Major changes with regards to digitalization and new customer behaviours have transformed the retail industry in many ways. One of the latest trends in retail is the focus on omnichannel, in order to stay competitive in today's changing market conditions. Omnichannel is about creating a seamless distribution and experience for the customers between channels. These changes that come with digitalization come with strategical and developmental challenges. As well as an increased pressure to work more efficiently and at an accelerated speed to cope with new trends. This can be hard to accomplish, to embark into unknown territory since no organization truly has reached omnichannel. Whilst speed and innovation play a vital part in adapting to new rules of conduct within retail, risk management is still a part of their project management tasks. The purpose of this thesis is to explore how management is working with handling risks that can occur in the transition processes to omnichannel. This thesis is based on a qualitative research design where seven semi-structured interviews have been conducted with managers from various large Swedish retail organizations. The conclusion shows three main themes from the empirical findings, which are the following: Operational risks are more common and manageable than strategical, Depending on project scope; risk assessment and mitigation differs and the diversity and roles of employees.

The concept of customer experience has an increasing interest among organizations today since customers have become picky and demands for an experience are an existing fact. In the early 2000s, a paradigm shift was found, where focus from a goods-dominant logic was moved to a service-dominant logic which came to have a great impact on how to manage customer experiences today. Digitalization in society has increased which has created both opportunities and difficulties for organizations. A new norm has emerged where organizations implement an omnichannel strategy. In turn, omnichannel marketing can improve the customer experience. However, omnichannel marketing makes the customer journey highly individual and more complex to understand. Therefore the purpose of this thesis is to explore how Swedish retailers on a strategic level manage the customer experience and if there are any differences in the strategies between price segments. The empirical findings were conducted using a qualitative multiple case study of five cases in the Swedish retail sector. The data was gathered from semi-structured interviews and was analyzed and compared to existing theory.  The conclusion of this thesis shows customer insights as a common theme that emerges frequently throughout the semi-structured interviews. Through customer insight, retail organizations have a chance to meet their customers’ demands and face the complexity that occurs with technology and new channels. In the conclusion, there are also found differences in how to manage customer experiences between price segments. A common factor among the cases within customer experience is quality. Although, quality has a different meaning depending on which price segment. Further, the quality can be staged into three levels connected to each price segment.

El propósito de este trabajo de investigación es poder analizar las diferencias entre unicanalidad, multicanalidad y omnicanalidad, describir las ventajas del marketing omnicanal y, principalmente, probar la relación positiva entre las acciones de omnicanalidad y recompra en los establecimientos de venta de electrodomésticos en Lima Metropolitana en base a tres variables principales: puntos de contacto, gestión de clientes y la interconexión de los puntos de contacto. Los hallazgos del trabajo se basan en estudios cualitativos y cuantitativos realizados teniendo como base una revisión sistemática de papers anexados en los principales repositorios académicos. Si bien no se logran aceptar las hipótesis, sí se encontró una tendencia importante: la intención de recompra empieza a ser positiva a partir del impacto de tres puntos de contacto en adelante. Este trabajo de investigación también brinda recomendaciones dirigidas a la gerencia de los establecimientos de venta de electrodomésticos, a fin de que puedan aplicar, dentro de sus posibilidades, mejoras en su entendimiento de sus consumidores acerca de la omnicanalidad. Finalmente, este estudio hace una serie de contribuciones a la literatura sobre el marketing omnicanalidad. Establece el punto de partida para futuras investigaciones relacionadas a este nuevo fenómeno dentro del marketing. / The purpose of this research document is to be able to analyze the differences between