• Journal of the Korean Society of Clothing and Textiles
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• v.35 no.5
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• pp.601-611
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• 2011

This research evaluates the availability of consumers moving to integrated multi channels by a target analysis on the integrated online channel and verifies the possibility of a synergy effect created by the expansion of an integrated online channel. The objectives are to define the scope of benefits desired in fast fashion and online shopping, compare the desired benefits of fast fashion consumers, online shopping consumers and fast fashion, and online shopping consumers, investigate the acceptance intention of the integrated online channel of consumers, and verity its relationship with the desired benefits. As a result, all consumers indicate the desire to pursue social recognition, pleasure, individuality, economic and convenience orientation, and fashion-innovativeness through shopping activities. In addition, there were differences in the mean of social recognition benefit individuality benefit, economical and convenience orientation benefit, and fashion-innovativeness benefit. Lastly, the acceptance intention of the integrated online channel was significant in all groups and the desired benefits that affect the acceptance intention of the integrated online channel were social recognition for fast fashion consumers along with pleasure and individuality for fast fashion and online shopping consumers.

• Asia pacific journal of information systems
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• v.17 no.2
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• pp.83-95
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• 2007

We are motivated by how offline and online firms compete. The Internet made many conventional offline firms build a dynamic online business as another sales channel using their advantages such as brand equity, an existing customer base with comprehensive purchasing data, integrated marketing, economies of scale, and longtime experience with the logistics of order fulfillment and customer service. Even though the hybrid selling using both offline and online channel seems to have advantages over a pure online retailer, all the conventional offline firms are not seen to create an online business. Many conventional offline firms began to launch online business since the Internet era, however, just being online business is not likely to guarantee success. According to Bizate.com's report whether the hybrid channel strategy is successful is still under investigation. For example, consider the classic case of Barnes and Noble versus Amazon.com, Barnes and Noble was already the largest chain of bookstores in the U,S., when Amazon.com was established in 1995, BarnesandNoble.com followed suit in 1997, After suffering losses in its initial years, Amazon finally turned profitable in 2003. In 2004, Amazon's net income was $588 million on revenues of $6.92 billion, while Barnes and Noble earned $143 million on revenues of $4.87 billion, which included BarnesandNoble.com's loss of $21 million on revenues of $420 million. While these examples serve to motivate our thinking, it does not explain when offline firms should venture online. It also does not provide an analytical framework that can generalized to other competitive online-offline situations. We attempt to do this in this paper and analyze a hybrid channel model where a conventional offline firm competes against online firms using its own direct online channels. We are particularly interested in an optimal channel strategy when a conventional offline firm sells its products through its own direct online channel to compete with other rival online firms. We consider two situations where its direct online channel and other online firms are symmetric and asymmetric in the brand effect. The analysis of this paper presents several findings. In the symmetric model where a hybrid firm's online channel is not differentiated from a pure online firm, (i) a conventional offline firm will not launch its online business. In the asymmetric model where a hybrid firm's online channel is differentiated from a pure online firm, (ii) a conventional offline firm can launch its online business if its brand effect is greater than a certain threshold. (iii) there is a positive relationship between its brand effect and online customer costs showing that a conventional offline firm needs more brand effect in order to launch online business as online customer costs decrease. (iv) there is a negative relationship between its brand effect and the number of customers with access to the Internet showing that a conventional offline firm tends to launch its online business when customers with access to the Internet increases.

• Journal of Distribution Research
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• v.8 no.2
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• pp.1-18
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• 2003

This study has tried an integrated approach toward consumer response difference between the online internet shopping mall and the off-line department store focusing on the moderating role of shopping value according to shopping situation. This study has analyzed consumer behavior differences between online and off-line channel formats in one framework and identified differences in consumer behaviors between the two channel formats. Managerial implications of this paper include measuring the effects of the integration of online and off-line channel and developing multichannel strategy. This paper suggests marketers to develop channel strategies based on customer segmentation criteria reflecting different consumer shopping value between online and off-line channel formats rather than developing strategies based only on the conventional marketing mix.

