Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano

El advenimiento de la tecnología y las transformaciones digitales han posibilitado la conexión entre los clientes y el producto a través de diferentes canales, como offline u online. Durante la última década, las empresas se han visto sometidas a proponer una experiencia constante y uniforme para lo...

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Fecha de publicación:
2023
Institución:
Universidad del Rosario
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Repositorio EdocUR - U. Rosario
Idioma:
spa
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oai:repository.urosario.edu.co:10336/41752
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https://repository.urosario.edu.co/handle/10336/41752
Palabra clave:
Omnicanalidad
Estrategia
Modelo de madurez
Integración de canales
Omni-channel
Strategy
Maturity model
Channel integration
Rights
License
Attribution-NonCommercial 4.0 International
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oai_identifier_str oai:repository.urosario.edu.co:10336/41752
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network_name_str Repositorio EdocUR - U. Rosario
repository_id_str
dc.title.none.fl_str_mv Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
dc.title.TranslatedTitle.none.fl_str_mv A holistic approach: Analysis of omnichannel strategies in the business context Colombian business context
title Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
spellingShingle Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
Omnicanalidad
Estrategia
Modelo de madurez
Integración de canales
Omni-channel
Strategy
Maturity model
Channel integration
title_short Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
title_full Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
title_fullStr Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
title_full_unstemmed Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
title_sort Un enfoque integral: análisis de estrategias omnicanal en el contexto empresarial colombiano
dc.contributor.advisor.none.fl_str_mv Franco Franco, Carlos Alberto
dc.contributor.none.fl_str_mv Prieto, Daniel
Velásquez Rodríguez, Oscar Fabian
dc.subject.none.fl_str_mv Omnicanalidad
Estrategia
Modelo de madurez
Integración de canales
topic Omnicanalidad
Estrategia
Modelo de madurez
Integración de canales
Omni-channel
Strategy
Maturity model
Channel integration
dc.subject.keyword.none.fl_str_mv Omni-channel
Strategy
Maturity model
Channel integration
description El advenimiento de la tecnología y las transformaciones digitales han posibilitado la conexión entre los clientes y el producto a través de diferentes canales, como offline u online. Durante la última década, las empresas se han visto sometidas a proponer una experiencia constante y uniforme para los consumidores por medio de dichos canales. Este fenómeno es denominado omnicanalidad. En esa medida, el reto primordial que enfrentan las empresas para implementar dicha práctica consiste en identificar los factores que implican su desarrollo. Lo anterior corresponde a la diversidad de líneas investigativas que suponen diferentes retos para implementar herramientas eficaces para examinar el rendimiento de los canales. Este artículo se realiza con el objetivo de implementar un modelo de madurez de omnicanalidad, al incorporar los elementos más sobresalientes. Por tal motivo, se usó una herramienta para clasificar las empresas colombianas de distintos campos económicos en términos de madurez. Esto está relacionado con el desempeño de las siguientes líneas de acción: estrategia omnicanal, logística omnicanal, digitalización y atención al cliente. En ese sentido, las empresas colombianas están en un nivel de madurez II; Este estuvo motivado debido a las transformaciones digitales presentadas durante la pandemia del COVID-19. En suma, este modelo posibilita que las empresas evalúen su rendimiento y precisen los campos o los ámbitos que requieran articular sus esfuerzos con el fin de optimizar la experiencia entre el cliente y los canales de operación de un modo cohesivo y satisfactorio.
