A PROCESS FOR IMPLEMENTING ONLINE AND PHYSICAL

BUSINESS BASED ON A STRATEGY INTEGRATION ASPECT

Ing-Long Wu

, Chu-Ying Fu

and Chin-Wei Lee

Department of Information Management, National Chung Cheng University

168 University Road, Ming-Hsiung, Chia-Yi, Taiwan

Department of Information Management, WuFeng Institute of Technology, Chia-Yi, Taiwan

Service Division, BenQ Corporation, Taipei, Taiwan

Keywords: Clicks-and-bricks strategy, Channel management, Customer relationships, e-business.

Abstract: The growth of e-business has been experiencing a tremendous change in recent years. The initial prosperity

in e-business has now been replaced by the recent trend in a series of bankruptcies and acquisitions.

Business managers begin to consider new business models in terms of the integration of virtual and physical

operations to support more and different services to customers. The key to success in e-business lies in how

you carry out the integration between online and offline business. However, past research just literally

discussed the important relevant issues of clicks-and-bricks strategy and channel management. There was

lack of a complete and solid process to effectively guide the implementation of the integration. Therefore,

this study proposed a three-step process based on a strategic perspective: (1) strategy integration (2) channel

coordination, and (3) synergy realization. The results indicate that the right strategy integration significantly

influences synergies realization through the significant channel coordinations.

1 INTRODUCTION

Business over the Internet has undergone a

tremendous growth in recent years. In particular, the

Internet has fundamentally reshaped the business

structure of retailing and offered retailers new

opportunities for performing marketing activities.

Early predictions were that the new Internet-based

retailers would wipe out many existing retailers

since they were able to operate in a lower asset,

inventory cost, and other expenses than

bricks-and-mortar competitors. However, the initial

euphoria from e-commerce has now been supplanted

by a consequence of the recent wave of bankruptcies

and acquisitions. Much of that thinking has been

reconsidered and the viability of a pure web-based

model is being questioned by many businesses.

Firstly, Internet retailers dealing with physical

goods, such as books, toys, or electronics, are facing

difficult logistical challenges. Fierce competition in

the online market has forced the prices of many

products to fall such that many firms are switching

to a strategy of providing better service through

faster delivery and more customer support. Next,

traditional retailers have reached a point where they

could no longer ignore the importance of online

retailing and the exponential growth of e-tailers.

Many traditional retailers are initially hesitant to

enter online market, partly for unfamiliarity with the

feasibility of technology and uncertainty about the

new market, and partly for fear of cannibalizing

existing marketing channels (Enders and Jelassi,

2000; Payne and Frow, 2004). Now more

traditional retailers are venturing onto the Internet

for creating more revenue streams from multiple

channels (Saeed et al., 2002; King et al., 2004).

Therefore, either virtual or physical companies

are recognizing that success in the new economy

will go to a new governance model with

clicks-and-bricks strategies that bridge the physical

and the virtual worlds. But in forging such strategies,

executives are facing a decision that is as difficult as

it is crucial since different retailers are evolving

toward clicks and/or bricks strategies in different

ways (Muthitacharoen et al., 2005). The key to

success in the Internet business lies in how you

define the clicks-and-bricks strategies (Gulati and

Garino, 2000; Li et al., 2004).

By thinking carefully about which aspects of a

business to integrate and which to keep distinct,

companies can properly tailor their clicks-and-bricks

strategies to their own particular market and

competitive situation and further base the adopted

Wu I., Fu C. and Lee C. (2009).

A PROCESS FOR IMPLEMENTING ONLINE AND PHYSICAL BUSINESS BASED ON A STRATEGY INTEGRATION ASPECT.

In Proceedings of the 11th International Conference on Enterprise Information Systems - Software Agents and Internet Computing, pages 5-11

DOI: 10.5220/0001835200050011

 SciTePress

strategies on determining the mix structure of online

and physical channel activities for physical

implementation, such as order products at online

stores and pick-up them at physical stores

(Schoenbachler and Gordon, 2002; King, et al.,

2004). Furthermore, successful hybrid retailers

mainly benefit from synergies of various channel

coordinations in their interaction with customers,

such as improved service variety (Gorsch, 2001;

Steinfield et al., 2002).

Therefore, this study proposes a complete and

substantial architecture for effectively implementing

clicks-and-bricks business. Basically, this process

consists of three steps: strategy integration, channel

coordination, and synergy realization. Furthermore,

empirical study examines its practical validity.

