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Accepted by: M. Zied Babai Showrooming refers to a behavior of consumer transferring from offline stores to online purchasing. Consumers' showrooming behavior would affect not only the offline stores but also manufacturers in the long run. This study aims at putting forward an online customized strategy offered by a manufacturer to defeat the negative of showrooming in the context of a dual-channel supply chain where a manufacturer sells products online to consumers via a direct channel and wholesales products to an offline retailer, then the retailer sells products via an offline channel. Based on game theory and backward induction, optimal pricing decisions for the manufacturer and the retailer are established. It shows that consumers' showrooming behavior decreases the selling prices and increases sales volumes in both the online direct channel and the offline channel. As further revealed, showrooming behavior would hurt the retailer under certain conditions and always damage the manufacturer. To mitigate the negative effects of showrooming, an online customized strategy is developed for the manufacturer. That is, the manufacturer would provide standard and customized products for online channel, allowing offline channel to sell only standard products. According to the results, online customized strategy would always damage the interests of the retailer, while customized strategy increases the profit of the manufacturer and increases the social welfare of the supply chain under certain circumstances. [ABSTRACT FROM AUTHOR]

Purpose: This research aims to investigate the showrooming phenomenon in the context of the evolving omnichannel shopping landscape, which seamlessly integrates both physical and online retail channels. Showrooming, wherein customers browse products in physical stores but ultimately purchase from online competitors, poses a potential threat to the job security and job satisfaction of sales staff in brick-and-mortar (B&M) stores. To address this issue, this study explores the relationship between showrooming, self-efficacy, sales performance, job insecurity and job satisfaction of sales staff, using the job demands-resources (JDR-R) model as a theoretical framework. Design/methodology/approach: This research employs quantitative research methods and gathers data from 219 sales staff working in Indian retail stores. Structural equation modeling is used to test the proposed hypotheses. Findings: The results indicate that showrooming is associated with a decrease in the self-efficacy, sales performance and job satisfaction of sales staff. Furthermore, the result indicates that showrooming is positively associated with increased job insecurity among the sales staff. Originality/value: This study offers valuable contributions to existing literature and offers insights for both retailers and salespeople regarding the potential repercussions of showrooming. It also suggests coping strategies to address the challenges posed by showrooming and the behavior of showroomers. [ABSTRACT FROM AUTHOR]

This study examines how personalized pricing affects customers' showrooming behavior in the duopoly competition with horizontal product differentiation between traditional and online retailers. For the available personalized pricing strategies, we obtained the optimal decisions for both retailers in the scenarios with and without showrooming. Our results indicate that adopting personalized pricing under particular conditions enables each retailer to be more profitable, even in the presence of showrooming purchases. This finding explains why an increasing number of online and offline retailers have implemented personalized pricing based on technical means and consumer purchase records. It is also demonstrated that personalized pricing can counter showrooming behavior of consumers amidst the competition between both retailers, which provides a novel theoretical basis for dealing with cross‐channel shopping in multichannel retail competition. We further clarify how retailers can avoid being trapped in a prisoner's dilemma when both sides have access to personalized pricing. Also, the adoption of personalized pricing can improve consumer surplus and social welfare. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims at understanding the role of customer inspiration in driving loyal (versus competitive) showrooming behaviour and positive word of mouth towards a retailer. Design/methodology/approach: This paper designed a model of customer inspiration in the showrooming context and tested it with data from more than 600 showroomers. Findings: Showroomers are inspired in-store by salesperson quality and offline-to-online integration services. Inspired-by is positively related to inspired-to, which in turn drives loyal showrooming behaviour and positive word of mouth. Originality/value: This paper develops the construct of customer inspiration in an omnichannel context and uncovers novel antecedents and consequences. The outcome provides useful implications for retailers in dealing with showroomers, with the aim of increasing their loyalty. [ABSTRACT FROM AUTHOR]