• Journal of Information Technology Services
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• v.18 no.4
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• pp.23-38
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• 2019

With the development of information and communication technology, logistics distribution systems and services have been improved, new types of services have been provided, and consumption patterns in consumer markets have also changed. In the domestic distribution market, the development of ICT technology, the spread of smart devices, and the growth of the e-commerce market have led to Omni-channel, a service that integrates offline channels and online channels. Omni-channel service aims to provide consumers with consistent and convenient service by integrating offline and online domain into one. Consumers can get integrated service on and offline. In this study, consumers' intention to use Omni-channel was examined by Self Determination Theory and SERVQUAL. The survey was conducted on Omni-channel user and the research model was composed of 2^nd order factor model considering the characteristics of Omni-channel which provides integrated service based on the prior literature and PLS-SEM (partial least squares structural equation modeling).

• Asia pacific journal of information systems
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• v.16 no.4
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• pp.49-70
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• 2006

In recent, Open markets are booming up rapidly. Open markets are one of the online marketplaces which mainly concentrated on spot transactions of commodities, and are differentiated from integrated internet shopping stores with market participants, trading rules and so on. This study investigated on factors affecting satisfaction with and preference on open markets by comparing open markets with integrated internet shopping stores, and aimed to figure out the reasons why open markets are growing up so rapidly and to forecast the future of open markets. To investigate the factors affecting buyers' satisfaction with and preference on internet shopping channel. I extracted several factors through literature reviews. The factors include the pros (cost saving and time saving), the cons (security concerns and privacy concerns), and decision making support suggested by Simon's research as well. Then, I constructed research model and related research hypotheses. To verify research hypotheses, I conducted field survey targeting on online buyers and analyzed research data using structural equation model. According to data analysis result, open markets have competitive advantages over integrated internet shopping stores with respect to cost saving, time saving, and decision making support. However, online buyers are still concerning privacy issues within open markets. In summary, buyers are considering that open markets are cheaper, faster, and more efficient internet shopping channel, compared with integrated internet shopping stores. However, open markets are required to dedicate to lessen buyers' privacy concerns to rebirth as more satisfying and preferable internet shopping channel and to prosper in the future.

• Management & Information Systems Review
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• v.35 no.3
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• pp.213-230
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• 2016

In O2O environment(Online-to-Offline), providers attract new customers via web sites and lead them to pay online, then induce them again to offline when receiving products. Thus, online and offline channel is integrated and create synergy for marketing in O2O context. As online and offline channel coexist in O2O, consumers' perceptions for products and services that providers offer cannot help being different compared to an independent channel (i.e., either online or offline). Therefore, this research aims to develop the O2O service quality model(O2O-SQ model). Especially, O2O is the unique environment where offline, online, and mobile commerce are integrated so that the current paper suggests the $1^{st}$ O2O-SQ model by integrating the common factors of offline, online, and mobile service quality model through the previous literature review. Hence, this study conducts FGI(Focus Group Interview) for customers who have experienced in purchasing products in O2O commerce. Among integrated common service quality factors of $1^{st}$ O2O-SQ model, the current paper identifies the specific service quality factors that customers perceive significantly through FGI analysis. Moreover, after extracting the unique O2O-SQ factors with this qualitative analysis and integrating with the $1^{st}$ O2O-SQ model, the paper develops the final O2O-SQ model.