publishDate 2023
dc.date.accessioned.none.fl_str_mv 2023-11-23T19:41:10Z
dc.date.available.none.fl_str_mv 2023-11-23T19:41:10Z
dc.date.created.none.fl_str_mv 2023-06-16
dc.type.none.fl_str_mv bachelorThesis
dc.type.coar.fl_str_mv http://purl.org/coar/resource_type/c_7a1f
dc.type.document.none.fl_str_mv Capstone Project
dc.type.spa.none.fl_str_mv Capstone Project
dc.identifier.uri.none.fl_str_mv https://repository.urosario.edu.co/handle/10336/41752
url https://repository.urosario.edu.co/handle/10336/41752
dc.language.iso.none.fl_str_mv spa
language spa
dc.rights.*.fl_str_mv Attribution-NonCommercial 4.0 International
dc.rights.coar.fl_str_mv http://purl.org/coar/access_right/c_abf2
dc.rights.acceso.none.fl_str_mv Abierto (Texto Completo)
dc.rights.economicrights.none.fl_str_mv LOGYCA
dc.rights.uri.*.fl_str_mv http://creativecommons.org/licenses/by-nc/4.0/
rights_invalid_str_mv Attribution-NonCommercial 4.0 International
Abierto (Texto Completo)
LOGYCA
http://creativecommons.org/licenses/by-nc/4.0/
http://purl.org/coar/access_right/c_abf2
dc.format.extent.none.fl_str_mv 46 pp
dc.format.mimetype.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv Universidad del Rosario
dc.publisher.department.none.fl_str_mv Escuela de Administración
dc.publisher.program.none.fl_str_mv Administración de Negocios Internacionales
publisher.none.fl_str_mv Universidad del Rosario
institution Universidad del Rosario
dc.source.bibliographicCitation.none.fl_str_mv Alexander, B., y Blazquez Cano, M. (2020). Store of the future: Towards a (re)invention and (re)imagination of physical store space in an omnichannel context. Journal of Retailing and Consumer Services, 55, 101913. https://doi.org/10.1016/j.jretconser.2019.101913
Bell, D., Gallino, S., y Moreno, A. (2014). How to Win in an Omnichannel World. MIT Sloan Management Review. https://sloanreview.mit.edu/article/how-to-win-in-an-omnichannel-world/
Belvedere, V. Martinelli, E, y. Tunisini, A. (2021). Getting the most from E‑commerce in the context of omnichannel strategies. https://link-springer-com.ez.urosario.edu.co/content/pdf/10.1007/s43039-021-00037-6.pdf
Bitzer, M., Häckel, B., Leuthe, D., Ott, J., Stahl, B., y Strobel, J. (2023). Managing the Inevitable – A Maturity Model to Establish Incident Response Management Capabilities. Computers & Security, 125, 103050. https://doi.org/10.1016/j.cose.2022.103050
Brynjolfsson, E., Hu, Y., y Rahman, M. (2013). Competing in the Age of Omnichannel Retailing. MIT Sloan Management Review. https://sloanreview.mit.edu/article/competing-in-the-age-of-omnichannel-retailing/
Chaparro, J., Acquila, E., Hernández, Á., y Iglesias, S. (2020). The Digital Transformation of the Retail Electricity Market in Spain. Energies, 13(8), Article 8. https://doi.org/10.3390/en13082085
Colangelo, E., Fries, C., Hinrichsen, T., Szaller, Á., y Nick, G. (2022). Maturity Model for AI in Smart Production Planning and Control System. Procedia CIRP, 107, 493-498. https://doi.org/10.1016/j.procir.2022.05.014
Fernández, N., Pérez, M., y Vázquez, R. (2018). Webroomers versus showroomers: Are they the same? Journal of Business Research, 92, 300-320. https://doi.org/10.1016/j.jbusres.2018.08.004
Frasquet, M., Ieva, M., y Ziliani, C. (2019). Understanding complaint channel usage in multichannel retailing. Journal of Retailing and Consumer Services, 47, 94-103. https://doi.org/10.1016/j.jretconser.2018.11.007
Hein-Pensel, F., Winkler, H., Brückner, A., Wölke, M., Jabs, I., Mayan, I. J., Kirschenbaum, A., Friedrich, J., y Zinke-Wehlmann, C. (2023). Maturity assessment for Industry 5.0: A review of existing maturity models. Journal of Manufacturing Systems, 66, 200-210. https://doi.org/10.1016/j.jmsy.2022.12.009
Huang, J. Zhou, J, Liao, G. Mo, F., y Wang, H. (2017). Investigation of Chinese students' O2O shopping through multiple devices. https://www-sciencedirect-com.ez.urosario.edu.co/science/article/pii/S0747563217302935
Iglesias, S., Acquila, E., y Del Río Carazo, L. (2022). Omnichannel retailing: A tale of three sectors. Economic Research-Ekonomska Istraživanja, 35(1), 3305-3336. https://doi.org/10.1080/1331677X.2021.1991825
Kazanjian, R., y Drazin, R. (1989). An Empirical Test of a Stage of Growth Progression Model. Management Science, 35(12), 1489-1503.