Consumer showrooming has become a common phenomenon in the retail industry, but little is known about its influence on the interplay between an upstream supplier and a downstream retailer in a distribution channel. Our study examines such an influence by considering an upstream supplier who sells a product through a downstream physical retailer based on a wholesale contract. At the same time, based on an agency contract, the supplier sells the product on an online retail platform where a nonneglectable amount of consumer returns occurs due to product misfits. We find that, on the one hand, consumer showrooming enables the supplier to take a greater share of the offline channel profit by exploiting the physical retailer's deterrence of showrooming. On the other hand, consumer showrooming as a mixed-channel shopping method makes the supplier less capable of adjusting the direct online demand according to its marginal cost of handling returns. Such a return-loss-propagation-moderating effect protects the downstream physical retailer from the upstream supplier's strategic pricing that intends to shift sales from offline to direct online when the supplier finds it cost efficient to handle online product returns. Our study also shows that the retailer can replace the wholesale contract with the store-within-a-store model with a rental fee contract to leverage the upstream supplier's incentive to mitigate the adverse effect of showrooming. The findings inform the physical retailer that the more critical issue may not be showrooming itself but aligning with the upstream supplier to promote offline sales in the presence of showrooming. This paper was accepted by Kartik Hosanagar, information systems. Funding: S. Kumar thanks Temple Center for International Business Education and Research for partially supporting this research. Supplemental Material: The online appendix is available at https://doi.org/10.1287/mnsc.2020.01990. [ABSTRACT FROM AUTHOR]

Purpose: This research examines the behavioural intents associated with showrooming and webrooming in a retail setting that integrates several channels, using the (UTAUT2) Unified Theory of Acceptance and Use of Technology model. Showrooming is the act of consumers examining things in brick-and-mortar shops but then purchasing them online at lower expenses. On the other hand, webrooming refers to the process of studying products on the internet before making a purchase in a physical store. Design/Methodology/Approach: A cross-sectional study was undertaken in the National Capital Region (NCR) of Delhi, India, with 630 participants. Two sets of questions, specifically designed for showrooming and webrooming, were used. The data were examined using PLS-SEM 4 (Partial Least Squares Modelling) to evaluate the psychometric characteristics and test hypotheses. Findings: The findings suggest that variables such as performance expectation, price value, social influence, and hedonic motivation positively affect both showrooming and webrooming intentions. On the other hand, factors like effort expectancy and Facilitating conditions only have a significant impact on webrooming. Retailers have the option to utilise social influence by displaying product popularity and customer feedback to improve in-store sales and cultivate loyalty via active participation on social media platforms. Limitations: The urbancentric sample, the absence of several UTAUT2 components and demographic moderators, and other limitations point to directions for further study. This research offers retailers practical insights to successfully combine physical and digital channels and advances our knowledge of customer behaviour in omnichannel shopping. [ABSTRACT FROM AUTHOR]

The phenomenon of showrooming has given brick-and-mortar stores even greater challenges throughout the past decade of the growth in smartphone information technology. This study explores how smartphone technologies can be used to reduce showrooming. A conjoint experiment (n= 163) was conducted to examine factors like price, salesperson interference, and information search, and offers real-time data provided by in-store Internet of Things (IoT) technologies via a smartphone. Findings show that personalized offers with a scarcity message was the most impactful factor in the likelihood to buy, discouraging showrooming. This study reveals the relative impact of different attributes that can be provided on a shopper-facing smartphone application that provides real-time data using IoT technologies. Access to real-time information is important for showroomers to help encourage them to buy the product in-store rather than online. Offline retailers must use IoT technologies to enhance the consumer shopping journey and help support in-store purchases or purchase from the retailer's online web shop. [ABSTRACT FROM AUTHOR]

With multi‐channel retail competition, some offline retailers implement price matching services to combat consumers' showrooming behavior. With this service, offline retailers cut their prices to match the online price if it is lower. In this paper, we establish a game model that involves an offline and online retailer in the presence of showrooming to analyze the impact of price matching. Specifically, we capture consumers' uncertainty of product value and heterogeneous awareness of price matching and assume that the online retailer provides a free return policy. The results indicate that price matching alleviates showrooming and relaxes competition. Moreover, we find that the online retailer adopts a randomized pricing strategy if the offline visiting cost is moderate. We further show that the price matching strategy does not necessarily benefit offline retailers and hurt online retailers. Subsequently, we identify the offline retailers' optimal conditions for implementing price matching. [ABSTRACT FROM AUTHOR]