single-channel, multi-channel and omni-channel, describe the advantages of omni-channel marketing and, mainly, to test the positive relationship between omni-channel and repurchase actions in household appliances sales establishments in Metropolitan Lima. based on three main variables: touchpoints, customer management and the interconnection of touchpoints. The findings of the work are based on qualitative and quantitative studies carried out based on a systematic review of papers attached to the main academic repositories. Although the hypotheses cannot be accepted, an important trend was found: the buyback intention begins to be positive from the impact of three contact points onwards. This research document also provides recommendations for the management of electrical appliance retail establishments, so that they can apply, to the best of their ability, improvements in their consumer understanding of omnichannel. Finally, this study makes a number of contributions to the omnichannel marketing literature. It establishes the starting point for future research related to this new phenomenon within marketing. / Tesis

Purpose: In the past two decades, shopping online has grown at a rapid pace, and it had a significant impact on every player in the retail industry from a small retailer to large retail chains. The retailers were forced to redefine the way they operate by managing various channels to reach their consumers. This study explores the obstacles that small retailers are facing while transitioning to omnichannel retailing and identify the capabilities required to overcome the obstacles. Main research questions: 1. What market pressures do small retailers experience with the change in consumer shopping behavior? 2. What are the obstacles that small retailers face while transitioning into omnichannel retailing? 3. Which capabilities assist the small retailers in overcoming the obstacles that they are facing while transitioning into omnichannel retailing? Methodology: This thesis has conducted multiple case studies. In the study, eight small retailers located in Uppsala and Stockholm are the main research participants. After reviewing the relevant literature and collecting empirical data via interviews, we categorized the findings into different themes. And analyzed the empirical findings by using the dynamic capability framework. Findings: The findings from the study reveal that retailers encountered challenges associated with managing channel integration, lack of availability of resources, and skills necessary for transforming into omnichannel retailing, which aligns with findings from the literature. In addition to that, the study found obstacles that small retailers have abundant responsibilities within their small organization. They perceive low returns on technology investments and have complications associated with it. Furthermore, small retailers have limited knowledge of the use of advanced technologies.

El presente trabajo de investigación evalúa la viabilidad y rentabilidad de la implementación de una solución integral omnicanal de atención al cliente. Este trabajo se centra en el rubro de las empresas de telecomunicaciones que ofrecen sus servicios en Latinoamérica, enfocada en aquellas con operaciones en Perú. Nos encontramos en un mundo donde, a pesar de los avances tecnológicos, todo servicio o producto necesita atención posterior de calidad, un servicio que brinde soluciones ágiles y rápidas a consultas simples y complejas. En el primer capítulo detallamos las bases teóricas, términos y herramientas utilizadas a nivel mundial para el procesamiento de información, además de la metodología de trabajo que facilita la implementación de una solución de autogestión en la atención al cliente. En el segundo capítulo presentamos la situación actual de la empresa, la misma que ha realizado varios intentos por bajar los costos operativos sin deteriorar la calidad de su servicio, implementando diversos canales nuevos de atención digital. Se presentan los principales indicadores de atención (NPS, satisfacción) y la usabilidad de los diversos canales de atención ofrecidos a sus clientes. En el tercer capítulo elaboramos la evaluación y análisis financieros que impactará esta solución integral de omnicanal, comparándola con un escenario BAU (business as usual) o sin cambios en la estrategia de atención de la compañía. Los resultados obtenidos nos muestran una solución rentable y beneficiosa para la compañía. Finalmente, la propuesta de valor que ofrece esta solución integral impactará en la fidelización, retención y captación de clientes. / This research evaluates de viability and rentability of the implementation of an integrated omnichannel