The modern retail landscape is experiencing a continuous change due to digitalization. With the growing number of available channels, consumers' consequent behavior within the fashion retail environment are becoming ever more complex. Which thus poses a challenge for fashion retailers in trying to not only understand them, but how to serve them best. Along this evolution of retail due to digitalization, physical retail stores have closed down due to the increasing competition from e-commerce, although it remains the biggest distribution channel. The role of the physical store is thus experiencing elements of an existential crisis. In this, Generation Z remains an ambiguous consumer segment whose importance will only increase as the generation comes into its purchasing prime. But, Generation Z is not yet well understood as limited research exists on the subject. And as they’re the digital native generation, where retail omnichannel strategies are commonplace, seeking to understand their attitudes, preferences and perceptions of omnichannel retailing, but also the physical store, is thus essential moving into the future. Therefore, the purpose of this study is to distinguish and explore the value of the physical store in the eyes of Generation Z in an omnichannel strategy, within the context of fashion retailing. RQ: What is the role of physical fashion stores within omnichannel strategy, in regard to Generation Z? In order to answer the research question, the method of choice was a qualitative one. The consequent empirical findings were gathered from seven semi-structured interviews, six from Generation Z respondents and one from the CCO of Gina Tricot, yielding a managerial perspective. Thus, allowing for triangulation opportunities. Moreover, besides the empirical findings, we present a proposed framework which illustrates how and why Generation Z’s behavior, preferences and perceptions have ultimately altered the role of physical stores to be one of increasing complementarity within the context of an omnichannel strategy. In describing this evolution, multiple characteristics of Generation Z are distinguished. Finally, this thesis provides a deepened knowledge on how retailers may use their physical store within an omnichannel strategy to better serve Generation Z consumers in order to enhance customer experience and satisfaction. The empirical findings exhibit the physical store as an essential part for consumers within the context of other available channels online. Where multiple aspects otherwise not satisfied through online channels, serve an important purpose for Generation Z consumers. This thesis may thus offer value for retailers in how to balance various appreciated aspects of the physical store, whilst incorporating some of the desired elements of online, to increase the customer experience of physical stores.

Detaljhandeln har präglats av förändringar under det senaste decenniet, inte minst har e-handeln ökat markant. Omsättningen hos e-handeln i den svenska sällanköpshandeln tredubblades mellan 2012 och 2019. Samtidigt har butikshandeln minskat på många håll, vilket även förstärkts av coronapandemin. Från kunderna finns bland annat ökade förväntningar på integration mellan online- och offlinekanalerna hos detaljhandlarna, det vill säga att utveckla en så kallad omnikanal. Detta har lett till att butikers roll har förändrats och butikerna har i större utsträckning använts i e-handelsdistributionen med strategier som Click-and-Collect och Ship-From-Store(SFS). Cervera är en svensk detaljhandlare inom matlagning, dukning och inredning och är ett företag som börjat använda sina butiker i e-handelsdistributionen. Det senaste steget har varit att möjliggöra artiklar att skickas till kund från butik, så kallad Ship-From-Store, om artiklarna i fråga är slut på centrallagret. Utformningen av vilka artiklar och från vilka butiker detta ska vara möjligt för, samt vilka effekter det får, är dock något Cervera vill utvärdera, och således var studiens syfte: Att ta fram ett beslutsunderlag för vilka artiklar och butiker som kan inkluderas i Cerveras SFS-flöde med avseende på kostnader, intäkter och leveransservice. I studien togs beslutsunderlag fram dels genom intervjuer med region- och butikschefer på Cervera och dels genom att utveckla en beräkningsmodell med avseende på hur Ship-From-Store kan komma att påverka kostnader, intäkter och lagertillgänglighet. I intervjuerna framkommer det att få praktiska anledningar finns för att exkludera butiker men att butikschefens och personalens inställning kan påverka resultatet. Uppstartskostnaderna för att inkludera ytterligare butiker är låga, men vid ett ökat antal e-handelsordrar till följd av Ship-From-Store kan ytterligare personal behöva anställas och således medföra ökade kostnader. En beräkningsmodell togs fram som behandlade kostnader och täckningsbidrag för en orderrad och hur dessa skiljer sig mellan Ship-From-Store-distribution och en e-handelsorder som skickas direkt från centrallagret. Kostnaderna och täckningsbidraget togs fram för alla Cerveras artikelnummer men även snittkostnader och snittäckningsbidrag över samtliga artikelnummer. Modellen behandlade även hur lagertillgängligheten kan förändras vid införandet av Ship-From-Store och i förlängningen även hur försäljningen och därmed intäkterna påverkas av denna ökade lagertillgänglighet. Beräkningsmodellen implementerades med indata från Cervera