Abstract:
During the past few decades, firms have undergone radical changes due to digitalisation initiatives, changing consumer behaviour and other factors, such as the pandemic. This has led to, amongst others, the implementation of online strategies such as an omni-channel strategy. However, omni-channel strategies increase supply chain complexities and have very specific managerial implications to consider. Current research addresses numerous benefits of and barriers to online strategies and provides building blocks to implement online strategies. From this, a theoretical foundation was built for this article. Interviews were conducted in a developing country to determine the extent to which the theoretical foundation can be applied within the context of a developing country. This general qualitative research proposes a framework for managers in developing countries to consider when implementing an omni-channel strategy.
