2014
DOI: 10.1016/j.proenv.2014.11.010
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Abstract: While the last decade has seen increasing interest in the smart city phenomenon from both scholars and practitioners, little attention has been paid to what extent retailing might be considered as part of smart cities, with benefits for all the actors involved in the process. In fact, retailing is subject to a radical innovation force that makes available several technologies that can be successfully applied. The extensive use of advanced systems gives rise to new questions concerning the smart use of technolo… Show more

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Cited by 172 publications
(101 citation statements)
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“…24 The implications of this paper are several. First, it extends the growing body of research on innovation in retailing (Demirkan and Spohrer, 2014;Pantano, 2014;Hagberg et al, 2016;, and smart retailing (Kim et al, 2017;Pantano and Timmermans, 2014;Priporas et al, 2017;Roy et al, 2017;Vrontis et al, 2017), by offering a clear framework that describes the extent to which retailing can be improved through the systematically use of smart technologies, employed to support several aspects of the process.…”
Section: Discussionmentioning
confidence: 98%
See 1 more Smart Citation
“…24 The implications of this paper are several. First, it extends the growing body of research on innovation in retailing (Demirkan and Spohrer, 2014;Pantano, 2014;Hagberg et al, 2016;, and smart retailing (Kim et al, 2017;Pantano and Timmermans, 2014;Priporas et al, 2017;Roy et al, 2017;Vrontis et al, 2017), by offering a clear framework that describes the extent to which retailing can be improved through the systematically use of smart technologies, employed to support several aspects of the process.…”
Section: Discussionmentioning
confidence: 98%
“…Since the idea of smartness goes beyond the idea of intelligent application of new technologies by including more essential dimensions such as the organisational processes and selling activities (Pantano and Timmermans, 2014), the smart usage of technology can be easily extended to the retail process for the purpose of making it "smarter". Concerning the organisational process, smart technologies affect the methods of collecting data from consumers, managing information, transferring knowledge from firms to consumers and vice versa (Leitner and Grechenig, 2009;Wood and Reynolds, 2013), while (i) creating a sort of partnership with clients, who become active actors working in cooperation with retailers under the common goal of producing a more satisfying service, and (ii) pushing retailers to develop new capabilities for actively responding to changeable markets and successfully managing innovation (Kindstrom et al, 2013;Lin and Hong, 2008).…”
Section: Smart Retailing Versus Traditional Technology Management Appmentioning
confidence: 99%
“…We will split them into two segments: those directly consumer/shopper facing and those more related to business infrastructure and processes. The first segment contains following examples of practices: geo-targeting [19], personalized offers [4,9], customized purchase experience [10,22,23], cross selling and up selling [9], tailored pricing [9], direct payment [24], automatic replenishment [9], drawing shoppers to store [9], in store digital interactive screens [22,24], gamification [25], product and offer cocreation [9,24]. The second segment of infrastructure and process related practices contains following examples: shopper in store movement and behavior monitoring [10,11,22,26], intelligent store ambient [10] and store layout [4], loyalty program [27], dynamic pricing [9], demographic and behavioral targeting [8], inventory and stock management [4,8,9,12,13,22,25], supply chain management [8,13,23,25], collaborative supply chain [28], tracking assets and equipment [8,25], payment process [8,24,25], in-store staff management …”
Section: Literature Reviewmentioning
confidence: 99%
“…The processes involving marketing comprise of geotargeting, personalized offers, customized purchase experience, automatic replenishment, drawing shoppers to store, in store digital interactive screens and, product and offer cocreation [8] [9]. In addition, the component of infrastructure and process related practices are intelligent store ambient and store layout, demographic and behavioral targeting, collaborative supply chain, payment process, and seamless cross-channel experience [10][11] [12].…”
Section: Introductionmentioning
confidence: 99%