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.

The theoretical part is devoted to an explanation of the issue. Specifics of services are outlined as well as trends that will shape future services. A service design is presented as a main topic. Its aim is to find all customer-service "touchpoints", to discover a customer's journey through the service and, on the basis of these inputs, to innovate the service for the highest customer satisfaction and efficiency for a provider on the other hand. There are also presented arguments for the service design as well as methods how services can be improved -- "customer journey map", "personas", own experience with the service, "ethnographic research" and "webdesign". These methods are also used in a practical part. The practical use of the service design is shown on a business "Glasses home". Its focus is a sale of glasses through an e-shop bryle-domu.cz as well as through a patented self-service optician "Optiscont". Using the previously introduced methods, a survey for "Glasses home" is realised. The survey have two phases. The first phase is devoted to the testing of a service prototype, the second phase is devoted to the complex assessment of the service that has been innovated based on the first phase. The final part is devoted to interpretation of results. Based on the practical part, a "customer journey map" is compiled, including "personas" -- archetypes of service customers. The "reservoir of good will" is used to present the strengths and weaknesses of the service. Finally, recommendations for innovations are formulated. The main message is to simplify the website, to explain the "Optiscont" concept to customers at the point of sale and to focus on interconnecting all touchpoints.

Nell’ambito della psicologia fiscale, che studia gli aspetti psicosociali alla base del comportamento dei contribuenti, un numero crescente di ricerche sottolinea l’importanza della buona relazione tra i cittadini, professionisti e autorità fiscali, ai fini della tax compliance. Il progetto studia il “contraddittorio”, uno dei principali touchpoint tra funzionari e professionisti fiscali che si svolge in Agenzia delle Entrate. La ricerca è multi-metodo. Il fenomeno è stato dapprima esplorato con l’“etnografia focalizzata”: sono state individuate quattro strategie di engagement utilizzate dalle autorità durante gli incontri. È stato inoltre trovato che l’incontro vis a vis con le autorità stimola fiducia e la percezione di equità del sistema. Nella seconda parte del lavoro, censuaria, diversi aspetti del contraddittorio sono stati analizzati sul piano quantitativo, sulla popolazione dei funzionari in contraddittorio, attraverso una batteria di item (scale già in uso e scale costruite appositamente). Sono stati individuati i principali aspetti di variazione nell’uso delle strategie. È stata studiata anche la relazione tra appartenenza organizzativa e comportamento sul posto di lavoro dei funzionari. I risultati suggeriscono molteplici aree di indagine rispetto al fare compliance, sia “interna” (verso il personale) che esterna (contribuenti), e numerosi spunti per migliorare l’efficacia dell’azione amministrativa. / In the field of tax psychology, which studies psychosocial antecedents of taxpayer behavior, a growing number of researches emphasize the importance of e good relationship between citizen, tax professionals and tax authorities, for enhancing tax compliance. The project explores the “cross-examination” (“contraddittorio”), one of the main touchpoints between tax officials and taxpayers that takes place in Revenue Agency, thought a multi-method research. The phenomenon was first explored in a “focused ethnography”: four engagement strategies used by authorities during the meeting were identified. The effects of vis a vis with the authorities on trust and the perception of fairness towards the tax system were confirmed. In the second part of the work (census), the several features of the cross examination was quantitatively analyzed on the entire population of tax-officials. A battery of items (made up of validated scales and ad hoc scales developed for the purpose) was used. The main aspects of variation in the use of strategies was identified. The relationship between the tax officials organizational belonging and their behavior at work was also studied. The results suggest multiple areas of investigation with respect of engagement, both “internal” (toward personnel) and external (toward clients) of revenue agency, and ideas for improving the effectiveness of tax administration.