2 LITERATURE REVIEW AND

HYPOTHESES

DEVELOPMENT

Based on the above overall logic, Figure 1 provides

a pictorial depiction of this research framework.

The following discusses the theoretical bases and

hypotheses development for this framework.

Figure 1: Research framework.

2.1 Strategy Integration and Channel

Coordination

2.1.1 Strategy Integration

The source of competitive advantage in business

arena is to be able to create new customer value

(Porter, 1985). A new locus of value creation lies in

the integration of the physical and virtual worlds

(Steinfield et al., 2002; Payne and Frow, 2004). The

bright line that once distinguished the virtual from

the physical is rapidly fading. Companies are

recognizing that success in the Internet era will go to

those who can execute clicks-and-bricks strategies.

Supplementary support is the fundamental of

clicks-and-bricks strategies and the important source

of value creation in e-business. These supports, for

example, contain supplementary goods and services,

cross promotion, shared technologies and the like

(Amit and Zott, 2001).

There is no single option that best defines a

solution for any given company. A study has

discussed a three-option classification going from

complete separation to full integration of virtual and

physical assets for revenue propagation and

enterprise governance (Sengupta, 2000). These

options are: (1) separate and operate－the physical

and online businesses are operated as two separate

entities, (2) share and operate－some key services

are shared, and some common metrics are used

across the two businesses, and (3) joint operation－

the physical and online units are integrated and

operated jointly.

Moreover, another study proposes a spectrum for

defining clicks-and-bricks strategies, as shown in

Figure 2 (Gulati and Garino, 2000). They argued

that the integration-separation decision is not an

either-or choice; rather there is a continual spectrum

of the degree of integration. Spin-off and in-house

division are literally well-understood for their

definitions and strategic partnership and joint

venture need to be further elaborated. Physical and

online businesses under strategic partnership are

separately owned and operated, but both brands can

be maintained and promoted in both channels.

Keeping separate names while promoting the

partnership accomplishes two things. It protects the

trust and recognition associated with the original

brand of the physical business and at the same time

establishes a new brand that fits online expectations.

Although physical and online businesses under joint

venture appear to be completely separate, however,

they are actually tightly integrated in certain respects.

Most obvious one is the shared brand.

Figure 2: Online and physical integration framework

(Adapted from Gulati and Garino, 2000).

2.1.2 Channel Coordination

Marketing channels in retailing can be classified into

conventional and electronic channels. Traditional

channel is mainly based on the physical stores, such

S tra te g y in te g ra tio n

C hannel coordination

Synergy realization

Spin-off Strategic Joint In-house

Partnership Venture

Sep ar at i o n

 Greater

focus

 More

flixibility

 Access to

venture

funding

Integration

 Established

brand

 Shar ed

information

 Purchasing

leverage

 Di stri buti on

ef fici ency

The Clicks-and-Bricks Spectrum

ICEIS 2009 - International Conference on Enterprise Information Systems

as department store and shopping mall, where the

vendors interact with the customers. Electronic

channel, as opposed to conventional channel, relies

on advanced information and communication

technology (ICT) to fulfill channel function. Several

characteristics make the Internet an attractive

medium for the sale of products to consumers, such

as online information access, online transaction and

payment, online delivery of digital products, and

opportunities for building customization (Holland et

al., 2004; Turban et al., 2004).

Today customers are smart, powerful, and highly

informed. They are demanding that every contact a

company has with them leave them more than

satisfied. It is increasingly imperative to coordinate

different channels to produce the most positive

customer services (Nakayama, 2000; Wiertz et al.,

2004; King et al., 2004). More importantly,

customer experiences with channels should be well

differentiated for their various needs and preferences

in order to create long-term relationships with their

customers. Accordingly, channels can be classified

across the sale cycle, i.e., stages of pre-purchase,

actual purchase, and post-purchase (Steinfield et al.,

2002; Payne and Frow, 2004). This study thus

conducts a comprehensive literature review for

define it, as reported in Table1 (Katros, 2000,

Gorsch, 2001; Payne and Frow, 2004; King et al.,

2004; Turban, et al., 2004).

In addition, similar studies also suggest the need

to understand the differences of perceived customer

values and purchase intentions in an online shopping

in terms of various purchase stages in the sale cycle

(Chen and Dubinsky, 2003;

Gupta, et al., 2004).

