Từ bán lẻ đa kênh đến bán lẻ hợp kênh: Các nhà lẻ cạnh tranh bằng cung cấp giá trị mua sắm của người tiêu dùng trên thị trường Việt Nam
Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 2 năm 2020
FROM MULTI-CHANNEL RETAILING TO OMNI-CHANNEL RETAILING:
HOW RETAILERS COMPETE THROUGH PROVIDING CONSUMER SHOPPING
VALUE IN VIETNAM?
TỪ BÁN LẺ ĐA KÊNH ĐẾN BÁN LẺ HỢP KÊNH: CÁC NHÀ LẺ CẠNH TRANH BẰNG
CUNG CẤP GIÁ TRỊ MUA SẮM CỦA NGƯỜI TIÊU DÙNG TRÊN THỊ TRƯỜNG VIỆT NAM
Nguyen Hien Anh, MA
Thuongmai University
Abstract
This paper, firstly, based on literature review, sketches the main characteristics of omni-channel
retailing, the evolution of retailers from multichannel to omnichannel. Secondly, the paper presents enabling
drivers which turns omni-channel into the next inevitable step for retailers operating in Vietnam markets.
Because omni-channel perspective goes beyond the traditional function of distribution, and emphasizes the
interaction fuction of channels and touchpoints, it has triggered one consistent shopping value, which requires
the retailer identifies all available channels and touchpoints (offline, online, mobile) and each channel/
touchpoint’s ability to generate experience in term of utilitarian value, hedonic value, social value. The paper
adopts traits of Vietnam retail markets to adjust the model formed by Huré to explain components of
omnichannel shopping experience apporiate to retailers in Vietam. The model is built on the nature of
omnichannel retailing strategy, the nature of omnichannel shopping experience, and adds dominantly emerging
forms of each channel. After that, four suggestions for retailers operating in Vietnam to win in omni-channel
retailing context are recommended.
Keywords: omnichannel retailing, retailing, shopping value, experience, Vietnam retail markert
Tóm tắt
Nghiên cứu này trước tiên dựa trên tổng hợp lý thuyết nghiên cứu trước đó phác họa những đặc điểm
chính của bán lẻ hợp kênh, sự tiến hóa từ đa kênh sang hợp kênh. Tiếp đó, nghiên cứu trình bày những động lực
khiến hợp kênh là bước phát triển tất yếu của những nhà bán lẻ hoạt động trên thị trường Việt Nam. Do bán lẻ
hợp kênh hướng đến sáng tạo và cung ứng giá trị nhất quán, những nhà bán lẻ phải nhận diện tất cả các kênh
và điểm chạm (ngoại tuyến, trực tuyến, di động) và khả năng của từng kênh, điểm chạm tạo trải nghiệm cho
khách hàng với giá trị sử dụng, giá trị tình cảm, giá trị xã hội. Nghiên cứu vận dụng những đặc điểm của thị
trường bán lẻ Việt Nam để điều chỉnh mô hình giá trị hợp kênh do nhóm nghiên cứu của Hure và cộng sự đề
xuất năm 2017 phù hợp với các nhà bán lẻ có mặt tại Việt Nam. Mô hình được dựng dựa trên bản chất của
chiến lược hợp kênh, bản chất của trải nghiệm mua sắm hợp kênh, và thêm vào những dạng mới nổi chiếm ưu
thế của từng kênh. Cuối cùng, nghiên cứu đưa ra bốn đề xuất cho các nhà bán lẻ tại Việt Nam để có thể cải
thiện khả năng mang lại trải nghiệm hợp kênh cho khách hàng.
Từ khóa: bán lẻ hợp kênh, giá trị mua sắm, trải nghiệm, thị trường bán lẻ Việt Nam
1. Introduction
The successful development of mobile channel, online channel, and current digitalization
process is primary determinant for the dramatic change in retailing world over past two decades. These
ongoing disruptive technological advancements have thoroughly changed consumers’ buying behavior,
created proliferation of possible channels and touch points for companies to provide value to
customers, affected business models of many retailers (Verhoef el al, 2015). As the result, many
retailers have initially immersed multi-channel strategies which mainly decided to add new channels in
the existing channel system. It means traditional physical players considered possibility of online
channel (for example Mediamart operated its own selling website), as well as pure click retailers
planned to be present offline (for example Amazon opened their first brick-and-mortal stores).
