2023 SS Multichannel Commerce and D2C PDF

MSc BIS – E-Business and Mobile Business Multichannel Commerce and Direct to Consumer (D2C) E-Commerce denizon.com Prof. Dr. Uwe Leimstoll, Institute for Information Systems Learning Objectives: You … Know the forms, challenges and measures of cross-channel or multichannel commerce Are aware of...

MSc BIS – E-Business and Mobile Business Multichannel Commerce and Direct to Consumer (D2C) E-Commerce denizon.com Prof. Dr. Uwe Leimstoll, Institute for Information Systems Learning Objectives: You … Know the forms, challenges and measures of cross-channel or multichannel commerce Are aware of the fragmented purchasing process and can derive consequences for the access to customers from it Recognise the role, power and significance of digital platforms in e-commerce and m-commerce See the challenges of direct to consumer (D2C) e-commerce (online direct sales) and can select appropriate strategies for brand manufacturers Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 2 Contents Multichannel commerce and the fragmented purchasing process Distributed commerce (selling via digital platforms) Direct to consumer (D2C) e-commerce (online direct sales) Discussion: How will shopping business models and shopping behaviour look like in 2030? Literature Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 3 Multichannel Commerce Multichannel umbrella term not so big differences – Umbrella term for the distribution of products via different channels – Sales and distribution channels are coordinated and connected Multiple-channel – Operation of independent and not coordinated distribution channels, e.g., Hotelplan and Interhome as subsidiaries of Migros; Microspot, Interdiscount and Fust as subsidiaries of Coop Cross-channel – Term used to emphasise the connections and interdependencies between the channels – Goal: avoid channel conflicts and achieve synergies btw. channels Omnichannel perspective of the consumer – Term used for a certain customer behaviour: customers use different channels at the same time, e.g., a smartphone in a store. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Ahlert/Evanschitzky (2004), Emrich (2011), Heinemann (2013) Related Terms 5 Single channel strategy – Focus is on one channel (either online or offline), the other channel has only a supporting role Isolation strategy – Separate channels which often use separate brands (e.g. Microspot and Interdiscount) Integration strategy – Channels are linked and complement one another – Necessary to achieve cross-channel effects All-channel strategy – Uses all available or realisable channels including mobile and social media. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Müller-Lankenau et al. (2006), Heinemann (2011). Grimm/Röhricht (2003) Multichannel Strategies 6 Background and Research Question Nowadays, cross-channel commerce concepts – also known as multichannel or ominchannel retailing – are increasingly being implemented. Science has dealt with cross-channel commerce concepts for more than 15 years now. Cross-channel commerce concepts are almost universally accepted as a panacea for many current retail problems. Nevertheless, only a few retailers have realized integrated multichannel distribution networks successfully so far, even in highly developed economies. Reason: Cross-channel concepts are extremely complex. Question: Under which conditions can multichannel or cross-channel concepts be successful? Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 7 Example: Digitec (IT and Consumer Electronics) Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 8 retaildesignworld.com Example: TUI Concept Store (Travel) Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 9 Multichannel Forms in Business Model Types Supplier Manufacturer direct to consumers because this channels are not linked - competitive channels Wholesaler Retailer Consumer Usually online Manufacturer model: multichannel only in vertically integrated comp. Supplier Manufacturer Whole- S saler Retailer S Consumer Usually online Multichannel in the merchant model: parallel sales channels Online (including mobile) S Subsidiary of the manufacturer, e.g. Ikea, H&M Retailer Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales Offline Call centre Consumer Mail order 10.05.2023 Source: Heinemann (2011, 36 f.), Sa Vinhas/Anderson (2005) Manufacturer model: concurrent channels 10 Results of the Period from 2009 to 2013: Changing Attitudes towards Ecommerce and Cross-channel Strategies Companies who pushed ecommerce only half-heartedly lose significant market share  extension of online channels 2009 A race to catch up begins: remaining established offline vendors redefine their strategic online positioning; customers