Doctor of Business Administration (D.B.A.), Franklin University, 2023, Business Administration

The COVID-19 pandemic spurred a significant retail shift, with consumers turning to online shopping due to safety concerns and lockdowns. Retailers quickly adopted omnichannel strategies, merging online and offline channels to stay relevant and enhance the shopping experience. This research, grounded in innovation diffusion theory, examined the pandemic's influence on customer behavioral intentions regarding omnichannel capabilities. Using a quantitative research approach with a survey in Northwest Arkansas, the study explored the relationship between innovation diffusion attributes and customer omnichannel Buy-Online-Pickup-at-the-Store (BOPS) behavioral intention. A ten-point Likert scale survey was adapted from Kapoor to gather data from 190 respondents online. The respondent's Intention to Use BOPS increased from 36.8% pre-pandemic to 84% post-pandemic. Data was analyzed using Pearson correlation for each characteristic and regression for the combined attribute and customer intention to use BOPS. Notably, relative advantage, compatibility, and observability attributes significantly impacted the model, whereas trialability and complexity lacked significance within the combined model. The findings suggested that customers prioritize buy-Online-Pickup-at-the-Store's relative advantage, compatibility, and observability when making adoption decisions. While complexity and trialability are essential, their significance diminishes when considered with other attributes. This study contributes valuable insights into consumer behavior during crises and the evolving retail landscape post-crisis. These findings can guide strategies for optimizing omnichannel capabilities and enhancing customer adoption.

Committee: Sherry Abernathy (Committee Chair); Tim Reymann (Committee Member); Charles Fenner (Committee Member) Subjects: Behavioral Sciences; Business Administration; Management; Marketing; Technology

Doctor of Management, Case Western Reserve University, 2022, Weatherhead School of Management

Direct-to-consumer (D2C) entrepreneurial activity is disrupting both traditional retailers and manufacturers by directly linking consumers with products and services, disintermediating elements of the traditional value chain. We conducted a mixed methods, three-phase study to better understand how supply chain strategy choices influence D2C firms' competitive advantage. In phase one we conducted in-depth interviews with leaders of small to medium sized D2C businesses. One key finding: only a subset of D2C companies are willing to invest in differentiated supply chain capabilities. Many viewed supply chain as a utility function. This informed phase two, a quantitative analysis (scenario-based experiment) of the degree to which logistics quality drives customer satisfaction, finding a strong positive effect. This motivated phase three, a quantitative modeling exercise determining the relationship between distribution network size (number of DCs) and proximity to customers, an indicator of lead time performance. This analysis suggests that most D2C firms, with just one or two DCs are significantly disadvantaged, with deleterious consequences for customer service.

Committee: Kalle Lyytinen Ph.D. (Advisor); Manoj Malhotra Ph.D. (Advisor); Yunmei Wang Ph.D. (Advisor) Subjects: Entrepreneurship; Operations Research

Doctor of Philosophy, The Ohio State University, 2018, Business Administration

Buy-online-ship-from-store (BOSS) is a relatively new and increasingly popular omnichannel fulfillment strategy for retailers. Shipping from stores allows retailers the capability to offer in-store inventory to online customers. The combined inventory available in stores and their locations closer to the customer make them attractive for online direct-to-consumer order fulfillment. In three essays, we identify statistical-economies-of-scale benefits from this pooling technique across asymmetrical retail channels. Working with a retailer, we detect ship-from-store contributed store stockouts. We also examine consumer behavior in response to stockouts according to the channel of intended purchase. In the first study we use chance constrained analytical models and Monte Carlo simulation to demonstrate the distinctly different inventory pooling behavior caused network-wide when implementing buy-online-ship-from-store. The asymmetrical availability of inventory to online customers versus in-store customers allows for unique to omnichannel captive inventories within stores. When online demand is strong enough, all safety stocks can be redirected to online customers. Otherwise, safety stocks can remain stagnant in the stores. In our second study, we partner with an apparel retailer and distinguish the counter-phenomenon observed in essay one. We observe stores unevenly stocking out when contributing to online demand fulfillment. Using panel data from the 2016 holiday season, we utilize store-based fixed-effects models to show that assigning stores to fulfill local online demand where both channels have strong sales leads to uneven store stockouts across the network. By utilizing consumer experiments, our third study demonstrates that in-store customers are more likely to remain with the retailer and substitute for out-of-stock products. Online customers are more likely to leave the retailer to seek their exact desired product elsewhere. Mitigating strategies for the ret (open full item for complete abstract)

Committee: August Knemeyer (Committee Co-Chair); Keely Croxton (Committee Co-Chair); Elliot Bendoly (Committee Member); Xiang Wan (Committee Member) Subjects: Business Administration; Business Costs; Management; Operations Research

MDES, University of Cincinnati, 2017, Design, Architecture, Art and Planning: Design

This thesis proposes to deal with the problem small businesses have of following the retail omnichannel trend by providing them with a digital platform. Omnichannel retailing means creating a seamless shopping experience by integrating online and offline retail channels. The type of small business in this thesis particularly refers to clothing and clothing accessories stores that have one physical location and a store website. I conducted primary research to find out which omnichannel features would be effective to small businesses. Based on the results, I selected the top five omnichannel features for my digital platform. They are “Buy online, pickup in store,” “Online live chat button to contact sales assistant,” “Buy in store, ship to home/other locations,” “In store access to product information online” and “Back in stock email.” Then based on multichannel service provided by an existing commerce service named Shopify, I developed my omnichannel platform for small businesses.

Committee: Craig Vogel M.I.D. (Committee Chair); Steven Doehler M.A. (Committee Member); Dianne Hardin M.S. M.Des. (Committee Member); Gerald Michaud M.A. (Committee Member) Subjects: Design