Lehrer, C., y Trenz, M. (2022). Omnichannel Business. Electronic Markets, 32(2), 687-699. https://doi.org/10.1007/s12525-021-00511-1
Li, Q., Wang, Q., y Song, P. (2022). Do customers always adopt buy-online-and-pick-up-in-store service? Consideration of location-based store density in omni-channel retailing. Journal of Retailing and Consumer Services, 68, 103072. https://doi.org/10.1016/j.jretconser.2022.103072
Li, Z., Li, S., y Mei, W. (2023). Buy online and pickup in-store: Co-opetition strategy of omnichannel supply chain players. Electronic Commerce Research. https://doi.org/10.1007/s10660-023-09693-6
Marchet, G., Melacini, M., Perotti, S., Rasini, M., y Tappia, E. (2018). Business logistics models in omni-channel: A classification framework and empirical analysis. International Journal of Physical Distribution & Logistics Management, 48(4), 439-464. https://doi.org/10.1108/IJPDLM-09-2016-0273
Miloslavskaya, N., y Tolstaya, S. (2022). Information Security Management Maturity Models. Procedia Computer Science, 213, 49-57. https://doi.org/10.1016/j.procs.2022.11.037
Nolan, R. (1973). Managing the computer resource: A stage hypothesis. Communications of the ACM, 16(7), 399-405. https://doi.org/10.1145/362280.362284
Park, J., y Kim, R. B. (2018). A new approach to segmenting multichannel shoppers in Korea and the U.S. Journal of Retailing and Consumer Services, 45, 163-178. https://doi.org/10.1016/j.jretconser.2018.09.007
Poeppelbuss, J., y Roeglinger, M. (2011, junio 9). What makes a useful maturity model? A framework of general design principles for maturity models and its demonstration in business process management. 19th European Conference on Information Systems, ECIS 2011.
Prieto, S. (2019, febrero 27). Modelo de diagnóstico del nivel de madurez de la gestión de la experiencia digital del cliente. https://www.marketing-xxi.com/modelo-diagnostico-nivel-madurez-gestion-experiencia-digital-cliente
Quach, S., Barari, M., Moudrý, D., y Quach, K. (2022). Service integration in omnichannel retailing and its impact on customer experience. Journal of Retailing and Consumer Services, 65, 102267. https://doi.org/10.1016/j.jretconser.2020.102267
RichRelevance-Omnichannel-PMM.pdf (2015). Recuperado 15 de marzo de 2023, de https://www.richrelevance.com/wp-content/uploads/2016/02/RichRelevance-Omnichannel-PMM.pdf
Rusanen, O. (2019). Crafting an Omnichannel Strategy: Identifying Sources of Competitive Advantage and Implementation Barriers. En W. Piotrowicz & R. Cuthbertson (Eds.), Exploring Omnichannel Retailing: Common Expectations and Diverse Realities (pp. 11-46). Springer International Publishing. https://doi.org/10.1007/978-3-319-98273-1_2
Salmani, Y., y Partovi, F. (2021). Channel-level resource allocation decision in multichannel retailing: A U.S. multichannel company application. Journal of Retailing and Consumer Services, 63, 102679. https://doi.org/10.1016/j.jretconser.2021.102679
Shen, X., Li, Y., Sun, Y., y Wang, N. (2018). Channel integration quality, perceived fluency and omnichannel service usage: The moderating roles of internal and external usage experience. Decision Support Systems, 109, 61-73. https://doi.org/10.1016/j.dss.2018.01.006
Vasilyev, A., Maier, S., y Seifert, R. (2023). Assortment optimization using an attraction model in an omnichannel environment. European Journal of Operational Research, 306(1), 207-226. https://doi.org/10.1016/j.ejor.2022.08.002
Verhoef, P., Kannan, P., y Inman, J. (2015). From Multi-Channel Retailing to Omni-Channel Retailing. Journal of Retailing, 91(2), 174-181. https://doi.org/10.1016/j.jretai.2015.02.005
Witcher, B., y Tajima, C. (2018). The Omnichannel Maturity Assessment. 14.