A key issue for the design of online marketplaces is addressing leakage. Buyers may use the marketplace to discover a seller or to obtain certain conveniences, but the seller may then want to take transactions off the marketplace to avoid transaction fees. Assuming buyers are heterogenous in their switching cost or inconvenience cost of purchasing directly, we provide a model in which there is partial leakage in equilibrium. We use the model to analyze the trade-offs associated with different strategies the marketplace can use to attenuate the effects of leakage: investing in transaction benefits, limiting communication, charging referral fees, using price-parity clauses, introducing seller competition on the marketplace, and hiding sellers that try to induce too much leakage. This paper was accepted by Joshua Gans, business strategy. Supplemental Material: The online appendix is available at https://doi.org/10.1287/mnsc.2023.4757. [ABSTRACT FROM AUTHOR]

Purpose: Showrooming presents a complex and evolving challenge to retail managers, as it signifies the emergence of new forms of exchange rules. The purpose of this research is to investigate how factors responsible for information search and evaluation affect showrooming and also consider the consumer mindset as a moderator. Design/methodology/approach: This research undertakes three experimental designs to investigate how the push (i.e. assortment size), pull (i.e. price discount), and mooring (i.e. sunk cost) factors influence consumers' showrooming intention. Specifically, consumers' maximizing tendency plays the role of moderator. Findings: The results reveal that push, pull, and mooring factors are significantly related to consumers' showrooming intention. Furthermore, the findings show that maximizers have higher showrooming intention than satisficers in the context of the push, pull, and mooring factors. Originality/value: By integrating the push-pull-mooring framework and the maximizing mindset theory, this research proposes a novel research model and the empirical testing results support six hypotheses. The findings add to the body of knowledge in showrooming behavior by taking consumer mindset into account. The results also provide implications for practitioners to develop their retail strategies. [ABSTRACT FROM AUTHOR]

This paper studies an emerging subscription model called ship-then-shop. Leveraging its predictive analytics and artificial intelligence (AI) capability, the ship-then-shop firm curates and ships a product to the consumer, after which the consumer shops (i.e., evaluates product fit and makes a purchase decision). The consumer first pays the up-front ship-then-shop subscription fee prior to observing product fit and then pays the product price afterward if the consumer decides to purchase. We investigate how the firm balances the subscription fee and product price to maximize its profit when consumers can showroom. A key finding is the ship-then-shop firm's nonmonotonic surplus extraction strategy with respect to its prediction capability. As prediction capability increases, the firm first switches from ex ante to ex post surplus extraction (by lowering fees and raising prices). However, if the prediction capability increases further, the firm reverts to ex ante surplus extraction (by raising fees and capping prices). We also find that the ship-then-shop model is most profitable when (i) the prediction capability is advanced, (ii) the search friction in the market is large, or (iii) the product match potential is large. Finally, we show that the marginal return of AI capability on the firm's profit decreases in search friction but increases in product match potential. Taken together, we provide managerially relevant insights to help guide the implementation of the innovative subscription model. This paper was accepted by Dmitri Kuksov, marketing. Supplemental Material: The online appendix is available at https://doi.org/10.1287/mnsc.2023.4723. [ABSTRACT FROM AUTHOR]

Copyright of Journal of International Social Sciences Academic Researches / Uluslararası Sosyal Bilimler Akademik Araştırmalar Dergisi is the property of Journal of International Social Sciences Academic Researches and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

We use hotelling model to analyse store brands as a strategy for B&M (brick-and-mortar) retailers to combat showrooming. We investigate how national-brand product mismatch and store-brand awareness affect supply chain's performance. We reach four major conclusions. First, store-brand strategy may be an effective means for B&M stores to mitigate showrooming. However, it's better to introduce premium store brands. Second, the B&M store's profit grows – and the online store's profit declines – as national-brand product mismatch increases in breadth. When many consumers feel the national-brand product does not match their needs, a product positioning strategy for the store brand can help B&M retailers improve profit margins. Third, as national-brand product mismatch increases in depth, the B&M store's profit rises and online store's profit falls. If national-brand products lack many features that consumers need, a product differentiation strategy can be implemented to use store brands to fill in the gaps left by national brands. Finally, the growth of store-brand awareness will not necessarily benefit the B&M store. The impact of store-brand awareness on the B&M store's profit depends on the hassle cost factor t, and a brand promotion strategy will reduce the loss of B&M retailer's profit. [ABSTRACT FROM AUTHOR]

With the development of e-commerce and smartphones, consumers can use a variety of shopping modes (i.e., showrooming, webrooming, and completely offline/online shopping), each of which provides specific advantages in terms of price, assortment, service, etc. Using a great variety of these shopping modes can confer many benefits. However, previous studies have found evidence of sizable segments of consumers who typically avoid using a great variety of shopping modes. To understand the contrast in consumers’ variety of shopping modes, we propose a theoretical framework and measure the effect of the desired variety in the information-seeking and purchase processes. Results – from a representative sample of the Spanish consumers – confirm that the variety of shopping modes pivots on the extent to which e-commerce use, smartphone use, offline and online interactivity, and online device interchangeability differ. Better understanding the variety of shopping modes may help marketers adjust their channel strategies to the actual preferences of different consumer segments and assess the economic viability of an omnichannel approach.