However, over the time, due to consumers’ expectations of integrated uses of various channels,
retailers have faced a problem of how multi-channel strategies should be upgraded and broadened to
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improve customer values, which in turn enhance company value. With these reasons, many retailers
have been finding ways to synchronize all their multi channels and separate touch points so that
consumers could have consistent seamless experiences with a specific brand, offering on every touch
point, across offline stores and websites, on mobile platforms, wherever and whenever a consumer
might be purchasing (Picot-Coupey et al., 2016). The synchronization has accelerated omni-channel
retailing strategy, the new level of multi-channel to interact with consumers and fulfill their needs.
Omni-channel conceptulization is regarded as an evolutionary level of the multi-channel one.
Omni represents Omnis, the Latin word meaning “all” or “universal,” so omnichannel is defined “all
channels together” (Lazaris and Vrechopoulos, 2014). Several previous studies gave definition of
omichannel retailing. Rigby (2011) definded omnichannel retailing as: “an integrated sales experience
that melds the advantages of physical stores with the information-rich experience of online shopping”.
Levy, et al. (2013) also conceptualized omnichannel retailing” as: “a coordinated multichannel
offering that provides a seamless experience when using all of the retailer’s shopping channels”. ).
Verhoef et al. (2015) defined omni-channel as the “synergistic management of the numerous available
channels and customer touchpoints, in such a wat that the customer experience across channels and the
performance over channels is optimized”. Saghiri et al (2017) generated the definition of omnichannel
based on customer perspective which stated that “omni-channel focuses on a truly integrated approach
across the whole retail operation that delivers a seamless response to the consumer experience through
all available shopping channels, whether on mobile internet devices, computers, in-store, on television
and in catalogues”. All definitions imply that omnichannel retailing focuses on seamless experience
generated by integrating all channels simultaneously.
One 2019 survey reported that more than half of business leaders from Southest Asian
companies considered omni-channel strategies one of top priorities over all other management tasks
because they believed in benefits of omni-channel, including higher customer satisfaction, greater
customer value, more effective worth of mouth (Kumar and Reinartz, 2016). Nevertheless, many
retailers have found it stressful to develop omni-channel initiatives. Due to higher customer
expectations and an increasingly various channels requiring integration, many retailers are struggling
to move from multi-channel to omni-channel retailing model (Business Insider, 2017). The
aforementioned survey revealed that omni-channel solutions have not been meeting expectations of
retailing organizations’ leaders in Southest Asia. As the consequence, measurment of consumer
shopping value created by synchornized combination of different channels with foucs on contribution
of each touch point’s value and their interrelated influences is an essential task of any retailer to build
high valueable omni-channel strategies (4). This paper therefore aims to address the three following
research questions:
-
-
-
How is multi-channel strategies transforming to omni-channel strategies in Vietnam, one of the
fastest-growing retailing markets (part 2)? ;
How to model shopping value measurement across touch points in the omni-channel world (part
3);
Suggestions for retailers’ omni-channel strategies in emerging omni-channel markets (part 4).
2. From multi-channel retailing to omni-channel retailling
2.1. Omni channel retailing context
Omnichannel concept is regarded as an evolutionary level of the multi-channel one. A multi-
channel retailer serves consumers via different channels (Sorescu et al., 2011), and the retailer could use
channel as a criterion for market segmentation process with which it might have several customers
groups, each of group prefers one single channel to the others (for example some consumers like off-line
stores experiences, while the others often order items on websites). Because of separation between
online channel and offline channel, retailers have realized difficulty in interacting with consumers with
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multi-channel management when consumers’ behavior has changed. A consumer might start to gather
information on and reviews for a range of camera brands online and decided that she liked one specific
product. After that, he browsed the product in one local Dien May Xanh store, scanned barcode in one
app on his phone to verify price, and found that Adayroi.com offered a lower price than Dien May Xanh
did, so he purchased the wanted camera on Adayroi website via his smartphone as he stood in the store.