appreciate pick-up and returns in stores 2011 2010 50%: Cautious attitude toward e-commerce, protection of the physical channels 50%: Clear growth strategy 2013 2012 Established offline vendors pushed cross-channel concepts considerably, e.g., in the media and travel industry Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales Strategic significance of ecommerce increases: stronger anchoring on executive level, more investments without considering other channels 10.05.2023 11 Conclusions of the Period from 2009 to 2013 With the development of e-commerce, the online channel gains in importance in the strategies of the retailers – Traditional companies change their attitude and develop multichannel concepts – Goal: connected channels (cross-channel) should improve customer experience Strategies, which protect physical channels in order to avoid cannibalizing, have no good prospects of becoming successful. Compensating the losses of sales in traditional channels is not possible. For traditional offline retailers, the step towards e-commerce means to build up an almost completely new business. – Considerable investments in information systems, marketing, logistics – Rethinking and often a transformation of the structure of the company Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 12 Central Advantages of Cross-channel Concepts Click & collect provides value for customers and vendors – For customers: certain receipt of the goods, collecting time determined by the customer, easy “pay now” payment at the POS, avoiding delivery and payment costs, comfortable return of the goods, partly same-day delivery – For vendors: guiding customers into the physical store, providing services and consultation, creation of awareness, customer experience and additional purchases during pick-up Channel diversity paired with channel homogeneity provides value for customers – Customer needs are diverse – Customers can freely select and switch between the channels if they are linked Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 14 High and partly risky investments are needed for the development of the organisation, processes, IT, know-how Large scales are needed offline (enough physical stores to cover a region/country) and at the same time online (economies of scale) Different cost and revenue structures in online (higher variable costs) and offline (higher fixed costs) channels. Will assortment and services fulfil the needs of online customers? Channel conflicts or problems – Cannibalisation effects; main reasons: – Cost and revenue structures online and offline – Traditional assignment of revenues according to company structures – Cross-channel free-riding with the danger of losing the customer while changing the channel Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Chiu et al. (2011), Kollmann et al. (2012), Wagner et al. (2013), Joo/Park (2008), Yan et al. (2010), Leimstoll/Wölfle (2017) Main Challenges in a Multichannel Setting 16 Digitalisation Leads to a Fragmented Purchasing Process Phase: Channel: Animation phase Information phase Agreement phase Fulfillment phase E-Mail Online shop Mobile App Newsletter Product search Question regarding delivery Call Centre Physical Store Order in store Payment in store Google Offline world Loyalty phase Dealer search Advertisement Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 17 Webroomers: Consumers researching online and afterwards purchasing offline. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales Showroomers: Cons. researching offline and afterwards purchasing online. 10.05.2023 Source: Credit Suisse, Retail Outlook 2018, p. 19 Research Online, Purchase Offline (ROPO): A Purchasing Behaviour Across Generations 18 Answers of all smartphone users to the question: “Which, if at all, is your preferred device for the activities listed below?” Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Grampp, Michael; Brandes, Dennis (2019): Global Mobile Consumer Survey 2018 – Ergebnisse für die Schweiz. Deloitte, 2019. Preferred Devices by Activity: Smartphone 19 Success Factors of Cross-channel Commerce Concepts Realise synergies between channels – Harmonise channels with regard to prices, strategic position and communication (consistent user experience) – Combine harmonised channels with specific value in individual channels (e.g., long-tail assortment online, counselling offline) – Realise cross-channel activities and campaigns – Allow customers to switch between channels Common planning and controlling of channels Distribute profits among channels (set incentives for online activities) Adjust organisational structures to cross-channel concepts: transformations in management and organization in several transformation steps An