This study aims to map out how small designintensive businesses combine multiple channels to achieve competitive advantage. The internet has provided retailers with a competing channel and while this can be a source of competitive advantage, it also provides the risk of cannibalization. More and more businesses choose to apply a multi-channel strategy, but there are decisions to be made concerning this strategy as both advantages and disadvantages are to be found in a multi-channel strategy. This study is performed with a qualitative approach via semi-structured interviews with four companies applying a multi-channel strategy, exploring the perspective of the businesses. In contrast to previous research, results show that businesses tend to view a second sales channel mainly as a way of expanding the service offered in their primary sales channel. Further conclusions that can be drawn are that an integrated organizational structure and complementing channels are being used and are creating synergies. A unified view of the channels is communicated and consumers are encouraged to combine channels at a purchase. The channels are also used as tools for marketing each other. / Denna studie syftar till att kartlägga hur designintensiva småföretag kombinerar flera olika försäljningskanaler för att uppnå konkurrensfördelar. Internet har försett återförsäljare med en konkurrerande kanal till den fysiska butiken, vilket kan ge konkurrensfördelar men medför även en risk för kannibalisering kanalerna emellan. Fler och fler företag väljer nu att använda sig av en flerkanalstrategi, men vissa avväganden måste göras då både för- och nackdelar finns med implementering av en flerkanalstrategi. Studien har genomförts med en kvalitativ ansats genom semi-strukturerade intervjuer då författarna ämnar att undersöka flerkanalåterförsäljarnas egna perspektiv. I kontrast till tidigare studier visar resultaten att företagen tenderar att betrakta en andra försäljningskanal främst som ett sätt att utöka den service de erbjuder i sin primära kanal. Ytterligare slutsatser som framkommit är att en integrerad organisationsstruktur och kanaler som kompletterar varandra används och upplevs skapa synergier hos företagen. Fortsatt kommuniceras en enhetlig bild mellan kanalerna och konsumenter uppmuntras kombinera kanalerna vid köp. Kanalerna används även som marknadsföring för varandra.

The retail industry is in a motion of fascinating developments, it can be currently alleged that it is one of the most innovating fields within research. Online retailing in particular has experienced major changes in recent years. However, these developments are slowing down as online retailing is entering a mature state. Online fashion companies now have to consider new strategies to further evolve their businesses. Innovative Online companies have taken action towards a multi-channel sales distribution strategy, some have even gone as far as adopting an omni-channel approach. With that statement, this study attempts to add different insights to the topic by focusing on the issue of online expanding offline from a company point of view. Empirical data included company and industry specialist interviews as well as a questionnaire that was used for pre-research and developing propositions. This resulted in three findings that involved both advantages and disadvantages in Online fashion retailers evolving offline. Firstly, whether or not an Online fashion company should expand offline depends entirely on the ambition level and type of company interviewed. Secondly, it can be concluded that Online fashion companies have the desire to keep their current business model, though they cannot continue with the same strategy in the long run. Lastly, if an offline presence is established, a traditional expansion strategy cannot be used, but innovative concepts are required (mixed realities). If this strategy is taken seriously, expanding offline could be the solution to reach a higher level of online retailing and company success. / Program: Master Programme in Fashion Management

Background – Previous research has evaluated different distribution systems and chan-nels that companies operate through. However, research primarily has focused on the richness of online channels rather than the value of physical stores. The following report will examine the reasons and implications underlying the choice of channel strategy. Purpose – The purpose of this thesis is to examine the reason why companies within the fashion and apparel industry, operating in Sweden, choose to operate through a certain market channel strategy. The thesis aims to evaluate four types of market channel strat-egies with the help of case companies. Method – A qualitative approach to the research has been chosen which consists of a case study including four companies representing different channel strategies. Data col-lection for the analysis where conducted through interviews with persons having vital positions within one of the four companies. Results and Discussion – The case companies ASOS, Bubbleroom, Cubus and Dressmann each represent one of the chosen market channels. The interviews presented in the results section implied that the companies chosen channel was more appropriate for the market they operated in as well as the target group they were aiming to reach. Conclusion – Even though research states that today’s society is moving away from the physical store market channel, this study proved that one single strategy is not appropri-ate for all businesses. A company will have to research their target market before ap-propriately selecting a channel strategy.

The objective of this master's thesis is to analyse trends in distribution in the German market and evaluate their importance in the retail environment. The first chapter of the thesis deals with the issue of distribution from a theoretical perspective. Analysis of the German economy and retail environment serves as a basis for further elaboration of the thesis. In the German market is growing the importance of the e-commerce and there is a tendency of integration of distribution channels. The current situation and trends in distribution channels as well as the trends of the future are outlined on the basis of secondary data. The analysis is completed by qualitative research, which determines the potential use of current trends.

Digital transformation has led to major shifts in the customer landscape and the roles of distribution channel partners, resulting in implications for the distribution channel strategy of manufacturing firms. Whereas previous research in the field focused primarily on the impact of the shifting customer landscape, a gap in the literature was identified concerning digital transformation in relation to a manufacturing firm's distribution channel strategy. This study therefore aims to explore how the distribution channel strategy of manufacturing firms is affected by digital transformation and what the main challenges are for manufacturers, in order to address these implications. Building on existing work on multi-channel strategies and technological advancements, the main research question is: How can manufacturing firms adapt their distribution channel strategy in the face of digital transformation? An exploratory case study on a manufacturing firm was conducted utilizing semi-structured interviews as the main source of data, and analysis of the case study indicates that digital transformation affects the strategic choices of manufacturing firms related to their end users and channel partners. Based on the findings, the thesis contributes with practical considerations: that manufacturers should adapt the distribution channel strategy by focusing on the transformation of culture towards a holistic ecosystem approach to an integrated multi-channel strategy and by promoting win-win channel partner relationships. Also, the thesis makes a theoretical contribution by generating empirical evidence from a case study of a manufacturing firm, highlighting strategic challenges in the face of digital transformation. / Den digitala transformationen har lett till skiften i hur produkter konsumeras av kunder och vilken roll återförsäljare har i leveransen av dessa, vilket haft konsekvenser för distributionsstrategin för tillverkande bolag. Tidigare forskning har fokuserat på multi-kanalstrategier och hur dessa kan utformas av tillverkande bolag, medan färre studier gjorts på den direkta inverkan av den digitala transformationen på ett tillverkande bolags distributionskanalsstrategi. Således identifierades ett gap i tidigare forskning och därför ämnar denna studie utforska konsekvenserna för distributionskanalsstrategion för ett tillverkande av den digitala transformationen samt hur denna kan anpassas för att addressera dessa konsekvenser. Genom att bygga vidare på tidigare forskning inom dessa områden ställs den huvudsakliga forskningsfrågan: hur kan tillverkande bolag anpassa distributionskanalstrategin för att möta konsekvenser av digital transformation? Med den nuvarande forskningen som utgångspunkt genomfördes en undersökande fallstudie av ett svenskt tillverkande företag med semistrukturerade intervjuer som huvudsaklig datainsamling. Analysen av fallstudien visar att digital transformation påverkar de strategiska omständigheterna för ett tillverkande bolag kopplat till förändrande kundbeteenden och rollen av återförsäljare och betonar vikten av samarbete för att integrera distributionskanaler. Baserat på dessa resultat bidrar studien med praktiska överväganden för utformningen av en distributionsstrategi. Slutligen bidrar studien även till forskningen med empiriska data från en fallstudie av ett tillverkande bolag och visar på dess strategiska utmaningar till följd av digital transformation.