scholarly journals Exploring Omni-Channels for Customer-Centric e-Tailing

Logistics ◽  
2021 ◽  
Vol 5 (2) ◽  
pp. 31
Author(s):  
Hokey Min
Keyword(s):  
Success Factors ◽  
Distribution Channel ◽  
Customer Engagement ◽  
Key Success Factors ◽  
Channel Strategy ◽  
Strategic Initiatives ◽  
Challenges And Opportunities ◽  
Shopping Experience ◽  
Brick And Mortar ◽  
New Business

In this volatile post-COVID environment where customers look for ways to order products online using personal computers and mobile devices, a traditional sale/delivery of products via single distribution channel needs to be reassessed. As a revolutionary alternative to a conventional distribution channel, this paper proposes an omni-channel strategy. The omni-channel aims to maximize the customer shopping experience by diversifying and integrating the product purchase and delivery media through customer engagement. The omni-channel also facilitates the sales of products by allowing customers to seamlessly interact with retailers across the multiple channels such as websites, social media, brick-and-mortar stores, kiosks, call centers, and the like. Since the transformation of product sale, purchase, and delivery processes requires a new business mindset and innovative strategic initiatives, this paper sheds light on potential challenges and opportunities of implementing the omni-channel strategy, while identifying key success factors for the application of the omni-channel concept to e-tailing.

Key Success Requirements for Online Brand Management

2010 ◽  
pp. 1-15 ◽  
Author(s):  
Subir Bandyopadhyay ◽  
Rosemary Serjak
Keyword(s):  
Management Strategy ◽  
Success Factors ◽  
Brand Management ◽  
The Internet ◽  
Online Environment ◽  
Key Success Factors ◽  
Online Branding ◽  
Brick And Mortar ◽  
Online Brands ◽  
Key Features

In recent years, many online brands (or e-brands) have emerged. For a brick-and-mortar brand to excel in the online environment, the brand manager must appreciate some of the key features of the Internet and make adjustments to the traditional brand management strategy. For example, the control of communication in case of online brand management lies with both the brand manager and the consumer, whereas from the traditional branding perspective, the control by and large rests with the brand manager only. We highlight the differences between traditional brand management and online brand management. We then focus on several key success factors in building a successful online brand, which we believe will help guide the brand manager through a series of steps leading to successful online branding.

scholarly journals Key success factors for the management of a shared services business unit (Article 3 of 3)

2006 ◽  
Vol 6 (1) ◽  
Author(s):  
T. N. Van der Linde ◽  
A. L. Boessenkool ◽  
C. J. Jooste
Keyword(s):  
Business Model ◽  
Success Factors ◽  
Shared Services ◽  
Business Unit ◽  
Key Factors ◽  
Literature Study ◽  
Key Success Factors ◽  
Business Units ◽  
Virtual Organisation ◽  
Brick And Mortar

Purpose: The first and second articles in the trilogy introduced shared services as a business model and the various models through which a shared services business can and must evolve to create value. The purpose of this third and final article in the trilogy of articles is to identify the key success factors required to successfully manage a shared services business unit. Methodology: A comprehensive literature study was conducted in order to identify the key success factors required to successfully manage a shared services business unit. This was followed up with an empirical study to determine if organisations that have implemented shared services as a business model are using any of these identified factors to successfully manage their respective shared services business units. Findings: In the article, a framework is generated to help organisations understand the key success factors required to successfully manage a shared services business unit. This work has further potential in that the key factors required can also be used not only in the normal brick and mortar organisations, but also in virtual organisations. Implications: This article presents a comprehensive approach to understand the key success factors required to manage a shared services business unit. These findings are important as they can be applied to a conventional organisation as well as a virtual organisation. Value: This article provides an understanding of the key success factors required to manage a shared services business model. When these key success factors are used as a basis for the management of a shared services business unit, it will continuously create value for the organisation.

scholarly journals DYNAMIC BUSINESS MODEL BASED ON RESEARCH IN POWER ELECTRONICS INDUSTRY

2013 ◽  
Vol 4 (4) ◽  
pp. 35-44 ◽  
Author(s):  
Jari Koskinen ◽  
Josu Takala ◽  
Joseph Sebuwufu Awali
Keyword(s):  
Power Electronics ◽  
Business Model ◽  
Dynamic Capabilities ◽  
Success Factors ◽  
Business Environment ◽  
Key Success Factors ◽  
New Business ◽  
Additional Value ◽  
Operational Excellence ◽  
Entrepreneurial Strategy

