Cakir, Gültekin (2020) Visualising Trade-offs of Objectives in Omnichannel Management: A Mental Model Approach. In: 4th International Conference on Computer-Human Interaction Research and Applications - Volume 1: WUDESHI-DR, 05.11.2020, online.

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Abstract

The retail industry is undergoing a major transformation process and retailers struggle in implementing a sustainable omnichannel strategy. For retailers, it is of crucial importance to achieve channel integration in order to generate a seamless customer experience. At the same time, balancing profitability while undergoing transition into omnichannel retailing poses a major challenge for many retail managers. These trade-offs can increase complexity and additional difficulties in decision-making. Mental models help to understand complex systems and behaviour and can support managers in decision-making processes. This paper proposes early work and an initial concept of a mental model arranging three critical objectives in omnichannel management: channel integration, customer experience generation, and economic value creation. Through a Venn Diagram approach, the relations between the objectives along with various scenarios of their achievements are illustrated, representing different states a retailer can undergo while following a transition towards omnichannel. Recommendations for actions are outlined for each scenario which can help retail managers to mentally depict dynamic relationships between objectives

Item Type:	Conference or Workshop Item (Paper)
Additional Information:	Presented at WUDESHI-DR 2020 at the 4th International Conference on Computer-Human Interaction Research and Applications 2020
Keywords:	Omnichannel Management; Mental Models; Trade-offs; Channel Integration; Visualisation; Customer Experience;
Academic Unit:	Faculty of Social Sciences > School of Business
Item ID:	13680
Depositing User:	Gultekin Cakir
Date Deposited:	27 Nov 2020 16:24
Refereed:	Yes
Funders:	Horizon 2020, Grant Agreement No. 765395
URI:
Use Licence:	This item is available under a Creative Commons Attribution Non Commercial Share Alike Licence (CC BY-NC-SA). Details of this licence are available here

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