• Journal of Information Technology Applications and Management
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• v.26 no.2
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• pp.41-60
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• 2019

O2O(Online-to-Offline) commerce, a kind of multi-channel, is used in various industries such as accommodation, food and beverage, transportation, and real estate. The O2O commerce, a channel of integrating online and offline, overcomes the limitations of traditional online commerce, where a customer made a purchase decision without direct experience. Despite this advantage of O2O, if the online-offline channel is not effectively linked, customer's complaints would occur due to service failure. This study, with regard to O2O service failure circumstances, intends to investigate the effect of customer's perceived justice on their emotional response, recovery satisfaction, followed by intention to repurchase. Perceived justice in this study is composed of distributive justice, interactional justice, and procedural justice. Furthermore, this study explores the moderation effect of O2O industry types in the relationship between perceived justice and emotion. An O2O industry type is classified into accommodation, food and beverage, and transportation. A hypothesized research model was empirically tested using a structural equation model. The current study collected 433 questionnaires and the target respondents are customers who have experienced service failure in O2O commerce. The empirical results showed that O2O commerce more effectively conducts service recovery strategy and causes positive customer response by integrating online and offline channel. One of the ultimate purposes of O2O service providers is to reduce the likelihood of service failures and to recover more quickly and efficiently by linking two channels rather than using a single channel. This study suggested that the O2O channel is effective in influencing customer satisfaction and loyalty by inducing customer's positive emotions in recovering service failure.

• Journal of the Korea Safety Management & Science
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• v.19 no.2
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• pp.173-180
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• 2017

Omni-channel strategy is an innovative paradigm for integrated information distribution of inventory, sales, operations, marketing, delivery, pickups and returns in supply chain management. Recently the distribution strategy faces new challenges with the advent of mobile distribution channels. Social media with countless apps imposes additional stress on supply chain operations. Due to these changes, distribution network in supply chain is changing naturally and rapidly from multi-channel to omnni-channel platform. Recently numerous domestic distributors establish and adapt this new supply chain optimization tool as a part of seamless flow of movements of goods from one channel to other channels. The objective of this paper is to present a preliminary findings on how omnni-channel affects the supply chain management. A survey is used to ascertain in the degree of omnni-channel implementation and statistical evidence is provided to test sets of hypothesis. The results of the questionnaire showed that consumers' purchasing styles differed by gender, age, purchase purpose, and product type. In particular, women consider purchasing experience in omni-channel to be important. As food and household goods can be conveniently shipped, consumers prefer online purchasing it. Conversely, consumers tend to favor omni-channel strategy in connection with offline experience in IT products.

• Journal of Distribution Science
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• v.19 no.12
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• pp.23-32
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• 2021

Purpose: By integrating multiple separate online, offline distribution channels, omnichannel distribution has modernized and revolutionized the retailing sector. Omnichannel distribution supports firms by delivering seamless shopping experiences for customers throughout all touchpoints of the shopping journey. This paper aims at exploring the impact of channel integration quality on customer experience and patronage intentions in the omnichannel distribution context. Research design, data and methodology: An online survey was taken with 351 omnichannel experienced shoppers by utilizing the structured questionnaire. The partial least square-structural equation modeling (PLS-SEM) and Smart PLS software were employed to analyze and test proposed hypotheses. Results: The findings reveal that channel integration quality dimensions including breadth of channel-service choice, transparency of channel-service configuration, content consistency, and process consistency, play crucial roles in the customer shopping experience. The perceived compatibility has been influenced by the integrated interactions in which content consistency and process consistency. The findings also demonstrate the positive and direct impact of perceived compatibility on customer experience, and both factors have substantial effects on customers' patronage intentions. Conclusions: This study sheds light on the literature on channel integration quality, omnichannel retailing experience and customer patronage. In addition, this study provides practical implications for omnichannel retailers in enhancing customer experience and patronage.

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2015.05a
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• pp.455-456
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• 2015

In O2O environment (Online-to-Offline), providers attract new customers via websites and lead them to pay online, then induce them again to offline when receiving products. Thus, online and offline channel is integrated and create synergy for marketing in O2O context. As online and offline channel coexist in O2O, consumers' perceptions for products and services that providers offer cannot help being different compared to an independent channel (i.e., either online or offline). Therefore, this research aims to explore the effect of perceived service quality on consumer's trust and attitude, who have purchased products in O2O context. For testing the hypothesized research model, the current paper conducts survey and empirical test.