This example has addressed the problem which the multi-channel concept could not solve. With
technoligical advancement, consumers have being increasingly expecting all channels to be integrated in
a seamless shopping experience (Hansen and Sia, 2015) so that they can afford to move freely among
channels (store, mobile, online) for product search, offering evaluation, purchase, and aftersales service
(Neslin et al., 2006), or they can be served with a customized offering whenever or wherever (VonBriel,
2018The omni-channel with an increase in the level of channel coordination and integration is the perfect
response to consumers’ needs. Today consumers use more channels and touch points during their
shopping journey: channels such as websites, webshops, social media, brick and mortar shops,
applications on mobile devices, catalogues, and many more. Therefore, channels are also percieved as
different touchpoints through which the firm and the customer interact (Neslin et al., 2006). Consumers
rationally select the mix formulation of channels and touch points which is thought to be able to deliver
the highest value compared to their goals (for example finding the most reliable information, comparing
prices the most accurately, evaluating and reviewing products the most honestly and worthiest, ordering
the most easily, choosing paying method the most conveniently). Even when two different consumers
also actively engage with the same combination of multiple touch points, one’s perception of shopping
value from every touch point might be different from perception of the other because of differences in
their expected specific shopping experience (for example: one could purchase an item as a present for a
special occasion, while the other shops the same item when moving). Based on their wants and needs at a
specific moment, the consumer decides which proper channel to use for information search, or enquiry,
or purchase.
According to Juaneda-Ayensa and her partners (2016), the omni channel retailing has three
dominant features. Firstly, the omni channel strategy blurs boundaries between channels to provide
consumers with seamless valueable experience which could contribute to increase consumers' purchase
intentions, and enrich relationship between the retailer and its consumers. Secondly, because the
channels are integrated together, consumers perceive that interaction with a retailer is no longer with
the channel, but the brand. Therefore, following the omni-channel strategy helps retailers build a
unique brand image. Each channel is considered a touch point, and consumers could swich easily and
continously between these channels. After all, they experience all channels together as one complete
channel. Thirdly, based on the interplay between channels and brands, consumers could choose among
multiple buying routes to get holistic value. The following table 1 describes basic differences between
multiple channel and omni channel:
Table 1 - Differences between multiple channel and omni channel
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2.2. Enabling drivers to omichannel retailing strategy in Vietnam markets
Vietnam – a fast-growing retail markets, but involves few omnichannel retailers
Vietnam is one of the fastest-growing retail markets in Southeast Asia (Deloitte, 2018).
Currently, the market size is $108 billion, and it is predicted to grow at 7.3 percent per year over the
next five years. Total industry’s revenue is also forcasted to reach USD 180 billion by 2020,
representing increase of 26.6% compared to the revenue in 2018. Two largest segments are groceries
and consumer electronics, consisting of 44 percent and 17 percent of the total retail market,
respectively. All retail segments have witnessed the development of mordern formats which contribute
to changes in consumer behavior. These mordern formats (for example convenience store chains,
supermarkets, online retailers) are making efforts to create various touchpoints to serve consumers
better (McKinsey, 2019).
Deloitte (2018) emphasizes drivers of the rapid development, the top one is e-commerce.
Although e-commerce penetration in Vietnam is still low (with sales only has reached 3 percent of
total retail sales), this field is predicted to grow robust in the next five years and expected to be
development motivator of the retail industry in long-term. The drivers of this growth involves
Vietnam’s young population and its high smartphone penetration (80% people over 15 own at least
one smartphone). McKinsey (2019) introduces omni-channel marketing as one of six key success for
retailers performing in Vietnam (the rest includes parent groups, network and scale, compelling value
proposition, strong business enablers, strong brand equity, privileged access and local knowledge).
According to McKinsey (2019), most retailers in Vietnam is weak at omni-channel. Among top ten,
only four retailers are performing omni-channel marketing, including Aeon, Bach Hoa Xanh (with
well-known brands: Dien May Xanh and Thegioididong), Lotte, and Vin Commerce. Tragically, only
Lotte and Vin Commerce are evaluated to have strong presence in omni-channel.
Table 2 - Selected case studies of omnichannel retailers operating in Vietnam markets
Retailer
Initial Available
type channels
Efforts toward omnichannel
Presence of omni-
channel retailing
strategy
VinCommerce
(Vietnamese local
brand)
Retailer Physical
store,
2019: Lauching VinMart Scan&Go
2018: Acquiring Fivi Mart supermarket
Strong
mobile app, chain
online,
delivery
2017: Launching home-delivery service
2017: Launching page Vinmart on
adayroi.com
2017: Launching mobile app Adayroi
2015: Launching e-commerce website
adayroi
2014: Opening Vin ID card for customers
to accumulate points whn they use Vin
products and services
2014: Open chain of convenient stores
(VinMart+) and several supermarkets
(VinMart)
Lotte
(international brand)
Retailer Physical
store,
2008: Entering Vietnam markets with the
presence of Lotte marts in HCM city.
