Toward the inter-channel synergy renaissance in emerging markets: evidence from adding clicks to bricks in Serbia

Stojković, Dragan; Dokić, Aleksa; Vlačić, Božidar; Silva, Susana Costa e

doi:10.1108/ijoem-10-2020-1166

Cited by 7 publications

(6 citation statements)

References 126 publications

(298 reference statements)

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“…Opisan trend naročito je prisutan u zemljama u razvoju, gde tradicionalni maloprodavci i dalje predstavljaju dominantan tržišni činilac (Petković, Dokić, et al, 2020). U pitanju je tranzicija iz tradicionalne u višekanalnu prodaju, koja je u literaturi definisana kao oflajn-onlajn integracija (Stojković et al, 2021). Ovaj najčešći vid dostizanja višekanalne prodaje razlikuje se od onlajn-oflajn integracije, koja je karakteristična za e-prodavce koji su naknadno ušli u svet fizičke maloprodaje, poput kompanije Amazon.…”

Section: Savremena Maloprodaja I Tokovi Višekanalne Integracijeunclassified

The importance of digitalization of procurement in achieving multiple channel retail excellence

Bogetić¹,

Stojković²,

Dokić³

2021

Marketing

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Digitalization of procurement is a path to e-procurement and includes a set of practices and technologies, which through smart use of data, ICT and automation, raises the efficiency and effectiveness of existing and leads to the development of new procurement processes and activities. The most common notion of digitalization of procurement in retail implies the implementation of certain electronic solutions in various e-procurement phases of the retailer. Procurement and selling are two sides of the same retail coin. From time immemorial, business logic has dictated that everything should be procured rationally and that only what can be sold should be procured. With the modernization of retail come new challenges, which require exceptional coordination between sales and purchasing activities. Therefore, in certain circumstances, the digitization of sales may affect the digitization of procurement, and vice versa. The concept of multiple channel sales has been extensively present, from the moment when retailers started using multiple marketing channels in parallel. In this regard, modern, theoretically narrower understanding of multiple channel business implies the intersection of physical and digital sales channels. The market implications of the COVID-19 pandemic only further accentuated the need to integrate traditional and electronic sales channels, in order to respond to contactless purchasing requests. Achieving a multiple channel strategy is usually multi-iterative, as the retailer goes through the previous multiple channel phases, gradually expanding the range of sales channels and their integration. In this regard, Jocevski et al. (2019) noted that the key predispositions for the transition from a multichannel to an omnichannel strategy are a "seamless" shopping experience, data integration, and effective supply chain management. By its nature, the digitalization of retail procurement, as a business process, touches on all three key aspects of multiple channel integration. It is in this context that it is necessary to look for the previously mentioned link between the digitization of procurement and sales. Therefore, the focus of this paper will be on locating and explaining the specific ways in which procurement digitalization can affect the multiple channel integration of retail business.

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Section: Savremena Maloprodaja I Tokovi Višekanalne Integracijeunclassified

The importance of digitalization of procurement in achieving multiple channel retail excellence

Bogetić¹,

Stojković²,

Dokić³

2021

Marketing

Self Cite

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“…SDCC make recovery difficult for e-tailers and can compel many to close down too (Halan, 2021). “Inter-channel synergies” are vital for “long-term market survival” during SDCC, given the intense competition between e-tailers and BM retailers (Stojković et al. , 2021).…”

Section: Discussionmentioning

confidence: 99%

“…Inadequate resources in emerging markets considerably restrict offline retailers' "potential to implement an omnichannel strategy" (Stojkovi c et al, 2021) increasing their need to collaborate with e-tailers. An increase in competitiveness can lead to more opportunities for e-tailers to participate in coopetition and improve performance by leveraging the "resources and capabilities" of BM retailers (Crick, 2019).…”

Section: 22mentioning

confidence: 99%

“…SDCC make recovery difficult for e-tailers and can compel many to close down too (Halan, 2021). "Inter-channel synergies" are vital for "longterm market survival" during SDCC, given the intense competition between e-tailers and BM retailers (Stojkovi c et al, 2021). Propositions P1 and P2, imply that there is a need for e-tailers to work with BM retailers due to higher vulnerability of e-tailers to operational problems, greater resilience of small BM retailers and migration of large BM retailers towards online/ omnichannel retailing and IST.…”

