• Journal of the Korean Society of Costume
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• v.67 no.1
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• pp.40-55
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• 2017

The current new distribution environment provides the consumers to shop at anytime and any places by using mobile appliances. So, the companies which run the offline-store increase the contact point with the consumer by launching not only online-store but also the mobile application (app). Moreover, they are trying to operate the Omni-channel shopping environment. In order for this research to draw the direction of 'the Omni-Channel Strategy', which is about the changed distribution environment of the domestic fashion enterprise, the following steps were performed. First of all, the term related to 'Omni-Channel' is defined. And then, Example of the 'Omni-Channel' strategy and 'O2O' business in the domestic distributior were researched. Lastly, present condition of the 'Omni-Channel' strategy case of the domestic fashion industry was researched. At the result, the online-stores usually have several brands which can not represent their identities. It is suggested that each online-store according to each brand has their own characteristic identity. And The Omni-Channel strategy of the domestic fashion enterprise that is needed the connection point connecting the on-line and off-line. It is able to allure the customer to the off-line-store.

• Journal of the Korean Society of Clothing and Textiles
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• v.41 no.3
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• pp.393-406
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• 2017

A "Showrooming" phenomenon has emerged due to the rapid growth of the on-line shopping market and is associated with consumer shopping patterns. This phenomenon is resulted in new strategies such as the Omni-Channel strategy that are now being employed by the off-line retail industry to meet the needs of consumers who seek information on-line. In particular, human services provided in department stores (which still occupy an important place in the off-line retail industry) are reaching limitations in the ability to maintain consumers. This study provides basic data for the Omni-Channel strategy of domestic department stores by researching and analyzing Omni-Channel strategy cases in Manhattan. This study dissects and analyzes the "Showrooming" phenomenon and the development of the Omni-Channel strategy through a literature review as well as analyzes the Omni-Channel success case of Macy's department store. The findings indicate that the use of the Omni-Channel strategy by Macy's department store has solved the problem of "Showrooming," by integrating on-line and off-line shopping to provide an efficient and convenient shopping experience for consumers. The Omni-Channel strategy offers a means for off-line stores to connect to the online shopping behavior of consumers. The results suggest the need for an organic combination of on-line and off-line distribution channels to adapt to changes in consumer shopping patterns due to a recession in the domestic market.

• Journal of Internet Computing and Services
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• v.20 no.1
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• pp.113-124
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• 2019

Recently, Omni Channel Services has been considered the most innovative business strategy. Omni-Channel sees a variety of channels from all channels viewpoints, organically combining each channel to provide a seamless experience for consumers. In other words, Omni-Channel is not simply a systematic integration of channels, but a means of delivering consistent services to consumers in all processes through a strategy to an organic connection. The aim of this study is to provide a comprehensive insight into the decision factors affecting the adoption of Omni-channel. For this purpose, an empirical analysis is conducted on the course of acceptanceof the Omni-channel service based on the Unified Theory of Acceptance and Use of Technology (UTAUT) and Task-technology fit (TTF), an effective model frequently selected to describe the acceptance of service in the introduction phase of new information technology. As a result of the study, it was confirmed that the task characteristics and the technical characteristics had a positive effect on the task-technology fit, and the task-technology fit had a positive effect on the performance expectancy. In addition, task-technology fit, performance expectancy, and social influence have a positive effect on the intention to use the Omni-Channel. This study is intended to deliver an experimental meaning by proposing a strategical measure to understand the behaviorsand uses of consumers in the Omni-channel service environment and increase the customer satisfaction for the system.

• 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.

• Human Ecology Research
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• v.54 no.4
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• pp.405-414
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• 2016

The rapid change of consumer expectations in shopping environments has required retailers to actively adopt omni-channel services, however, limited research exists on the topic. We identify the effect of consumer's utilitarian shopping value on expectations for omni-channel services. An online survey was conducted on 176 subjects who had experience using omni-channel services. We employed Unified Theory of Acceptance and Use of Technology (UTAUT) as our theoretical model to explore the mechanisms of consumers' acceptance of omni-channel services in fashion. We used SPSS ver. 22.0 and AMOS ver. 22.0 programs to analyze data. The results indicate that utilitarian shopping value has a positive effect on performance expectancy, effort expectancy, and social influence for omni-channel services. Performance expectancy for omni-channel services also has a positive effect on the purchase intentions of fashion products. Effort expectancy for omni-channel services also positively increases the purchase intentions of fashion products. Last, the social effect of omni-channel services has a significant positive effect on purchase intention. All the hypotheses were supported. The research findings can provide the fashion distribution industry with useful basic data to understand the needs of consumers who use multi-channels when establishing a new channel or marketing strategy.

• Journal of Information Technology Services
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• v.21 no.5
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• pp.29-49
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• 2022

Consumers are now no longer satisfied with using a single channel to shop and then desire a smooth and consistent purchasing experience across channels. By integrating different channels and services, an omni-channel strategy allows consumers to choose their preferred channel to complete their shopping tasks. Therefore, large retailers in China have recently been transforming into omni-channel retail formats to secure their competitive advantage. To better implement this strategy and optimize its effectiveness, it is important to understand how consumers respond to the quality of channel integration. Based on social exchange theory (SET), the main purposes of this study are to explore the impact of channel integration quality on consumer engagement in the Chinese omni-channel retailing environment and to further examine whether there is a moderating effect of consumer empowerment on this relationship. To test this research model, we collected data from 330 respondents by conducting an online questionnaire in China. The results indicated that the two dimensions of channel integration (breadth of channel-service choice and transparency of channel-service configuration) positively affected two dimensions of customer engagement (conscious attention and enthusiastic participation), respectively. The findings also show that consumer empowerment only positively moderates the relationship between breadth of channel service choice and conscious attention, whereas it negatively moderates the relationship between transparency of channel-service configuration and conscious attention/enthusiastic participation. Given these results, this study deepens our understanding of the impact of the quality of channel integration on customer engagement in the context of omni-channel retailing in China and sheds light on how retailers can attract consumers with different levels of empowerment.

