Влияние контекстно-зависимых факторов омниканального клиентского опыта на намерение совершения покупки
Развитие технологий меняет привычки покупателей и их пути взаимодействия с представителями розничной торговли. Следующим большим шагом для компаний является интеграция их различных каналов и предоставление потребителям удобного покупательского опыта, за счет перехода от многоканальности к омниканальности. Данное исследование способствует концептуализации феномена омниканальности и ставит своей задачей оценить влияние специфичных для данного явления факторов на намерение потребителей совершить покупку. В данном исследовании используется модифицированная версия Модели Принятия Технологий (Technology Acceptance Model) c добавлением “воспринимаемого удовольствия” в качестве медиатора отношений между исходными переменными (воспринимаемая полезность, воспринимаемая простота использования и намерение совершения покупки). В ходе исследования были собраны и проанализированы данные потребителей российского продуктового розничного рынка. Результаты показали, что выделенные факторы имеют значительный эффект на переменные воспринимаемой полезности и простоты использования, которые, в свою очередь, влияют на намерение совершения покупки.
Introduction ……………………………………………………………………………………………………………….. 1 Applicability of the research……………………………………………………………………………………..1 The research goal, question, and objectives…………………………………………………………………3 Research contribution ………………………………………………………………………………………………3
Chapter 1. Theoretical justifications………………………………………………………………………………5 1.1 Omni-channel definition……………………………………………………………………………………..5 1.2 Literature overview…………………………………………………………………………………………….6 1.3 Theoretical frameworks ………………………………………………………………………………………9 1.4 Technology acceptance model……………………………………………………………………………11 1.5 Omni-channel experience dimensions…………………………………………………………………14 1.6 Conceptual research model………………………………………………………………………………..18
Chapter 2. Method and data description ……………………………………………………………………….22 2.1 General research design…………………………………………………………………………………….22 2.2 Measurement……………………………………………………………………………………………………23 2.3 Primary data collection ……………………………………………………………………………………..26 2.4 Reliability and validity………………………………………………………………………………………27 2.5 Limitations of the data collection ……………………………………………………………………….31
Chapter 3. Results and discussion………………………………………………………………………………..32 3.1 Structural model……………………………………………………………………………………………….32 3.2 Discussion of the results ……………………………………………………………………………………35 3.3 Theoretical implications…………………………………………………………………………………….37 3.4 Managerial implications…………………………………………………………………………………….39 3.5 Limitations of the study and possible future research ……………………………………………41
Conclusion ……………………………………………………………………………………………………………….43 List of sources…………………………………………………………………………………………………………..45 List of attachments…………………………………………………………………………………………………….53 Appendix …………………………………………………………………………………………………………………. 54
Technological advancements change consumers’ shopping habits and redefine the landscape in the retail sector. The growth of online retail sales demonstrates consumers’ appreciation of web-based stores because of better convenience, more comprehensive goods selection, richer product information, and an ability to compare prices (Jin et al., 2020) quickly. The Harvard Business Review (2017) study demonstrated that among 46,000 respondents surveyed, 7% were exclusively online buyers, and 20% recognized only offline. The remaining 73% represented the omni group. The results mean that the vast majority of people are no longer ready for the same type of interaction – only at the point of sale or only on the site/application. Customers, being in the premises of stores, like to receive information from smart stands and tablets on the trading floor, look at catalogs, compare properties and prices of products. Sometimes they look at the goods on the spot and decide later, after which they make an online order. In other cases, they explore assortment on the Internet and go to the point of sale to finally make sure of the choice and make a purchase. The bottom line is that such user experience has long been no exception but instead claims to be the rule. A year earlier, Harvard Business Review (2016) found that customer loyalty is directly proportional to the number of channels that the customer uses to communicate with the brand. Within six months after the omni-channel interaction experience, customers are 23% more likely to make repeated visits to this retailer’s stores and give their recommendations much more active than those who use one channel.
Although consumer behavior-related changes include the increased adoption of mobile devices, the extensive use of social media, and the popularity of apps (Berman, Thelen, 2018), the future does not come solely to digital. User polls conducted by McKinsey (2016) show that 35% of consumers are willing to close the “administrative” issues, such as, for example, changing the tariff and user data to digital. At the same time, only 24% are ready to abandon live counseling in solving technical problems. Thus, companies that quickly and self- confidently go online to the detriment of live sales may make a mistake, moving away from their target audience. Everything suggests that customers want to take advantage of the ubiquitous presence of retailers. They need showrooms, web rooms, technical support calls, sales consultants, online catalogs, and any other ways to surround them with attention and care
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(Berman & Thelen, 2018). There is a shared notion that the omni-channel will become the new normal over the next several years and that the line between channels will blur to the point of seamless transitions (Briel, 2018).
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