En se basant principalement sur des études effectuées dans un contexte organisationnel, la littérature montre que l'intégration des canaux est la clef de réussite de toute expérience multicanal. Toutefois, très peu d'études se sont intéressées au point de vue du consommateur multicanal à ce sujet. Le consommateur multicanal est-il sensible aux efforts d'intégration des firmes multicanal ? Si oui, accorde-t-il la même importance à toutes les dimensions de l'intégration ? S'attend-t-il à une intégration parfaite des canaux de distribution d'une enseigne ? Pour répondre à ces questions, cette recherche propose un modèle intégrateur des principales dimensions de l'intégration perçue des canaux de distribution, élaboré sur la base d'une étude qualitative exploratoire. Son objectif consiste à déterminer l'impact de chacune d'entre elles sur l'évaluation globale de l'intégration, la confiance dans l'enseigne et les intentions de comportements multicanal. Nous avons choisi comme champ d'application pour le test de ce modèle, le cas des click and mortar de la filière de l'habillement et du prêt-à-porter. L'étude quantitative nous a permis de tester et de valider trois échelles de mesure élaborées dans le cadre de cette recherche. Il s'agit de l'échelle multidimensionnelle de l'intégration perçue des canaux, de l'échelle bidimensionnelle de l'évaluation globale de l'intégration et de l'échelle unidimensionnelle de l'intention d'achat cross-canal. Nous avons également adopté une approche comparative entre shoppers et clients multicanal. Elle nous a montré que les shoppers diffèrent des clients au niveau de certaines variables du modèle. De plus, les résultats empiriques nous ont permis de montrer l'impact des dimensions perçues de l'intégration dans la formation de l'évaluation globale de l'intégration, de la confiance dans l'enseigne et par conséquent des intentions de comportements multicanal. / Most based on an organizational context, previous studies show that channel integration is the key to succeed every multichannel experience. However, very few studies have focused on the consumer perspective. So does multichannel integration matter for the multichannel consumer? If so, does he find that all dimensions of integration are important? Does he expect a seamless integration of channels? To answer these questions, this research proposes an integrative model of the most important perceived integration dimensions of retailing channels. It has been developed on the basis of a literature review and a qualitative study. It aims to show the impact of each perceived integration dimension on the global evaluation of integration, trust and multichannel behaviors intentions. The quantitative study allowed us to test and validate three new-developed scales: perceived channel integration, global evaluation of integration and cross-channel purchasing intention. We have also compared multichannel shoppers and multichannel customers and showed that shoppers are different from customers. Moreover, the empirical results have shown and explained the impact of integration perceived dimensions on global evaluation of the integration, on trust and, therefore, on multichannel behaviours intentions.

Purpose - The purpose of this study was to deepen the understanding of how showrooming affect the exploited brick-and-mortar businesses. This was done by investigating an industry characterized by high levels of employee knowledge where the expertise of the personnel create showrooming incentives. Methodology - The study applied a qualitative case study where semi-structured interviews was held with employees of a firm representing the case of an exploited firm. Findings - The empirical findings suggest that showrooming may affect the exploited firm in the areas; profits, offerings, channels, and personnel. Profit-losses due to showrooming may force the exploited firm to reduce number of personnel and working hours, decrease store areas and close of unprofitable stores, change the product and services offered, change how products are displayed, and in what channels the products are available. Further it may give rise to internal channel conflicts, and affect personnel motivation and sales performance. Practical Implications - A perceived showroomer should be treated as a paying customer to avoid misjudgment of character and a loss in service level. Private labels and exclusive selling rights allow for higher profits while reducing showrooming opportunities. In addition to this, rewards for cross-channel retention, synchronized channel information, and price consistency across channels may reduce internal conflicts. Contribution - This study contributes to the young research area of showrooming by assessing the effects an exploited firm may encounter when faced with showroomers.

