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Qin, Zhaoqiong. "Review Product Distribution Through Different Channels." International Journal of Knowledge-Based Organizations 11, no. 4 (October 2021): 44–47. http://dx.doi.org/10.4018/ijkbo.2021100103.
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This study aims to investigate the literature in product distribution and channel competition. In this study, past work related to the product distribution through different channels is extensively reviewed. Based on the channel differentiation, channel competition is also reviewed. Finally, the study proposes that the future research may focus on helping the producer make a decision whether to sell the product through its own direct channel (online) through a physical channel or both based on the difference between these two channels.
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Dabas, Swati, and Kamal Manaktola. "Managing reservations through online distribution channels." International Journal of Contemporary Hospitality Management 19, no. 5 (July 17, 2007): 388–96. http://dx.doi.org/10.1108/09596110710757552.
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Zhang, Rong, Jackson Jinhong Mi, and Bin Liu. "Pricing Decisions of Competing Tobacco Enterprises with Online Channel." Discrete Dynamics in Nature and Society 2015 (2015): 1–8. http://dx.doi.org/10.1155/2015/424181.
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According to the new measurement of launching online distribution channels of tobacco enterprises in China, this paper investigates the tobacco firm’s pricing decisions on the supply chain which consists of two manufacturers and one retailer under three dual-channel structures. Three dual-channel structures include no online channel, only one online channel by one manufacture, and two online channels by two manufacturers. We apply the Stackelberg game to analyze the equilibrium pricing strategies under different structures and try to explore the necessity and advantages of launching online sales channels. The results demonstrate that the substitutability of a product has significant impact on introducing online sales channels, and the online dual-channel structure could result in less profit for manufacturers compared to the traditional retail channel structure; and thus, a dual-channel structure with online sales is not the best strategy for traditional manufacturers. Moreover, when the product is less substitutable, the effect of the tobacco control on the online sales channel is inferior to the traditional channels and vice versa.
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Beritelli, Pietro, and Roland Schegg. "Maximizing online bookings through a multi-channel-strategy." International Journal of Contemporary Hospitality Management 28, no. 1 (January 11, 2016): 68–88. http://dx.doi.org/10.1108/ijchm-07-2014-0326.
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Purpose Hotel managers are being challenged by the increasing multitude of distribution and sales channels. Online travel agencies (OTAs) in particular generate a great deal of uncertainty: Which are the best ones? Which ones offer the best conditions? How many channels are optimal for my hotel? How can I evaluate costs versus benefits? These and other questions concerning the optimal online distribution channel strategy have produced different reactions in practice. The aim of this paper is to challenge the need for an over-optimization of channel strategy by proposing that the consumer, at the end, deals with a network of information presented on one networked environment, including the Web. Hence, the network effect of the numerous online platforms is what drives consumer choice and, finally, bookings. Design/methodology/approach A series of multiple regressions with representative samples of hotels in Switzerland from the years 2009, 2010, 2011 and 2012 was performed to estimate the importance of the number of platforms against other independent variables. Additionally, further multiple regressions with samples from the years 2011 and 2012 using the most important platforms (first-tier channels) shows again that the number of platforms is more important. Findings The analyses show that the estimated number of online bookings by the respondents in the hotels is a result of the number of channels, not the type of channel. This is particularly true for non-categorized establishments and one- and two-star hotels. The analyses do not confirm the billboard effect, according to which particular platforms (first-tier channels) increase the probability of bookings. Thus, the survival strategy is to maximize share of shelf and to build on interdependencies and network effects. Research limitations/implications The study looks only at online bookings. Additional research into the connection between online and offline channels, particularly from the viewpoint of the consumer, will provide further insights. The study looks at the booking volume per channel, not the monetary sales volume or the profit. A study that quantifies not only the volume of bookings but also the total profit or the contribution to profit per channel could quantify the benefits of the multi-channel strategy. Originality/value The multiple online channel strategy seems to be the more effective approach to maximizing bookings online, regardless of the platforms chosen. Results of the study challenge the current opinion among practitioners that the multitude of distribution channels forces them to choose among single online channels and, therefore, drives the search for criteria to assess these channels or even to disregard them. The consistent results across 2009-2012 show that even in the turbulent phase of the advent of OTAs in the travel industry, hotels can adopt a winning strategy. Finally, the results suggest that the intermediation of online distribution of hotel beds has approached the condition of perfect competition, causing the OTA business model to be cannibalized.
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Chauhan, Ruchi, Varun Kumar, Tapas Kumar Jana, and Arunava Majumder. "A Modified Customization Strategy in a Dual-Channel Supply Chain Model with Price-Sensitive Stochastic Demand and Distribution-Free Approach." Mathematical Problems in Engineering 2021 (September 22, 2021): 1–25. http://dx.doi.org/10.1155/2021/5549882.
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With the advancement of technology, many companies provide customization facilities to customers. This facility provides a vast variety to customers which enhances the level of customer satisfaction. This approach helps various technologically advanced companies to increase their profit. In this paper, a dual-channel supply chain model is developed with the aforementioned customization strategy with the target of increasing the profit of the firm. In dual-channel, the core or standard product is provided to the customer through a traditional retail channel, whereas the customized product is made available through the online channel. This article incorporates a modification in the existing dual-channel policy on the number of customers that switch between the offline and online channels. Moreover, a preassigned threshold value is also assumed which signifies the decrease in demand that takes place if the difference between the selling price of offline and online channels crosses a fixed specified threshold value. In addition to that, due to fluctuation and uncertainty of demand, both variability and randomness may occur simultaneously. Thus, the price-sensitive stochastic demand is considered to develop the dual-channel centralized supply chain model with customization. A max-min distribution-free approach is applied to deal with the randomness and variability of demand. The model is analyzed and validated with numerical experiments and graphical analysis. Consequently, the article concluded that it is better to adopt a dual-channel supply chain policy for better profitability than the traditional single-channel supply chain as this firm will be able to provide customized products to customers. Moreover, if the difference between the selling prices of the offline and online channels is greater than the preassigned threshold value, then the shifting of customers takes place depending upon the factor that which channel’s selling is less in comparison to another.
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Kim, Jong Min, and Soonchul Hyun. "Differences in online reviews caused by distribution channels." Tourism Management 83 (April 2021): 104230. http://dx.doi.org/10.1016/j.tourman.2020.104230.
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Tom Dieck, M. Claudia, Paraskevi Fountoulaki, and Timothy Hyungsoo Jung. "Tourism distribution channels in European island destinations." International Journal of Contemporary Hospitality Management 30, no. 1 (January 8, 2018): 326–42. http://dx.doi.org/10.1108/ijchm-12-2016-0649.
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Purpose Advances in information communication technologies (ICTs) have changed the tourism distribution channels model, as traditional players continue to disappear or change their business model, while new players and channels emerge because of technological developments. Therefore, this study aims to propose a tourism distribution channels model for European island destinations. Design/methodology/approach Using an exploratory approach, interviews with 34 tourism stakeholders were conducted at ITB Berlin and WTM London in March 2014 and March/November 2016, and analyzed using thematic analysis. Findings The findings revealed that a number of changes have taken place within the distribution channels market over the past six years. The disappearance of incoming travel agents has increased, while new forms of online communication and distribution have appeared. In particular, social media, online review sites and mobile channels play an increasingly important role for hoteliers. Practical implications ICTs change the online landscape for tourist distribution in island destinations, and practitioners should make use of new online channels and be aware of disappearing tourism players to remain competitive. Originality/value First, this paper provides indications for the increased disintermediation in regard to incoming travel agents within the Cretan hospitality and tourism industry. Second, it investigates the issue of tourism distribution channels using a broad range of key tourism and hospitality players to provide a tourism distribution channels model for future reference. Finally, this study offers implications for the development of distribution strategies for tourism businesses and hoteliers in Crete.
