The need for fast, flexible, and sustainable deliveries has become a key priority for companies as customers demand more convenience in their purchasing experience. Retailers have responded by developing their logistics into an omnichannel to meet these expectations, which has made the supply chain more complex. The following study has been conducted at The Company, a telecommunication company aiming to be competitive in the market with fast deliveries through its omnichannel. In 2015, The Company set the logistics vision of “Availability as The Competitive Advantage”, aiming for 15-minute deliveries of all physical products in Sweden. This study involved investigating the logistical consequences of realising 15-minute deliveries in an omnichannel company. Therefore, the purpose of this study was formulated: “The purpose is to investigate the logistical consequences for The Company if the logistics vision of 15-minute deliveries is realised.” Since The Company cannot provide 15-minute deliveries today, local inventory points must be added to the underlying warehouse structure, acting simultaneously as storage points and parcel boxes. Firstly, the study involved creating scenarios for The Company where the customer can reach any local inventory point within 15 minutes by bicycle. Four scenarios were designed realising 15-minute deliveries in Sweden, Östergötland County, Jönköping County, and Stockholm respectively. For all four scenarios the number of local inventory points, central- and satellite warehouses, stores, replenishment- and distribution flows were decided by semi-structured interviews with The Company. Furthermore, investigating the logistical consequences involved two supply chain business processes connected to demand and supply: the demand management- and order fulfilment process. The included activities in the demand management process were Plan Forecast, Collect Data, Forecast, Synchronization and Communication of Forecast, Measure Performance. In the order fulfilment process, activities included were Defining Requirements, Evaluation of Logistics Network, Order Fulfilment Plan, Process Order, Pick and Pack Order, and Transport and Delivery. 12 respondents from The Company were interviewed to analyse the current activities and the required activities in the four scenarios. The logistical consequences to bridge the gaps were found and investigated. In the two processes investigated, 14 logistical consequences were found, seven in the demand management process and seven in the order fulfilment process. The study’s result indicates that rapid deliveries imply the same logistical consequences regardless of geographical area and the number of local inventory points for The Company. Covering Sweden implies bigger gaps and consequences than solely covering a big city. Many of the logistical consequences address similar gaps and logistical consequences resulting in the two processes interfacing. Consequently, the logistical consequences were divided into three main categories: system, strategic, and operational. Despite the difference between the four scenarios, many of the respondents have expressed the challenging future ahead by offering 15-minute deliveries. To fulfil the logistics vision The Company must focus on the logistical consequences identified in this study. It will require major significant changes in The Company’s logistics system adding stores. However, the focus of the study lied in understanding the requirements of the demand management and order fulfilment processes within the designed scenarios. Moreover, The Company is recommended to prioritize these consequences and then actively address them.

Detta examensarbete undersöker användningen av mobiltelefoner som verktyg under användares beslutsprocess i en omnichannel-kundresa med fysisk och virtuell interaktion. Syftet är att identifiera både möjligheter och problem som kan uppstå vid användning av mobilen i en sådan interaktion, med fokus på fenomenet Webrooming. Studien belyser vikten av interaktionsdesign och tjänstedesign för att skapa en sömlös och positiv kundupplevelse i omnichannel-detaljhandeln. Examensarbetet undersöker tidigare forskning inom området, analyserar befintliga exempel på omnichannel-strategier samt undersöker användares beslutsprocess med mobilen som verktyg. Studien tar insikter från Cultural Probes som metod där användare dokumenterar en Webrooming-resa med olika medel där mobilen är i fokus. Intervjuer genomförs för att komplettera eventuella kunskapsluckor och öka förståelsen för deltagarnas inlämnade kit. Vidare analyseras insamlade data via Affinitetsdiagram samt Customer Journey Maps. Genom att tillhandahålla en djupgående analys av den nuvarande situationen inom användarens beslutsprocess, kan detta examensarbete bidra till en ökad förståelse för hur användaren använder mobilen som verktyg under den fysiska och virtuella interaktionen med ett företags olika tjänster under en webrooming-resa. Studiens resultat visar att mobilen används genomgående under hela kundresan för beslutsfattande, informationssökande, jämförelser och rekommendationer. Den slutsats som dras från studien är att mobilen används för beslutsfattande på ett flertal punkter och är ett viktigt verktyg under användarens beslutsprocess. Trots vissa utmaningar med mobiltelefonen som verktyg, såsom små skärmar och problem med mobilwebbsidor, upplevs mobiltelefonen som ett lättillgängligt och smidigt verktyg. / This thesis examines the use of mobile phones as tools during users' decision-making process in an omnichannel customer journey with physical and virtual interactions. The purpose is to identify both opportunities and issues that may arise when using the mobile phone in such interactions, with a focus on the phenomenon of webrooming. The study highlights the importance of interaction design and service design in creating a seamless and positive customer experience in omnichannel retail. To achieve this, the thesis examines previous research in the field, analyzes existing examples of omnichannel strategies, and investigates users' decision-making process using the mobile phone as a tool. The study employs insights from Cultural Probes as a method, where users document a webrooming journey using various means with the mobile phone at the center. Interviews are conducted to fill any knowledge gap and increase understanding of participants' submitted kits. Furthermore, collected data is analyzed through Affinity Diagrams and Customer Journey Maps. By providing an in-depth analysis of the current situation within the user's decision-making process, this thesis can contribute to a better understanding of how users use the mobile phone as a tool during the physical and virtual interaction with a company's various services during a webrooming journey. The findings of the study show that the mobile phone is consistently used throughout the entire customer journey for decision-making, information-seeking, comparisons, and recommendations. The conclusion drawn from the study is that the mobile phone is used for decision-making at multiple points and is an important tool during a user's decision-making process. Despite certain challenges with the mobile phone as a tool, such as small screens and issues with mobile web pages, the mobile phone is perceived as an accessible and convenient tool.