Purpose: This article undertakes a literature review on showrooming, offering an exhaustive overview of research publications and future research objectives that will contribute to extending the understanding of the phenomenon. Design/methodology/approach: The showrooming literature has been collected from journals indexed by SCOPUS and ranked by ABDC. This was later analysed with the SPAR-4-SLR framework and the TCCM methodology (theories, contexts, characteristics, and methodologies) proposed by Paul et al. (2021) and Paul and Rosado-Serrano (2019). Findings: The insights of this review include bibliometrics of showrooming research and the number of explored showrooming theories, methodologies, and contexts from which the phenomenon has been studied. It also highlights the various aspects that might be considered while building an optimal approach. Research limitations/implications: Articles published in SCOPUS-indexed and ABDC-ranked journals between 2012 and August 2022 were considered. Some articles published in conference proceedings and journals, not fulfilling the aforementioned criteria, might have been missed. Practical implications: SPAR-4-SLR and TCCM methodologies would aid the researchers in further exploration of this phenomenon and suggest options for enhancing customer experience (CX) eventually leading to customer retention. Retail channel managers will find this knowledge handy in "encouraging loyal showrooming" and ensuring business sustainability. Originality/value: This study uses the novel SPAR-4-SLR framework to structure the review, while TCCM methodology sheds light on the showrooming from the perspective of various theories, contexts, characteristics, and methodologies. The scope for further research identified through the above-mentioned framework and methodology would be of high value to the researchers and practitioners alike. [ABSTRACT FROM AUTHOR]

With the development of e-commerce and smartphones, consumers can use a variety of shopping modes (i.e., showrooming, webrooming, and completely offline/online shopping), each of which provides specific advantages in terms of price, assortment, service, etc. Using a great variety of these shopping modes can confer many benefits. However, previous studies have found evidence of sizable segments of consumers who typically avoid using a great variety of shopping modes. To understand the contrast in consumers’ variety of shopping modes, we propose a theoretical framework and measure the effect of the desired variety in the information-seeking and purchase processes. Results – from a representative sample of the Spanish consumers – confirm that the variety of shopping modes pivots on the extent to which e-commerce use, smartphone use, offline and online interactivity, and online device interchangeability differ. Better understanding the variety of shopping modes may help marketers adjust their channel strategies to the actual preferences of different consumer segments and assess the economic viability of an omnichannel approach. [ABSTRACT FROM AUTHOR]

In this study, we quantify the value of physical showrooms to online competitors by investigating how the presence and absence of local showrooms impact customers’ search and purchase behaviors with online competitors. By using an exogenous event of a large retailer’s offline market exit and a unique dataset that captures customers’ online browsing and purchasing activities before and after the event, we empirically examine the changes in online search and sales made by customers who lived within neighborhoods where local showrooms closed. We devise several search-oriented measures to complement the conventional sales based measures in order to quantify the value of a showroom more completely. Using a difference-indifference approach, we do not find a significant impact on online competitors’ sales when a neighboring showroom closes. However, we observe a significant increase in customers’ online search intensity as well as an increase of direct navigations to Amazon in the absence of local showrooms. We discuss a wide range of implications both for online and offline retailers based on our results. [ABSTRACT FROM AUTHOR]

In the face of competitive pricing pressure from online retailers and high-quality service pressure from physical retailers, are retailers in these two channels willing to establish a service cooperation (SC) strategy? If so, then will they support or avoid consumer showrooming behavior? To address these questions, we use a game theoretic model to examine three strategic configurations: nonservice cooperation (SN), SC, and nonshowroom cooperation (NC). We recommend the optimal strategy based on factors influencing the service-level threshold, such as market information coverage factors and service characteristics. Our results show that the SC strategy is the best for physical retailers when their market coverage is low or the threshold requirement for service is high; however, when the service level is low, physical retailers should avoid supporting consumer showrooming behavior; that is, the NC strategy is their best choice. In contrast, online retailers are always willing to choose the SC strategy and support showrooming to reflect their lower price advantage. Finally, we explore the optimal strategies of the two retailers in the endogenous service-level scenario. The optimal strategy selection of online retailers remains unchanged. However, physical retailers prefer the SN strategy because of their dominance in service; these retailers have the incentive to choose the NC strategy when their markets have a high degree of information coverage.