och från resultatet identifierades att de förbättringar som kan ses i lagertillgänglighet och ökad försäljning är som störst vid implementering av de första butikerna som inkluderas i Ship-From-Store. Att inkludera ytterligare butiker ökar lagertillgängligheten men effekten avtar desto fler butiker som inkluderas. En fördel med att inkludera fler butiker är att de ordrarna som Ship-From-Store resulterar i, kan fördelas ut på fler butiker desto fler som inkluderas och minskar därmed arbetsbelastningen per butik. Det medför mindre risk för butiker att behöva anställa mer personal för hantering av e-handelsordrar. De kostnader som huvudsakligen skiljer sig mellan Ship-From-Store och leverans från centrallagret är kostnader för hantering. I dagsläget tillkommer ingen explicit kostnad för hantering i butik men om Ship-From-Store-ordrar belastas med en kostnad motsvarande personalkostnaden för tiden det tar för hantering blir Ship-From-Store dyrare än alternativet när det skickas från CL. Antalet av en artikel en orderrad innehåller är också avgörande för täckningsbidraget för en orderrad. Vissa artiklar ger negativt täckningsbidrag om de köps enskilt, men genererar vinst om en orderrad innehåller flera av samma artikel. Ship-From-Store möjliggör även en markant förbättrad lagertillgänglighet på e-handeln och Cervera har möjlighet att på så sätt öka försäljningen enligt resultatet från den beräkningsmodell som har tagits fram. / The retail market has been subject to changes during the latest decade, especially e-commerce has seen significant growth. Sales in the Swedish retail market tripled between 2012 and 2019. Meanwhile, brick-and-mortar store sales have diminished in many places, this effect has been reinforced due to the Corona pandemic. There are increased expectations from the customers on integration between the online- and offline channels, to develop a so called omnichannel. This has led to a change in the role of brick-and-mortar stores which have been increasingly used in the fulfillment of e-commerce orders with strategies such as Click-and-Collect and Ship-From-Store. Cervera is a Swedish homeware retailer which has begun to use their brick-and-mortar stores in their e-commerce distribution. The latest step has been to enable articles to be sent to the customer from a store, so called Ship-From-Store, if the articles in question are out of stock in the central warehouse. The decision of which articles and from which stores this should be possible, is something Cervera wants to examine, and thus the purpose of this study was: To provide a decision basis for which articles and stores that can be included in Cervera’s Ship-From-Store-distribution with regards to costs, revenue and delivery service. In this study, a decision basis was provided partly through interviews with regional and store managers at Cervera and partly through developing a calculation model with regards to how Ship-From-Store might affect costs, revenue and delivery service. From the interviews it is revealed that there are few practical reasons to exclude stores from Ship-From-Store however the store manager’s and the staff’s attitude towards Ship-From-Store might affect the result. The initial costs for including a new store are low, but if the amount of e-commerce orders stores have to handle increases, stores might need to hire additional staff and thus costs will increase. A calculation model was developed which processed costs and gross margin for an order line and how these differ between Ship-From-Store and an e-commerce order sent from the central warehouse. The costs and the gross margin were calculated for each article number, but also the mean costs and mean gross margin between all article numbers. The model also processed how stock availability can change with the introduction of Ship-From-Store and by extension how sales and therefore revenue is affected by the increase in stock availability. The calculation model was implemented with input data from Cervera and the results suggested that the improvements in stock availability and sales were the most significant for the first fewstores included in Ship-From-Store. Introducing additional stores improves the stock availability, however, the effect decreases for each additional store being introduced. The advantage of adding additional stores is that the orders that Ship-From-Store results in, can be distributed between more stores and thereby decreasing the workload for each store. This entails less risk of stores needing to hire more staff for handling of e-commerce orders. The costs which mainly differs between Ship-From-Store and delivery from the central warehouse are costs for handling. No explicit cost from handling in store is added but if Ship-From-Store orders are burdened with cost corresponding to the cost of staff for the time it takes for handling, Ship-From-Store becomes the more expensive alternative when compared to shipment from the central warehouse. The number of articles an order line contains is also crucial for the gross margin of an order line. Some articles yield a negative gross margin if sold individually but earns a profit if an order line contains several articles. Ship-From-Store also enables a significantly improved stock availability for Cervera’s e-commerce and Cervera thus have the opportunity to increase sales according to the results of the calculation model that has been developed.

