In an increasingly competitive and digitally driven market, where the distribution channels and the customers’ touchpoints with products and services are multiplied, omnichannel retailing strategies represent the ultimate frontier of retailing, providing coherent and seamless shopping experiences. In such a scenario, luxury companies, who have traditionally developed physical point of sales, seems to be more conservative in implementing omnichannel strategies, concerned that the online channel is inadequate in transmitting their premium brand experience. Empirical studies of omnichannel luxury strategies and their effects on customer reactions are still at a rudimentary stage. The purpose of this paper is to cover these literature gaps and investigate when purchasing a luxury good, which channel integration practices lead to an increase in customer cognitive experience, trust and satisfaction. Among the four channel integration practices – the independent variables –, Integrated Information, Service Delivery and Customer Service were taken from previous studies, while Integrated Technologies represents a new factor, a significant contribution to the existing literature. To this end, a theoretical research model was built, based on the stimulus-organism-response framework. This study deliberately focuses on the category of fashion luxury goods. The model was tested with a sample of 257 Italian fashion luxury shoppers and the data were collected through an online survey. Before testing the research model, univariate and bivariate analyses were conducted to support evidence regarding the presence of ROPO purchasing behaviours and the motivations of channel choice. Then, the research framework was empirically tested through the Structural Equation Modeling by SPSS Amos. Findings successfully indicate that Integrated Technologies and Information have positive and significant effects on Cognitive Experience, as well as Integrated Information has an indirect effect on Customer Satisfaction. Conversely, trust is not significantly arisen by channel integration practices, but even negatively determined by technologies. Based on the findings, further theoretical and valuable managerial implications are drawn.
|Educations||Cand.merc.smc Strategic Market Creation, (Graduate Programme) Final Thesis|
|Number of pages||109|