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Czetwertyński, Sławomir. "Informal distribution channels of cultural goods in the internet." Zeszyty Naukowe Uniwersytetu Szczecińskiego. Studia Informatica 40 (2016): 15–25. http://dx.doi.org/10.18276/si.2016.40-02.
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Sastri Pitanatri, Putu Diah, Made Deny Kharisma, and I. Dewa Putu Hendri Pramana. "Pengaruh saluran distribusi offline dan online travel agent dan implikasinya terhadap revenue per available room di the anvaya beach resort bali." Jurnal Kepariwisataan dan Hospitalitas 4, no. 1 (April 1, 2020): 1. http://dx.doi.org/10.24843/jkh.2020.v04.i01.p01.
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Abstrak
Ketatnya persaingan yang terjadi dan mulai terdisrupsinya pasar Offline Travel Agent oleh Online Travel Agent menuntut pihak manajemen hotel mempertimbangkan secara selektif saluran distribusi mana yang harus dimaksimalkan guna meraih kinerja pendapatan kamar yang baik melalui Revenue per Available Room. Penelitian ini bertujuan untuk mengetahui dan mengkaji bagaimana pengaruh penjualan kamar melalui saluran distribsui Offline Travel Agent dan Online Travel Agent secara parsial maupun simultan terhadap Revenue per Available Room. Hasil penelitian secara parsial dan simultan menunjukan bahwa saluran distribusi Offline Travel Agent dan Online Travel Agent berpengaruh positif (searah) dan signifikan terhadap Revenue per Available Room (RevPar). Hasil analisis koefisien determinasi menunjukkan bahwa nilai R2 para variabel saluran distribusi Offline Travel Agent sebesar 0,765 atau jika diinterpretasikan sebesar 76,5% dengan kontribusi yang kuat. Pada salurah distribusi Online Travel Agent nilai R2 sebesar 0,836 atau sebesar 83,6% dengan kontribusi yang sangat kuat. Sementara secara simultan nilai R2 sebesar 0,865 menunjukkan bahwa 86,5% variabel Revenue per Available Room dapat dijelaskan melalui kedua variabel bebas tersebut, sedangkan sisanya sebesar 13,5% dijelaskan oleh variabel lain diluar variabel penelitian. Sebagai kesimpulannya saluran distribusi Offline Travel Agent dan Online Travel Agent memiliki pengaruh dan kontribusi terhadap Revenue per Available Room, namun pengaruh dan kontribusi lebih besar dihasilkan oleh saluran distribusi Online Travel Agent.
Kata kunci: Saluran Distribusi, Offline Travel Agent, Online Travel Agent, dan Revenue per Available Room.
Abstract
The competition that occurs and the disruption of the Offline Travel Agent market by Online Travel Agents demanding the hotel management to consider selectively which distribution channels should be maximized in order to achieve good room revenue performance through Revenue per Available Room. This study aims to find out and examine how the influence of room sales through Offline Travel Agent and Online Travel Agent distribution channels partially or simultaneously to Revenue per Available Room (RevPar). The results of the partial and simultaneous research show that the Offline Travel Agent and Online Travel Agent distribution channels have a positive (unidirectional) and significant effect on Revenue per Available Room. The results of the coefficient of determination analysis show that the R2 value of the Offline Travel Agent distribution channel variable is 0.765 or if interpreted at 76.5% with a strong contribution. On the line of Online Travel Agent distribution R2 value is 0.836 or 83.6% with a very strong contribution. While simultaneously the R2 value of 0.865 shows that 86.5% of the Revenue variable per Available Room can be explained through the two independent variables, while the remaining 13.5% is explained by other variables outside the research variable. In conclusion, Offline Travel Agent and Online Travel Agent distribution channels have influence and contribution to Revenue per Available Room, but greater influence and contribution is generated by the Online Travel Agent distribution channel.
Keywords: Distribution Channels, Offline Travel Agent, Online Travel Agent, and Revenue per Available Room.
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Xie, Xiaoqing (Kristine), Chris K. Anderson, and Rohit Verma. "Customer Preferences and Opaque Intermediaries." Cornell Hospitality Quarterly 58, no. 4 (January 6, 2017): 342–53. http://dx.doi.org/10.1177/1938965516686108.
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Using two choice-based experiments, we evaluate consumer preferences hotel attributes for firms selling hotel rooms across three online distribution channel formats: full information, semi-opaque, and opaque online travel agents. A multinomial logit model is used to analyze the experimental data and measure consumer trade-offs between price and other product attributes. We then use these preferences to determine optimal channel selling strategies. Our optimal channel strategies illustrate under what conditions firms should add opaque distribution channels and the resulting incremental revenue obtained with the setting of optimal channel specific prices. We deploy two choice-based experiments, traditional and menu-based, in an effort to add flexibility to survey respondents in choice selection. As part of our analysis, we compare managerial insights from analysis based on traditional choice-based experiments to that using menu-based choice experiments. In general, we indicate that both forms of opaque selling increase firm demand and that with appropriate pricing can also increase firm revenue. In addition, opaque channels have elevated price sensitivity and increased impact of guest reviews versus traditional online travel agents.
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Yi, Shiming, Liying Yu, and Ziyuan Zhang. "Research on Pricing Strategy of Dual-Channel Supply Chain Based on Customer Value and Value-Added Service." Mathematics 9, no. 1 (December 23, 2020): 11. http://dx.doi.org/10.3390/math9010011.
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Considering customer value and value-added services provided by the online retail platform, this paper studies the differential pricing of a dual-channel supply chain consisting of one manufacturer and one online retail platform. Taking customer value into account in the dual-channel supply chain, this paper constructs separate and unified pricing of the direct sales channel and online retail platform’s distribution channel, and discusses each pricing model under a decentralized decision scenario and centralized decision scenario respectively. The results show that the total profit of a supply chain under the centralized decision scenario is better than the decentralized decision scenario in different ways, and the customer value of the two channels is also higher. Compared with the unified pricing of the two channels, the profit of the manufacturer is larger while the profit of the online retail platform is smaller under the separate pricing of the two channels. Moreover, the benefit of value-added services remains important to maximize the profit of the online retail platform and the customer value at the same time. Whether it is under separate pricing or unified pricing of the two channels, the antinomies effect always exists between the customer value and the profit per unit product. In order to further improve each party’s profit in the dual-channel supply chain under the decentralized decision scenario, it is necessary to improve the customer perception of profit as much as possible, and reduce the customer perception of loss as much as possible.
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Cortiñas, Monica, Raquel Chocarro, and Margarita Elorz. "Omni-channel users and omni-channel customers: a segmentation analysis using distribution services." Spanish Journal of Marketing - ESIC 23, no. 3 (December 2, 2019): 415–36. http://dx.doi.org/10.1108/sjme-06-2019-0031.