I vårt allt mer digitaliserade samhälle har internet fått en central roll, och har förändrat många aspekter i vårt vardagsliv. Ett av de områden som påverkats starkt av denna utveckling, är den svenska detaljhandelns e-handelsmarknad. De senaste 10 åren har dess omsättning sexdubblats, och prognoser tyder på att denna expansiva trend kommer att hålla i sig. Detta innebär helt nya förutsättningar för de svenska detaljhandelsföretag som tidigare bara bedrivit försäljning i fysiska butiker, eller bedrivit e-handelsverksamhet i liten skala. Ämnet för denna studie föreslogs av den svenska detaljhandelskedjan Företag X[1], som har beslutat att lansera en e-handel i början av år 2016. Företag X föreslog att författaren skulle kartlägga vad som krävs för att gå från en liten nyetablerad e-handel, till en stor och framgångsrik e-handel som bidrar till företagets lönsamhet och fortsatta välmående. Studiens syfte är således att kartlägga praxis och metoder som möjliggör framgångsrik expansion av e-handeln för medelstora, svenska detaljhandelsföretag. För att uppnå syftet valdes en kvalitativ multifallstudie-design. Information till den teoretiska referensramen samlades in från vetenskapliga artiklar och böcker, och kompletterades med sekundärempiri i form av rapporter från företag. Kvalitativ primärdata samlades sedan in från intervjuer med tre fallföretag, som hittades genom en mindre tvärsnittsstudie av 20 konkurrenter till Företag X där företagens EBITDA-marginal de senaste fem åren studerades.   Studiens resultat visade att den svenska detaljhandelns e-handelsmarknad har sett en mycket expansiv trend de senaste åren, och att denna ser ut att hålla i sig under det kommande decenniet. Detta innebär att marknadsklimatet håller på att förändras och går mot att bli allt mer digitalt, vilket kräver att företagen ser över sina försäljningsorganisationer. Den största trenden på marknaden kallas ”omnikanalhandel”, och innebär i korthet att företaget integrerar sin butiks- och e-handelsförsäljning för att möjliggöra en sömlös köpupplevelse för kunden. Denna trend har framträtt som ett svar på ett nytt köpmönster som noterats bland kunderna, där dessa rör sig mellan företagens digitala och fysiska försäljningskanaler under köpresan. Studien pekar på att de e-handelsrelaterade frågor som är viktigast att adressera och arbeta med finns inom följande områden: KundfokusIT Kundrelationer Lyhördhet mot kund KostnadseffektivitetSupply chain och logistik Strategi och styrning MotståndshanteringUtbildning Samspel med butiker Studien utgör författarens examensarbete i utbildningen Industriell Ekonomi vid Linköpings Tekniska Högskola.   [1] Företag X heter egentligen något annat, men har bett att få vara anonyma i denna studie. / The Internet has become a central part of the modern society and has change our everyday life in many ways. An area that’s been strongly affected by this development is the Swedish retail e-commerce market. E-commerce sales have increased six-fold over the course of the past decade and forecasts indicate that this expansive trend will continue. This trend places significant challenges on Swedish retail companies who have a legacy of exclusively carrying out their sales in the traditional brick and mortar format. The subject of this study was originally proposed by the Swedish retail company Företag X[1], who have decided to embark on their e-commerce initiative in early 2016. Företag X asked the author of this report to help with finding out what it takes to develop a small e-commerce store, in such a way that it becomes a successful part of the company, contributing to the company’s overall profitability. The purpose of this study is therefore to identify practices and methods that enable successful expansion of e-commerce for medium-sized, Swedish retail companies. In order to achieve the purpose, a qualitative multi-case study design was chosen for the study. Information for the theoretical framework was collected from articles in scientific journals and books, and supplemented with secondary empirical data in the form of reports from companies. Qualitative primary data were then collected from interviews with three chosen companies, which were found with through a small cross-sectional study of 20 competitors to Företag X where their EBITDA margins over the past five years were studied. The study results showed an expansive trend on the Swedish retail e-commerce market, and it seems that this trend is set to continue over the next decade. As a consequence, market climate is changing and shifting towards becoming