Omnichannel Services: The False Premise and Operational Remedies
Pourquoi ce travail est-il dans la base ?
Une base qui oublie comment elle a trouvé un travail ne peut pas être vérifiée. Voici les voies qui ont admis celui-ci.
Le tri à trois modèles
les 1 000 travaux triés →Les trois modèles l'ont jugé hors champ.
Operations management model of omnichannel service queues.
It develops operational-management theory for omnichannel services.
Operations-management analysis of omnichannel retail services, not research systems.
Résumé
The notion of omnichannel, an integration of brick-and-mortar stores with online channels, has been thriving in recent years and is reforming the traditional service industry. Many service chains, such as Starbucks and McDonald’s, established omnichannel capability by allowing customers to order online in advance before visiting stores for pickup. The premise of omnichannel services is that when customers take advantage of the low-cost-of-waiting online channel, both their utility and the provider’s revenue will increase. Although simply adding an online-ordering option to the conventional walk-in model stimulates revenue, it also inflicts interference on the walk-in channel. We show that online ordering inadvertently reduces customers’ individual utility and social welfare when both channels are used in equilibrium. Moreover, the less it costs to order and wait online, the more the social welfare is reduced. We then evaluate two industry state-of-the-art operational remedies: regulating the use of the online channel and establishing channel-dedicated capacities. Although both remedies may improve the throughput over the walk-in-only service or even the first-come-first-served omnichannel service, they are unlikely to achieve this without jeopardizing the social welfare. We thus propose prioritizing walk-in customers and show that such prioritization can deliver this premise—that is, simultaneously benefiting the service provider and customers in comparison with the conventional walk-in-only service when both channels are used in equilibrium. Our results highlight that creating an efficient marketplace requires synergy between innovative technology and effective operational strategies. This paper was accepted by Victor Martinez de Albéniz, operations management. Funding: Y. Li was supported in part by the Hong Kong Research Grants Council General Research Fund [Project 14505820]. Supplemental Material: The technical supplement and online appendix are available at https://doi.org/10.1287/mnsc.2022.4416 .
Conservé avec la notice de tri, où il sert de preuve aux étiquettes ci-dessus.
La notice
- Revue
- Management Science
- Thématique
- Advanced Queuing Theory Analysis
- Domaine
- Business, Management and Accounting
- Établissements canadiens
- Western UniversityUniversity of Toronto
- Organismes subventionnaires
- —
- Mots-clés
- OmnichannelService (business)RevenueBusinessOrder (exchange)Service providerSocial WelfarePremiseChannel (broadcasting)Computer scienceMarketingTelecommunicationsFinance
- Résumé présent dans OpenAlex
- oui