Xie, C., Chiang, C.-Y., Xu, X., y Gong, Y. (2023). The impact of buy-online-and-return-in-store channel integration on online and offline behavioral intentions: The role of offline store. Journal of Retailing and Consumer Services, 72, 103227. https://doi.org/10.1016/j.jretconser.2022.103227
Yin, C., Chiu, H., Hsieh, Y., y Kuo, C. (2022). How to retain customers in omnichannel retailing: Considering the roles of brand experience and purchase behavior. Journal of Retailing and Consumer Services, 69, 103070. https://doi.org/10.1016/j.jretconser.2022.103070
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spelling Prieto, DanielVelásquez Rodríguez, Oscar FabianFranco Franco, Carlos Alberto1030537726600León Lozano, María PaulaMorales Guzmán, Ana MaríaAdministrador de Negocios InternacionalesAdministrador de Negocios InternacionalesPregradoFull time694f6bc4-2798-48c6-9fe4-6415fe07b44f-1317ef52a-36dc-4f2b-a67e-095bb7fbcc82-12023-11-23T19:41:10Z2023-11-23T19:41:10Z2023-06-16El advenimiento de la tecnología y las transformaciones digitales han posibilitado la conexión entre los clientes y el producto a través de diferentes canales, como offline u online. Durante la última década, las empresas se han visto sometidas a proponer una experiencia constante y uniforme para los consumidores por medio de dichos canales. Este fenómeno es denominado omnicanalidad. En esa medida, el reto primordial que enfrentan las empresas para implementar dicha práctica consiste en identificar los factores que implican su desarrollo. Lo anterior corresponde a la diversidad de líneas investigativas que suponen diferentes retos para implementar herramientas eficaces para examinar el rendimiento de los canales. Este artículo se realiza con el objetivo de implementar un modelo de madurez de omnicanalidad, al incorporar los elementos más sobresalientes. Por tal motivo, se usó una herramienta para clasificar las empresas colombianas de distintos campos económicos en términos de madurez. Esto está relacionado con el desempeño de las siguientes líneas de acción: estrategia omnicanal, logística omnicanal, digitalización y atención al cliente. En ese sentido, las empresas colombianas están en un nivel de madurez II; Este estuvo motivado debido a las transformaciones digitales presentadas durante la pandemia del COVID-19. En suma, este modelo posibilita que las empresas evalúen su rendimiento y precisen los campos o los ámbitos que requieran articular sus esfuerzos con el fin de optimizar la experiencia entre el cliente y los canales de operación de un modo cohesivo y satisfactorio.The advent of technology and digital transformations have enabled the connection between customers and the product through different channels, such as offline and online. Over the last decade, companies have been challenged to deliver a consistent and uniform experience to consumers through these channels. This phenomenon is called omnichannel. To that extent, the primary challenge faced by companies in implementing this practice is to identify the factors involved in its development. This corresponds to the diversity of research lines that pose different challenges to implement effective tools to examine channel performance. The purpose of this article is to implement an omnichannel maturity model by incorporating the most salient elements. For such reason, a tool was used to classify Colombian companies from different economic fields in terms of maturity. This is related to the performance of the following lines of action: omnichannel strategy, omnichannel logistics, digitalization and customer service. In