more digitalized, which requires companies to review their sales organizations. The main trend in the market is called “omni-channel retailing" and means that a company is integrating its brick and mortar and e-commerce sales to enable a seamless shopping experience for the customer. This trend has emerged as a response to a new buying patterns observed among customers, who move between their digital and physical sales channels during the purchase. The study indicates that the e-commerce-related issues that are most important to address and work with are in the following areas: Customer FocusIT Customer relations Responsiveness to customers Cost effectiveness Supply chain and logistics Strategy and governance Resistance ManagementEducation Synchronization between brick and mortar stores and e-commerce store This study represents the author’s master’s thesis in the Industrial Engineering and Management program at Linköping University, Sweden. [1] Företag X are known by a different name, but have asked to remain anonymous in this study

Idag finns hög konkurrens på marknaden och detta gör att det är svårt för varumärken att bli sedda av sin kund. Dagens konsument rör sig mellan olika kanaler och kommunikationen från företag måste uppdateras och anpassas efter konsumentens beteende. Det är avgörande för företag att engagera sina kunder för att bli uppmärksammade. Konsumenter kommunicerar åsikter sinsemellan i form av electronic word of mouth (eWOM) som påverkar företaget. Komplexitet kan ligga i att veta vilka kanaler som är bäst utifrån sina förutsättningar. Syftet med denna kvalitativa studie är att undersöka vad små och medelstora e-handelsföretag (SMeF) har för förutsättningar till kommunikation digitalt och fysiskt. Vidare ämnar studien att undersöka hur en kombination av olika kanaler kan användas för att göra företaget synligt genom bruset på marknaden. Insamlad empiri består av åtta semi-strukturerade intervjuer med specifikt utvalda respondenter genom ett målstyrt urval och, till viss del, kedjeurval. Respondenterna valdes ut för att representera flera erfarenheter ur ett företagsperspektiv. Shannon och Weavers (1949) kommunikationsmodell med sändare, verktyg, brus och mottagare utvecklas till en analysmodell för ämnet. SMeF förutsättningar undersöks samt att fysisk närvaro kan skapa en interaktiv miljö för företaget och kunden att mötas i. Digitala verktyg kan vara ett kostnadseffektivt sätt nå ut till konsumenten. Dessa kan bilda en enad kundupplevelse genom omnikanaler. Slutsatsen av studien är att SMeF kan nå nu ut genom bruset genom att använda verktyg utefter en fokuserad omnikanalmodell. Strategiskt utvalda kanaler kan ge SMeF effektiv kommunikation som når genom bruset till kunden. Denna studie är skriven på svenska. / The high market competition today makes it difficult for brands to be seen by their customers. The consumer is drifting between channels and the way companies communicate has to be updated and adapted to this behaviour. It is crucial for companies to engage their customers in order to get noticed. Consumers also communicate opinions among themselves in the form of electronic word of mouth (eWOM) affecting the company. There is a complexity into which channels are best amended to face these circumstances. The purpose of this qualitative study is to investigate small and medium-sized e-commerce enterprises (SMeE) potential to communicate through digital and physical platforms. Furthermore, the study aims to examine how a combination of different channels can be used to make the company visible through the noise of competitors. Collected empirical data consists of eight semi-structured interviews with respondents specifically selected through purposive sampling and, to some extent, snowball sampling. The respondents were selected to represent several practises from a business perspective. Shannon and Weaver's (1949) model of communication consist of transmitter, tools, noise and receiver and is used as an analysing tool. The SMeE opportunities are explored as well as if a physical presence can create an interactive environment for the company and the customer. Digital tools can be a cost-effective way for SMeE to reach out to the consumer. These can in turn form a unified customer experience in creating an omnichannel. The conclusion of the study is that SMeE can reach through the noise by focusing the tools across an omnichannel model. Strategically selected channels can provide SMeE effective communication that penetrates the noise and reach the customer. This study is written in swedish.