Abstract The recent global economic crisis has caused an uncertain and challenging business environment and has battered managements that are running businesses all over the world. This paper focuses on new capabilities that can be used successfully in a fast changing business environment for improving firms’ efficiency. This research utilizes constructive approach including interviews and case studies. The relevant findings of the study are the elements of the key success factors: entrepreneurial strategy, R&D to market performance, dynamic operational excellence and innovativeness with links to the key actions which have led to new business model called dynamic business model (DBC). This research focuses on power electronics business industry which at the same time is a limitation. This research helps directors and managers to think more widely and make better decisions for the success of the company. This research results bring additional value of the previous studies regarding a firm’s key success factors and dynamic capabilities.

Entrepreneurship in the Internet Age

2019 ◽  
Vol 15 (4) ◽  
pp. 21-30 ◽  
Author(s):  
Yenchun Jim Wu ◽  
Shih-Chih Chen ◽  
Chia-I Pan
Keyword(s):  
Sustainable Development ◽  
Success Factors ◽  
Business Models ◽  
Personal Characteristics ◽  
The Internet ◽  
Key Success Factors ◽  
Business Operation ◽  
Internet Age ◽  
Internet Economy ◽  
New Business

With the rapidly expanding Internet economy, new business operation models are emerging. Entrepreneurship and innovative business models have become a point of special interest in the Internet era, and are also drawing attention from scholars. This study used three perspectives to explore issues that require understanding in the Internet age in order to improve the survival rate and sustainable development of entrepreneurship. The three perspectives included the differences between the Internet age and traditional entrepreneurship, the personal characteristics of entrepreneurs, and the capital resources and financing of entrepreneurs. Through this study, readers can better understand the key success factors in the dynamic entrepreneurship process and engage in further related discussions.

Key Success Requirements for Online Brand Management

2011 ◽  
pp. 147-167
Author(s):  
Subir Bandyopadhyay ◽  
Rosemary Serjak
Keyword(s):  
Management Strategy ◽  
Success Factors ◽  
Brand Management ◽  
The Internet ◽  
Online Environment ◽  
Key Success Factors ◽  
Online Branding ◽  
Brick And Mortar ◽  
Online Brands ◽  
Key Features

In recent years, many online brands (or e-brands) have emerged. For a brick-and-mortar brand to excel in the online environment, the brand manager must appreciate some of the key features of the Internet and make adjustments to the traditional brand management strategy. For example, the control of communication in case of online brand management lies with both the brand manager and the consumer, whereas from the traditional branding perspective, the control by and large rests with the brand manager only. We highlight the differences between traditional brand management and online brand management. We then focus on several key success factors in building a successful online brand, which we believe will help guide the brand manager through a series of steps leading to successful online branding.

Framework for Social Change through Startups in India

2015 ◽  
Vol 2 (1) ◽  
pp. 30-42 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Content Analysis ◽  
Social Change ◽  
Success Factors ◽  
Sustainable Business ◽  
High Quality ◽  
Key Success Factors ◽  
New Science ◽  
The Social ◽  
New Business ◽  
Contemporary Perspective

Capacity of a country to develop new science and transform it into innovative technologies and ramp them into successful, sustainable business that generate revenue, high-quality jobs and promote development is of paramount importance in today's world. Startups are an effective way of doing this. A startup is a temporary organization in search of a scalable, repeatable, profitable business model and a small startup founded by two or three entrepreneurs can produce and test the feasibility of tens of possibilities for a new business idea. Through grounded research and content analysis the objective is to have an overview of contemporary perspective on startups in India, enhance understanding of startup ecosystems and recognize the framework for social change taking shape due to Indian startups contribution to the national economy. The paper also attempts to understand the key success factors and provides commandments to further foster startups to optimize the social change.

Key Success Factors of Organizational Success: A Study of MULA Car International

2020 ◽  
Vol 3 (2) ◽  
pp. 46-56
Author(s):  
Muhammad Ashraff ◽  
Daisy Mui Hung Kee ◽  
Roshini A/P Subramaniam ◽  
Nur Hazimah ◽  
Nur Aina Syafiqah
Keyword(s):  
Success Factors ◽  
Organizational Success ◽  
Key Success Factors
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