Strong
mobile app, Today, the corporation has 13 shopping
online,
mall nation wide.
delivery
2016: Activating facebook for promotion
and customer service function. The
facebook has a big number of followers
and earns highly positive response.
2016: Launching website lotte.vn. The
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website is an ecosystem which involves
websites of every category such as Lotte
Cinema, Lotteria, Lotte Ecomerce, Lotte
Finace, …
2016: Launching website speedlotte.vn
which focuces on e-commerce for food
category
2016: Introducing smart app Speed L
2018: Launching first convenience stores
Speed L
Aeon (international Retailer Store,
2011: Opening first shopping mall in
Vietnam
Fair
brand)
online
2019: Launching Aeon app
Aeon has its own website and facebook.
However, the facebook appeals very few
followers, many of whom raised negative
comments on both Aeon and its facebook.
Furthermore, it seems that the corporation
is still enhancing its physical presence.
2017: Acquiring Tran Anh and merging
the chain with Dien May Xanh
Although all brand sell homogenous
category (electronics products), each
launches its own website, mobile app.
Consumers can not integrate points
earned from each separate branded store.
Bach Hoa Xanh
(local brand) –
owner of
Thegioididong and
Dien May Xanh
Retailer
Weak
Enabling drivers for omni-channel retailing strategy in Vietnam markets
A survey of Kantar, one of leading market research agencies in Vietnam concludes that the
growth of retailers operating in Vietnam depends on whether they could win omni-channel marketing
(Kantar, 2019). There are four drivers which motivate retailers to move to omni-channel orientation.
Firstly, today Vietnamese shoppers are incresing leisure time online with mobile devices. By the end
of 2018, about 95% of urban housholds had owned at least one smartphone. Two-third of the
population (63%) is online, and the country’s online access level is expected to reach Western’s by
2025. The new media has tightened the connection between retailer and consumer. In 2017, Viet Nam
was ranked 7th place worldwide for the number of Facebook users. Pew Research Center reported
that Vietnamese spend nearly seven hours everyday online, including two and a half hours surfing
social media platforms via personal computer, tablet and smartphone. Secondly, Vietnamese
consumers are more actively engaged with digital platforms fostering mobile shopping experiences
from C2C and B2C. For consumers, the trump card of online shopping is that it saves both time and
effort. In addition, information of offerings can be effortless found and compared online. McKinsey
(2019) reports that Consumer-to-Consumer channels, are also becoming increasingly popular in
Vietnam. Typically hosted on social media platforms such as Facebook, Instagram, and Zalo, these
platforms fuel shoppers to interact directly with their sellers, and to share information, (in format of
photo, review, or recommendation) with other shoppers in real-time. Thirdly, share of wallet
consumers spending in online channels are encouraged by strong promotion of both pure-click retailers
and third parties (for example delivery apps). The average annual spending online in 2018 was USD
350, nearly double the figure in 2017. In addition, online conversion rates (defined as the proportion of
visits to online websites that have been converted to sales) are high in Vietnam. According to Sapo
(2019), facebook, website, zalo/imstagram are of top revenue-generating channels. However, the
survey also addresses the important role of physical stores which will not be replaced in the future.
Forthly, consumers are using more than one channel to shop. Consumers don’t simply move from
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channel to channel. They tend to combine different channels (mobile, app, mom and pop stores or
laptop) to search and shop for their products, and more and more integrate a wider variety of channels
to serve different shopping missions. As a result, consumers’ path to shop become even more
sophisticated, and complex.
3. Customer shooping value in omni-channel retailing world
The model portraiting omni-channel shopping value is adpated from model developed Hure et
al (2017). The previous model is based on two pillars: nature of shopping value, and omni-channel
experience.