that sense, Colombian companies are at a maturity level II; This was motivated due to the digital transformations presented during the COVID-19 pandemic. In short, this model enables companies to evaluate their performance and identify the fields or areas where they need to articulate their efforts in order to optimize the experience between the customer and the operating channels in a cohesive and satisfactory way.46 ppapplication/pdfhttps://repository.urosario.edu.co/handle/10336/41752spaUniversidad del RosarioEscuela de AdministraciónAdministración de Negocios InternacionalesAttribution-NonCommercial 4.0 InternationalAbierto (Texto Completo)LOGYCAEL AUTOR, manifiesta que la obra objeto de la presente autorización es original y la realizó sin violar o usurpar derechos de autor de terceros, por lo tanto la obra es de exclusiva autoría y tiene la titularidad sobre la misma. PARGRAFO: En caso de presentarse cualquier reclamación o acción por parte de un tercero en cuanto a los derechos de autor sobre la obra en cuestión, EL AUTOR, asumirá toda la responsabilidad, y saldrá en defensa de los derechos aquí autorizados; para todos los efectos la universidad actúa como un tercero de buena fe. EL AUTOR, autoriza a LA UNIVERSIDAD DEL ROSARIO, para que en los términos establecidos en la Ley 23 de 1982, Ley 44 de 1993, Decisión andina 351 de 1993, Decreto 460 de 1995 y demás normas generales sobre la materia, utilice y use la obra objeto de la presente autorización. -------------------------------------- POLITICA DE TRATAMIENTO DE DATOS PERSONALES. Declaro que autorizo previa y de forma informada el tratamiento de mis datos personales por parte de LA UNIVERSIDAD DEL ROSARIO para fines académicos y en aplicación de convenios con terceros o servicios conexos con actividades propias de la academia, con estricto cumplimiento de los principios de ley. Para el correcto ejercicio de mi derecho de habeas data cuento con la cuenta de correo habeasdata@urosario.edu.co, donde previa identificación podré solicitar la consulta, corrección y supresión de mis datos.http://creativecommons.org/licenses/by-nc/4.0/http://purl.org/coar/access_right/c_abf2Alexander, B., y Blazquez Cano, M. (2020). Store of the future: Towards a (re)invention and (re)imagination of physical store space in an omnichannel context. Journal of Retailing and Consumer Services, 55, 101913. https://doi.org/10.1016/j.jretconser.2019.101913Bell, D., Gallino, S., y Moreno, A. (2014). How to Win in an Omnichannel World. MIT Sloan Management Review. https://sloanreview.mit.edu/article/how-to-win-in-an-omnichannel-world/Belvedere, V. Martinelli, E, y. Tunisini, A. (2021). Getting the most from E‑commerce in the context of omnichannel strategies. https://link-springer-com.ez.urosario.edu.co/content/pdf/10.1007/s43039-021-00037-6.pdfBitzer, M., Häckel, B., Leuthe, D., Ott, J., Stahl, B., y Strobel, J. (2023). Managing the Inevitable – A Maturity Model to Establish Incident Response Management Capabilities. Computers & Security, 125, 103050. https://doi.org/10.1016/j.cose.2022.103050Brynjolfsson, E., Hu, Y., y Rahman, M. (2013). Competing in the Age of Omnichannel Retailing. MIT Sloan Management Review. https://sloanreview.mit.edu/article/competing-in-the-age-of-omnichannel-retailing/Chaparro, J., Acquila, E., Hernández, Á., y Iglesias, S. (2020). The Digital Transformation of the Retail Electricity Market in Spain. Energies, 13(8), Article 8. https://doi.org/10.3390/en13082085Colangelo, E., Fries, C., Hinrichsen, T., Szaller, Á., y Nick, G. (2022). Maturity Model for AI in Smart Production Planning and