Many metrics used to evaluate brick and mortar channels have equivalents online, but there are also some new metrics that marketers should monitor. Distribution breadth and depth refer to how easily a consumer can find a store that stocks the brand and find the brand within the store. Being findable online where and when consumers search for the category is just as crucial. In a successful cooperation, neither distribution partner can afford to focus only on ist own performance at the expense of the other—at least not for too long. The partnership must be profitable for both, so both perspectives require monitoring. Suppliers need to understand where their target market searches and when, why and where it buys to decide where they should expand and who they should reward. [ABSTRACT FROM AUTHOR]

Consumers with uncertainty about product value often evaluate a product in a physical store but then purchase it online at a lower price. This popular shopping behavior is referred to as "showrooming." Recent studies find that showrooming adversely affects the retailer. The advance of e‐commerce has attracted an increasing number of suppliers to the practice of building an online channel alongside their preexisting traditional retail channel and has encouraged numerous retailers to embark on the practice of omnichannel retailing. We explore the effects of consumer showrooming within a framework of both supplier encroachment and retailer omnichannel retailing where two types of consumer showrooming behaviors exist: intershowrooming and intrashowrooming. Our results show that both the supplier and the retailer can benefit from consumer showrooming when the consumers' hassle costs associated with visiting the retailer and the retailer's additional revenue associated with each visit are intermediate. Moreover, the retailer's omnichannel strategy may shrink this "win‐win" range because an extra online channel for the retailer will aggravate the competition effect of showrooming. [ABSTRACT FROM AUTHOR]

Showrooming brings price-inelastic customers to stores with shallow assortments, which can lead to higher prices at stores with deep assortments (from which they showroom). Pricing depends on the selection of consumers and the way that they search. Consumers who search for prices, paradoxically, impose no discipline on prices. Instead, searching for match information does. Showrooming disciplines prices at deep stores (where consumers can learn about many goods in a category). It also leads shallow stores, where showroomers buy, to face a larger fraction of consumers who are insensitive to price. The overall effect of more showrooming can be to raise or lower prices. It depends on the kinds of consumers who showroom. Similarly, a price-only channel can have ambiguous effects. History: Ganesh Iyer served as the senior editor and Anthony Dukes served as associate editor for this article. Funding: This work was supported by Spanish Ministry of Economy and Competitiveness [Grants ECO2017-89240-P, RYC-2016-20307, and CEX2019-000915-S] through the Severo Ochoa Programme for Centres of Excellence in R&D. Supplemental Material: The online appendix is available at https://doi.org/10.1287/mksc.2022.1376. [ABSTRACT FROM AUTHOR]

Copyright of Akademik Hassasiyetler is the property of Huzeyfe Suleyman Arslan and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The objective of this study is to ascertain the effects of omni-channel retailing on the promotional strategy of retail organisations in order to better understand how to alter the promotional strategy in accordance with the ever-changing needs of customers and ultimately provide the customer with a seamless experience. This research is based on a critical systematic literature review of articles related to the topics of ‘omni-channel retailing’ and ‘promotional strategy’. The analysis made evident that most literature is focused on developing an understanding of omni-channel retailing; uncovering consumer behaviours in omni-channel retailing; and ways to adapt promotional strategies related to merchandising, sales promotion, selling, and word of mouth. Past research is quite fractured and does not represent a holistic picture of the implications of omni-channel retailing for promotional strategy. The analysis provided in this paper provides a general guideline for researchers and practitioners concerning promotional strategies that can be adopted in omni-channel retailing.