Submitted by Paulo Schwarz (pauloschwarz1@gmail.com) on 2018-06-22T18:47:30Z No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1403949 bytes, checksum: c91186ef580bd9359cadf630eb2b0da9 (MD5) / Rejected by Simone de Andrade Lopes Pires (simone.lopes@fgv.br), reason: Prezado Paulo, Recebemos a postagem do seu trabalho na biblioteca digital e para ser aprovado serão necessários alguns ajustes: 1º A numeração deve aparecer somente a partir da INTRODUÇÃO. 2º Folha de rosto: Arrumar a linha de Pesquisa, o Correto: Linha de Pesquisa: Gestão e Competividade em Negócios do Varejo. Descer o São Paulo, pois o nome está no rodapé do trabalho, 3º Pagina da Ficha catalográfica: falta a frase “ficha catalográfica elaborada por....”. Ela vem depois da folha de rosto, pois deverá ser impressa no verso desta página. 4º Folha de aprovação: Arrumar a linha de pesquisa. E precisa colocar o nome da instituição de cada professor da banca. Por favor, faça as alterações necessárias e post o trabalho na biblioteca. Atenciosamente, Simone de A Lopes Pires SRA on 2018-06-25T17:01:00Z (GMT) / Submitted by Paulo Schwarz (pauloschwarz1@gmail.com) on 2018-06-26T18:31:38Z No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) / Approved for entry into archive by Simone de Andrade Lopes Pires (simone.lopes@fgv.br) on 2018-06-26T22:04:30Z (GMT) No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) / Approved for entry into archive by Suzane Guimarães (suzane.guimaraes@fgv.br) on 2018-06-27T13:35:54Z (GMT) No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) / Made available in DSpace on 2018-06-27T13:35:54Z (GMT). No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) Previous issue date: 2018-06-22 / O varejo tem passado por uma transformação devido ao surgimento de novas tecnologias, que possibilitam que os consumidores pesquisem e comprem produtos de diversas maneiras. Ao invés de gerenciar apenas um canal de distribuição, as empresas têm direcionado a sua estratégia para a diversificação de pontos de contato e comunicação com os consumidores. Além do aumento do número de opções para os consumidores, as empresas passaram a perceber que precisam integrar e eliminar as barreiras existentes entre os canais, permitindo que os consumidores transitem entre eles ao longo do seu processo de compra (omnichannel). Nesse contexto, as companhias enfrentam desafios de gestão na execução de suas atividades. Por exemplo, alguns dos principais varejistas estão organizados por departamentos ou unidades de negócio separadas e com pouca integração. Além disso, qualquer alteração na estratégia de canais afeta os processos, pessoas e estrutura da empresa, tornando mais difícil essa implementação. Esta pesquisa tem como objetivo estudar como as empresas podem melhorar a execução da sua estratégia multicanal e se preparar para a potencial transição para a completa interação de pontos de contato (omnichannel). Há interesse em estudos nesse campo, pois a área de canais está passando por uma profunda transformação, que vai afetar a maneira como os varejistas organizam os seus negócios. A metodologia utilizada é exploratória qualitativa e a Quiksilver foi a empresa escolhida para a análise, caracterizando o trabalho como um estudo de caso. A Quiksilver operou no Brasil durante muitos anos tendo o atacado como o seu único canal de vendas e, a partir de 2012, passou a utilizar opções complementares como as lojas próprias, franquias e e-commerce. Foram entrevistados executivos da liderança da empresa através de um roteiro semiestruturado e foi aplicado o roteiro omnichannel proposto pela IBM para a avaliação do estágio da estratégia multicanal. / The retail industry is facing a transformation due to the upcoming of new technologies that make possible to consumers to search and buy products in different ways. Now, rather than manage just one distribution channel, the companies should reinforce their distribution strategy, increasing the possible touchpoints with the consumers. Beyond increasing the number of channels, the companies need to integrate and start to eliminate the possible barriers among the