3.1. The integration across channels
The omnichannel retailing perspective implies that the channels and touchpoints should be
managed and controled as a unified entity. Beyond normal function of distribution, the requirement of
integration across channels means that consumers does not experience merely the channel or
touchpoint, but the brand as a whole (Verhoef et al. 2015). They possibly switch use sevaral channels
at the same time without interrupting their purchase path. If the consumer moves to other channels
during his purchase journey, it does not affect his shopping progress. Reversely, the consumer
continues accumulating value through every touchpoints he connects with the retailer to result in the
ultimate experience. Therefore, the omnichannel retailing strategy aims at integrating value generated
from each channel, and from interrelated relationship among channels to result in a strong unique
seamless experience regardless of the purchase stage where the consumer is or the channels the
consumer utilizes (Piotrowicz & Cuthbertson 2014; Rigby 2011).
Saghiri et al (2017) agreed with the notion that omnichannel retailing strategy requires
coordination and integration among channel and touchpoints to create shopping value. According to
the authors, retailers must achieve integration in all three dimensions of omni-channels systems,
including channel stage, channel type, and channel agent. Integration among channel stages refers to
the ability to deliver a holistic shopping experience for consumers. This integration ensures the
company to have awareness of what the consumer is doing, what happens to him in each stage of his
buying route. For the consumer, this integration enables him to jump into any stage he wishes
effortlessly without confusion or mismatch in the information of or value of offering (Emrich, Paul, &
Rudolph, 2015). Integration among channel types emphasizes synchronization in operations among
various channels such as online channel, offline channel, mobile channel. This integration allows all
channels could work together to provide the consumer a consistent and seamless experience. He will
find it free to use different channels interchangeably to obtain his goals (Verhoef el al, 2015).
Integration among channel agents, to ensure different channel agents send the same information and
provide the same product and service to the consumer (Herhausen et al., 2015). The integrations imply
that channels and touchpoints in omnichannel marketing systems must be connected. In the other
word, all channels must speak “one voice” and present consistent messages. For example, the product
information and warranty policy must be apparently identical, wherever they derive from (the
manufacturer, retailer, product comparison websites, via catalogs, stores, websites, call centers or
stores), and whenever they are delivered (in pre-purchase, payment, delivery, or return stages).
In conclusion, in order to creat omni-channel experience, the retailer must integrate all
available channels, so that it can provide superior value to its consumers, wheneve, wherver, however
they contact to the retailer.
3.2. Dimenions of omni-channel shopping value
Consumption experience is measured by value which a consumer obtains, and
multidimensional approaches are the most accepted to measure shopping value (Sánchez-Fernández
and Iniesta-Bonillo, 2007). Hure et al (2017) name three main shopping dimensions of a single channel
including ulitarian shopping value, hedonic shopping value, and social shopping value. Utilitarian
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value addresses the task completion aspect of the shopping experience and focuses on decreasing
sacrifices for consumers such as convenience, product information, cost reduction, price comparison,
low pricing, broad assortment (Yrjölä et al, 2018). The hedonic value denotes the shopping
experience's ability to offer positive feelings such as pleasure, fun, emotiveness (Yrjölä et al, 2018).
Social value shows the extent to which shopping experience creates symbolic benefit which can help
customers express their personal value such as status and self-esteem enhancement.
Hure et al (2017) suggest that to win in omni-channel world, retailers must distribute all three
types of value for its targets at every channel because they all contribute to the total shopping value.
Furthermore, since omni-channel shopping value is perceived multifacets, retailers must decide the
appropriate effort in each touch point to generate desired shopping value. For example, although being
thought to primarily benefit utilitarian shopping value (24 hour service, ease of information search,
quick comparison), online channels and mobile apps also are able to nuture hedonic value (Overby and
Lee, 2006).
3.3. Omi-channel shopping experience
Consumers’ omni-channel shopping experience has three aspects which are related to the three
aforementioned features of omni-channel. The first aspect is omni-channel experience is perceived as
brand experience. As consumers use various channels for different purposes rather than a pure
transaction, they percieve that any interation with a specific brand at any touch point could contribute
to their experience with brand. The second aspect emphasizes increasing sophistification in shopping
behavior. A consumer could utilize simultaneously fruitful number of touch point to make buying
decisions. The third aspect represents the expectation of consistency and seamlessness of shopping
experience. Because a consumer can move effortless from one touch point to another one, the omni-
channel consumers can be provided with fully integrated experience which aggregates experiences
gained at every touch point.
