When Digitalization Meets Omnichannel in International Markets: A Case Study from the Agri-Food Industry

Abstract

Digitalization is prompting small and medium-sized enterprises to structural and strategic transformations, also providing new opportunities to expand and succeed in foreign markets. However, relatively few studies have investigated emergent digital technologies in international business management. Contextually, there is still a dearth of research on the multi-faceted impacts of digitalization on omnichannel strategy characterizing most of the global business environment today. This paper, therefore, aims to examine the impact of digitalization on omnichannel choices adopted by internationalized SMEs. A qualitative approach, based on a single case study methodology, is adopted. An Italian agri-food SME is chosen as this industry is considered a key and distinctive pillar of Made in Italy in the international markets. Findings reveal the potential of digital technologies’ applications in an omnichannel environment, blurring the boundaries between channels, through a synergetic integration of them. This evidence contributes to the existing literature on technology management and omnichannel strategies in the international context by rereading these phenomena through a smart ecosystem lens. In addition, this study provides practical insights on how multiple channels adopted by Made in Italy SMEs can be integrated, managed, and operated synergistically on international markets to sustain a digitalized value creation.

Internationalization ecosystems: a framework proposal for the international business theory

“…Digital Platform Ecosystems (DPEs)-encompassing technology platforms, digital transition and servitisation, digitization, new and disruptive business models, as well as new strategies for collaboration, knowledge and technology exchange and open innovation-are a pervasive phenomenon that influences the dynamics of any form of BE, making them more fluid, lively, disruptive and rather unpredictable, which directly affects the internationalization phenomenon, as new liabilities may emerge-especially the difficulties of integrating ecosystems in an endto-end manner, which may lead to new levels of competitive advantage (Ciasullo et al, 2022;Costa, 2022;Kolagar et al, 2022;Nambisan et al, 2019;Rong, Wu, Shi & Guo, 2015;Yonatany, 2017).…”

“…This interconnectedness creates a fertile ground for internationalization, as platforms and marketplaces can facilitate access to a wider customer base and resources across geographical boundaries (e.g., Cha et al, 2023;Buyukbalci & Dulger, 2022). Digital transformation, encompassing changes in customer service, distribution channels, market penetration strategies as well as digital servitisation (e.g., Ciasullo et al, 2022;Ferreira et al, 2023;Kolagar et al, 2022) significantly impacts various aspects of internationalization, enhancing companies' efficiency and customer engagement on a global scale. Table 6.…”

“…The conceptual framework delineated in this study, drawing on the works Araújo (2023a, 2023b), adopts an Internationalization Ecosystem (INT-E) lens. This framework amalgamates four interlinked ecosystem perspectives, providing a comprehensive view of the internationalization process: • BEs, which constitute an economic community supported by collaborative entities, including conventional business models, industries, multinational enterprises (MNEs), and clusters (e.g., Cha et al, 2023;Hewett et al, 2022;Zalan, 2018); • EEs, specialized environments dedicated to fostering innovative and high-growth ventures, encompassing startups, scale-ups, and other non-traditional business models (e.g., Gawel, 2021;Ratten, 2021;Stolze & Sailer, 2021); • IEs, comprising both business and social ecosystems extending beyond economic boundaries, emphasizing knowledge creation and exchange (e.g., Prokopenko, Emerenko, & Omelyanenko, 2014;Ratten, 2021); • PEs, indicative of the digital business landscape characterized by advanced technology, knowledge dissemination, and collaborative initiatives (e.g., Ciasullo, Montera, Mercuri, & Mugova, 2022;Kolagar, Reim, Parida, & Sjödin, 2022).…”

Condiciones de Omnicanalidad en un Sector Empresarial de Colombia

“…La gestión de la tecnología en la mencionada estrategia omnicanal, requiere analizar la manera en la cual se unifican los canales de venta de forma íntegra, que operen en tiempos simultáneos, sosteniendo un sistema de valor adecuadamente digitalizada, por ello, parte de dichas tecnologías se asocian a un ecosistema inteligente (Ciasullo et al, 2022).…”

“…La omnicanalidad requiere de la captura y analítica de dichos datos, facilitando la predicción de su comportamiento con anticipación, de esta forma, apoya las estrategias de la fidelización de clientes (Hoehle et al, 2018), principalmente cuando se establece el canal de venta desde el distribuidor minorista. Esta estrategia sin duda involucra sistemas integrados de forma sinérgica, y por ello, considera los sistemas digitales para el almacenamiento de los datos, y el Big Data Analysis, lo que es parte también de las tecnologías de Industria 4.0 (Ciasullo et al, 2022). En estos sentidos de digitalización, para el minorista, los medios como las redes sociales son una importante fuente de información para el análisis del Big Data, por ello se han presentado investigaciones que analizan sus contenidos de texto, y cómo éstos pueden inferir en las activi- N.…”