in-depth and updated collection of success factors can be found in Leimstoll/Wölfle (2017, 46) Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Avery et al. (2012), Chiu et al. (2011), Kollmann et al. (2011), Wagner et al. (2013), Joo/Park (2008), Yan et al. (2010), Rittinger (2014) for the market 21 Conclusions The attitude towards cross-channel commerce in Switzerland has changed. A large proportion of companies is positive about these concepts today and believes it is realistic that multichannel providers can at least avoid the loss of sales with cross-channel services. Central cross-channel service: click & collect Chance: realise more touch-points with store, Web site, shop, social media, mobile apps Challenges: – High investment and specific know-how is necessary. – A sufficient physical store density must be paired with the scaling of the online channel. The sum of the requirements suggests that cross-channel commerce concepts are most likely to be realized by supra-regional retailers with capacity for investment. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 22 Distributed Commerce or Selling via Digital Platforms Multichannel Distribution with an Online Marketplace Online Marketplace Online Online (including mobile) Supplier Manufacturer Wholesaler Retailer Offline Call centre Consumer Mail order Special format for local retailers: Lego Markenwelt on eBay http://lego.ebay.de/lego/shop-in-shop/index.html Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 24 Multichannel Sales/Distribution with an Online Marketplace Examples for online marketplaces used by business suppliers: – Horizontals – eBay, Amazon, Ricardo, Taobao, Zalando (with transaction support) – Anibis (Scout24, incl. white label solution), tutti.ch (classifieds) – stores.ebay.ch, 3rd party shops on Amazon – Verticals – AutoScout24, mobile.de, ImmoScout24, homegate.ch (classifieds) – booking.com, priceline.com, HRS (with transaction support) – GetYourGuide, viator Marketplaces show disintermediation and reintermediation effects. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 25 Multichannel Distribution via Social Networks or Search Engines Search Engines, Meta Searchers Social Networks Online Online Online (including mobile) Supplier Manufacturer Whole saler Retailer Offline Call centre Consumer Mail order Social Networks: Facebook, Instagram, Snapchat Search Engines: Google Meta Searchers: Trivago, Kayak, Swoodoo, TripAdvisor Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 26 Sources: https://www.youtube.com/watch?v=5JPcVCYFyec, https://www.aioma.com/de/blog/zahlen-fakten-quellen-mobile-commerce2019, accessed 17 May 2019 Examples of Product Integration into Digital Platform Apps Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 27 Development and Characteristics More and more digital platforms offer “book on” functionality, which is well known from “book on Google”, e.g. Google Shopping, Google Flights, Google Hotels. Digital platforms are very large organisations and thus are able to realise economies of scale. Social network platforms are visited in other contexts than in shopping contexts. Often, they are strongly integrated in the daily routine of customers. Digital platforms are usually available via mobile apps, and thus they are on the smartphone and very close to consumers – all day. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Wölfle/Leimstoll (2018) Digital platforms offer professional and well developed services to sellers as well as to users or customers. 28 Advantages for Sellers Be there where your customers are, i.e. benefit from the traffic on big platforms and get access to customers Benefit from standard functions, which are provided by the platform, i.e. integration of offerings into apps, payment functions, targeted advertisements, market data, analytics tools An own online shop is not necessary  lower upfront investment, no further development Adjust to the changing behaviour of customers: Source: Wölfle/Leimstoll (2018) – from searching for products in online shops – to searching on marketplaces or search engines – to purchasing activities linked to other daily activities, e.g. on social networks Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 29 Critical Aspects of Distributed Selling Sellers usually pay commission fees to the platform. Platforms are often competitors of the sellers. Digital platforms can achieve high market power and a dominant position in the market with corresponding negative consequences. Customer data often stay in the hands of the platforms. This prevents sellers from being able to build own relationships with customers, e.g., in the loyalty phase. Sellers usually have no influence – on the design and further development of the platform – on the politics and strategies of the platform – on costs Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Wölfle/Leimstoll (2018) In any case, there is a shift of power from sellers to platforms and thus, sellers face a loss of control and value capturing. 