Thus, channel coordinations should be further

defined based on different purchase stages while it is

helpful to provide more insight to capture customer

experience in product purchase.

2.1.3 Hypotheses Development

Companies are argued to first tailor

clicks-and-bricks strategies to their own particular

market and competitive situation and then base it on

determining proper online and offline channel

activities for the physical implementation (King, et

al., 2004). Many studies have highlighted the

important linkage between defining integration

strategies and choosing channel coordinations in

e-business (Schoenbachler and Gordon, 2002;

Muller-Lankenau et al., 2006). An understanding of

their relationships is important since channel

coordinations could be simplified if marketers first

understand what drives customer channel choice.

While channel coordinations are classified into three

purchase stages, we thus propose three hypotheses

for these relationships.

Table 1: Classification of channels for purchase stages.

Purchase

Stage

Channel coordination

Pre-

purchase

z Use same or similar brand names in both channels

(Pre-purchase 1)

z Use cross-advertisement or promotion in both

channels (Pre-purchase 2)

z Provide identical products and prices in both

channels (Pre-purchase 3)

z Provide online information services in physical

stores to facilitate access to wider product range

(Pre-purchase 4)

z Provide rich products information and

pre-purchase evaluation process online

(Pre

purchase 5)

Actual

Purchase

z Order products at online stores and pick-up them

at physical stores (Purchase 1)

z Provide negotiation and order tracing services

online (Purchase 2)

z Provide more choices of payment methods from

online and physical stores (Purchase 3)

Post-

purchase

z Order products at online stores and return for

repair or additional service at physical stores

(Post-purchase 1)

z Offer online help or technical support for products

purchased at physical stores (Post-purchase 2)

z Collect consumer information at both channels for

ersonalized marketin

and marketin

research

H1: The choices of strategy integrations are

positively related with channel coordinations

in pre-purchase stage.

H2: The choices of strategy integrations are

positively related with channel coordinations

in actual purchase stage.

H3: The choices of strategy integrations are

positively related with channel coordinations

in post-purchase stage.

2.2 Channel Coordination and Synergy

Realization

2.2.1 Synergy Realization

Hybrid retailers that successfully integrate their

channels should benefit from improved customer

relationship and retention rate. Prior research has

discussed synergies from the right channel

integration, including improved customer trust,

improved customer awareness, consumer risk

reduction, and coverage of diverse shopping

preferences (Gorsch, 2001). Further research also

highlights similar synergies including cost savings,

service differentiation, enhanced trust, and market

extension (Steinfield et al., 2002; Payne and Frow,

2004). Other research suggests certain performance

measures for multi-channel management: improved

A PROCESS FOR IMPLEMENTING ONLINE AND PHYSICAL BUSINESS BASED ON A STRATEGY

INTEGRATION ASPECT

service variety, improved service efficiency,

increased repeat purchase, and enhanced customer

profitability (Brown, 2000, Kumar and Reinartz,

2006). Accordingly, this study summarizes the

previously relevant studies for defining the synergies,

including improved customer trust, improved

customer awareness, consumer risk reduction,

coverage of diverse shopping preferences, improved

service efficiency, increased repeat purchase, and

enhanced customer profitability.

2.2.2 Hypotheses Development

The benefit of selecting and implementing the right

channel coordination could be primarily attributed to

customer satisfaction in the form of enhanced

service and better user experience, and in turn leads

to higher retention rate and customer profitability

(Wiertz et al., 2004; Payne and Frow, 2004). Many

studies have discussed that hybrid retailers may

benefit from synergies between electronic and

physical channels in their interaction with customers

(Gorsch, 2001; Steinfield et al., 2002). Accordingly

we can argue that there are some linkages between

channel coordinations and based on the discussion,

the following three hypotheses are hereafter

developed for the argument.

H4: Channel coordinations are positively related

to synergies realization in pre-purchase

stage.

H5: Channel coordinations are positively related

to synergies realization in actual purchase

stage.

H6: Channel coordinations are positively related

to synergies realization in post-purchase

stage.

3 RESEARCH DESIGN

The survey instrument contains a four-part

questionnaire as indicated in Appendix. The first

part uses a nominal scale, while the rest use 7-point

Likert scales.