Section: Managerial Implicationsmentioning

confidence: 99%

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Enemies to frenemies: coopetition between online and offline retailers amidst crises

Halan

Singh

2023

IJRDM

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PurposeThis study explores coopetition opportunities between e-tailers and brick-and-mortar (BM) retailers and provides a conceptual framework. These opportunities may be triggered by events such as social distancing causing crises (SDCC).Design/methodology/approachA grounded theory based approach was used wherein 119 news articles and 48 academic papers are the main sources of data to analyse the real-world responses. A typical qualitative methodology, including open and axial coding, was used. To further analyse the insights obtained, six in-depth interviews were conducted.FindingsNon-customer-interfacing-based coopetition, such as small BM stores serving as e-marketplace sellers and customer-interfacing-based coopetition, such as large BM stores serving as showrooms, are some potential coopetition opportunities.Research limitations/implicationsThe majority of the available studies dwell more on offline retailers developing online channels. This study investigates the opposite situation and conceptualises a new understanding of how e-tailers and BM retailers can work together more harmoniously. This study can be used as a springboard by academicians for future research on a larger scale. Five research propositions are offered that can guide hypothesis generation. Development of case studies and consulting services for the industry are the other research opportunities.Practical implicationsSocial distancing as a measure may vanish from the world with time; however, social distancing's implications are still pertinent given that new diseases, including new variants of pandemic potential, could continue to emerge. The study puts forward propositions based on theoretical dimensions and second-order themes derived from first-order categories. These propositions are about the drivers of coopetition and the opportunities with both large and small BM stores that e-tailers can leverage during a crisis, given that launching e-tailers' own BM stores demands large investments. This study has social and economic implications too.Originality/valueThis study investigates coopetition, an important trend but lacking adequate research. Whilst only few studies examine coopetition from a crises' perspective, this study investigates develops a new understanding of coopetition opportunities between e-tailers and BM retailers. This study adds to the scarce literature how such opportunities may be triggered by events such as SDCC.

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“…The new market realities are a challenge for retailers as they have to compete to provide a consistent shopping experience to sophisticated and knowledgeable consumers across multiple channels. The rise of marketing channels in a multi-channel environment is causing many retailers to have started the process of migrating monochannel to multi-channel with the ultimate goal of becoming omni-channel (Stojković et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

The Impact Of Omnichannel Retail On Customer Patronage Intentions: The Role Of Consumer Empowerment, Service Failure, And Customer Satisfaction

2022

Jurnal Akuntansi, Manajemen Dan Ekonomi

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The effects of omnichannel integration on customers are examined in this study along with the mediating roles that customer empowerment, customer satisfaction, and service failure perform. Omni-channel retail enables order processing convergence through continuous information exchange, general operations, logistics, and operations with inventory across all channels. To gather information, 160 young Indonesian consumers who have utilized omnichannel-based applications will be questioned. In order to verify validity, reliability, and hypothesis testing, the data was processed using SMART PLS. The findings show that omnichannel integration increases consumer empowerment and satisfaction, which has a beneficial impact on purchasing intentions. The customer's intents are positively impacted by the service's failure as well. This study deepens our understanding of how multichannel shopping boosts purchase and patronage intentions by maintaining services across online and physical channels. In addition to the conclusion that customers prefer omnichannel, research on retail literature, customer experience, and e-commerce is demonstrating the ways in which internal consumer states influence consumers' buy intentions.

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Toward the inter-channel synergy renaissance in emerging markets: evidence from adding clicks to bricks in Serbia

Cited by 7 publications

References 126 publications

The importance of digitalization of procurement in achieving multiple channel retail excellence

The importance of digitalization of procurement in achieving multiple channel retail excellence

Enemies to frenemies: coopetition between online and offline retailers amidst crises

The Impact Of Omnichannel Retail On Customer Patronage Intentions: The Role Of Consumer Empowerment, Service Failure, And Customer Satisfaction

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