channels, allowing the consumers to flow between then during the buying process (omnichannel). On this context, the companies face many operational and management challenges to implement the necessary changes in their channel strategy. The main retailers are organized by department or different business units almost without any integration. Furthermore, any change on the channel strategy affects the process, people and the structure of the company, making harder to implement it. This research has the goal of study how the companies could improve the execution of its multichannel strategy, and be prepared to implement the omnichannel. There is demand for the area of this study, due to the deep transformation that is occurring on this field, and it will change completely the way that retailers do business. The methodology is exploratory qualitative and the Quiksilver Brazil operation was chosen for the analysis, characterizing it as a case study. The company started its operations in Brazil having the wholesale as it unique sales channel, and recently started retail, franchise and e-commerce operations. Interviews were done with the main executives of the company and was applied the IBM omnichannel report to access the Quiksilver multichannel implementation status.

Submitted by Natália Pagan de Araujo (na.pagan@gmail.com) on 2018-07-10T13:21:30Z No. of bitstreams: 1 ta_natalia_p_araujo2018_final.pdf: 1984267 bytes, checksum: 93f67892075e45a0fcf551f2d190c1a3 (MD5) / Rejected by Simone de Andrade Lopes Pires (simone.lopes@fgv.br), reason: Prezada Natalia, Notamos que o titulo do trabalho final está diferente da ATA aprovada. Para aprovação do trabalho é necessário que o professor compareça a secretaria para anotar esta alteração no verso da ATA, ou nos encaminhe o e-mail com a autorização da troca do título. Assim que o professor tomar as providencias, você deverá submeter o trabalho novamente na biblioteca digital. Atenciosamente, Simone on 2018-07-10T17:49:39Z (GMT) / Submitted by Natália Pagan de Araujo (na.pagan@gmail.com) on 2018-07-11T19:15:32Z No. of bitstreams: 1 ta_natalia_p_araujo2018_final.pdf: 1984267 bytes, checksum: 93f67892075e45a0fcf551f2d190c1a3 (MD5) / Approved for entry into archive by Simone de Andrade Lopes Pires (simone.lopes@fgv.br) on 2018-07-11T21:28:54Z (GMT) No. of bitstreams: 1 ta_natalia_p_araujo2018_final.pdf: 1984267 bytes, checksum: 93f67892075e45a0fcf551f2d190c1a3 (MD5) / Approved for entry into archive by Suzane Guimarães (suzane.guimaraes@fgv.br) on 2018-07-12T12:52:55Z (GMT) No. of bitstreams: 1 ta_natalia_p_araujo2018_final.pdf: 1984267 bytes, checksum: 93f67892075e45a0fcf551f2d190c1a3 (MD5) / Made available in DSpace on 2018-07-12T12:52:55Z (GMT). No. of bitstreams: 1 ta_natalia_p_araujo2018_final.pdf: 1984267 bytes, checksum: 93f67892075e45a0fcf551f2d190c1a3 (MD5) Previous issue date: 2018-06-23 / A integração de canais pode apresentar oportunidades e ameaças para as empresas podendo melhorar ou comprometer o desempenho. Tendo em vista os desafios dessa integração bem como o desenvolvimento de estratégias que atendam aos diferentes perfis de clientes, as consequências da adoção do posicionamento estratégico de multicanalidade são altamente relevantes em termos práticos e teóricos. Omnichannel é a verdadeira convergência da experiência do consumidor. Ela se estende para toda a natureza da marca e visa fazer com que o consumidor perceba que essa experiência faz parte de um todo. Isso representa uma nova forma de posicionamento e desenvolvimento de canais que agora passam a atuar como pontos de contato. Desse modo, o presente trabalho foi desenvolvido sob a perspectiva de um projeto de consultoria que produziu o parecer sobre a implantação da estratégia de posicionamento omnichannel pela empresa Romapar Ferramentas. Os resultados obtidos demonstram que a estratégia produziu resultados financeiros positivos e demonstra como a empresa chegou a tais, bem como os desafios da sustentação dessas mudanças. / Channel integration can present opportunities and threats for companies that can improve or compromise performance. In view