Studien uppmärksammar det svenska företaget Jula, som vid en tidpunkt då tillväxt råder på den elektroniska marknaden, väljer att lägga ner den elektroniska försäljningskanalen, för att istället satsa på den fysiska försäljningskanalen. Forskare har de senaste decennierna fokuserat på att företag bör vara verksamma genom kombinerade försäljningskanaler, fysisk försäljning och elektronisk handel, för att nå framgång. Därmed har de inte haft fokus på att företag slutar driva kombinerade försäljningskanaler, vilket företaget Jula kan illustrera. Genom att studera företaget Jula, med hjälp av en intervju och sekundärdata, påvisas att forskare hittills inte beaktat väsentliga faktorer i praktiken, och att det idag finns företag som kan vara framgångsrika och konkurrenskraftiga utan kombinerade försäljningskanaler. Även faktorer som ligger till grund för valet av att inte bedriva elektronisk handel påvisas. Detta mynnar sedan ut i en modell som berör kombinerade försäljningskanaler, där Julas fall och agerande finns implementerat, för att illustrera företagets tillvägagångssätt. / This study shows that in a time when electronic commerce is increasing, the Swedish company Jula has decided to closure their electronic retailing channel, to instead expand their physical retailing channel. The last decades the academics have focused on multichannel retailing business to reach success on the market. They have accordingly not focused on business stops running multichannel retailing, which the example with Jula can illustrate. Through an interview with Jula and indirectly data proves that the academics have not included essential aspects in practice, and that there are business today that can reach success and have competitive advantages without multichannel retailing, plus factors that influenced Jula in the decision to closure. This discharges in a model of multichannel retailing, which includes Julas specific case and their choice, to illustrate Julas different procedure.

The aim of this thesis was to analyze the use of multichannel retailing in Globus hypermarket in České Budějovice. Dispensation was done according to Levy and Weitz (2009) into three main channels {--} retail store, catalogue and the internet which were supplemented by some components of the communication mix. On the basis of the case studies and marketing situation analysis of Globus hypermarket in České Budějovice some measures were proposed to improve the competitive position of this company by the use of multichannel retailing. Partial proposals were devided by particular channels. One of them was also economically evaluate.

Purpose - The purpose of this thesis is to first describe and secondly to create a deeper understanding of what purpose a store has in omnichannel retailing. It is important to clarify that the study is to be of use for companies as to help them understand their customers' perspective. And how to adapt their omnichannel strategy when one of their channels gets affected. This is to see if a new model is viable in a post pandemic world. Methodology - The study applied a qualitative method where semi-structured interviews was held with employees and with consumers. Findings - The stores’ main purpose during the pandemic has been to act as a hybrid warehouse where you can view the product before fully purchasing it or to utilise BOPIS. The store has also had to change and adapt accordingly. Ultimately the store has proven to stand firm and showed that it still has a place in the market. Practical Implications - The current pandemic has made it more important for retailers to identify when showrooming or reverse showrooming is used. Therefore, a more in-depth analysis on the different approaches to minimise the usage of showrooming and reverse showrooming is necessary. As our findings from data and literature both cases suggest that price and product evaluation are the main reasons why consumers are showrooming. We can draw the conclusion that showrooming, and reverse showrooming is used mainly because of the price and evaluation of the product. Retailers should therefore introduce sales strategies to gain customers in the competitive market and minimise the risk for customers to use showrooming or reverse showrooming. Contribution - This study contributes to the young research area by assessing the effects that showrooming and reverse showrooming may have on retailers. And how to adapt their omnichannel strategy when one of their channels gets affected.