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Purpose Consumers are increasingly combining distribution channels, thus displaying so-called omni-channel behavior, both to complete a given purchase and between purchases. The authors make a distinction between omni-channel customers, who make use of distribution services in both channels and omni-channel users, who make partial use of the distribution services of one channel to support purchases in another. This paper aims to identify the omni-channel behavior among the customers of a global fast fashion retailer dealing in a wide range of apparel and clothing accessories. Design/methodology/approach Using a multinomial logit model, the authors perform a customer segmentation based on observed omni-channel behavior, considering the explanatory roles of demographics, distribution service features and customer service policies across the different retail channels. Findings The authors observe that the key retail channel features for explaining omni-channel customer behavior are product accessibility, both in store and online; the assurance that goods purchased online will satisfy the customer’s needs and expectations; and the option to return goods found unsatisfactory. Practical implications The results clearly show that the nature of the visits and purchases made by customers is determined by various components of the companýs customer service policy, which can, therefore, be used to guide the retailer’s segmentation strategy. Originality/value Future lines of research should explore the economic implications of this customer segmentation. The price perception data emerging from our findings suggest a greater sensitivity to prices in the mono-channel segment, which might be worth exploring in future research. Future research Future lines of research should explore the economic implications of this customer segmentation. The price perception data emerging from our findings suggest a greater sensitivity to prices in the mono-channel segment which might be worth exploring in future research.
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Xu, Guangye, and Hanguang Qiu. "Pricing and Distribution Strategies in a Dual-Channel Supply Chain." International Journal of Information Systems and Supply Chain Management 13, no. 3 (July 2020): 23–37. http://dx.doi.org/10.4018/ijisscm.2020070102.
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Internet has revolutionized distribution channels. Online orders are forwarded to the brick-and-mortar store to make the fulfillment, which is a new distribution strategy in a dual-channel supply chain. However, there is little research on the value of using such distribution strategy in dual-channel setting. To fill this gap, this article considers a manufacturer marketing a product through a dual-channel supply chain, comprised of an online channel and an offline retail channel. We develop a game theory model to investigate the pricing decisions and the distribution strategies, as well as to examine the impacts of the new distribution strategy on price competition and the dual-channel supply chain member's profits. By comparing the results of the traditional distribution strategy and the new distribution strategy, we find that the new distribution strategy can soften price competition when the proportion of the revenue generated by the direct channel is high enough, while if the proportion is low enough, it may intensify price competition. We also find that the supply chain members can achieve a win-win situation when the wholesale price is higher, and the proportion is greater under the new distribution strategy.
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Dolasinski, Mary Jo, Chris Roberts, and Tianshu Zheng. "Measuring Hotel Channel Mix: A DEA-BSC Model." Journal of Hospitality & Tourism Research 43, no. 2 (September 3, 2018): 188–209. http://dx.doi.org/10.1177/1096348018789741.
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The hotel industry has experienced changes brought on by growth, customer expectations, and the proliferation in the use of e-commerce and online distribution channels. Future hotel success depends on how effectively hotel revenue managers are able to manage different booking channels to maximize hotel revenue. A Data Envelopment Analysis–Balanced Scorecard (DEA-BSC) model to measure efficiency of distribution channel mix using BSC results is presented. DEA-BSC was used because DEA-BSC incorporates multiple metrics simultaneously while traditional business models typically focus on one performance measure such as profit. Inputs for the model include the five distribution channels of C-Res/Voice, GDS, Brand.com , OTAs, and property/relationship sales. Output is the consolidated BSC average. The model was tested and results presented, demonstrating support for the usefulness of the model.
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손정민 and Sungho Kang. "Does Social Distance Always Increase Content Performance in Online Distribution Channels?" Journal of Distribution Science 13, no. 8 (August 2015): 97–104. http://dx.doi.org/10.15722/jds.13.8.201508.97.
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Cazaubiel, Arthur, Morgane Cure, Bjørn Olav Johansen, and Thibaud Vergé. "Substitution between online distribution channels: Evidence from the Oslo hotel market." International Journal of Industrial Organization 69 (March 2020): 102577. http://dx.doi.org/10.1016/j.ijindorg.2019.102577.
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FRUCHTER, GILA E., and CHARLES S. TAPIERO. "DYNAMIC ONLINE AND OFFLINE CHANNEL PRICING FOR HETEROGENEOUS CUSTOMERS IN VIRTUAL ACCEPTANCE." International Game Theory Review 07, no. 02 (June 2005): 137–50. http://dx.doi.org/10.1142/s0219198905000454.
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We consider a manufacturer's dual distributions channels consisting on the one hand of a virtual (online) channel operated directly by a manufacturer and on the other hand of a real (offline) channel operated by an intermediate retailer. Customers are assumed heterogeneous in their virtual acceptance, deriving a surplus according to the channel they shop at. Assuming that customers' derived benefits are random with a known probability distribution, we obtain a probabilistic model, which is used to construct an inter-temporal model for shopping online. In addition, we suppose that the retailer uses a markup pricing strategy and has a strategic role. This results in a Stackleberg differential game where the manufacturer is leader and the retailer is a follower. The optimal policy shows that the manufacturer charges the same price across both channels. This finding is consistent with classical results in economics. However, our research goes beyond this observation and indicates that the online price, the retailer's markup and the probability to buy are affected by consumers' heterogeneity in a specific manner. Moreover, we show that while the retailer sets a price equal to the product value, the online price is lower and is equal to the product value less the guarantee provided by the manufacturer for the risk the customer take to buy online. This guarantee is not discriminating and is set to the risk of the customer with the lowest virtual acceptance. Finally, we show that the introduction of the online store is a win-win strategy; both the customers and the manufacturer are better off.
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He, Fu Bao, Yi Lai Zhang, and Yi Huang. "Research and Design of Ceramic E-Commerce Dual-Channel Collaborative Distribution System." Applied Mechanics and Materials 220-223 (November 2012): 2375–78. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.2375.
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With the rapid development of the network information technology and logistics processing technology, the information and services are changing the people’s lifestyle, and meanwhile, exerting an influence on the sales channel. Many manufacturers are developing the network sales channel actively and selling products through the traditional channel at the same time. If manufacturers set the network sales channels incorrectly, or implement the network direct distribution thoughtlessly, it will cause the distributors’ boycott in the traditional distribution channel. Based on the existing ceramic e-commerce platform, this paper tries to develop the real dual-channel collaborative distribution system for the ceramic manufacturers. Through the system, the traditional distributors can join the network distribution channel, and sell products with dual-channel: one is the physical store sales channel after the products are delivered from the manufacturer using online procurement and payment; the other is the non-inventory network sales channel after the customers order and pay, then the manufacturer delivers to the customer directly according to the distributor’s virtual online procurement. Through the system, the ceramic manufacturer can maintain the traditional distribution channel, broaden the network distribution channel and develop the network distributors only using the non-inventory network sales model, and realize the collaborative distribution management in the traditional and the network distribution channel.
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Eckert, Christine. "Different Channel – Different Price? INVESTIGATING THE PRACTICE OF MULTI-CHANNEL PRICE DIFFERENTIATION." GfK Marketing Intelligence Review 3, no. 2 (November 1, 2011): 50–53. http://dx.doi.org/10.2478/gfkmir-2014-0048.
