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.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:uu-354838 |
| Date | January 2018 |
| Creators | Hagström, Oscar |
| Publisher | Uppsala universitet, Företagsekonomiska institutionen |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
Page generated in 0.0017 seconds