As the result, omni-channel strategy includes the determination of types and numbers of
channels and touchpoints which a retailer should develop, and the best combination between them to
deliver shopping experience. These channels and touch points can serve transactional goals or
relational goals, and they can be physical, or digital, or both. Hure et al (2017) presents three types of
channels consumers use within the shopping journey: offline, online, mobile. Because of the diversity
of channels as well as the complexity of consumer purchase, shopping value will derive from each and
every touch point.
3.4. The model measuring omni-channel shopping value
The model is adapted from the product of Hure’s research group in 2017. The origin model
expressed that with omni-channel meaning holistic experience, omni-channel shopping value is
combination of the value of both offline, online and mobile channels (Rigby, 2011). Specifically,
consumers employ a range of channels together through which the access will create and deliver value.
Therefore, each channel is a mean to create a desired shopping value, whether driven by utilitarian or
hedonic shopping or social benefits.
This paper tries to clarify forms of each touchpoint which contributes to shopping experience,
based on aforementioned Vietnamese retail markets. Thanks to applications of Internet and
technology into pick-up stores, several new formats of offline channel is being nutured such as pop-up
stores (Picot-Coupey, et al. 2016), or shop in shops (Lark et al., 2018). Therefore, offline channels are
analyzed as combinations of touchpoints (Huré et al., 2017). The paper selects three types of offline
touch points including mini stores – one of the most popular offline channels in Vietnam, and two
notably new phenomenons in retailing context - pop-up stores, and shop in shops.
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Again, online channel shopping value generating during the shopping journey from lots of
touch points. Two types of online touch points which are popular used are website of the retailer and
social media platforms.
Intensity is the dominant characteristic of omni-channel and could moderated shopping value
(Huré et al., 2017). Omni-channel intensity - the degree of channel integration - is measured by two
components: the degree of seamlessness, and perceived consistency (Huré et. al., 2017)
M-USV
M-HSV
M-SSV
Mobile-channel
Shopping value
Mini stores
Off-USV
Off-HSV
Off-SSV
On-USV
Offline-channel
Shopping value
Online-channel
Shopping value
Omni-channel
Shopping value
On-HSV
On-SSV
Pop-up Stores
Shop in shops
Omni-channel
Intensity
USV: utilitarian shopping value
HSV: hedonic shopping value
SSV: social shopping value
Seamlessness
Perceived consistency
Figure 1 – Apdapted model based on the model established by Hure and colleagues (2017)
To sum up, omni-channel shopping value is more than experience generated from a single
transaction or single channel. Removal of channel boundaries allows retailers to fully integratedly
interact with its target consumers.
4. Suggestions for retailers’ omni-channel strategies in emerging omni-channel markets
The model emphasizes omni-channel management as retailers’ top task by which the ways to
improve effectiveness and efficiency of shopping value delivery are found. Under the omni-channel
strategy, retailers must ensure seamlessness and consistency across the wide range of channels and
touch-points at any moment when consumers interact with it, mainly the physical store, the online
channel, the mobile channel.
In terms of managerial implications, retailers should focus on four main aspects: (1) identifying
contribution of each channel and touchpoints to creation of consumer shopping value, in term of
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utilitarian value, hedonic value, social value, and omni-channel value; (2) creating a holistic customer
experience; and 3) redefining role of physical store; and 4) making an effective technology investment.
4.1. Follow customer-centric orientation
Because planning omnichannel marketing strategy indicates that companies must find full set
of touchpoints and channels which are meaning to its targets, the strategy will be useless and become
cost center if retailers only consider it as a fad. Omnichannel marketing strategy requires ultimate
changes in management thinking which focuses on long-term relationships between companies and its
target markets, as well as its shareholders, and in many cases, it triggers an organizational restructure
to provide a common and unique experience at every channel through which interaction with
consumers happens. The fact that
The ultimate objective of omnichannel marketing strategy is to add seamless shopping
experience to customers. At the retailer level, it means that consumers will select retailers who can
offer integrated channels rather than retailers with non-integrated channels. Retailers have to respond
to their omnichannel customers by connecting its consumers across all channels. In order to make it
possible, omnichannel strategies requires a close and constant interaction with consumers across
channels, and undertsand shopping journey of each consumer to manage appropriate set of touchpints,
so that consumers can combine different channels to serve their purposes (Zhang et al., 2010).