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Abstract Price differentiation has long been recognized as a strategy that companies can use to increase profits when consumers’ tastes and valuations of a good price vary. Companies engaging in price differentiation have the opportunity to increase profits considerably compared to those which use a uniform pricing strategy. Accordingly, it should be beneficial for companies to exploit the possibility of charging different prices in online and offline channels as they offer different shopping benefits and are differently valued by consumers. nevertheless, it can be observed that some multi-channel retailers prefer to charge uniform prices in online and offline channels. They argue for consistent prices across distribution channels to maintain a strong brand - and because varying prices may lead to customers’ confusion, anger, irritation and perceptions of price unfairness.
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Hao, Na, H. Holly Wang, and Qingjie Zhou. "The impact of online grocery shopping on stockpile behavior in Covid-19." China Agricultural Economic Review 12, no. 3 (August 14, 2020): 459–70. http://dx.doi.org/10.1108/caer-04-2020-0064.
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PurposeThis research is to examine the impact of online channels on food stockpile behavior.Design/methodology/approachIn this study, we use bivariate probit models to empirically investigate the impact of online purchasing channels on Chinese urban consumer food hoarding behaviors with random survey samples.FindingsResults show that fresh food e-commerce channels are more likely to be associated with panic stockpile behaviors due to higher likelihood of supply shortages than offline channels with government assistance in logistic management. In contrast, community group buy, another format of e-commerce, appears superior in satisfying the consumer needs and easing the panic buying perception.Practical implicationsIt suggests that online channels may have diverse impacts on consumers' panic stockpiling behaviors during the extreme situations. Online channels need to develop efficient supply chains to be more resilient to extreme situations and the government shall recognize the increasing share of the online channels together with traditional offline channels when implementing supporting policies.Social implicationsWith ever increasing share of online channels, it is imperative in terms of policy implications to understand how would online channels affect hoarding behavior.Originality/valueWe are the first study in online shopping's impact on food stockpile during pandemics using a random sample. Although food stockpile behavior at times of emergency have been investigated in many literature, there are no empirical studies on the impact of online channels on stockpile behaviors under extreme situations. Unlike disasters that immediately impact every entity in supply chains covering producers, vendors, distribution centers and retailers, pandemics did not render supply chains affected immediately, but rather increase consumers' willingness to shop online to avoid virus. Thus, Covid-19 provides a natural experiment to investigate the online channels' impact on stockpile behavior.
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Min, Hokey. "Exploring Omni-Channels for Customer-Centric e-Tailing." Logistics 5, no. 2 (May 25, 2021): 31. http://dx.doi.org/10.3390/logistics5020031.
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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.
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Molchanov, N. N., and G. S. Dudakov. "TECHNOLOGIES FOR DIGITALIZATION OF DISTRIBUTION CHANNELS: THE ATTITUDE OF THE NEW GENERATION OF RUSSIAN BUYERS." Bulletin of Udmurt University. Series Economics and Law 31, no. 6 (December 3, 2021): 976–84. http://dx.doi.org/10.35634/2412-9593-2021-31-6-976-984.
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At the moment, there is an active introduction of digital technologies into distribution channels. The digitalization of sales channels in Russia has created objective prerequisites for the development of collaboration marketing, the use of which involves the inclusion of channel partners in marketing work, network activity, and the provision of content and assets. In these conditions, it is important to understand the attitude of the most promising category of buyers (youth) to these processes. Therefore, this study is devoted to identifying consumer attitudes towards the introduction of digital technologies into the distribution channels of the Russian Federation. This article assesses the opinion of young Russian consumers regarding the digitalization of distribution channels. The result of the study is to test a number of author's hypotheses regarding the preferences of young Russian consumers in relation to online and offline purchases. According to the results of the conducted field research, it can be concluded that the risk of the disappearance of offline trade remains rather low. The study found that modern consumers are aware of e-commerce services and have high confidence in them, and they often make their purchases through marketplaces. However, despite the increased demand for online shopping, which is due to the coronavirus pandemic, consumers do not allow for a complete crowding out of traditional stores. The respondents are more likely to purchase only pre-selected and seasonal goods, while everyday goods, periodicals and limited-choice goods are still more likely to be purchased by modern consumers in offline stores.
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Thakran, Kanika, and Rohit Verma. "The Emergence of Hybrid Online Distribution Channels in Travel, Tourism and Hospitality." Cornell Hospitality Quarterly 54, no. 3 (July 15, 2013): 240–47. http://dx.doi.org/10.1177/1938965513492107.
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Henry, Nicola, and Asher Flynn. "Image-Based Sexual Abuse: Online Distribution Channels and Illicit Communities of Support." Violence Against Women 25, no. 16 (July 30, 2019): 1932–55. http://dx.doi.org/10.1177/1077801219863881.
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This article investigates the nature and scope of image-based sexual abuse (IBSA) material on 77 high-volume online websites. On the majority of these sites, users appeared to be motivated by sexual gratification and proving masculinity to a sexually deviant peer network, rather than revenge against the person depicted in the image. We argue that nonconsensual image exchanges are contextualized within ever-expanding digital environments, characterized by dislocation of time and space, overvisualization, and hypersexuality. We argue that IBSA is a vehicle for the construction, performativity, and negotiation of hypermasculinity and heteronormativity, within the bounds and structures of existing gendered power relations.
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Utomo, Mohamad Nur. "Efektivitas Bisnis Berbasis Teknologi Internet Dalam Membangun Kinerja Kewirausahaan." BISMA (Bisnis dan Manajemen) 11, no. 2 (April 23, 2019): 155. http://dx.doi.org/10.26740/bisma.v11n2.p156-172.
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Entrepreneurial success will have an impact on economic growth. Entrepreneurship that integrates internet technology in its business activities will be able to improve business performance in the current digital economy era. This study aims to empirically examine the effect of internet technology-based business implementation on business performance. Internet technology-based business applications are measured by 5 indicators (online communication channels, online promotion channels, online supplier distribution channels, online sales channels, and online transaction channels). While business performance is measured by 5 indicators (profit growth, sales growth, capital growth, efficiency, and customer growth). The sample in this study was 100 UMKM in Tarakan city using the sample area probability sample method based on the sub-district area. Data analysis technique uses PLS-SEM method with WarpPls 6.0 application. The results showed that internet technology-based business implementation was able to encourage business performance improvement. The entrepreneur must be able to integrate its business operations with Internet-based technologies to create opportunities and facilitate building performance.Keywords: Entrepreneurship, Internet Technology, Online Business.
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Mandal, Pratap Chandra. "Adoption of E-Commerce and M-Commerce Marketing Practices." International Journal of Business Strategy and Automation 2, no. 3 (July 2021): 20–35. http://dx.doi.org/10.4018/ijbsa.20210701.oa2.
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E-commerce has become an important marketing channel with the increasing usage of internet by customers. Companies use both physical intermediaries and online distribution channels for selling their products and services. The study discusses about pure-click companies which sell products online and about brick-and-click companies which sell products both online and through intermediaries. The study focuses on m-commerce which is becoming an important distribution channel and preferred mode of transaction with the increasing usage of smart phones. Companies practicing e-commerce and m-commerce adopt a number of strategies to delight their customers and these strategies are discussed. Both e-commerce and m-commerce have a number of privacy and security issues. Companies should be aware of these issues and formulate measures to ensure privacy and security of information shared by customers. All these will help companies in adopting e-commerce and m-commerce, delighting their customers, building long-term relationships, and in achieving business excellence.
