全渠道营销外文翻译中英文2020
全渠道营销外文翻译中英文2020
英文
Reconceptualizing Integration Quality Dynamics for Omnichannel Marketing
Tasnim Hossain, Shahriar Akter,etc
Abstract
Omnichannel marketing, the notion of seamless integration between channels to provide consistent service experience for customers, has become one of the most crucial aspects of multichannel management for companies in recent years. Although many companies have embraced omnichannel strategies, there remains a gap of understanding factors influencing integration quality (INQ) within all these channels. Drawing on omni and multi channel services research, this paper develops and validates the dimensions and sub-dimensions of
omnichannel integration quality. This research further examines how the perceived INQ impacts cross-buying behavior and customer value in an omnichannel environment. This research is based on 20 in-depth interviews, two focus group discussions (n = 18) and 301 survey data from multichannel banking customers in Australia. PLS path modeling was used to test hypothesized relations and validate the hierarchical INQ model and its effects on outcome constructs. The findings of this research confirm that INQ is a hierarchical construct consisting of four primary dimensions and ten sub-dimensions. Furthermore, this research provides evidence of cross-buying intentions as a behavioral outcome of INQ, which acts as a partial mediator between INQ and perceived value.
Keywords: Service quality, Integration quality, Cross-buying intention, Omnichannel marketing, PLS hierarchical model
1. Introduction
Research on omnichannel management is gaining momentum as reports show implementing an omnichannel system results in 250% higher purchase frequency, 13% mo
re order value, 90% higher customer retention, and 13.5% more engagement rate compared to a single-channel system (Collins, 2019). At Myer, one of Australia's largest department stores, omnichannel implementation resulted in a 41.1% increase
in online sales in 2017 (Cameron, 2017). In a B2B context, Hansen and Sia (2015) showcase the importance of omnichannel strategy using insights of Hummel, a Denmark based sports and lifestyle apparel. Hummel's omnichannel strategy is built on a B2B network of distributors, licensed partners, and online-offline retailers. Developing an omnichannel strategy helped Hummel to increase its total sales from $170 million in 2010 to $240 million in 2013 (Hansen & Sia, 2015). Additionally, its online sales grew from 5% to 21% from 2010 to 2013.
Customers nowadays use several channels such as physical stores, websites, direct mail and catalogs, social media sites, review sites, call centers, mobile devices, kiosks, home services, networked appliances, and so on to complete even a single purchase. Omnichannel management refers to the integration of all these channels of a firm and cust
omer touchpoints, which ultimately results in customer satisfaction through a seamless service experience. Recent academic studies on channel management has focused on omnichannel marketing, where definitions (Rigby, 2011; Verhoef, Kannan, & Inman, 2015), dimensions involving omnichannel system has been discussed.
Despite its importance, there is little evidence of the effect of omnichannel on firms and customers. Specifically, there is a paucity of studies in regards to the integration of various channels and their effects on customers (Banerjee, 2014; Trenz, 2015). Although integrated/seamless experience of using various channels is one of the vital foundations of omnichannel marketing (Huré et al., 2017; Lee et al., 2019; Li et al., 2018; Shen et al., 2018; Verhoef et al., 2015), the extant literature often used a siloed approach in this stream by viewing offline and online channels separately (Herhausen, Binder, Schoegel, & Herrmann, 2015; Huréet al., 2017). This siloed approach is no longer appropriate as customers frequently use more than one channel these days. A recent study reports that organizational silos are still the most significant barriers in creating a customer-centric business (Harvard Business Review Analytic Services, 2018). For example, H&M reported
a loss of its share price in late 2017 which was mainly because of the lack of online-offline integration and customer dissatisfaction resulting from inconsistent information between channels (Sharma,
2017). Other retailers such as Debenham, and Marks and Spencer announced store closure due to being unable to change store portfolio (O'Grady et al., 2018). Hence, integration of physical and virtual channels through omnichannel service delivery is the key to the enhanced service quality (Rizzi & Taraporevala, 2019).
To address the critical issue of integration within channels, several studies suggest integration quality (INQ) or synchronizing service elements within channels as the key to rendering seamless experience (Banerjee, 2014; Montoya-Weiss, V oss, & Grewal, 2003; Sousa & V oss, 2006). However, despite its importance, addressing integration quality (INQ) of omnichannel services remains fragmented and mostly conceptual. Only a few studies have conceptualized and tested dimensions of integration quality (Hsieh et al., 2012; Lee et al., 2019; Oh & Teo, 2010; Shen et al., 2018; Wu & Chang, 2016). The finding
s of these studies make it apparent that there remains scope for developing and validating an integration quality model in the context of omnichannel services delivery. Additionally, there is a lack of studies investigating the effects of INQ on cross-buying intention and perceived value. Whereas cross-buying intention refers to customers' intent to purchase additional products from the same firm (Kumar & Venkatesan, 2005), perceive value refers to the perception of net benefit against the cost associated with receiving a service (Zeithaml, 1988). To address these gaps, we utilize dynamic capabilities theory (Helfat et al., 2009; Teece, Pisano, & Shuen, 1997) to relate integration quality with dynamic capabilities and put forward the research questions: What are the dimensions of omnichannel integration quality and how does this quality perception determine cross-buying intentions and perceived value?
2. Literature review
2.1. Omnichannel marketing
The disruptive change brought by smartphone and other mobile devices (Shankar, Venkate
sh, Hofacker, & Naik, 2010) has induced customers to expect more enriched and seamless shopping experience in terms of channel scope (increasing number of channels and touchpoints) and focus (the overall customer brand experience) (Picot-Coupey et al., 2016). In this context, research progressed to multichannel
integration or cross-channel retailing (Bendoly, Blocher, Bretthauer, Krishnan, & Venkataramanan, 2005; Cao & Li, 2015) and, recently, to omnichannel retailing (Brynjolfsson et al., 2013; Rigby, 2011; Verhoef et al., 2015). Rigby (2011, p. 67) first coined the term Omnichannel retailing to address the current and rapid proliferation of digital retailing by defining omnichannel as “an integrated sales experience that melds the advantage of physical stores with the information-rich experience of online shopping.” Verhoef et al. (2015, p. 176) define omnichannel management as “the synergetic management of the numerous available channels and customer touchpoints, in such a way that the customer experience across channels and the performance over channels are optimized.”. Omnichannel is n ot just simultaneous use of channels; instead, it is the integration of all available channels within a company (Lazaris & Vrechopoulos, 2014). Also,
Levy, Weitz, and Grewal (2013) define omnichannel as a coordinated offering using all the channels of a retailer to provide a seamless customer experience. Brynjolfsson et al. (2013) foresee omnichannel marketing as an experience which will diminish the distinction between online and offline channels and turn the world into a showroom without walls.
>customer的中文意思

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