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Going digital: Business model innovation in omni-channel retailing
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Sustainability and Industrial Dynamics.ORCID iD: 0000-0002-7295-3412
2019 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Over the last ten years, digital technologies have had immense effect on the way we live and work, on organizational forms, and on industrial trends. These effects have not left retail industries and their various actors untouched, but have rather forced them to adapt to the changing environment. At the same time, the digital age has brought new organizations that have leveraged ubiquitous Internet access and the pervasive adoption of smartphones which created new, previously non-existent mobile-based services. With these changes emerged the phenomenon of retail digitalization, a process of ongoing change through the integration of digital, primarily mobile, technologies into retailing.

Although the depicted transformation offers multifaceted opportunities for advancing organizational growth, it also represents fundamental challenges to our understanding of the dynamics of organizational change, intertwined with changes at both higher (inter-organizational) and lower (intra-organizational) levels. In particular, this thesis addresses the business model innovation efforts of retailers across different industry segments, as well as those of mobile payment providers as key partners of retailers in the complex and increasingly networked empirical context. Through the exploratory case-based research, this thesis makes three contributions. The first relates to the contribution to retailing literature by employing a business model perspective to emphasize particularly important aspects of the emerging transition to omni-channel retailing that allows the customer to engage with a retailer whenever and however they wish to. These are seamless and experiential shopping as a new value proposition, the use of technology-mediated interfaces to enhance customer experience, integrated data analytics as a potential source of competitive advantage, and the importance of partnerships for successful value delivery. Secondly, this thesis contributes to the emerging discussions on the dynamics of business models by providing empirical findings of the business model innovation process. Finally, this thesis suggests that a business model should be seen as a relational aggregator at a network level, i.e. a device to explain the interconnectedness of companies in the digital age, and highlights the need for a network-oriented view of business model innovations in such an environment.

Abstract [sv]

Under de senaste tio åren har samhällets digitalisering haft en omfattande inverkan på både vårt sätt att leva och arbeta men även på organisationsstrukturer och industriella trender. Denna inverkan har även påverkat detaljhandeln och dess aktörer på ett fundamentalt sätt och tvingat dem anpassa sig till en ständigt förändrande affärsmiljö. Samtidigt har den digitala tidsåldern medfört nya organisationer som har utnyttjat tillgången till internet och den stora användningen av smartphones för att skapa tidigare obefintliga mobilbaserade tjänster. I samband med detta uppstod fenomenet digitaliserad detaljhandel genom en förändringsprocess byggd på integration av digital, främst mobil, teknik i detaljhandeln.

Även om denna omvandling erbjuder mångfacetterade möjligheter till organisatorisk tillväxt, representerar den också grundläggande utmaningar för hur vi ska förstå dynamiken inom organisationsförändringar som är sammanflätade med förändringar både mellan (interorganisatoriska) och inom (intraorganisatoriska) företag. Denna avhandling berör primärt affärsmodellsinnovationer av detaljister i flera olika branscher och av mobilbetalningsleverantörer, vilka är nyckelpartners till detaljisterna i den komplexa och alltmer nätverkande affärsvärlden. Studien har flera bidrag där det första bidrar till detaljhandelslitteraturen genom att tillämpa ett affärsmodellperspektiv för att betona särskilt viktiga aspekter av en handlares övergång till omni-channel retailing som gör det möjligt för kunden att samarbeta med en återförsäljare när och hur de vill. Detta innebär exempelvis sömlös och upplevelsefokuserad shopping som en ny värdeproposition, användning av teknologimedierade gränssnitt för att förbättra kundupplevelsen, integrerad dataanalys som en potentiell källa till konkurrensfördelar samt vikten av partnerskap för att framgångsrikt leverera ett mervärde. Det andra bidraget bygger på nya diskussioner om affärsmodellers dynamik genom att tillhandahålla empirisk data om innovationsprocesser kopplat till affärsmodeller. Slutligen föreslår avhandlingen att affärsmodellen ska ses som en relationell aggregator, dvs. en mekanism som förklarar sammankopplingen av företag i en digital tidsålder, och därmed belyser behovet av en nätverksorienterad förståelse av affärsmodellinnovationer i en sådan miljö.

Place, publisher, year, edition, pages
Stockholm: KTH Royal Institute of Technology, 2019. , p. 240
Series
TRITA-ITM-AVL ; 2019:42
National Category
Business Administration
Research subject
Industrial Economics and Management
Identifiers
URN: urn:nbn:se:kth:diva-264951ISBN: 978-91-7873-407-8 (print)OAI: oai:DiVA.org:kth-264951DiVA, id: diva2:1376461
Public defence
2020-01-31, Ångdomen, Osquars backe 31, Stockholm, 13:00 (English)
Opponent
Supervisors
Projects
EDIM - European Doctorate in Industrial ManagementAvailable from: 2019-12-17 Created: 2019-12-09 Last updated: 2019-12-17Bibliographically approved
List of papers
1. Exploring the growth challenge of mobile payment platforms: A business model perspective
Open this publication in new window or tab >>Exploring the growth challenge of mobile payment platforms: A business model perspective
2019 (English)In: Electronic Commerce Research and Applications, ISSN 1567-4223, E-ISSN 1873-7846, article id 100908Article in journal (Refereed) In press
Abstract [en]

The power of platform business models has grown as our economies become increasingly digital, but how companies address the challenge of platform growth to achieve a critical mass of users remains unclear. In this study, we take a business model (BM) perspective to understand how mobile payment platform providers go about addressing such a challenge. We studied how mobile payment providers engaged in innovation of their business models, and thus identified three pertaining aspects: rethinking the relationship management with retailers, creating partnerships with other actors in the payment ecosystem to complement and deliver the proposed value, and integrating and using front-end mobile technology. Furthermore, our study suggests that mobile payment providers need to adapt their role within the ecosystem to scale the platform, and that it will depend on their choice of scope of geographic availability. Finally, we suggest that mutual adaptation of BMs of platform-associated actors leads to improved diffusion of the platform offer, which also hints at the need for researchers to revisit innovation diffusion and technology adoption theories by acknowledging the importance of the BM of the offer side of technology.