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Kostecka-Jurczyk, Daria. "Selective Distribution Restrictions in the EU Competition Law." Lexonomica 12, no. 2 (2020): 261–80. http://dx.doi.org/10.18690/lexonomica.12.2.261-280.2020.
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The dynamic development of digital technologies favours the rapid increase the popularity of electronic commerce, but at the same time causes an ever-stronger competitive pressure, prompting manufacturers and wholesalers to use various tools for controlling the sales system, especially prices. They often impose various restrictions on commercial partners (e.g. distributors) by preventing them from using certain sales channels. However, it is difficult to delimit the legality of such sales restrictions. It is very difficult to find an answer to the question of where the appropriate demarcation line should be drawn that determines the violation of competition rules, especially in online sales. Regulation 330/2010 seems not to be tailored to the assessment of restrictions in online distribution channels. The aim of the article is to point out the lack of appropriate tools to assess the restrictions of internet sales. The article shows that there is currently no uniform approach by antitrust authorities, which in turn results in legal uncertainty. It seems that the amendment of Regulation 330/2010 should be considered and the market share threshold set out in it should be lowered, while at the same time ensuring that it will be an actual safe harbour for companies, including online distributors.
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Huang, You Heng, and Qi Hong Wei. "Distribution Mode of Urban Renewable Resources Recycling Based on the Internet." Advanced Materials Research 616-618 (December 2012): 1636–39. http://dx.doi.org/10.4028/www.scientific.net/amr.616-618.1636.
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The widely use of the Internet has greatly expanded the materials supply channels of the renewable resources. Online recycling has become an important way of the renewable resources in China. . The distribution mode of urban renewable resources recycling based on the Internet and also its associated conditions was put forward after comparing the distributed transaction mode of the renewable resources between the traditional recycling and online recycling.
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Singh, Ramendra, Amer Jyothi, Ashish Sinha, Babita Agarwal, and Arun Patro. "COSMOS Service Centre: Service Recovery Using Distribution Channels." Asian Case Research Journal 17, no. 02 (December 2013): 267–87. http://dx.doi.org/10.1142/s0218927513500120.
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COSMOS is a technology solutions provider offering IT infrastructure, personal computing and access devices, global services, imaging, and printing for consumers and enterprises. The company uses a mix of distribution channels (both online and offline) to deliver its products and services. COSMOS uses authorized intermediaries to increase offline reach — both for sales and service. To offer seamless customer service, COSMOS has a complaints website for customer logs. COSMOS service centres have well defined processes and policies to guide them in service delivery. However, this has not helped the case of Amer (the case protagonist), a business graduate student, who has faced multiple issues in service recovery after the purchase of his laptop from COSMOS. Why is Amer facing this slew of problems because of the service failure from COSMOS? Is it because of the negligence of B'Devlop, the COSMOS Service Centre or are COSMOS's policies and processes flawed? Can COSMOS offer a permanent solution to Amer's problems? How can COSMOS rectify the situation and prevent it from recurring? What should be the service recovery strategies for the company, and its distribution channel members that have a direct interface with the customers? These are some of the key questions that the case highlights, and can bring up for discussion in the classroom.
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Yang, Guang Yong. "Design of Carbon Efficient Online Logistics Networks." Advanced Materials Research 962-965 (June 2014): 1444–49. http://dx.doi.org/10.4028/www.scientific.net/amr.962-965.1444.
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With development of internet network, more traditional brick-and-mortar firms sell products via online channels. The key feature of online channels is home delivery, hence, how to design efficient online logistics networks has been the core problem faced by online firms. Furthermore, with increasing pollution of ecological environment and global warming, more carbon emission regulations enacted and implemented also impact firms operation and decision. This paper mainly study online logistics networks design constraint from carbon emission regulations. We analyze the following three types of networks, dropping delivery network (D), delivery network via distribution center (W), and last mile delivery network (L). Combining carbon emission from inbound and outbound transportation, and emission from inventory storage, we design optimal logistics networks and then analyze online logistics network design of Sunfeng best choice firm.
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Yuen, Simon S. M., and Calvin Cheng. "Distribution logistics of online fashion retail business in China: A case study of VANCL." International Journal of Management Excellence 12, no. 1 (December 31, 2018): 1768–73. http://dx.doi.org/10.17722/ijme.v12i1.1050.
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The rapid development of information technologies brings more convenience to people. Information technologies, especially the Internet, not only save time for consumers and companies but also provide them with more channels and opportunities for interaction and conducting transactions. One business revolution brought by Internet is online shopping – shopping and buying products in online stores or websites. Nowadays, online shopping has become a new consuming model for consumers both in China and around the world. This paper analyses online shopping for fashion in China and investigates the impact of online shopping on logistics industry using the case of “VANCL”.
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Martin-Fuentes, Eva, Sara Mostafa-Shaalan, and Juan Pedro Mellinas. "Accessibility in Inclusive Tourism? Hotels Distributed through Online Channels." Societies 11, no. 2 (April 12, 2021): 34. http://dx.doi.org/10.3390/soc11020034.
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There is a lack of comprehensive international studies on accommodations for people with disabilities; only small, local-level studies exist. This study aims to show the status of the tourist accommodation sector through the online distribution channel in terms of accessibility to offer more inclusive tourism. A descriptive analysis has been carried out with more than 31,000 hotels from the online travel agency Booking.com, in the 100 most touristic cities in the world. For the first time, an accurate picture of adaptation in the hotel sector for people with disabilities is presented. Results show that the adapted hotel infrastructures by countries are uneven. The main adaptations are those that help to avoid mobility barriers, and in contrast, hotels offer very few adaptations for sensory disabilities such as visual disabilities. Moreover, this study shows that, worldwide, countries with the highest income per capita, such as the United States of America, Canada, Ireland, Australia, New Zealand, Qatar or the United Arab Emirates, have the highest degree of hotel adaptation.
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Kim, Jinhoo, David C. Bojanic, and Rodney B. Warnick. "Price Bundling and Travel Product Pricing Practices Used by Online Channels of Distribution." Journal of Travel Research 47, no. 4 (August 11, 2008): 403–12. http://dx.doi.org/10.1177/0047287508328658.
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Ryu, Min Ho, Yongsun Cho, and Daeho Lee. "Should small-scale online retailers diversify distribution channels into offline channels? Focused on the clothing and fashion industry." Journal of Retailing and Consumer Services 47 (March 2019): 74–77. http://dx.doi.org/10.1016/j.jretconser.2018.09.014.
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Andrijauskas, Rimas, Meilutė Jasienė, and Julija Staroselskaja. "Increasing the competitiveness of commercial banks on the basis of innovation." Management Theory and Studies for Rural Business and Infrastructure Development 36, no. 4 (November 3, 2014): 730–45. http://dx.doi.org/10.15544/mts.2014.068.
