The impact of digital transformation on the retailing value chain
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In: International Journal of Research in Marketing, Vol. 36, No. 3, 01.09.2019, p. 350-366.
Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - The impact of digital transformation on the retailing value chain
AU - Reinartz, Werner
AU - Wiegand, Nico
AU - Imschloss, Monika
PY - 2019/9/1
Y1 - 2019/9/1
N2 - Consumers have traditionally made purchase decisions at the store shelf, giving institutional brick-and-mortar retailers great power to learn about and influence behaviors and preferences. With the rise of e-commerce, mobile shopping, and most recently smart technologies, new competitors threaten this long-standing supremacy. Adopting a value-creation perspective, we analyze how digitization started the erosion of institutional retailing as the primary interface to the customer. We develop a framework that identifies five new sources of value creation and propose how these advance and transform competition for this interface. Depending on the importance of the new sources of value creation (in different purchase situations), stationary retailing may prevail as an important interaction point in a multichannel decision journey. However, increasing diffusion of branded-product platforms including connected devices and online retail platforms is shifting this authority to new players. For the parties involved in this multilayered competition, acknowledging the changes and actively managing their position in the evolving eco-systems is crucial.
AB - Consumers have traditionally made purchase decisions at the store shelf, giving institutional brick-and-mortar retailers great power to learn about and influence behaviors and preferences. With the rise of e-commerce, mobile shopping, and most recently smart technologies, new competitors threaten this long-standing supremacy. Adopting a value-creation perspective, we analyze how digitization started the erosion of institutional retailing as the primary interface to the customer. We develop a framework that identifies five new sources of value creation and propose how these advance and transform competition for this interface. Depending on the importance of the new sources of value creation (in different purchase situations), stationary retailing may prevail as an important interaction point in a multichannel decision journey. However, increasing diffusion of branded-product platforms including connected devices and online retail platforms is shifting this authority to new players. For the parties involved in this multilayered competition, acknowledging the changes and actively managing their position in the evolving eco-systems is crucial.
KW - Brands
KW - Customer interface
KW - Digitization
KW - Platforms
KW - Retailing
KW - Management studies
UR - http://www.scopus.com/inward/record.url?scp=85060345757&partnerID=8YFLogxK
U2 - 10.1016/j.ijresmar.2018.12.002
DO - 10.1016/j.ijresmar.2018.12.002
M3 - Journal articles
AN - SCOPUS:85060345757
VL - 36
SP - 350
EP - 366
JO - International Journal of Research in Marketing
JF - International Journal of Research in Marketing
SN - 0167-8116
IS - 3
ER -