By Andreas Pinterits
Because the net has turn into a typical instrument of lifestyle, many businesses have brought e-commerce channels as well as their conventional revenues channels. Such e-commerce channels often proportion a similar markets with conventional channels which exposes them to a suite of percentages and demanding situations. which will enjoy the possibilities and grasp the demanding situations of e-commerce, a suitable functionality dimension is key. Andreas Pinterits develops a functionality size approach to deal with the various standards of offline and on-line revenues channels. the writer discusses varied equipment for measuring buyer channel switching habit through the deciding to buy method. eventually, he demonstrates the sensible use of the version by means of show off implementation.
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Extra info for Coordinating Internet Sales with Other Channels
BeSc04]). Overlapping functions of different channels would be organized into the same organizational units. 4 shows the organization chart of a simple example structure. In the example sales and logistics are functions of each channel. Nevertheless, they are organized into single departments. Interchannel coordination of the different functions is supported by this structure, while coordination of the different functions of one channel is not. 5: Divisional breakdown in organizational structure, adapted from [BeSc04] A divisional structure would separate each channel into its own unit.
The existing distributor 18 2. E-commerce multichannel retailing continues his business but is bypassed by the possibility to buy products directly from the supplier. Major advantages of this model are cost savings and better control of distribution. It inherits challenges in the form of initial setup costs and inexperience with distribution functions. A major problem is the occurrence of channel conﬂicts. Since cannibalization effects may occur, the supplier may also get in conﬂict with the distributor.
This would destroy their speciﬁc ﬂexibility. Leaving space for ﬂexible processes may enable the usage of speciﬁc channels’ strengths [Sawh01, StBA01]. At the bottom line, the right mix of these options has to be found. Possible alternatives for integrating internal processes are highly dependent on the company and cannot be generalized at this point. A few examples of coordinated internal processes are: 28 2. E-commerce multichannel retailing • Same web-interface for customers and employees [GuGa00].
Coordinating Internet Sales with Other Channels by Andreas Pinterits