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The main purpose of this paper is to analyze main innovations in retail banking distribution channels, identify the behavior of customers in Lithuanian market in respect of those innovations and evaluate their effect on Lithuanian commercial banks’ competitiveness. Literature analysis overviews major innovations of distribution channels in retail banking and the theoretical aspects of the effect of those innovations on customer behavior and how they help to better serve changing customer needs. The aim of the research was to understand the needs of Lithuanian commercial banks’ customers in the context of different banking distribution channels, customer behavior tendencies while using those channels, and what is customer opinion on how safe, simple and affordable different channels are. Survey was carried out by asking Lithuanian commercial banks’ customers to fill an online survey. The factor analysis was carried out based on survey results with the purpose to identify main customer segments in respect of different retail banking distribution channels. Factor analysis demonstrates that Lithuanian commercial banks’ customer segments differ very significantly in terms of what are their behavioral habits while using different distribution channels. This signals that in the context of fast development of modern and cost effective distribution channels, traditional distribution channels are still playing a major role in serving customer needs and remaining competitive in the Lithuanian retail banking market. This research could be used as a base for building an effective retail banking distribution channels strategy.
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Orbán, Zsolt Ádám. "Analysis of consumption behavior related to local products and their online distribution." Studia Mundi - Economica 8, no. 3 (2021): 156–67. http://dx.doi.org/10.18531/studia.mundi.2021.08.03.156-167.
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While the literature and the EU’s agricultural policy emphasize the role of local products and short supply chains (SSC), the market opportunities for small farmers are increasingly barren due to the price-depressing effect of large multinational firms, which can also be seen in local networks. The main goal of the paper was to examine how the local market as a classic form of the short supply chain can be characterized and whether its operation could be helped by modern solutions. The involved primary research has focused on the opinion of the farmers and costumers about Hungarian and local products in the Kecskemét micro region as a traditionally agricultural area. Using questionnaires and in-depth interview method the shopping habits and preferences of the costumers and the experience of the farmers concerning to local food and SSC were analyzed on the local market of the micro regional center in Kecskemét city. During the research there was a focus on the communication channels and the information flow between the producers and consumers. Based on the results the consumers consciously buy and prefer local agricultural products creating a good economical basis for local farmers. However there is a definite need for better communication and more information in SSC. Modern solutions and marketing channels (e.g. web shops, direct websites, Facebook profiles and other IT solutions) have been identified as key factors.
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Fisher, Marshall L., Santiago Gallino, and Joseph Jiaqi Xu. "The Value of Rapid Delivery in Omnichannel Retailing." Journal of Marketing Research 56, no. 5 (July 3, 2019): 732–48. http://dx.doi.org/10.1177/0022243719849940.
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The authors study how faster delivery in the online channel affects sales within and across channels in omnichannel retailing. The authors leverage a quasi-experiment involving the opening of a new distribution center by a U.S. apparel retailer, which resulted in unannounced faster deliveries to western U.S. states through its online channel. Using a difference-in-differences approach, the authors show that online store sales increased, on average, by 1.45% per business-day reduction in delivery time, from a baseline of seven business days. The authors also find a positive spillover effect to the retailer’s offline stores. These effects increase gradually in the short-to-medium run as the result of higher order count. The authors identify two main drivers of the observed effect: (1) customer learning through service interactions with the retailer and (2) existing brand presence in terms of online store penetration rate and offline store presence. Customers with less online store experience are more responsive to faster deliveries in the short run, whereas experienced online store customers are more responsive in the long run.
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Bonera, Michelle, and Elisabetta Corvi. "The Relevance of Visual Merchandising for Online Retailers." International Journal of Applied Behavioral Economics 3, no. 4 (October 2014): 1–16. http://dx.doi.org/10.4018/ijabe.2014100101.
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In response to consumer needs for online sensory experiences and ease of access to information, developments in online visual merchandising techniques can help to enhance the virtual environment for e-shopping. Online visual merchandising helps to reduce perceived risk for the consumer, so enabling Internet-based shopping to compete with—or to augment—traditional sales channels. The present analysis aims to test a hypothesized relationship between the visual merchandising techniques in use on those Web sites and the commercial success of fashion industry e-commerce sites (as measured by traffic data). The study uses content analysis to assess the visual merchandising techniques of 30 distribution companies in the clothing industry. On the basis of these findings, commercial enterprises of this kind using the online channel should be better able to understand the limitations and/or strengths of their current Web site, and to improve the effectiveness of their virtual environment for e-shopping.
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Targański, Bartosz. "Is Selective Distribution Possible on the Internet? On Restrictions of Online Search Advertising and Online Sales in the Guess Case." Yearbook of Antitrust and Regulatory Studies 12, no. 21 (2020): 237–46. http://dx.doi.org/10.7172/1689-9024.yars.2020.13.21.9.
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This comment discusses the case AT.4028 of 17 December 2018, where the European Commission imposed a fine of 39.8 million Euro on clothing company Guess for several restrictive provisions in agreements with its distributors in the EEA, including restrictions of online search advertising and online sales. The case demonstrates that e-commerce leads to disintermediation within the supply chain, which in turn leads to tensions between the manufacturer of branded products and authorized distributors operating in a selective distribution system. The case does not provide, however, much practical guidance on how to align online and offline channels into one distribution system supporting a prestigious image of branded products. Therefore, an example of a distribution system integrating online and offline sales from the practice of the Australian Competition and Consumer Commission is presented.
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Kontis, Alexios-Patapios, and Sofoklis Skoultsos. "Digital evolution in tourism marketing channels: Greek tourism industry and Online Travel Agencies." European Journal of Tourism Research 30 (October 14, 2021): 3004. http://dx.doi.org/10.54055/ejtr.v30i.2591.
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Many unexpected challenges not only for tourism businesses but also for travellers emerged when current shifts in economic, technological, social, and political factors led to a sudden and quick growth of e-intermediaries. Although it was anticipated that the Internet would open new opportunities in the tourism industry, especially as regards more choices and a closer cooperation between consumers and suppliers, this, in fact, is not the case. The appearance of e-intermediaries, but mainly their consolidation and strengthening have led to a series of major rearrangements in the tourist sector. Online distribution channels have changed the existing traditional marketing structures of tourism (e.g. travel agencies and tour operators) but have also had a catalytic effect on the composition of the hospitality sector (e.g. hotels and Airbnb rentals). It is essential for tourism professionals to be aware of new opportunities and threats within tourism distribution channels so that they will be able to remain competitive and successful. This paper examines the hoteliers’ opinions on recent changes in tourism distribution in the digital era.
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Zeng, Yuwen, and Wenhua Hou. "Publisher’s distribution channel selection of print books in a book supply chain with print and e-books." Nankai Business Review International 12, no. 3 (August 21, 2021): 358–85. http://dx.doi.org/10.1108/nbri-04-2021-0022.