of the challenges of this integration as well as the development of strategies that meet the different customer profiles, the consequences of adopting the strategic multi-channel positioning are highly relevant in practical and theoretical terms. Omnichannel is the true convergence of consumer experience. It extends to the whole nature of the brand and aims to make the consumer realize that this experience is part of a whole. This represents a new form of positioning and development of channels that now come to act as points of contact. Thus, the present work was developed from the perspective of a consulting project that produced the opinion on the implementation of the positioning strategy omnichannel by the company Romapar Tools. The results show that the strategy has produced positive financial results and demonstrates how the company came to such, as well as the challenges of sustaining these changes.

「自動」已是舊名詞，取而代之的是「無人」。 零售業也一樣吹起了「無人」風，引燃此波競逐的非為2017年1月正式推出「Amazon Go」所屬，而回想零售業才自於2013年宣稱將邁入4.0時代，啟動全通路經營模式（Omni-Channel）運動，3年後立即進入了無人時代，反觀傳統通路商以不變應萬變之姿繼續立於零售商與品牌製造商中間，事實上其價值已明顯地逐步限縮，甚或僅餘傳統的物流、庫存調節及應收融資價值。隨著金融也來到4.0的無實體之虛擬貨幣時代，其可能徹底改變信用風險的問題，而工業4.0更已開始重塑生產價值鏈，在這一巨浪變化中，可能因根本結構的改變，通路商能真的被去中心化。通路商必須即早尋求在此新產業結構下的新價值及經營模型，與時俱進以永續發展。 　　本論文研究將專注在資訊通路商於新零售之全通路經營模式(Omni-Channel)下，如何以服務設計的思維，引入結合終端消費者，擴增通路商價值，創造消費者、零售商、通路商、製造商多贏的創新商業模型。

Inledning: Teknologi har förändrat sättet som detaljhandlare gör affärer på ett fundamentalt plan. En av dessa förändringar är framväxten av multi- och omnikanalshandel. I strategiska förändringar sägs både information och verksamhetsstyrningen påverka vilka beslut som fattas. I en värld där produktionen av ny information ökar kraftigt finns svårigheter att veta vilken information som är relevant. Syfte: Syftet med studien är att kartlägga och analysera vilken information som används som beslutsunderlag och vilka "krafter" som drivit den strategiska förändring mot multikanalshandel i detaljhandelsbranschen. Vidare är syftet att undersöka hur verksamhetsstyrningen har använts och påverkat detaljhandelsföretag under den strategiska förändring. Metod: Utifrån studiens forskningsfrågor och syfte valdes en fallstudie som forskningsmetod. Efter genomförd fallstudie gjordes en kompletterande intervjustudie baserat på resultaten i fallstudien. Semistrukturerade intervjuer användes som datainsamlingsmetod. Slutsats: Många olika krafter och informationstyper har drivit förändringen till multikanalshandel. Företagskultur, en föränderlig omgivning och den stora tillgången av information påverkar detaljhandlare att fatta snabba beslut. Behovet av snabba beslut och en föränderlig omgivning påverkar utformningen av verksamhetsstyrningen som har en stor fokus information om kunder. / Introduction: Technology has changed the way retailers do business in a fundamental way. One of those changes is the emergence of multi- and omnichannel retailing. In strategic changes both information and management accounting are affecting the decisions. In a world where the production of new information is increasing rapidly it’s hard to know which information that are relevant. Purpose: The purpose of the study is to survey and analyse the information used as decision support and which forces that have driven the strategic change towards multichannel retailing in the retail industry. Furthermore the purpose is to examine how and why management accounting has affected retailers during the strategic change. Methodology: Based on the study’s research question and purpose a case study was chosen as research method. After completing the case study a complementary survey based on the results from the case study was conducted. Semi structured interviews were used as data collection method. Conclusion: Many different forces and information types have driven the change to multichannel retailing. Company culture, an changing environment and the vast access to information are affecting retailers to make fast decisions. The need for fast decisions and an changing environment affects the design of retailers management accounting, which has a focus towards customer information.