På senare tid har en ny trend inom multikanalförsäljning uppmärksammats, där renodlade e-handlare inser vikten av att finnas tillgängliga för kunden i flera försäljningskanaler och därför adderar en fysisk butik som försäljningskanal. Den nya trenden benämns i studien för Clicks to Bricks. När flera försäljningskanaler opererar under samma varumärke kan svårigheter uppstå i att förmedla en enhetlig bild av varumärket, vilket lyfts fram i befintlig litteratur kring multikanalförsäljning. Det finns dock inga tidigare studier som undersöker utmaningar i att förmedla en enhetlig bild av varumärket specifikt för företag som går från Clicks to Bricks. Baserat på att Clicks to Bricks är ett relativt nytt fenomen som växt fram är forskningen inom området bristfällig och ytterligare studier krävs därför för att ge en ökad förståelse för fenomenet. / Background: Recently, a new trend in multichannel retailing has been growing where pure eretailersare realizing the importance of being available to the customer in several sales channelsand therefore adds a physical store to its existing e-commerce. The new trend is further referredto as Clicks to Bricks. When multiple sales channels operate under the same brand difficultiesmay arise in conveying a consistent image of the brand, which is highlighted in the existingliterature on multi-channel retailing. However, there are no previous studies that examinechallenges in conveying a consistent image of the brand specifically for companies going fromClicks to Bricks. Based on the fact that Clicks to Bricks is a relatively new phenomenon thearea is fairly unexplored in the academic world, which means that further studies are needed toprovide a greater understanding of the phenomenon. Purpose: The study aims to provide a greater understanding of the phenomenon Clicks toBricks, by examining the reasons for pure e-tailers to add a physical store as a sales channel andhow they work to convey a consistent brand image. Completion: The study has the design of a multiple case study and has been conducted with aqualitative approach. The study's empirical data is collected from interviews with people onnine different companies that have gone from Clicks to Bricks. Conclusion: This study observes the fact that companies going from Clicks to Bricks haverecognized the importance of communicating a consistent brand across their sales channels.Companies have, however, started its work towards communicating a consistent image of thebrand at a late stage in the establishment process. The study identifies opportunities forimprovement in terms of conveying a consistent brand when it comes to companies going fromClicks to Bricks.

Bakgrund I takt med en ökad digitalisering sker handel idag inte endast i fysiska butiker. Fler och fler klädföretag använder idag e-handel som försäljningskanal för att sälja sina produkter, samtidigt som efterfrågan från konsumenter är i ständig förändring. Trycket på att tillgodose kundernas behov och skapa kundnöjdhet sätter press på företagsledningar att använda flera kanaler, känt som multikanalförsäljning. Som följd har begreppet multichannel customer management vuxit fram som lyfter vikten av att utvärdera sina kanaler för att i sin tur kunna allokera resurser till respektive kanal. Syfte Syftet med studien är att inom klädbranschen undersöka hur ett antal nyckelfaktorer påverkar kundnöjdheten inom fysiska försäljningskanaler respektive e-handelskanaler. Vidare ämnar studien förklara vilka av nyckelfaktorerna företag för respektive försäljningskanal bör fokusera på i syfte att uppnå kundnöjdhet och i sin tur kundlojalitet. Genomförande Med ett realistiskt perspektiv, en deduktiv ansats och en kvantitativ metod har 8 hypoteser tagits fram utifrån befintlig forskning. Den empiriska undersökningen bestod av en enkät som delades ut på Linköpings universitet och besvarades av 224 studenter inom Generation Y. Vidare användes programmet SPSS för att genomföra en statistisk analys av insamlad primärdata. Slutsats För att uppnå kundnöjdhet och i sin tur kundlojalitet visar studiens resultat att företag, för sin fysiska försäljningskanal, bör fokusera på faktorerna service, tillgänglighet, tid och säkerhet. Studiens resultat visar även att företag för sin e-handelskanal bör fokusera på produktgaranti, tid och säkerhet för att uppnå kundnöjdhet och kundlojalitet. / Background: Companies today are, due to an increased digitization, forced to use more than traditional stores to reach out to their customers. More and more retailers are now using online stores to meet an even broader market and to attain customer satisfaction. Using more than one channel has become known as multichannel retailing, from which a concept known as multichannel customer management has started to grow. The concept says that as the number of channels used increase, companies need to evaluate their channels in order to allocate resources to each one. Purpose: The purpose with the study is to examine how a couple of key factors, in the apparel industry, affect customer satisfaction in traditional and online channels. The study aims to explain which one of these factors each channel should focus on to achieve customer satisfaction and customer loyalty. Completion: With a realistic perspective, deductive approach and quantitative method 8 hypothesis have been tested. The empirical study was conducted by handing out a survey on Linköping University and in total 224 respondents within Generation Y answered. To analyze the collected data, the statistical software SPSS was used. Conclusion: In order to accomplish customer satisfaction and customer loyalty the study shows that companies, for their traditional stores, should focus on service, accessibility, time and safety. The results of the study shows that companies, for their online stores, should focus on product guarantee, time and safety.