solution for the after sales and customer support. This research focus in telecommunication companies which offers their services in Latin American countries, especially the ones that operates in Perú. Nowadays, we live in a world where, despite of the technological breakthrough and advances, every service or product after sales attention is in need of special attention to seek quality and to offer agile and fast solutions to simple and complex inquiries from their customers. In the first chapter we present, in detail, the terms, tools and methodology used on a worldwide level, in information processing and implementation of self-management solution tools for customer service. In the second chapter we studied the current situation of the company, which tried, several times, with no success, to lower their operational costs without compromising the quality of their service. We present Net Promoter Scores (NPS) and the usability of the different channels offered for the customer service between their users. In the third chapter, we carry out the financial evaluation of the project, and measure the impact of the omnichannel solution, comparing it with the business-as-usual scenario (the actual company situation). The results obtained from this evaluation show us a profitable and beneficial solution for the company. Finally, the project that offers a value proposal to implement an omnichannel solution self-management will impact the customer loyalty and customer acquisition in the near- and long-term future. / Trabajo de Investigación

Detaljhandeln har under de senaste åren genomgått en genomgripande förändring och shopping har idag fått en helt annan innebörd än tidigare. Kundresan är inte längre en linjär process, utan är snarare ett ekosystem av olika försäljningsställen och kontaktvägar genom vilka kunden rör sig fritt mellan olika kanaler. Det har mindre betydelse om en vara säljs i en fysisk butik eller om den finns tillgänglig online för upphämtning där det passar bäst just för tillfället. Omnichannel innebär att ett företag använder och kopplar samman alla kundkanaler i syfte att skapa ett sammanhängande system med kunden som utgångspunkt. Centralt är att förstå kundens behov och hur denne vill interagera med varumärket. Det handlar om att finnas närvarande där kunden befinner sig och utifrån detta ha förmåga att kunna erbjuda rätt produkt, till rätt pris, på rätt sätt eller plats och i rätt tid. En god kännedom om kundernas nutida och framtida behov skapar också bättre förutsättningar att prognostisera framtida försäljning. Ny teknik driver i hög grad utvecklingen inom detaljhandeln framåt och insamling av kunddata är avgörande för att nå framgång. Många digitala tekniker som till exempel Internet of Things, Artificiell intelligens, Virtual- och Augmented reality, används i olika utsträckning redan idag. Nyttjandet av denna typ av teknologier ökar snabbt och kommer med stor sannolikhet att i framtiden att ha en central roll i detaljhandelns utveckling.  Denna studie undersöker två svenska detaljhandelskedjors utvecklingsresor inom Omnichannel i syfte att skapa bättre förståelse för hur företag kan utvecklas inom området i praktiken. Tidigare forskning visar att Omnichannel omfattar ett flertal olika områden, såsom strategier, integrering av kanaler och supply chain, kundkännedom, teknik och it, artificiell intelligens, men även på olika typer av barriärer som behöver övervinnas. Studien har en kvalitativ ansats, med tematisk analys som analysmetod. Resultatet utgår ifrån empirin, vilken visar på fem framträdande teman för de två företagens utvecklingsresor. Dessa visar tydligt på komplexiteten i ett kundcentrerat ekosystem för en sömlös shoppingresa och hur stor förändring detta innebär för ett företag. De fem temana handlar om kundkännedom, strategisk affärsutveckling, att hantera omvärldsfaktorer och organisationens förmåga att möta dessa samt om att ta till sig och nyttiggöra ny teknik på ett relevant sätt. Studiens slutsatser och rekommendationer pekar på att ett företags utveckling inom Omnichannel måste utvecklas med kundens behov och köpbeteende i centrum. Det handlar också om att bryta upp organisatoriska stuprör och bygga utifrån ett helhetsperspektiv. Insamling och analys av kunddata är en förutsättning för att lyckas, vilket i sin tur kräver strategier för användning av olika digitala tekniker.  Tidigare forskning visar på stora möjligheter till säkrare prognoser utifrån kunddata och omvärldsbevakning. Inte minst med stöd av Artificiell intelligens. Detaljhandeln är inte unik i detta hänseende och det finns stor potential i kunskapsutbyte med exempelvis industrin, som genomgår en liknande förändring i form av Industri 4.0.