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Purpose This paper aims to exam the publisher’s online distribution strategies of print books between a reselling and a marketplace channel with the coexistence of e-book. This study extends the study of channel selection to the content products industry. Design/methodology/approach By constructing a publisher-leader Stackelberg game model, the authors investigate the publisher’s distribution strategies. The retailer holds a digital channel for e-book and reselling and marketplace channels for print books. The authors examine three-channel modes for the print book distribution: a pure reselling channel, a marketplace channel and a hybrid channel. Findings The results reveal that a hybrid channel always dominates a pure marketplace channel from the publisher’s perspective. Then, only when the print book’s margin cost and the marketplace’s slotting fee are not very high, the publisher prefers the hybrid to a pure reselling channel. The authors also found a Pareto zone where the hybrid channel mode improves publisher’s and retailer’s profits. Furthermore, the publisher is less likely to choose the hybrid channel as the acceptance of e-book increases. The authors also examine the situation where a publisher-authorized third-party distributor runs the marketplace channel and found the results still hold. Originality/value This paper fills a theoretical and practical gap for a structured analysis of the content providers’ online distribution channel selection of the physical products and digital products. Different from previous related studies, this study focuses on analyzing physical products’ channel strategies and finds physical products’ cost plays a crucial role in the content provider’s channel decision.
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Yadav, Vinay Surendra, Sarsij Tripathi, and A. R. Singh. "Bi-objective optimization for sustainable supply chain network design in omnichannel." Journal of Manufacturing Technology Management 30, no. 6 (October 21, 2019): 972–86. http://dx.doi.org/10.1108/jmtm-06-2017-0118.
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Purpose The purpose of this paper is to design a sustainable supply chain network (SCN) for omnichannel environment in order to provide better service to customers through flexible distribution. Thus, there is a need to incorporate multiple-channel distribution in the network design of supply chains (SCs). Design/methodology/approach A multiple-channel distribution supply chain network (MCDSCN) has been proposed under omnichannel environment. This proposed model integrates online giants with local retailer’s distribution network in an uncertain environment with sustainability. To incorporate sustainability, an objective function is added to reduce carbon content along with other objectives of minimization of SC cost. The model turns out to be mixed-integer linear programming model which is coded in GAMS and solved using CPLEX solver. Findings The proposed MCDSCN model is compared with conventional SCN. Furthermore, it was found that the proposed MCDSCN model has achieved significant saving in SC cost and is also more sustainable than conventional SCN. The proposed model also enables online giants to integrate their distribution network with local retailer’s distribution network. Practical implications Through proposed model, customers are free to access product and services as per their choice of channels which increases their convenience, reach and satisfaction. Originality/value The proposed MCDSCN model is a novel approach to design flexible distribution systems. This would significantly help organizations to design their distribution network more effectively to meet global competition.
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Matešić, Antonio, Marijana Pavić, and Iris Mihajlović. "DIGITALISATION AND NEW TRENDS IN TRAVEL DISTRIBUTION." DIEM: Dubrovnik International Economic Meeting 7, no. 1 (February 2022): 162–75. http://dx.doi.org/10.17818/diem/2022/1.16.
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This paper seek to understand the role of new technologies on transformation processes of special areas of business of travel intermediaries even emerging new entities that collaborate with both poles of tourism demand. Special attention is payed to results of modification of distribution channels to be competitive in online travel market. Softwer as channel manager is more than a tool, it is emerging as core intelligence that manage time, impacting on benefits from converegence. New technologies allowed new digital platforms (Booking, Airbnb, Expedia) making travel easier. The preferences of the postmodern tourist extend beyond the streamlined and impersonal experiences, services and products. Driven by the ambition of deviating from the beaten track, new generations of travellers are converging on digital platforms to retrieve recommendations and information from fellow travellers and local residents,i.e. sources other than traditional travel intermediaries. The COVID crisis has triggered a number of changes in the world of rental accommodation. Some of these changes are flexible cancellations, new market prices, and shorter booking window. High expections make preassure on attnders in channel of distribution. There is an even greater emphasis on cleanliness, privacy and security. At the end of the research, the results speak in favor of exceptional impact of new technology on business development as well as the role that human potential has in acquiring digital skills through education and training and providing their own tools or products that facilitate business. This paper consider sociological, economic and cultural dimension that impact on behavior of users of digital platforms are formulated to support previously incompatible ideas, like (1) models of economic systems, relationships); cultural and moral perspectives on human coexistence (negotiation, lifestyle, stewardship, prosocial behaviour/altruism, collaborative symbiosis and; ideas of efficiency and enhanced value creation.
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Hübner, Alexander, Johannes Wollenburg, and Andreas Holzapfel. "Retail logistics in the transition from multi-channel to omni-channel." International Journal of Physical Distribution & Logistics Management 46, no. 6/7 (July 4, 2016): 562–83. http://dx.doi.org/10.1108/ijpdlm-08-2015-0179.
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Purpose – Online retailing changes all retail systems significantly. The growing importance of online sales requires the creation of new fulfillment models. The purpose of this paper is to investigate how retailers develop from separate multi-channel (MC) to integrated omni-channel (OC) fulfillment. OC retailing has an integrated perspective, with seamless interactions between online and bricks-and-mortar channels. Design/methodology/approach – More than 60 internationally active retailers and experts from Germany participated in an exploratory survey. With a response rate of 40 percent the authors achieved the goal to adequately depict the German MC and OC retail market. It is currently the largest empirical study of MC and OC fulfillment. Findings – It is the first study to comprehensively analyze the logistical development options open to retailers for integrated fulfillment. The authors discuss the conceptual development options and formulate propositions for an advanced OC fulfillment approach. OC retailers aim to pool their organizational units for fulfillment via different channels. Retailers with multiple channels develop their warehouse systems toward channel-integrated inventory enabling flexible and demand-driven inventory allocation. Retailers with channel-integrated inventory also organize their picking procedures in one common zone. The higher the outlet density, the more it becomes beneficial for retailers to introduce pick-up services. Research limitations/implications – The research is based on insights from retailers and experts from companies based in Germany. Practical implications – The findings provide an insight into designing OC fulfillment and distribution structures. The concepts themselves, archetypes, challenges and development paths are analyzed. Identified logistics levers can be adjusted to pinpoint the steps required to advance integration. Originality/value – The authors contribute by deriving propositions and a framework for transitioning from basic MC to integrated, extended OC logistics. Because this research area is still comparatively young, the authors take a more comprehensive, exploratory view of OC fulfillment.
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Marano, Pierpaolo. "Management of Distribution Risks and Digital Transformation of Insurance Distribution—A Regulatory Gap in the IDD." Risks 9, no. 8 (August 2, 2021): 143. http://dx.doi.org/10.3390/risks9080143.
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The Insurance Distribution Directive (IDD) aims to regulate insurance distribution in the EU regardless of distribution channels and means. Although new technologies affect insurance distribution, the IDD does not explicitly regulate this digital transformation. Insurers and intermediaries must comply with detailed business conduct rules that aim to counteract distribution risks. However, the IDD exempts ancillary insurance intermediaries from its scope when they meet certain conditions. The article highlights the regulatory framework on insurance, requiring insurers and intermediaries to address distribution risks, and analyses how this exemption affects the management of distribution risks in online distribution from a legal perspective. The focus on online distribution depends on the scale such distribution can achieve. The consideration of the scale allows for challenging the political choice behind the exemption of ancillary insurance intermediaries, which consists of the principle of proportionality. A regulatory proposal to counteract these adverse effects is to remove the exemption from the IDD rules for ancillary intermediaries in online distribution. Such a proposal is compliant with the principle of technological neutrality and is in line with the new legislative proposals in the Digital Services Act and Digital Markets Act.
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Liao, Peng, Fei Ye, Giri Kumar Tayi, and Xiande Zhao. "Competition and coordination in online and offline hotel distribution channels under commission override model." International Journal of Revenue Management 8, no. 2 (2015): 193. http://dx.doi.org/10.1504/ijrm.2015.070007.