4.2. Evaluate shopping value generated from each channel and touch point
Every single channel and touchpoint between the retailer and the customer matters. Because a
consumer can use several channels for different purposes, retailers must track his behavior to
understand his path to purchase and value he expected to gain from each channel. For example, online
channel and mobile channel are believed to provide utilitarian value as they are the easiest ways to find
product information, and compare price, and/or make an order without time limit. However, these
channels have been trying to improve the hedonic and social value through making more fun, or
building unique personal traits. Reversely, physical stores are finding new ways to be more functional,
for example usage of digital technology.
4.3. Unify all channels and touchpoints across all channels
As interactions between the retailer and the consumer represent opportunities to improve the
mutually beneficially relationship, they must be managed in a consistent and satisfactory manner. To
solve the task, the retailer needs a right complete customer data integration that provide it the 360-
degree view of their targets’ behavior across all channels and touchpoints, so that it has knowledge of
which channels their consumers are using at each step of the purchase journey. Based on the
information, the retailer can decide to the way to integrate channels seamlessly. For example, omni-
channel allows the consumer to search product knowledge in one channel, and then browse and even
do trial the real item in another channel, and then shop the selected item in the different one. Thus, the
retailer must share and control related-product knowledge across different channels to avoid consumer
frustration and misconception.
4.4. Redifine the role of the physical store
The Kantar report confirms the irreplaceable role of physical store in Vietnam market. In spite
of the increase in the number of new interactive channels (the Internet, e-catalogs, mobile phones,
etc.), it would be soon to think of the disapearance of the brick and mortal channels because they
possess number of features that are improtant to consumers in their buying decision process. Basically,
because of ability to impacts multisensory experience, interactions in physcial settings could help the
consumer reduce his perceived risk. In addion, direct contact to the consumer enables the retailer to
clarify features and characteristics of the products and customize offering. Furthermore, the consumer
can also communicate to the other consumers face-to-face and reveal others’ real experiences with the
product which are highly appreciated.
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4.5. Embrace technologies
Not all consumers expect the same experience from their shopping journey. The retailer must
identify the specific consumer and the set of value he expects to be delivered (utilitarian, hedonic,
social). With consumer insight, the retaile decides the right combination of technologies which can
improve shopping value, wherever the consumer has interaction with it. For example, for consumers
who order online and pick up items in the store, the retailer must enrich their seamless experience with
the brand. In-store technology is increasingly crucial to enhance a superior shopping value, however
the usage must rely on consumer perceived innovativeness, ease of use, and usefulness. In addition,
physical stores should ensure wifi connectivity for consumers throughout their shopping journey to
make the shopping experience more pleasant, and more convinient. Furthermore, there might be
change in the role of in-store staff. They play not only the role of instructors who support shoppers to
use these in-store technologies, but also advisors by offering shoppers feedback, for example, on how
they look in specific items, and providing them with some different options.
5. Conclusion
The advent technology has broadened new retailing channels and touchpoints such as the
internet, mobile, as well as adjusted the existing channels. These new channels have become a
“growing channel” for selling products and services in Vietnam market. The proliferation of the
number of channels and touch points has influenced not only shopper behavior but also business
models of retailers. Many retailers have realized that developing omnichannel strategies is not the
trend, but the necessary task to obtain expected growth and even survive.
Omnichannel retailing is conceptualized as the final level of muiltichannel, leading to the
integration of all channels to provide shoppers with seamless experience.
Omni-channel consumers behave differently from and more complex than traditional retail
consumers. They are more active, better informed, proficiently make use of technology and expect
more from retailers. When spotting a retailer who is able to deliver the desired experience, consumers
will be more likely to be loyal and highly profitable. Successful retailers must understand what are
piece of the omni-channel jigsaw and how to put and combine them together. Therefore, understaing
how shopping value could be generated and delivered during their shopping journey is essential task to
complete the omni-channel experience. In addition, serving the omni-channel consumers requires
retailers to utilize technologies wisely, so that information are available not only to consumers, but
also to the personnel serving them. Finally, the role of the brick and mortal store is an important piece
of the omni-channel puzzle, requiring the optimization of the format and the role of physical stores in
value creation process.
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