Control System. Procedia CIRP, 107, 493-498. https://doi.org/10.1016/j.procir.2022.05.014Fernández, N., Pérez, M., y Vázquez, R. (2018). Webroomers versus showroomers: Are they the same? Journal of Business Research, 92, 300-320. https://doi.org/10.1016/j.jbusres.2018.08.004Frasquet, M., Ieva, M., y Ziliani, C. (2019). Understanding complaint channel usage in multichannel retailing. Journal of Retailing and Consumer Services, 47, 94-103. https://doi.org/10.1016/j.jretconser.2018.11.007Hein-Pensel, F., Winkler, H., Brückner, A., Wölke, M., Jabs, I., Mayan, I. J., Kirschenbaum, A., Friedrich, J., y Zinke-Wehlmann, C. (2023). Maturity assessment for Industry 5.0: A review of existing maturity models. Journal of Manufacturing Systems, 66, 200-210. https://doi.org/10.1016/j.jmsy.2022.12.009Huang, J. Zhou, J, Liao, G. Mo, F., y Wang, H. (2017). Investigation of Chinese students' O2O shopping through multiple devices. https://www-sciencedirect-com.ez.urosario.edu.co/science/article/pii/S0747563217302935Iglesias, S., Acquila, E., y Del Río Carazo, L. (2022). Omnichannel retailing: A tale of three sectors. Economic Research-Ekonomska Istraživanja, 35(1), 3305-3336. https://doi.org/10.1080/1331677X.2021.1991825Kazanjian, R., y Drazin, R. (1989). An Empirical Test of a Stage of Growth Progression Model. Management Science, 35(12), 1489-1503.Lehrer, C., y Trenz, M. (2022). Omnichannel Business. Electronic Markets, 32(2), 687-699. https://doi.org/10.1007/s12525-021-00511-1Li, Q., Wang, Q., y Song, P. (2022). Do customers always adopt buy-online-and-pick-up-in-store service? Consideration of location-based store density in omni-channel retailing. Journal of Retailing and Consumer Services, 68, 103072. https://doi.org/10.1016/j.jretconser.2022.103072Li, Z., Li, S., y Mei, W. (2023). Buy online and pickup in-store: Co-opetition strategy of omnichannel supply chain players. Electronic Commerce Research. https://doi.org/10.1007/s10660-023-09693-6Marchet, G., Melacini, M., Perotti, S., Rasini, M., y Tappia, E. (2018). Business logistics models in omni-channel: A classification framework and empirical analysis. International Journal of Physical Distribution & Logistics Management, 48(4), 439-464. https://doi.org/10.1108/IJPDLM-09-2016-0273Miloslavskaya, N., y Tolstaya, S. (2022). Information Security Management Maturity Models. Procedia Computer Science, 213, 49-57. https://doi.org/10.1016/j.procs.2022.11.037Nolan, R. (1973). Managing the computer resource: A stage hypothesis. Communications of the ACM, 16(7), 399-405. https://doi.org/10.1145/362280.362284Park, J., y Kim, R. B. (2018). A new approach to segmenting multichannel shoppers in Korea and the U.S. Journal of Retailing and Consumer Services, 45, 163-178. https://doi.org/10.1016/j.jretconser.2018.09.007Poeppelbuss, J., y Roeglinger, M. (2011, junio 9). What makes a useful maturity model? A framework of general design principles for maturity models and its demonstration in business process management. 19th European Conference on Information Systems, ECIS 2011.Prieto, S. (2019, febrero 27). Modelo de diagnóstico del nivel de madurez de la gestión de la experiencia digital del cliente. https://www.marketing-xxi.com/modelo-diagnostico-nivel-madurez-gestion-experiencia-digital-clienteQuach, S., Barari, M., Moudrý, D., y Quach, K. (2022). Service integration in omnichannel retailing and its impact on customer experience. Journal of Retailing and Consumer Services, 65, 102267. https://doi.org/10.1016/j.jretconser.2020.102267RichRelevance-Omnichannel-PMM.pdf (2015). 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