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.

Gestionar la experiencia de los clientes en el sector de las telecomunicaciones contiene uno de los grandes retos en conjunto con áreas comerciales y operativas. La presente tesis tiene como finalidad el diseño de un modelo de gestión de la experiencia del cliente usuario del servicio móvil postpago en una empresa de telecomunicaciones que garantice que el nivel de satisfacción de sus usuarios crezca en tendencia positiva. La hipótesis de esta tesis considera que la práctica de llamar para ofrecer un servicio, es decir el telemarketing o las televentas, impacta de manera negativa el nivel de satisfacción de los usuarios de telefonía móvil. La cual genera a su vez no garantiza las ventas sostenibles en el tiempo por ser de preferencia en el mercado. Para desarrollar el diseño, es necesario indagar las preferencias y los comportamientos de los usuarios para, de esa manera, diseñar los procesos. Para conocer a los clientes y usuarios, se realizaron dos encuestas, la primera para conocer la actualidad del nivel de satisfacción en usuarios respecto al servicio que reciben de sus respectivas operadoras. Mientras que la segunda, nos permite ampliar los primeros resultados haciendo referencia a los cambios provocados y simulados en esta propuesta. Adicional, para ciertos procesos operativos que forman parte del modelo integral, se recaba información histórica cualitativa. Con ello, utilizando técnicas enfocadas en los procesos centrados en el usuario o cliente final, se llevó a una implementación simulada resultando en la validación de este modelo de gestión de la experiencia del cliente como uno que garantiza el incremento de usuarios fieles, por ende, tendencia positiva en ventas. Así también, como un modelo omnicanal. En conclusión, este modelo propuesto refuerza las intenciones actuales del sector industrial: Diferenciarse por la calidad en los servicios, en lugar de las propuestas comerciales por precios y productos. / Managing customer experience in the telecommunications sector contains one of the biggest challenges in business and operational areas. The purpose of this research is design a management model of the customer experience of the postpaid mobile service in a telecommunications company that guarantees that the level of satisfaction of its users grows in a positive trend. The hypothesis of this thesis considers that the practice of calling to offer a service, called as telemarketing or telesales, affects the level of satisfaction of mobile phone users negatively. Which in turn generates does not guarantee sustainable sales over time, as it is preferred in the market. To develop the design, it is necessary to investigate the preferences and behaviors of customers in order to design the processes. In order to get to know customers and users, two surveys were carried out, the first to find out the current level of satisfaction in users with respect to the service they receive from their respective operators. While the second, allows us to expand the first results by referring to the changes caused and simulated in this proposal. Additionally, operating processes that are part of the comprehensive model, qualitative historical information is collected. With this, using techniques focused on processes focused on the end user or customer, a simulated implementation was carried out resulting in the validation of this customer experience management model as one that guarantees the increase of loyal users, therefore, positive trend in sales. Also, as an Omnichannel model. In conclusion, this proposed model reinforces the current intentions of the industrial sector: Differentiate itself by the quality of services, instead of our commercial proposals for prices and products. / Tesis