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Martin-Fuentes, Eva, and Juan Pedro Mellinas. "Hotels that most rely on Booking.com – online travel agencies (OTAs) and hotel distribution channels." Tourism Review 73, no. 4 (November 19, 2018): 465–79. http://dx.doi.org/10.1108/tr-12-2017-0201.
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Purpose The purpose of this paper is to know which hotels mostly rely on Booking.com, investigating the level of presence on Booking.com around the world by country, hotel size, hotel category and managerial form. Neither the company nor the hotels provide this information, so the authors use the number of reviews as an indicator of estimated sales. Design/methodology/approach Data from 33,996 hotels worldwide are downloaded from Booking.com using a Web browser automatically controlled, developed in Python, that simulated a user navigation (clicks and selections). The comparison between independent hotels and hotels belonging to a chain is performed by a Student’s t distribution test and the comparison of hotel categories and hotel size is analyzed by a one-way ANOVA test. Findings The results show that three factors clearly influence the usage level of Booking.com: independent vs chain hotels, small vs large hotels and low vs high category hotels worldwide. The authors also observe that hotels from Europe are the ones that rely more on Booking.com. Originality/value The originality of this research is to identify the factors that make hotels to have a greater (lesser) dependence on Booking.com within each destination and geographical area. Moreover, the use of big data from hotels worldwide allows the authors to know the level of use of Booking.com in dozens of countries, especially those with the highest tourist activity. This work expands the capabilities of big data in the hospitality industry research, and with a simple ratio, this study counteracts the lack of public data on hotel sales through Booking.com. This new approach could be extended to the analysis of other online travel agencies (OTAs), which use similar review systems.
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Honarvar, Mahboobeh, Majid Alimohammadi Ardakani, and Mohammad Modarres. "A Particle Swarm Optimization Algorithm for Solving Pricing and Lead Time Quotation in a Dual-Channel Supply Chain with Multiple Customer Classes." Advances in Operations Research 2020 (April 22, 2020): 1–21. http://dx.doi.org/10.1155/2020/5917126.
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The combination of traditional retail channel with direct channel adds a new dimension of competition to manufacturers’ distribution system. In this paper, we consider a make-to-order manufacturer with two channels of sale, sale through retailers and online direct sale. The customers are classified into different classes, based on their sensitivity to price and due date. The orders of traditional retail channel customers are fulfilled in the same period of ordering. However, price and due date are quoted to the online customers based on the available capacity as well as the other orders in the pipeline. We develop two different structures of the supply chain: centralized and decentralized dual-channel supply chain which are formulated as bilevel binary nonlinear models. The Particle Swarm Optimization algorithm is also developed to obtain a satisfactory near-optimal solution and compared to a genetic algorithm. Through various numerical analyses, we investigate the effects of the customers’ preference of a direct channel on the model’s variables.
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Confente, Ilenia, Ivan Russo, Simone Peinkofer, and Robert Frankel. "The challenge of remanufactured products: the role of returns policy and channel structure to reduce consumers' perceived risk." International Journal of Physical Distribution & Logistics Management 51, no. 4 (March 24, 2021): 350–80. http://dx.doi.org/10.1108/ijpdlm-03-2020-0089.
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PurposeWhile remanufactured products represent an increasingly researched phenomenon in the literature, not much is known about consumers' understanding and acceptance of such products. This study explores this issue in the context of the theory of perceived risk (TPR), investigating return policy leniency and distribution channel choice as potential factors to foster remanufactured products' sales.Design/methodology/approachThis research utilizes an experimental design composed of a pre-test and a scenario-based main experiment to explore how return policy leniency might mitigate consumers' perceived risk and how their related purchase intention differs across two types of retail distribution channel structures (i.e. brick-and-mortar vs. online).FindingsThe investigation into the efficacy of return policy leniency within two retail distribution channel settings (i.e. brick-and-mortar vs. online) illustrates that providing a lenient return policy is an effective “cue” in increasing consumer purchase intention for remanufactured products. While prior literature has established that consumers value return policy leniency for new products, the authors provide empirical evidence that this preference also applies to remanufactured products. Notably, that return policy preference holds true in both channel settings (i.e. brick-and-mortar vs. online) under consideration. Additionally, and contrary to the authors’ predictions, consumers perceived remanufactured products sold via both channel settings as equally risky, thus highlighting that both are appropriate distribution channels for remanufactured products. Finally, while research on new products provides some initial guidance on consumer perceptions of quality and risk, the study provides empirical evidence into the difference of perceived risk with regard to new versus remanufactured products.Originality/valueBy employing the TPR, this research explored the role played by two supply chain management related factors (returns policy and channel structure) in reducing consumer's perceived risk and increasing purchase intention. In doing so, this study answers the call for more consumer-based supply chain management research in a controlled experimental research setting.
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Nikulina, Yu V., and Galina N. Chernukhina. "Multi-channel sales strategy as a competitive advantage in wholesale trade." Journal of Modern Competition 14, no. 80 (December 31, 2020): 40–53. http://dx.doi.org/10.37791/1993-7598-2020-14-4-40-53.
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Relevance. The multi-channel sales strategy involves the simultaneous use of different sales channels by the trading company. This can be wholesale and retail sales, for example, online stores and regular offline stores located in shopping centers and pavilions. The use of multichannel requires the restructuring of the it infrastructure of the wholesale trade enterprise, which implements the processes of various sales channels in a single it environment. Due to the existence of a sales system at the enterprise, and not separate sales channels, a synergistic effect is achieved, which provides the company with an additional increase in sales. Currently, the problem of managing optimal sales channels and organizing product movement in wholesale trade determines the need for a systematic study that ensures the sustainable development of sales activities of modern wholesale enterprises based on the use of modern digital channels of interaction and diversification. Diversified approaches to sales channels provide security in the event that some sales decline. Since the beginning of the COVID-19 pandemic, we have seen a halt in offline retail purchases. This is an example of why digital online solutions and diversification are necessary to create a successful and sustainable business. The purpose of the study: based on the analysis of various aspects of the strategic direction of management of multi-channel sales in wholesale trade in modern conditions. Objectives of the study: to identify sources of receipt and channels of sale of goods in wholesale trade; to analyze modern software and information technology solutions necessary for managing multi-channel sales, for working with products and customer base in wholesale distribution; to specify strategic directions of multi-channel sales management in the tactical context of working with customers as anti-crisis measures, etc. Results of the study. The author identified the sources of receipt and channels of sale of goods in wholesale trade. The following strategic directions of managing multi-channel sales in wholesale trade are also identified: increasing and careful selection of intermediary channels; increasing attention to supply chain management; maintaining and maintaining a high degree of customer loyalty (customer orientation); consolidating all channels into one strong channel; diversifying sales channels; using modern software tools and technologies for working with products and customers. It is concluded that companies that have implemented a well-planned multi-channel strategy increase the number of potential buyers, provide additional income and sustainable business growth. According to the authors, the strategic directions of multichannel sales management developed by him work on the entire life cycle of a wholesale enterprise: from business strategy to specific solutions to increase sales. The author also believes that in the future, most companies will invest in multi-channel sales at the country and international levels.