Skiftet från en bensindriven bil till en elbil är ett ämne som drastiskt accelererat under de senaste fem åren med motivation av miljömässiga fördelar. Detta skifte börjar inte bromsa in, utan snarare att fler konsumenter väljer en elbil framför en bil med en förbränningsmotor. I takt med att bilen blir mer avancerad, blir även tekniken inuti bilen mer komplicerad för konsumenter att använda. Syftet med denna studie är att jämföra köpintentioner av en Elbil mellan Tyskland och Storbritannien, med specifik hänsyn till Technology acceptance model (TAM). Studien är genomförd som en kvantitativ undersökning med Polestar som samarbetspartner. För Tyskland respektive Storbritannien är respondenterna 54 respektive 56 styck. Analysering av resultat har gjorts genom en deskriptiv analys samt en korrelationsanalys, för att hitta mönster i de datamaterial som insamlats. Resultatet påvisar att det finns såväl likheter som skillnader i köpintentionerna för såväl Tyskland som Storbritannien. Exempelvis påvisar resultatet att TAM har en likvärdig inverkan på köpintentionerna hos de båda länderna, samtidigt som exempelvis miljö har en större inverkan hos konsumenter i Storbritannien än i Tyskland. / The shift from a petrol-powered car to an electric car is a topic that has accelerated dramatically over the past five years with the intention of environmental benefits. This shift is not starting to slow down, rather more consumers are choosing electric vehicles over cars with internal combustion engines. As the car becomes more advanced, the technology in the car also becomes more complicated for consumers to use. The purpose of this study is to compare the purchase intentions of electric cars in Germany and the United Kingdom, with specific regard to the Technology acceptance model (TAM). The study was conducted as a quantitative study partnered with Polestar. For Germany and the United Kingdom, the respondents are 54 and 56 respectively. Analysis of results has been done through descriptive analysis and correlation analysis, to find patterns in the data material collected. The results show that there are similarities and differences in the purchase intentions for both Germany and the United Kingdom. For example, the results show that TAM has an equal impact on the purchasing intentions of the two countries, while for example, the environment has a greater impact on consumers in the UK than in Germany.

Syfte: Syftet med studien är att undersöka vilken betydelse omnikanalstrategi har för företag inom detaljhandeln. Forskningsfrågor: - Hur arbetar företag med omnihandel för att möta kundernas förväntningar? - Vilka utmaningar och effekter finns det med omnikanalstrategi? Metod: Denna uppsats baseras på en kvalitativ forskningsmetod då vi ansåg att det krävdes för att få ut essensen av omnikanal och gå in på djupet i begreppet. Ansatsen bygger på ett växelspel mellan deduktion och induktion samt med drag av det abduktiva tillvägagångssättet. Det empiriska materialet består av sex stycken semistrukturerade intervjuer. Slutsatser: Vi har i vår uppsats kommit fram till att omnikanal är något som alla detaljhandlare bör bedriva då de annars kommer konkurreras ut. Vidare anser vi att omnikanalstrategi har många fördelar både för företaget såväl som för kunden.

