Conclusion

This article outlines the advantages of a multi-channel strategy, the characteristics of a well-integrated multi-channel strategy, and the pitfalls associated with a multi-channel strategy. While the examples in this article are all retail-oriented, much of the discussion is equally applicable to business-to-business marketers.

After reflecting on this article, a retailer needs to assess its readiness to undertake a multi-channel strategy. Table II outlines some of the major consumer, managerial and financial issues that a retailer needs to examine prior to undertaking a multi-channel strategy. Each question should be answered separately for each potential new channel. By doing this, a store-based retailer may find, for example, that an in-store kiosk is a better fit than a catalog. The Table underscores the notion that each new channel alternative may have different strategic partners, each having a different set of capabilities, strengths, and weaknesses. Lastly, the Table clearly implies that not all retailers may find every channel to be attractive or viable.

Finally, developing and maintaining a well-integrated channel strategy is not something easily accomplished by all retailers. For example, in order to implement a multi-channel strategy properly a retailer needs a sophisticated information system that can enable personnel at different channels and at different points along the various channels to access the same database. A retailer also needs a logistics infrastructure that can effectively accommodate each channel.




[Reference]
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[Author Affiliation]
The authors
Barry Berman is the Walter H. "Bud" Miller Distinguished Professor of Business, and Shawn Thelen is Assistant Professor of Marketing, both at Hofstra University, Hempstead, New York, USA.