados do cliente e dos estoques em todos os pontos de contato do negócio que foi sintetizado como transparência 360o, maturidade online, domínio logístico e curadoria. Espera-se que a contribuição deste trabalho seja a identificação de pontos em comum e diferenças sobre as atividades desempenhadas pelas empresas para a gestão omnicanal, identificando pontos fortes e outros com potencial de melhoria. Espera-se também disponibilizar ao meio acadêmico informações sobre o estágio omnicanal de quinze empresas que atuam no Brasil e que são relevantes em seus mercados e áreas de atuação. / The omnichannel strategy has been characterized as the most recent evolutionary stage of the study of distribution channels. Nevertheless, companies lack knowledge on the topic of omnichannel management and its practices and concepts. In her search for references, the author found that the literature focuses more on the perspective of experience, the evolutionary process, distinctions between multichannel and omnichannel, rather than omnichannel tactics and practices. Thus, furthering understanding of the activities performed can help companies develop effective omnichannel management. The aim of this study is to identify practices and recommendations that contribute to omnichannel management in the Brazilian retail market. To this end, the study employed a qualitative methodology based on interviews with fifteen companies that operate with multiple channels, and applied the U.S. Omnichannel Customer Experience Index (OcCEI) tool of the Omnichannel Report Card study designed by IBM Commerce. The study assesses retail omnichannel practices in seven areas of analysis: Online and Digital Experience, Physical Store Experience, Fulfillment/Delivery Flexibility, Mobile Website/App, Integrated Marketing and Pricing, Call Center/Customer Service and Social Media. The analysis took into account individual companies and groups of companies according to their size/number of stores. The results show the following omnichannel practices: inspiring leadership, digital mentality/cultural change, customer first, management of the shopping journey as a process, integration and cross-management, transparency of customer data and that of stocks in all points of contact of the business, synthesized as 360o transparency, online maturity, logistical mastery and curatorship. It is hoped that this study will contribute to the identification of commonalities and differences regarding activities performed by companies with a view to omnichannel management, identifying strengths and areas for potential improvement. The study is also expected to provide to the academic milieu environment information on the omnichannel stage of fifteen companies operating in Brazil that are relevant in their markets and areas of activity.

Digital advances and consumers' buying behaviors disrupt the retail industry demanding more seamless experiences during their buys. In response, retailers are adopting an omnichannel retailing strategy (OCR), which is the integration of retailers' physical and digital channels. However, OCR is a premature concept, and there is still a lack of research in the subject, which limits the guidance for its practical application. Thus, there is still the need to understand the subject.  For OCR managers, it is necessary to understand the main challenges in order to orchestrate it better. Therefore, this research undertakes the task to study the factors that challenge OCR's orchestration, from a managerial perspective. The research departs from primary and secondary data that was later categorized according to its main factor and incorporated into an existing analytical framework of OCR. The findings indicate three main challenge groups that could hinder an orchestrator's impact on the organization. Those are particular capabilities for the OCR, the integration of channels, and technology and data leverage. / Los avances digitales y los comportamientos de compra de los consumidores perturban la industria minorista demandando experiencias más fluidas durante sus compras. En respuesta, las empresas están adoptando una estrategia de omnicanal (OCR – omnichannel retailing), que es la integración de los canales físicos y digitales de los minoristas. Sin embargo, OCR es un concepto prematuro, y todavía hay una falta de investigación en el tema, lo que limita la guía para su aplicación práctica. Por lo tanto, todavía existe la necesidad de comprender el tema.  Para los gerentes de OCR es importante comprender los principales desafíos para una mejor organización. Por lo tanto, esta investigación emprende la tarea de estudiar los factores que desafían la orquestación del omnicanal de minoristas (OCR), desde una perspectiva gerencial. La investigación parte de datos primarios y secundarios que luego se categorizaron según su factor principal y se incorporaron a un marco analítico existente de OCR. Los resultados indican tres grupos principales de desafíos que podrían dificultar el impacto de un orquestador en la organización. Esos son las capacidades particulares para el OCR, la integración de canales, y el apalancamiento de tecnología y datos.

This paper is about the omnichannel marketing strategy, defined by Levy, M., Weitz, B., and Grewal, D. (2013) as, “a coordinated multichannel offering that provides a seamless experience when using all of the retailer’s shopping channels”. This is an evolution of the multichannel marketing strategy and a topic that remains underexplored in the academic world. The aim of the omnichannel strategy is to expand the available touch points and combine the advantages of the interactive aspect of a physical store with the information-rich experience aspect of online shopping (Frazer & Stiehler, 2014). This paper is focused on the fashion retail industry in Sweden, an industry worth 206 billion Swedish SEK turnover in 2011 (Volante Research, 2015), which has seen a steady growth in the use of online shopping services.   The purpose of this paper is to explore what implications an omnichannel strategy may have on customer loyalty in the fashion industry in Sweden. The method used to assess the potential implications involved five focus group sessions with a total of twenty-five millennial participants. The primary and secondary information gathered was broken down and analysed using a conceptual model, inspired by existing theories, developed specifically for this paper. This analysis lead to the conclusion that, although the omnichannel strategy can provide benefits for customers and ease the shopping experience, customers do not see the strategy as being a make or break factor in their satisfaction and loyalty development.