Bakgrund: Digitaliseringen har bidragit till nya kommunikationsvägar och förbättrade produkter och tjänster. Möjligheterna som kommer med digitaliseringen leder till ökade krav på en sömlös shoppingupplevelse. Det ställer krav på företagen att uppdatera sina strategier och anpassa organisationen för att lyckas tillmötesgå kundens behov. Omnikanal är en strategi som vuxit fram i samband med digitaliseringen. Fenomenet är dock fortfarande ett oexploaterat område och avsaknad forskning på organisationens perspektiv. Därmed är det av intresse att undersöka strategin i praktiken.  Syfte: Syftet med studien är att skapa en djupare förståelse för omnikanal och den organisatoriska påverkan en implementering kan innebära, samt identifiera de utmaningar inom organisationen som företag upplever. Metod: Studien är en kvalitativ flerfallstudie med ett fenomenologiskt perspektiv och abduktiv ansats. Det empiriska materialet samlades in genom åtta semistrukturerade intervjuer med sju fallföretag där intervjuguide med öppna frågor baserades på teman anpassade efter studiens syfte. Slutsats: Studien visar att teorins definition på begreppet omnikanal inte alltid har samma innebörd som praktikernas, men att det är viktigare att uppnå målet med strategin än att identifiera sig med en teoretisk definition. Implementeringen påverkar organisationen genom omorganisering till mer decentraliserade strukturer. Införandet av nya enheter eller krossfunktionella team för att säkerställa bättre kommunikation anses också som en viktig påverkan. Många av de påverkande faktorerna är dock också de främsta utmaningarna där teknik, kompetens och internkonkurrens hämmar arbetet mot omnikanal. / Background: Digitalisation has contributed to new communications and improved products and services. The opportunities that comes with digitalisation leads to increased demand for a seamless shopping experience. It places demands on the companies to update their strategies and adjust the organisation in order to succeed in meeting the customer’s needs. Omnichannel is a strategy that has emerged in connection with digitalisation. The phenomenon is still an unexplored area and there is lack of research on organisations perspective which makes it of interest to study the strategy in practice. Purpose: The purpose of the study is to create deeper understanding of omnichannel and the organisational impact an implementation can entail, and also identify the challenges within the organisation that companies experience. Methodology: The study is a qualitative multiple case study with a phenomenological perspective and abductive approach. For the data collection, eight semi-structured interviews with seven case companies has been conducted. The interview guide included open questions based on themes adapted to the purpose of the study. Conclusion: The result of the study shows that the definition of the term omnichannel do not always have the same content in theory as for practitioners and that it is more important to achieve the goal of the strategy rather than to identify with a theoretical definition. The implementation affects the organisation through reorganisation into more decentralized structures. The introduction of new units or cross-functional teams to ensure better communication is also considered as an important impact. Many of the influencing factors, however, are also the main challenges where technology, competence and internal competition obstruct the work against omnichannel.

Utvecklingen av modern teknologi går framåt i en rasande takt och de fysiska butikerna behöver skapa unika lösningar vilket gör att de kan locka konsumenter med både emotionella och funktionella shoppingvärden. Internetbutikerna lockar med deras tillgänglighet, vilket har lett till att de flesta detaljister idag har en webbshop. Flera detaljister har även börjat integrera deras onlinebutik med deras fysiska butik genom användning av surfplattor i butikerna; vilket har banat väg för omnichannel. Syftet med uppsatsen är att undersöka om teknologins möjligheter och fördelar går att kombinera med den fysiska butikens företräden i säljprocessen. Författaren har undersöka hur ett framtida butikskoncept kan komma att se ut. Hur butiker på bästa sätt integrerar modern teknologi och samtidigt om de kan hjälpa butikerna förmedla både emotionella och funktionella shoppingvärden. Teorierna tar upp hur emotionellt och funktionellt shoppingvärde fungerar, men även innebörden av omnichannel. Emotionellt och funktionellt shopping värde handlar om hur konsumenter upplever butikens helhetsatmosfär vilket förklaras i en modell om konsumenters shoppingvärden. Omnichannel är utvecklingen av multichannel, men har koncentrerats mot en mer individanpassad strategi anpassad för konsumentens upplevelse genom alla tillgängliga shoppingkanaler. Uppsatsen är utformad efter en kvalitativ metod och är baserad på tre fallföretag inom mode och textilbranschen och en projektassistent som forskar inom det valda området. Datainsamlingen har samlats in genom intervjuer av fyra respondenter. Empirin har analyserats med teorin i åtanke och utifrån modellen som beskriver konsumenters uppfattning om butiksatmosfären. En kombination av modern teknologi och kommersiella värden i butik är möjligt och kommer troligen att bli verklighet, men det kommer förmodligen förkomma vissa svårigheter; genom att emotionella och funktionella shoppingvärden är svåra att kombinera eftersom de gå emot varandra. Det kommer även vara konsumenterna som bestämmer vilken takt och vilken teknik butikerna ska använda. Samtidigt blir konsumenter mer vana vid digital teknik, allt eftersom samhället utvecklas. / Program: Butikschef, textil och mode