• Journal of Information Technology Applications and Management
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• v.28 no.1
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• pp.111-121
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• 2021

The growth of online malls encourages the existing offline stores to manage their online stores or reinforce the purchasing service through related mobile applications (apps). This may seem to be the omni-channel strategy for connecting the existing customers to online shopping. This study, research on offline stores' acceptance of and satisfaction with smart phone apps, attempted to arrange some factors allowing consumers to be satisfied with such apps, and examine whether the satisfaction with the apps lead to that with the stores based on the EMTAM (Extended Mobile Technology Acceptance Model). In particular, the existing stores trying to enhance the omni-channel put on emphasis on the synergy between online and offline stores, rather than replace offline store with online ones. The results of an analysis showed that the factors influencing the satisfaction with apps included mobile usefulness (MU), mobile ease of use (MEOU) and mobile enjoyment (MEJ), and that the satisfaction with them had an effect on that with stores. On the basis of the findings, this study summarizes theoretical and practical suggestions.

• Korean Institute of Interior Design Journal
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• v.25 no.5
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• pp.111-120
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• 2016

Unlike the past, brick-and-mortar is no longer on the priority list for the shopping activity. Instead, it is replaced by various non-store shopping alternatives, such as Internet, TV, catalog, mobile, etc. As consumers engage digitally, they made fewer trips to stores. Especially, as mobile shopping made the price comparison possible while shopping in the store, new shopping trend of 'showrooming' came to the fore as the serious issue. In order to cope with the this crisis, many brick-and-mortar retailers utilize omni-channel strategy for their countermeasure. This research paper is to suggest the omni-channel strategy that is applicable for the brick-and-mortar retailers. The results are as follows. First, in order to set up the connected-channel shopping environment, consumers have to be exposed to the environment that can deliver the continuous brand experience under the same price policy, brand and store management, etc, as integrating the various purchasing channels into one. Especially, in-store environment needs to change for the place where consumer experience is stressed for the most as using virtual reality devices with augmented reality technology. Also, the online digital kiosk, and tablet that consumer can order the products through the online channel while shopping in-store Second, the barrier-free in-store environment should be offered in order to increase the consumer convenience. This change will allow consumer communicate with the store environment more effectively. Lastly, brick-and-mortar should extend the physical territory as utilizing the offline's advantage and disadvantage through setting up the digital interactive wall or pop-up store for increasing the opportunity of customer interaction with the store. Moreover, visiting service for the elderly, housewife with the baby, or disabled person will be one of the effective substitute.

• Journal of the Korean Society of Clothing and Textiles
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• v.41 no.1
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• pp.170-183
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• 2017

The rapid growth of digital consumption has significantly changed the shopping behavior of consumers. The consumption paradigm is changing; subsequently, an omni-channel has been introduced that empowers consumers to interact with firms through a myriad of touch points in multiple channels. This study is to understand the perceptions and behavioral characteristics of consumers in the purchase process (e.g., information search and purchase phase). A qualitative method was adopted for this study and data were collected through semi-structured in-depth interviews with 15 omni-channel consumers. The results of this study were as follows. At the information search stage, consistency was the most important consideration for consumers who also wanted to retain channel-specific benefits. Consumers also searched for differentiated information among distribution channels. At the purchase stage, participants choose a shopping channel according to shopping values. They utilized newly introduced services (e.g., "online purchase, offline pick-up", FinTech) that combine retail channels. Our findings provide significance in managing omni-channel services. First, it is recommended that fashion retailers provide seamlessly integrated experience to consumer and adopt a consumer-centered channel choice strategy. Second, fashion retailers must maintain a constant attitude toward shopping experience to fashion, such as shopping enjoyment and exclusiveness.

• Journal of Fashion Business
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• v.27 no.1
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• pp.16-35
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• 2023

The advent of Omni Channel has changed the fashion business model and the role of fashion sales persons. In such situation, internal marketing can become an important organizational management strategy for fashion companies. Therefore, the purpose of this study is to identify the components of internal marketing of fashion companies for fashion shop masters in an omni channel environment. To achieve the purpose of this study, To achieve the purpose of this study, a qualitative study was conducted to investigate the internal marketing sub-factors of fashion companies. In-depth interviews were conducted for qualitative study. Seven respondents to the in-depth interview were fashion shop masters who had at least 10 years of field work experience. As a result of the qualitative study, internal marketing was derived from five factors, including empowerment, education and training, rewards, internal communication, and management supports. Empowerment factors consist of initiative, encourage creativity, and problem solving. Education and training factors consist of the degree of education and training opportunities, the value of education and training, and the scope of education and training. Rewards factors consist of diversity of rewards, fairness of rewards, and source of rewards. Internal communication factors consist of communication flexibility, diversity of communication and receptivity of communication. Management support factors consist of headquarters support and department store support.