No description available.

Syftet med denna studie har varit att undersöka hur företag samlar in och utnyttjar kundinformation mellan försäljningskanalerna. Men även att utreda motiven bakom att bli en multikanalåterförsäljare samt produkttypens roll i beslutet. En kvalitativ fallstudie med semistrukturerade intervjuer har tillämpats, där fyra företag och en expert deltagit. Studien har visat att information om kunden har varit värdefull och har använts emellan handelskanaler för att anpassa butikens sortimentsmix, skapa välgrundade kampanjer och styra kunder till butik. De mindre företagen, sett till omsättning, har haft mer användning av kundinformation vid beslutet att öppna fysiska butiker än de större. Motivationen bakom att bli multikanalhandlare har varit potentialen att nå fler kunder men även bättre kundfokus. Andra faktorer än produkttyp har varit av intresse för företagen vid öppnandet av de fysiska butikerna men arbetet med returer har visat att produkttyp kan spela roll. / The study investigates how companies gather and use customer information between sales channels. But it will also investigate the motive behind expanding to multichannel retailing and the role of the product type in that decision. A qualitative case study with semi structured interviews has been applied, were four companies and one expert has participated. The study has shown that data about the customer has been valuable and has been used between sales channels to adjust the stores product mix, create well-founded campaigns as well as directing customers to the stores. The smaller companies, in terms of turnover, used a greater amount of customer information in the decision of adding stores than the larger ones. The motivation behind going multichannel has been the potential of reaching more customers but also getting better customer focus. Other factors than product type has been of interest to the companies when the stores were added, but the work around product returns has shown that the product type can matter.

The retail industry has faced many developments over recent decades as a result of digitalisation including the E-commerce and multichannel retailing phases. Consumers have seen the progression of new and digitised channels as well as solutions such as marketplaces, social media touchpoint and augmented reality tools. During the Covid-19 pandemic more consumers engaged on digital channels as the physical bricks and mortar stores were forced into lockdowns. However, the customer experience has not been seamless even in the era of digital retailing. Retailers have also experienced emerging dilemmas as a result of digitalisation. Despite the decades of retail digitalisation, the customer experience and industry remain somewhat tumultuous. Digitalisation has produced positive developments in retail. In parallel it has been challenged to adapt to the changes. The multichannel era has created a disjointed value chain and infrastructure that is impacting the customer experience. Furthermore, consumer behaviour has also changed. The current objective in the industry is to meet the new customer demands. To make it seamless for them, but also for the industry. This concept is omnichannel retailing - the current transformation objective in the industry. It remains novel and emerging. Many have started the transformation and evident in literature. However, this research domain remains minute in comparison to the knowledge in the E-commerce and multichannel domains. Those who have entered the journey are larger organisations and are experiencing the complexity of this digital transformation. This poses the question if  omnichannel transformation of small retail businesses is plausible, which also happens to represent the majority of the industry.  This qualitative case study’s objective is to gather and contribute to the limited knowledge in omnichannel retailing, and specifically for small business retailers. The business model concept and Complex Adaptive Systems theory, both associated to digitalisation of complex change has been combined as an omnichannel theoretical framework to assess the participants of this study. This study gathered empirical findings on business model changes and adaptive capabilities through in-depth interviews. The findings demonstrated small business retailers having the capacity to execute complex changes in their business models through adaptive behaviours. The study also highlighted areas in their business models and adaptive capabilities needing more consideration and development to support the ongoing omnichannel transformation.