Showrooming, the phenomenon of consumers visiting a brick-and-mortar (B&M) store to learn about products but then buying online to obtain lower prices, is attracting increased attention both in business practice and in academic literature. It is considered a major threat to the B&M retailers, and determining “how to fight it” seems to be the only consideration. However, the manufacturer’s need for retail informational services has always been one of the essential reasons for retailers to exist and is a means for retailers to achieve profitability. The popular arguments about the threat of showrooming ignore the strategic role of the manufacturer in the distribution channel. This article analytically shows that when the manufacturer’s decisions are considered (i.e., when the manufacturer–retailer contract is endogenous), consumers’ ability to engage in showrooming may lead to increased, rather than decreased, profitability for B&M retailer(s). Thus, retail efforts to restrict showrooming behavior may be misguided. This result holds even if the manufacturer is restricted to wholesale-only contracts and is not allowed to price discriminate between channels. [ABSTRACT FROM AUTHOR]

Omnichannel retailing is a revolutionary business strategy of recent years which allows customers to engage with retailers using multiple channels and touchpoints to make their shopping experiences better. The main purpose of the current research is to identify the determinants of omnichannel shopping intention for sporting goods. This research applied the UTAUT2 model to study the determinants of omnichannel shopping intention of 406 Indian respondents and tested the relationship using the structural equation model. Responses were collected from December 2021 to January 2022. The empirical result of the research shows the influence of performance expectancy, social influence, effort expectancy, hedonic motivation, habit, and perceived value on omnichannel shopping intention for sporting goods. Among the seven constructs, performance expectancy emerged as the major contributor, followed by hedonic motivation, habit, perceived value, effort expectancy, and social influence of the omnichannel shopping intention. This paper also presented the analysis of the moderating effect of gender and found that performance expectancy, habit, perceived compatibility, and hedonic motivation have significantly different effects on omnichannel shopping intention. These findings provide several important implications for both researchers and sporting goods retailers in developing marketing strategies. [ABSTRACT FROM AUTHOR]

An O2O supply chain consisting of a manufacturer with an online direct channel and a retailer who resells through a brick-and-mortar store is considered. Three channel power structures (vertical Nash, manufacturer Stackelberg, and retailer Stackelberg) and three pricing sequences (simultaneous pricing, manufacturer pricing early, retailer pricing early) are considered. Counter-intuitively, under the manufacturer Stackelberg structure, the retailer has a first-mover advantage and retailer-pricing-early achieves Pareto optimality. In the other cases, the manufacturer and the retailer have a late-mover advantage. Under the vertical Nash structure, both parties may get into a prisoner's dilemma. Extending the basic model to dynamic pricing, we found that the first mover of sequential pricing has better stability. The retailer Stackelberg structure has better stability than the vertical Nash structure and the manufacturer Stackelberg is the most unstable power structure. To avoid the negative impact of equilibrium price instability, the vertical and horizontal price matching mechanisms are proposed and the effectiveness in improving stability is proved. [ABSTRACT FROM AUTHOR]

purchase processes have become dynamic and digital. On the retailers’ side, there are endless opportunities and means to combine different channels and contact points to provide a seamless customer experience. The authors focused on omnichannel shopper behaviour across channels in the product category of sporting goods. This research assesses the prevalence of two behaviours: webrooming and showrooming. Results of a CAWI survey with 1000 respondents show that webrooming is the most preferred customer journey type, which means that respondents like looking for information on the Internet, but prefer to use the physical stores for purchasing goods. Furthermore, five major shopper segments could be identified, where omni-shoppers are present and prefer both webrooming and showrooming. These customers are at the core of future retail and their preferences and characteristics are important not only for academic, but also for practical reasons. [ABSTRACT FROM AUTHOR]

Copyright of Optimum: Journal of Economics & Management Sciences / Ekonomi ve Yönetim Bilimleri Dergisi is the property of Optimum: Journal of Economics & Management Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The objective of this study is to ascertain the effects of omni-channel retailing on the promotional strategy of retail organisations in order to better understand how to alter the promotional strategy in accordance with the ever-changing needs of customers and ultimately provide the customer with a seamless experience. This research is based on a critical systematic literature review of articles related to the topics of 'omni-channel retailing' and 'promotional strategy'. The analysis made evident that most literature is focused on developing an understanding of omni-channel retailing; uncovering consumer behaviours in omni-channel retailing; and ways to adapt promotional strategies related to merchandising, sales promotion, selling, and word of mouth. Past research is quite fractured and does not represent a holistic picture of the implications of omni-channel retailing for promotional strategy. The analysis provided in this paper provides a general guideline for researchers and practitioners concerning promotional strategies that can be adopted in omni-channel retailing. [ABSTRACT FROM AUTHOR]