3.1 Basic Information

This part includes organizational attributes, industry

type, annual revenue, number of employees, and

experience on virtual and physical stores and

respondent’s attributes, education, age, working

experience, and position.

3.2 Strategy Integration

This part was adapted from the instrument

developed by Gulati and Garino (2000) for defining

four clicks-and-bricks strategies. There are four

constructs, brand, management, operations, and

equity. There are three items, four items, three

items, and three items for brand, management,

operations, and equity individually. As a result, a

total of thirteen items is defined for this instrument.

3.3 Channel Coordination

This part was adapted from the definition of channel

coordinations based on the three stages in the

purchase process, as reported in Table 1 (Katros,

2000, King et al., 2004; Turban, et al., 2004). There

are five items, three items, and three items defined

for pre-purchase, actual purchase, and post-purchase

respectively. As a result, a total of eleven items is

defined for this instrument.

3.4 Synergy Realization

This part was adapted and summarized from the

studies of Steinfield et al. (2002), Gorsch (2001),

Brown (2000), and Kumar and Reinartz, (2006),

including improved customer trust, improved

customer awareness, consumer risk reduction,

coverage of diverse shopping preferences, improved

service efficiency, increased repeat purchase, and

enhanced customer profitability. As a result, a total

of seven items is defined for this instrument.

3.5 Sample Design

Potential sample firms should have both physical

and online stores for their business operations.

Also, the products offered in the market must be in a

physical form rather than a digital form. A total of

500 sample firms are collected from manufacturing

and retailing sectors as sample frame in this study.

Furthermore, marketing managers are selected as the

major respondents. Pretest is executed, including

translation, wording, and structure. After that, a

total of 500 questionnaires for the sample frame are

sent to marketing managers. 90 firms replied, with 3

incomplete responses deleted, resulting in a total

sample of 87 firms for a 17.4% response rate.

3.6 Scales Validation

Confirmatory factor analysis (CFA) is used for scale

validation. First, a measurement model should be

assessed for goodness of fit. Next, convergent

validity is assessed by three criteria, factor loading

ICEIS 2009 - International Conference on Enterprise Information Systems

construct reliability, and average variance extracted

(Fornell and Larcker, 1981). Finally, discriminant

validity is assessed by the measure that AVE for a

construct should be larger than the squared

correlation between the construct and other

constructs. The testing results indicate a goodness of

model fit. Convergent and discriminant validities are

all in an acceptable level.

4 ANALYSIS AND FINDINGS

4.1 Analysis of Strategy Integration

Cluster analysis concludes three clusters of spin-off,

joint venture, and in-house division with 18, 34, and

35 sample firms, as indicated in Table 2. From the

percentage distribution, there are a higher proportion

of firms adopting in-house division (40.2%) and a

smaller proportion of firms adopting spin-off

(20.8%). Most firms in manufacturing sector are

larger size and have their own or particular brand in

the market for a long period of time and therefore,

their marketing strategy has been focusing on

maintaining and promoting the original brand.

Moreover, even though firms recognize the

importance of joint venture with existing online

partners to capitalize on the advantages of both

channels in promoting the shared brand, they may

have difficulty to find appropriate online partners

with relevant experience on selling similar products.

Thus, there is a high proportion of manufacturing

firms (53.8%) adopting in-house division. In

addition, spin-off is separately owned and operated.

This strategy would not have full effort on

promoting the original brand while at the same time

it also needs to establish a new brand. However, the

promotion of the original brand is well recognized as

one of the important marketing activities in both

manufacturing and retailing sectors in Taiwan. There

is a low proportion of sample firms (20.8%) reported

in adopting spin-off.

Table 2: Firm clusters for integration strategies and

sectors.

Strategy

Firm size Manufact. Retailing Others

In-House

division

35(40.2%) 21(53.8%) 10(24.3%) 4(57.1%)

Joint

venture

34(39.0%) 9(23.1%) 22(53.6%) 2(28.5%)

Spin-off 18(20.8%) 9(23.1%) 9(22.1%) 1(14.4%)

Total 87(100%) 39(100%) 41(100%) 7(100%)

4.2 Analysis of Channel Coordination

Hypotheses 1, 2, and 3 are first tested. MANOVA

analyzes these hypothetical relationships.

