Transformation to an Omnichannel Business Model and Its Impact on Value Chain Optimisation

Abstract

Purpose | The purpose of this article is to assess the impact of implementing an omnichannel model on value chain optimisation in retail companies, with particular emphasis on inventory management, logistics, and customer satisfaction, as well as to verify the role of advanced IT solutions in this process. Research method | The study was conducted based on a 9-stage research procedure, employing a qualitative case study method (purposeful sampling). Four in-depth interviews (IDIs) were conducted with managers from e-commerce companies representing different segments (toys, garden architecture, electronics, apparel). Results | ERP integration and process automation shortened customer service time, enabled real-time inventory monitoring, and facilitated channel synchronisation. Premium segments (Alpha, Delta) prioritised pricing consistency and customer experience while simultaneously strengthening their negotiating power with suppliers through diversified channels. Mass-market companies (Gamma, Beta) focused on optimising operational costs through outsourcing of marketing and channel management. Originality / value / implications / recommendations | The contribution of the study lies in highlighting operational aspects rather than consumer experience, thus enriching the management and quality sciences literature. Our research results demonstrate that omnichannel strategies differ significantly between market segments: premium companies prioritise brand consistency and process control, while mass-market companies concentrate on cost efficiency and operational flexibility.