30 Options for Sellers «If you can’t beat them, join them!» Erich Mühlemann, TUI Suisse, 2018 Giving general advice is not possible. Supplies of standard products and commodities only have a chance, if they focus on price. A differentiation of the offerings can take place via individual product characteristics (unique selling proposition), long-tail products, strong brand, local product characteristics or local services. Offer differentiation: selling only selected products on platforms and other products in own shop Source: Wölfle/Leimstoll (2018) Channel diversification: addressing different customer groups with different products on different platforms Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 31 10.05.2023 Direct to Consumer (D2C) E-Commerce (Online Direct Sales) Definition of Direct to Consumer (Figures are Repetitions) Supplier Manufacturer Whole saler Retailer Consumer Usually online Direct to Consumer (D2C) Manufacturer model: multichannel only in vertically integrated companies Supplier Manufacturer Whole S saler Retailer S Consumer Usually online S Subsidiary of the manufacturer, e.g. Ikea, H&M, Swatch, Tally Weill Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Heinemann (2011, 36 f.), Sa Vinhas/Anderson (2005) Manufacturer model: concurrent channels 33 Main Challenges of Online Direct Sales Specialized resources and functions, which are needed in the relationship with consumers (e.g., distribution, logistics, communication), are often not available. Conflicts between the goals of presenting products and selling products arise. The competitive situation in a B2C context is different from a B2B situation. Retailers who are also important partners become competitors. The relationship with them must therefore be reconsidered. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Bower (2016), Leimstoll/Wölfle (2021) Specialized B2C online-distribution know-how, e.g., country- or segment-specific knowledge regarding legislation, customs regulation, customer requirements, is often missing. 34 Options for Brand Manufacturers Higher market coverage (Käuferle/Reinartz 2015, 747) Increased customer satisfaction by choosing the preferred channel (Käuferle/Reinartz 2015, 747) Skipping of intermediaries, offering a potential for price reductions or an increased margin Direct contact with the customer Coordination of one-2-one contacts with marketing measures Shops with their own brand (online and offline) Extension of the business model (e. g. integration of goods, external services) Realisation of new business models (e. g. mass customisation) Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 35 Situation in Switzerland in 2016: Motivation of Manufacturers Establishing and maintaining our own direct customer relationships with end customers Possibility to determine the scope of the assortment sold 7 9 14 7 11 10 8 1 3 4 22 Achieving income from direct sales Findings from the direct observation of customer behavior in the shop, from customer feedback (without the intention of collecting individual customer profiles) 6 24 8 13 2 1 © 2016 FHNW n = 30 High priority Medium priority Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales Low priority No significance 10.05.2023 Source: Wölfle/Leimstoll (2016) Ensuring an optimal product and brand presentation on the Internet 37 There is a Need for more Engagement of the Brand Manufacturers! Classic trade loses significance. Classic retailing does not serve the numerous new touch points well or not at all. Classic trade cannot integrate assortment growth. Trade cannot achieve (finance) the necessary performance improvements. Brands can perform several functions that are important to them better and cheaper than the retailers  and also relieve the burden on the trade. Brands need to honor the activities of the retailers. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Wölfle/Leimstoll (2016) Consumers want direct contact with “their” brand. 39 However, Brand Manufacturers Need the Traders Retailing must attract attention to the brand in its customer segment (reach). Retailers must stand up for the brand (promotion). Source: Wölfle/Leimstoll (2016) Retailers must communicate on behalf of the brand and satisfy customers' needs (service). Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 40 Strategies for D2C Sales of Brand Manufacturers Pure Online Direct Sales Strategy (e.g., ifolor, mySwissChocolate, Blacksocks) Multi Touch Point Strategy (Swiss, Apple, Freitag, and many others) – needs measures to avoid channel conflicts: – Online Direct Sales as a separate business unit to avoid channel conflicts (e.g., publishers bypass book trade by distributing via databases) – Start-ups realise offline and online distribution channels simultaneously (e.g., ONRunning) – Cooperation with trading partners (e.g., Neue Wiener Werkstätten) Platform Strategy – sales via online pure-players like e.g., electronic marketplaces and, gradually, search engines, price comparison platforms, rating portals, and social networks (e.g., Intersport selling on brack.ch, Nespresso on ebay.de, and many others) Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 Source: Leimstoll/Wölfle (2021) – Different distribution channels for different products (e.g., Nespresso) 41 Recommendations for a Successful Cooperation with Partners Selective distribution (Jura) Different product lines for different channels or countries (Nespresso: coffee machines and coffee) Measures to avoid overstock on the side of the trading partners (Freitag: retraction of products which cannot be sold) Source: Wölfle/Leimstoll (2016) Reduction of the trader’s margin and reward for defined sales and promotion activities Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 42 Discussion: (B2C) Shopping in 2030 Expectations and Outlook for 2030: How will Shopping Business Models and Consumer Behaviour look like? Business models in 2030 Consumer behaviour in 2030 –… –… –… –… Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 44 Practice (Assignment) 1/2 This task also refers to your business model: Develop a multichannel strategy, define your role in the value chain and think about cooperating with brand manufacturers who sell directly to consumers. 1. Multichannel strategy corina – Select the distribution and communication channels you want to use to market your products (sales via traditional channels like wholesale and retail, online shop, physical store, call centre, online marketplaces, social networks). – Hint: Don’t list all possible channels but analyse the needs of your target groups and find out which channel they will use for what. – What will you do to avoid channel conflicts with your partners? factory to produce, delivery services, – Think of the customer journey: What will you do to prevent losing your customer when he or she switches between channels? – Decide which channel strategy would be the most suitable for your business and your target group. Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 45 Practice (Assignment) 2/2 2. Think about brand manufacturers starting to sell directly to consumers. Ibrahim – a. If your business is a merchant: What will you do to avoid being skipped in the value chain? Think of measures you want to take in order to provide services for the brand manufacturers. or – b. If your business is a brand manufacturer, decide which D2C strategy would be the most suitable for your business and your target group. Personalization feedback: Liza Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 46 Literature Literature (1/4) Ahlert, D., Evanschitzky, H.: Erfolgsfaktoren des Multi-Channel-Managements. Working Paper Internetökonomie und Hybridität, No. 5 (2004), http://hdl.handle.net/10419/46592, accessed: 01.08.2014. Albers, S.; Peters, K.: Die Wertschöpfungskette des Handels im Zeitalter des Electronic Commerce. Marketing ZFP 19(2):69-80 (1997). Avery, J., Steenburgh, T.J., Deighton, J., Caravella, M.: Adding Bricks to Clicks: Predicting the Patterns of Cross-Channel Elasticities over Time. Journal of Marketing 76, 3, 96-111 (2012). Bernecker, Michael; Beilharz, Felix (2012): Social Media Marketing: Strategien, Tipps und Tricks für die Praxis. 2. Aufl., Johanna: Köln 2012 Boersma, T.: Warum Web-Exzellenz Schlüsselthema für erfolgreiche Händler ist: Wie das Internet den Handel revolutioniert. In: Heinemann, Gerrit; Haug, A (Hrsg), Web-Exzellenz im E-Commerce: Innovation und Transformation im Handel. Gabler, Wiesbaden, 2141 (2010). Bower, P.: Consumer Goods, Direct-to-Consumer, and S&OP—A Doomed Marriage? J. Bus. Forecast. 16–29 (2016) Chiu, H.-C., Hsieh, Y.-C., Roan, J., Tseng, K.-J., Hsieh, J.-K.: The Challenge for Multichannel Services: Cross-Channel Free-Riding Behavior. Electronic Commerce Research and Applications 10, 2, 268-277 (2011). Emrich, C.: Multi-Channel-Communications- und Marketing-Management. Wiesbaden: Gabler (2008). Emrich, O.: Cross-Channel Management: Kompetenzen, Instrumente und Erfolgspotenziale. Dissertation, Universität St. Gallen (2011). Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 96 Literature (2/4) Gasenzer, R.: Fallstudie Musik Hug. In: Wölfle, R., Schubert, P. (eds.) Business Collaboration: Standortübergreifende Prozesse mit Business Software. Hanser Verlag, München, 85-98 (2007).. Grimm, S., Röhricht, J.: Die Multichannel Company: Strategien und Instrumente für die integrierte Kundenkommunikation. Galileo Press, Bonn (2003). Heinemann, G.: Cross-Channel-Management: Integrationserfordernisse im Multi-Channel-Handel. 3. Auflage, Gabler, Wiesbaden (2011). Heinemann, G.: No-Line-Handel: Höchste Evolutionsstufe im Multi-Channeling. Gabler, Wiesbaden (2013). Hettler, U.: Social Media Marketing: Marketing mit Blogs, Sozialen Netzwerken und weiteren Anwendungen des Web 2.0. Oldenbourg: München (2010). Joo, Y., Park, M. H.: Information Search and Purchase Channel Choice across In-Home Shopping Retail Formats. Academy of Marketing Studies Journal 12, 2, 49-62 (2008). Käuferle M., Reinartz W.: Distributing through multiple channels in industrial wholesaling: how many and how much? Journal of the Academy of Marketing Science 43, 746–767 (2015). Kollmann, T.: E-Business: Grundlagen elektronischer Geschäftsprozesse in der Net Economy. Wiesbaden: Gabler, 4th ed. (2011). Kollmann, T., Kuckertz, A., Kayser, I.: Cannibalization or Synergy? Consumers’ Channel Selection in Online–Offline Multichannel Systems. Journal of Retailing and Consumer Services 19, 2, 186-194 (2012). Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 97 Literature (3/4) Leimstoll, U., Wölfle, R.: Auswirkungen des E-Commerce auf die Wertschöpfungsstrukturen im B2C-Einzelhandel: Erkenntnisse aus der Schweiz. Multikonferenz Wirtschaftsinformatik 2014 (MKWI 2014), Paderborn (2014). Leimstoll, U., Wölfle, R.: Changing Attitudes of Retailers Towards Cross-channel Commerce and its Success Factors: a Longitudinal Study. 15th International Conference on e-Society 2017, Budapest, Hungary (2017). Leimstoll, U., Wölfle, R.: Direct to Consumer (D2C) E-Commerce: Goals and Strategies of Brand Manufacturers. In: Dornberger, R. (ed.): New Trends in Business Information Systems and Technology. Springer, Wiesbaden (2021). Müller-Lankenau, C., Wehmeyer, K., Klein, S.: Strategic Channel Alignment: an Analysis of the Configuration of Physical and Virtual Marketing Channels. Information Systems and E-Business Management, 4, 2, 187-216 (2006). Rittinger, S.: Multi-Channel Retailing: Prinzip, Konzepte und Erfolgsfaktoren, Springer, Wiesbaden (2014). Sa Vinhas, A.; Anderson, E.: How Potential Conflict Drives Channel Structure: Concurrent (Direct and Indirect) Channels. Journal of Marketing Research 42, 4, 507–515 (2005). Shao, B.: Cross-sale in Dual-channel Decentralized Distribution System. Academy of Information and Management Sciences Journal 16, 1, 67-74 (2013). Wagner, G., Schramm-Klein, H., Steinmann, S.: Effects of Cross-Channel Synergies and Complementarity in a MultiChannel ECommerce System: An Investigation of the Interrelation of E-Commerce, M-Commerce and IETV-Commerce. The International Review of Retail, Distribution and Consumer Research 23, 5, 571-581 (2013). Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 98 Literature (4/4) Wirtz, Bernd W.: Multi-Channel-Marketing: Grundlagen, Instrumente, Prozesse. Wiesbaden: Gabler (2008). Wölfle, R.; Leimstoll, U.: E-Commerce-Report Schweiz 2015: Der Schweizer Onlinehandel aus Anbietersicht. Institut für Wirtschaftsinformatik, Hochschule für Wirtschaft, Fachhochschule Nordwestschweiz, Basel (2015) Wölfle, R.; Leimstoll, U.: E-Commerce-Report Schweiz 2016: Der Schweizer Onlinehandel aus Anbietersicht. Institut für Wirtschaftsinformatik, Hochschule für Wirtschaft, Fachhochschule Nordwestschweiz, Basel (2016) Wölfle, R.; Leimstoll, U.: E-Commerce-Report Schweiz 2017: Digitalisierung im Vertrieb an Konsumenten. Eine qualitative Studie aus Sicht der Anbieter. Institut für Wirtschaftsinformatik, Hochschule für Wirtschaft, Fachhochschule Nordwestschweiz, Basel (2017) Wölfle, R.; Leimstoll, U.: E-Commerce Report Schweiz 2018: Digitalisierung im Vertrieb an Konsumenten. Eine qualitative Studie aus Sicht der Anbieter. Institut für Wirtschaftsinformatik, Hochschule für Wirtschaft, Fachhochschule Nordwestschweiz, Basel (2018) Wölfle, R.; Leimstoll, U.: E-Commerce Report Schweiz 2020: Digitalisierung im Vertrieb an Konsumenten. Eine qualitative Studie aus Sicht der Anbieter. Institut für Wirtschaftsinformatik, Hochschule für Wirtschaft, Fachhochschule Nordwestschweiz, Basel (2020) Wolk A., Ebling C.: Multi-channel Price Differentiation: An Empirical Investigation of Existence and Causes. International Journal of Research in Marketing 27, 142–150 (2010). Yan, R., Wang, J., Zhou, B.: Channel Integration and Profit Sharing in the Dynamics of Multi-Channel Firms. Journal of Retailing and Consumer Services 17, 5, 430-440 (2010). Institute for Information Systems – MSc BIS EMB – Multichannel Commerce and Online Direct Sales 10.05.2023 99