Hypotheses 1, 2, and 3 are all accepted. Moreover,

univariate F test is further examined to understand

the differences of channel coordinations at each

purchase stage varying across the integration

strategies (the results omitted). For pre-purchase

stage, pre-purchase 3 is not significant across the

three strategies. This channel coordination is

commonly recognized as the basic requirement to

build initial trust of customers to the Internet

business. Thus, this channel coordination behaves no

difference among these strategies.

For actual purchase stage, purchase 1 is not

significant across the three strategies. The reason

behind this is similar to the previous one. For

post-purchase stage, post-purchase 1 is not

significant across the three strategies. The reason

behind this is similar to the previous one. Next, there

is a pattern to indicate spin-off strategy with lower

degree of impact on channel coordination across the

three purchase stages. In contrast, in-house division

strategy creates high degree of impact on channel

coordination. This is because spin-off strategy

operates with two separate entities and effective

channel integration would be difficult and

sometimes unnecessary.

4.3 Analysis of Synergy Realization

Hypotheses 4, 5, and 6 are first tested. Canonical

correlation analysis is used to analyze these

hypothetical relationships. The testing results

indicate that Hypotheses 4, 5, and 6 are all accepted.

Moreover, canonical loadings are further examined

to understand the relative impact of channel

coordinations on synergy realization. For

pre-purchase stage, the results reveal that except

pre-purchase 1, the other channel coordinations are

important variables in influencing synergy

realization, in particular, pre-purchase 5 being the

largest one. This is because that promoting the

original brand for most companies has been

considering as the basic marketing activities

regardless the traditional or Internet business.

Customers have recognized the legitimacy of the

original brand and established their trust on these

companies. Thus, the relative effect of using same

brand names in both channels on synergy realization

would not be important.

For actual purchase stage, all the three channel

coordinations have significant impact on synergy

realization. Among them, actual purchase 2 is the

most influential one. This is because customers

A PROCESS FOR IMPLEMENTING ONLINE AND PHYSICAL BUSINESS BASED ON A STRATEGY

INTEGRATION ASPECT

perceive this channel coordination as a brand-new

service and have more frequent contact with

company both online and offline, in contrast to the

limitation of past traditional business. For

post-purchase stage, all the three channel

coordinations are important variables in influencing

synergy realization. Among them, post-purchase 3

is the largest one. This is obvious since personalized

marketing from collecting detailed information in

both channels is considered as an antecedent of

customer retention.

Finally, canonical loadings for synergies

realization are examined to understand their relative

improvement. Some synergies have higher

correlations with the predictor canonical variates

(channel coordinations), for instance, improved

customer trust and customer risk reduction (loadings

of 0.786 and 0.745). This is because human being

inherently has cognitive limitation for often

recognizing subjects by the first impression,

particularly in e-commerce environment associated

with the characteristics of high uncertainty or risk,

building initial trust or reducing risk for customers is

thus the first priority of the firm to successfully

operate an online business.

5 CONCLUSIONS AND

SUGGESTIONS

In general, the results indicate that different

strategies have different degrees of impact on

channel coordinations and in turn, different

synergies realization. The implications are discussed

for practitioners and researchers. For practitioners,

managerial personnel can base the findings on

effectively allocating limited resource to achieve

maximal synergies. Moreover, significant synergies

are centered on improved customer, consumer risk

reduction, and increased repeat purchase. This

indicates that establishing customer initial trust and

the first impression is the critical success factor in

online business. This is extremely helpful for a

firm to successfully start a new online business.

For researchers, questions remain to be clarified

for this convergence, which models will win, how

are channel coordinations operated, and what

benefits can be obtained from channel coordinations.

This study attempts to develop a new approach by

integrating the relevant elements together and base it

on defining a clear and solid process to effectively

guide the operation of clicks-and-bricks business as

well as empirically verifies it with high practical

validity. Thus, the proposed model has made an

important contribution to the emerging literature on

e-commerce.

Finally, although this study has produced some

interesting results, it may still have some limitations.

First, this study may have the problem of external

validity for failing to consider the characteristics of

physical and virtual stores such as design of web

store, the number of physical stores, geographic

location of physical store, and so on. Next, digital

products can be sold and delivered simultaneously

on Internet network, but are restricted to this

research. The findings may have some degrees of

limitation on generalization to this kind of products.

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A PROCESS FOR IMPLEMENTING ONLINE AND PHYSICAL BUSINESS BASED ON A STRATEGY

INTEGRATION ASPECT