Between the years 2013 and 2016, e-commerce sales grew as a percent of total retail sales in the United States from 5.8% to 8.5%, an increase of $129 billion. Some brick-and-mortar (B & M) retailers struggle with maintaining the historic levels of revenue in their stores. A multiple case study design with retail store managers was used to understand what factors engage customers to shop at B & M store locations. The consumer-dominant value creation logic was the conceptual framework. Data were collected from semistructured interviews with 5 retail store managers in Texas who demonstrated successful strategies for engaging customers in their B & M stores, and notes from observations. Data from semistructured interviews were analyzed with a traditional method to identify themes. The found themes included fun at work, customer connection, relationship, pride, and genuine care. The implications of this study for positive social change include the potential to enhance the economic vitality and development in the surrounding community by creating additional jobs and generating additional income for members of the community that could be spent in local economies.

Since internet was born digitalization has flourished and led to technological innovations that opened up new opportunities on the market. In the retail sector, the digitalization and development of mobile devices, tablets and social media have changed the traditional trade both online and in physical stores. In order to cope with the challenge of digitalization and to meet consumers' new expectations, more companies have begun offering customers a seamless customer experience between physical and digital stores, called omnichannel. Omnichannel represents a very favorable opportunity for companies to exploit synergies between channels to synchronize interactions with consumers across multiple channels. The purpose of this paper is to investigate perceptions of the link between omnichannel strategy and consumers trust. Since the purpose of the study is to increase understanding of perceptions about the connection between omnichannel strategy and consumer trust, we have chosen a qualitative research method. Our empirical evidence was collected through six interviews with experts in the field of omnichannel and people that have experience of omnichannel as a strategy. The result shows that respondents perceive that companies can use different channels to create trust, but different channels have different conditions. For example, it is harder to build trust through digital channels if they are not linked to a physical store. Omnichannel can therefore create synergies in which the company can benefit from each channel's trust-making features. However, respondents perceive that omnichannel is very difficult to organize and can create major problems for companies unable to handle this integration of the channels.

The rapidly changing consumer behaviour and the increasing demand of convenience has put pressure on corporations to utilise their various capabilities more dynamically. As a result, operating through channels that are not synergised is no longer as effective as it used to be, and businesses are struggling with combining their existing channels with the market development. For Multinational corporations (MNCs) traditionally based on brick-and-mortar retailing, this has proven to be especially difficult as the market develops towards electronic solutions, but with a significant demand still for physical stores. This study aims to, by the assistance of theory, investigate the practice of how MNCs can utilise their capabilities dynamically in order to make their cross-channel integration process more dynamic, and thus maintaining their competitive advantage. Empirical data has been gathered through a case study on a brick-and-mortar MNC that is, at the time of this research, going through the process of cross-channel integration. Primary data has been gathered through semi-structured interviews that has also resulted in providing the secondary data in regard to the process. The combined data has then been analysed, using a pattern matching method, together with literature within both cross-channel integration and dynamic capabilities. The findings indicate that resources that can be connected to theory within dynamic capabilities play a central role in successful cross-channel integration. Furthermore, being up-to-date in terms of trends & development, having clear, change encouraging, company values and making sure that the employees are actively participating in the process is indicated to be of especial importance.

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.