Summary - Omnichannel & Digital Marketing (omnichannel management) (2115TEWMKT)

OMNICHANNEL & DIGITAL MARKETING
– PART OMNICHANNEL MANAGEMENT
INHOUDSOPGAVE

1. Channel strategy and design ..................................................................................................................................... 2
2. Multi-channel integration .......................................................................................................................................... 3
3. Channel conflict and coordination ............................................................................................................................ 4
4. Customer experience management........................................................................................................................... 5
5. (Retail) branding in an interactive world ..................................................................................................................... 6
6. Retail promotion strategies ....................................................................................................................................... 7
7. Store environment .................................................................................................................................................... 8
9. Digital business platforms ........................................................................................................................................ 9
11. The future of internet retailing................................................................................................................................ 10
13. Aligning online and offline retail experiences through AR and VR ............................................................................. 11




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, 1. CHANNEL STRATEGY AND DESIGN

1. According to Anderson et al. (1997), external forces have changed distribution channels over time. Explain two
implications of these changes for distribution channels today.
 Shifting patterns of commitment: firms are now forming more relationships with suppliers or customers, which,
despite being higher in number, are at the same time closer than traditional “at arm’s-lenght” ones
 Vertical compression: the reduction in intermediary levels in the value chain, what can be referred to with the
expression “cutting out the middlemen”.
 Horizontal diversity: firms are trying out different options and sticking to the ones that perform better
o Anderson et al. (1997) explain this concept with the metaphor “organization place many bets and
enlarges those that seem to be the most favorable”
 Functional decomposition: pulling a concept from population ecology theory, Anderson et al. (1997) posit that
as a market stabilizes firms tend to specialize in a niche of their own, at the expense of a generalist firm that does
a bit of everything but it’s not specialized in anything.


2. Sa Vinhas et al. (2010) identify three interconnected levels for assessing value in modern channel systems.
Explain these levels and their respective outcomes.
Level for assessing value in
Explanation Primary outcome
modern channel systems
Individual actor level Performance of the individual party Profit of the individual company
Relational level Interaction between partners Quality of ties and cooperation between partners
Overall adaptability and innovativeness of the
Channel system level Collective (highest level)
entire network


3. Across Vinhas et al. (2010), Verhoef (2021), and Haverila et al. (2025), what are two common insights on how
channel strategy and design creates value?
 Seamless integration and omnichannel focus: There is a clear consensus that companies can no longer rely on
a single channel. Value is created by moving to an omnichannel approach, harmonizing all online and offline
touchpoints to provide the customer with a seamless, fluid experience.
 The synergy between technology and trust: While integrating advanced technologies (such as IoT, Big Data, and
Industry 4.0 solutions) is essential for efficiency and an enriched customer experience, sources state that
technology alone is not enough. The full value of technological innovations is only realized when there is a strong
foundation of interorganizational trust and shared values between partners.
 Value creation through co-creation in networks: Value is no longer produced in a simple linear chain. Instead,
modern systems function as value networks, where producers, partners, and even customers co-create value
through dynamic interactions.
 Managing the balance between conflict and coordination: A key insight is that value creation depends on the
ability to manage the tension between channel conflict (competing for customers) and coordination failure (a
fragmented customer experience). Only by integrating structure and governance can a company optimize the
customer experience and avoid coordination failure.
 Collective adaptability and innovation: Value is measured not only by individual profits but also at the level of
the entire channel system. The sources suggest that the true value of a well-designed channel strategy lies in the
collective innovation and adaptability of the entire network to respond to changing market conditions.
 Technology as a customer experience enricher: While traditional approaches often viewed technology as a
means of efficiency (cost reduction), these authors argue that modern technologies (such as IoT, Big Data, and AI)
primarily create value by enriching and personalizing the customer experience. Technology thus serves as a
strategic tool to strengthen the emotional and affective bond with the customer.




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