Place, publisher, year, edition, pages
Elsevier, 2019
National Category
Business Administration
Identifiers
urn:nbn:se:kth:diva-264589 (URN)10.1016/j.elerap.2019.100908 (DOI)
Note

QC 20191205

Available from: 2019-12-01 Created: 2019-12-01 Last updated: 2019-12-10Bibliographically approved
2. Transitions towards omni-channel retailing strategies: a business model perspective
Open this publication in new window or tab >>Transitions towards omni-channel retailing strategies: a business model perspective
Show others...
2019 (English)In: International Journal of Retail & Distribution Management, ISSN 0959-0552, E-ISSN 1758-6690, Vol. 47, no 2, p. 78-93Article in journal (Refereed) Published
Abstract [en]

Purpose Digitalisation has been identified as a driving force behind retail sector transformation. The purpose of this paper is to provide a deeper understanding of how omni-channel strategies link to the digitalisation phenomenon. The study is explorative in nature and aims to expand existing knowledge by using a business model (BM) perspective. Design/methodology/approach The study uses a qualitative approach. Data collection involved a questionnaire answered by 13 firms from three retail segments (i.e. fashion, consumer electronics and bookstores and media) and a group discussion with senior managers. The data were complemented with information from websites, applications and available online reports. Findings The findings present empirical insights about different strategic and BM approaches to omni-channel retailing and highlight examples of pioneering retailers from the Italian market. The proposed framework consolidates earlier studies and puts forward three dimensions for a successful transition to omni-channel retailing BMs: a seamless customer experience, an integrated analytics system and an effective supply chain and logistics. Originality/value First, this paper applies a BM perspective as a novel approach for analysing a transition to omni-channel retailing. Second, it is based on empirical analysis of three retail segments, which provide new insights into omni-channel strategies in the retailing literature.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2019
Keywords
Italy, Business model, Digitalization, Mobile commerce, Omni-channel, Multi-channel
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-249781 (URN)10.1108/IJRDM-08-2018-0176 (DOI)000463632100001 ()2-s2.0-85063993484 (Scopus ID)
Note

QC 20190429

Available from: 2019-04-29 Created: 2019-04-29 Last updated: 2019-12-09Bibliographically approved
3. The blurring lines of physical and digital spaces: business model innovation in retail
Open this publication in new window or tab >>The blurring lines of physical and digital spaces: business model innovation in retail
(English)Manuscript (preprint) (Other academic)
Abstract [en]

Traditional retail practices are under stress as retailers ponder various ways of setting a sustainable omni-channel model. A significant challenge in their endeavor relates to the blurring lines of physical and digital worlds. Therefore, the study analyzes three Swedish retailers’ exploratory efforts of alternative physical retail spaces. In doing so, the study suggests five key innovation areas to revamp the retail store: the role of sales assistants, in-store technology, leveraging a mobile channel, data analytics, and collaborations. In addition, physical retail space is put forward as an aggregation hub that connects various retailer-customer interaction points across physical and digital spaces.

Keywords
business models, collaboration, customer experience, innovation, omni-channel, retailing
National Category
Business Administration
Research subject
Business Studies; Industrial Economics and Management
Identifiers
urn:nbn:se:kth:diva-264211 (URN)
Projects
EDIM - European Doctorate in Industrial Management
Note

QC 201901206

Available from: 2019-11-24 Created: 2019-11-24 Last updated: 2019-12-09Bibliographically approved
4. Interconnected business models: Present debates and future agenda
Open this publication in new window or tab >>Interconnected business models: Present debates and future agenda
2019 (English)In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189Article in journal (Refereed) Accepted
Abstract [en]

This study seeks to provide a review of the emergent literature in order to advance the current understanding of the business model (BM) concept in a context in which more than one actor is actively involved in the development and delivery of a joint offer based on information and communication technologies.

The paper employs a systematic literature review approach. The review is based on 25 systematically-selected publications published from 2000 to 2018 and retrieved from bibliographic databases and through a process of snowballing.

The authors found several alternative conceptualizations of a BM at a network level, which highlighted different elements as core components. Based on this, our findings suggest the literature has a fragmented view of what the BM concept entails at a network level, and of which actors are relevant. Conversely, there is a consensus that a single-firm view is inadequate for describing and studying joint value architectures due to its inability to consider all involved actors and their activities and resources. Therefore, a network-oriented view, as a relational aggregator, is a possible way forward.

The study contributes to the current understanding of a BM concept at a network level and suggests three viewpoints from which to interpret value architectures at different levels of analysis: single-firm view, dyadic-level view, and network-oriented view. Furthermore, the authors highlight several gaps to be studied and provide avenues for future research opportunities for scholars.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2019
National Category
Business Administration
Identifiers
urn:nbn:se:kth:diva-264588 (URN)10.1108/JBIM-06-2019-0292 (DOI)
Funder
Swedish Retail and Wholesale Development Council
Note

QCR 20191205

Available from: 2019-12-01 Created: 2019-12-01 Last updated: 2019-12-10Bibliographically approved

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