IMPLEMENTATION OF OMNICHANNEL TECHNOLOGIES FOR OPTIMIZING CUSTOMER INTERACTIONS
Abstract
The article explores the issue of implementing omnichannel technologies to optimize interaction with customers. Omnichannel marketing requires flexibility and adaptability to changes in the external environment, serving as an integrated component of a company’s marketing system rather than a standalone element. Key advantages of this approach include the ability to expand market share through the diversification of marketing channels and increased customer reach, the implementation of loyalty programs, and the enhancement of brand reputation due to greater recognition among consumers. However, the adoption of omnichannel strategies may also come with risks, such as potential financial losses and the loss of qualified personnel due to various market and investment uncertainties. A comprehensive omnichannel strategy should focus on trade companies and manufacturers, necessitating a systematic approach that encompasses offline sales points, television shopping, e-commerce, and social media—each playing a vital role in driving marketing campaigns. The importance of customer feedback is paramount, as well-organized call center operations foster quality communication with consumers. It is crucial to define interaction protocols for different customer segments, including key, new, and recurring clients. When companies collaborate to implement an omnichannel strategy, developing a distinct regulation for customer interaction is essential. The implementation of omnichannel technologies allows for more personalized consumer offerings, such as creating personal accounts for order placements, storing purchase histories, and compiling wish lists. Successful examples, like Nike, highlight how omnichannel approaches can enhance customer engagement and improve their experiences. Nike effectively integrates various communication channels—physical stores, the Nike App, the website, social media, and email—allowing customers to initiate product searches online, save items to wish lists, and complete purchases in-store with personalized recommendations. Moreover, adopting a unified loyalty program across all interaction channels fosters increased repeat purchases and builds customer trust in the brand. It is essential to explore automated real-time customer data analysis using artificial intelligence and machine learning, enabling companies to respond swiftly to consumer behavior changes and offer tailored proposals that meet individual needs and preferences. By developing systems that ensure a consistent customer experience across all channels—whether in-store, mobile app, or website—organizations can enhance their competitive edge and improve overall service quality.
References
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Shankar V., Kushwaha T. (2021). Omnichannel marketing: Are cross-channel effects symmetric? International Journal of Research in Marketing, vol. 38, issue 2, pp. 290–310. DOI: https://doi.org/10.1016/j.ijresmar.2020.09.001
Hossain T. M. T., Akter S., Kattiyapornpong U., Dwivedi Y. (2020). Reconceptualizing Integration Quality Dynamics for Omnichannel Marketing. Industrial Marketing Management, vol. 87, pp. 225–241. DOI: https://doi.org/10.1016/j.indmarman.2019.12.006
Venkatesan R., Kumar V., Reinartz W. (2022). Customer relationship management in business markets. Handbook of business-to-business marketing, pp. 335–358. DOI: https://doi.org/10.4337/9781800376878.00028
Muthaffar A., Vilches-Montero S. (2023). Empowering retailers: A bounded rationality perspective to enhancing omnichannel journey satisfaction. Journal of Retailing and Consumer Services, vol. 75, 103536. DOI: https://doi.org/10.1016/j.jretconser.2023.103536
Neslin S. A. (2022). The omnichannel continuum: Integrating online and offline channels along the customer journey. Journal of Retailing, vol. 98, issue 1, pp. 111–132. DOI: https://doi.org/10.1016/j.jretai.2022.02.003
Chen Y., Wu Z., Wang Y. (2024). Omnichannel product selection and shelf space planning optimization. Omega, vol. 127, 103074. DOI: https://doi.org/10.1016/j.omega.2024.103074
Paiola M., Khvatova T., Schiavone F., Ferraris A. (2023). How do omnichannel strategies contribute to value-based healthcare? An orchestra-based analysis. Journal of Business Research, vol. 167, 114175. DOI: https://doi.org/10.1016/j.jbusres.2023.114175
Omar H., Klibi W., Babai M. Z., Ducq Y. (2023). Basket data-driven approach for omnichannel demand forecasting. International Journal of Production Economics, vol. 257, 108748. DOI: https://doi.org/10.1016/j.ijpe.2022.108748
Zhang X., Park Y., Park J., Zhang H. (2024). Demonstrating the influencing factors and outcomes of customer experience in omnichannel retail. Journal of Retailing and Consumer Services, vol. 77, 103622. DOI: https://doi.org/10.1016/j.jretconser.2023.103622
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