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[pt] Tendo em vista mudanças significativas no varejo causadas pelo crescimento de compras online no Brasil, este estudo tem como objetivo facilitar um relevante lead time e um forte grau de assertividade na previsão de demanda do Omnichannel de uma empresa do setor. Com a crescente relevância do Omnichannel, é importante compreender as necessidades dos consumidores tradicionais e digitais, integrar suas experiências e oferecer múltiplos canais de compra. Nesse contexto, a previsão de demanda é crucial para apoiar as decisões estratégicas, táticas e operacionais da organização. A utilização de séries temporais hierárquicas auxilia na precisão das previsões e, portanto, na tomada de decisões, permitindo gerar estimativas coerentes ao longo dos múltiplos níveis hierárquicos. Dessa forma, neste estudo, combinando as metodologias de previsão de séries temporais ETS, ARIMA e SARIMAX, com métodos de reconciliação Bottom-up, Top-down, MinTrace Combinação Ótima (OLS) e MinTrace WLS Struct, doze modelos foram gerados. Baseado nas principais abordagens de séries temporais hierárquicas, com uma sequência de sete passos, os modelos foram comparados, por meio de métricas de avaliação de desempenho, para identificar qual deles melhor se encaixa na série trabalhada. Ao final do estudo, o modelo SARIMAX com Bottom-up se mostrou a combinação mais adequada para a série em análise. A abordagem alcançou um MAPE de 22 por cento no nível mais agregado da hierarquia, reduzindo em cinco pontos percentuais o MAPE original da empresa, além de apresentar a melhor colocação na combinação das métricas comparativamente. / [en] In light of recent changes in retail caused by the growth of online shopping in Brazil, this study aims to enable a substantial lead time and a high degree of accuracy of the Omnichannel demand forecast for a retail company. As Omnichannel success continues to expand, it becomes increasingly important tounderstand the needs of both traditional and digital consumers, integrate their experiences and offer multiple purchase channels. In this context, demand forecasting is crucial for identifying market trends, growth opportunities, potentialstrategies and supporting strategic, tactical and operational decisions. The use of Hierarchical Time Series improves forecasts accuracy and, therefore, assists in decision-making, allowing the development of consistent estimations acrossmultiple hierarchical levels. Thus, this study combines the time series forecast generation methodologies ETS, ARIMA and SARIMAX, with Bottom-up, Top-down, MinTrace Optimal Combination (OLS) and MinTrace WLS Struct reconciliation methods, resulting in the generation of twelve models. Based on the main theories of Hierarchical Time Series and following a 7-steps sequence, the models were compared using performance evaluation metrics to identify the best fit for the investigated series. The research concludes that the SARIMAX model,together with the Bottom-up strategy, proves to be the most appropriate composition for the Hierarchical Time Series under analysis, as it demonstrates the best performance across the evaluation metrics, reaching a MAPE of 22 percent at the most aggregated level of the hierarchy and reducing the original company forecasting MAPE by five percentage points.

For a retailer, who has a close and everyday contact with its customers, understanding the customers can be of benefit if they know how to use the information in the right way. One way of using the customer is to integrate customers when developing new services, to enhance the possibility of the new service gaining market acceptance. Customer insight, Omnichannel retailing and Big Data are areas that recently have caught the interest of retailers. The latter two are of interest as these provide retailers with better possibilities of gaining customer insight, by taking the opportunities to observe the customers’ virtual footsteps to a whole new level. This thesis is a study made with the market research company Nepa as employer of the thesis, in order to develop their B2B offer with end-customer integration. Why and how customers are integrated were further studied through the frame of reference. The factors that were chosen to describe from a theoretical standpoint how customers can be integrated were type of integration, role of the customer, type of customer and timing of the integration. The underlying factors that were chosen to answer why retailers choose different alternatives among the above mentioned factors were market orientation, service/goods dominant logic, environmental uncertainty and market maturity. The study was made with a qualitative, positivistic approach using a collective case study. The case study is a good way to be able to answer both how and why-questions and was therefore chosen as method. By investigating multiple cases and performing a cross case analysis the authors were able to draw more generalizable conclusions. Five retailers took part in the study and for each of these a developed service was chosen as case for investigation. By doing low structured interviews using a method called story-telling, the authors let the respondents from each company speak freely about the chosen case, and that information could then be analyzed. The conclusions of the study concern the different ways retailers choose to integrate customers and the reasons they do it in different ways. A company’s market orientation affects if and what type of customer integration is used in the idea-generating phases. The degree of market orientation also affects the amount of occasions and what type of customer integration is used in the execution-oriented phases. Retailers’ turbulent technology environment has influenced their general perception of risk and the risk of unacceptance with the specific project. This results in that a company can initially integrate customers proactively to let them guide the company or the company can consider customer integration to be secondary. Retailers generally are guided by a goods dominant logic which leads to them not choosing to integrate the customers in active roles in the innovation process. Instead, the retailers combine different integration techniques to gain some of the advantages that active customer could have brought. This is also connected to the retailers wanting to get quickly through the early phases of the process and instead use agile development after the launch of the service. The retailers do not choose different types of customers for integration, but the combination of integration techniques can still provide them with some of the characteristics of the more knowledgeable customer.

Det konstanta mediabrus som existerar i dagens samhälle har lett till att mycket marknadsföring ignoreras. Webb 2.0 har bidragit till att nya strategier inom marknadsföring finns tillgängliga och företag måste anpassa sin marknadsföring för att fortsätta generera befintliga och presumtiva konsumenter. Personaliserad marknadsföring där konsumenter väljer att interagera med företaget och dess marknadsföring har gett goda resultat, dock krävs ett förarbete av programvaror som samlar information om konsumenten för att denna typ av marknadsföring ska vara genomförbar. Görs det, finns möjlighet att skapa högkvalitativ och riktad marknadsföring som intresserar och engagerar konsumenten. Hur väl svenska företag i textil- och modebranschen praktiserar denna interaktiva och personaliserade marknadsföring, även kallad inbound marketing, är ännu inte fastställt av den forskning som finns att tillgå.   Genom denna kvalitativa studie där semistrukturerade intervjuer genomförts med företag inom textil- och modebranschen ges läsaren en tydligare bild av hur företag tillämpar inbound marketing. Hur strategin kan skapa interaktion och engagemang dem och konsumenterna emellan och vilket angreppsätt av inbound marketing som företagen anser vara mest lönsam. Det framkommer att företag i dagsläget befinner sig i ett skifte, där tidigare strategier ifrågasätts och där inbound marketing blir allt mer aktuell. Studien fastställer att företag går mot en allt mer intensivt personaliserad marknadsföringsstrategi med konsumenten i fokus, där en praktisering av nya strategier på nya kanaler används för att engagera konsumenten i större utsträckning. Gemensamt är att sökmotoroptimering, Facebook och digitala nyhetsbrev är viktiga aktiviteter för att utvinna goda resultat av sin digitala marknadsföring. / The constant media noise have led us to ignore the majority of marketing we are exposed for. Web 2.0 have contributed with new marketing strategies available and companies must adapt to these revised strategies to continue creating leads and customers. Personalized marketing, where customers choose to interact with the company and its’ advertisement, have yielded great results. Software, able to gather, track and analyze customer data, need to be used by companies in order to achieve the best results possible. If done right, there´s an opportunity to create high quality marketing content that engages and interests the customers. To what extent Swedish companies in the textile- and fashion industry make use of this interactive, personalized marketing, also called inbound marketing, is yet to be determined by research.   Through this qualitative study, where semi-structured interviews have been conducted with companies within the textile- and fashion industry, the reader will be illuminated of how companies practice inbound marketing. How they are able to achieve interaction and engagement between them and the customers and what kind of inbound marketing they find most profitable. This study reveals that companies currently appear to be situated in the middle of a shift of strategies, where formerly used strategies are being questioned and where inbound marketing are gaining traction. This study establishes that companies shift towards a more intensive personalized marketing strategy with a lot more focus on the customer needs, where marketing through new channels are being used in order to engage customers to a greater extent. Search engine optimization, Facebook and digital newsletters are mutually important activities to yield good results based on digital marketing.