GAP 探索全渠道营销

全渠道营销策略通过整合线上线下渠道提供一致的品牌体验随着互联网的迅速发展，传统的线下营销渠道已经无法满足企业的发展需求。

为了提供一致的品牌体验，企业需要通过整合线上线下渠道来实施全渠道营销策略。

本文将探讨全渠道营销策略的概念、优势以及如何实施。

1. 全渠道营销策略的概念全渠道营销策略是一种在多个渠道上进行市场推广和销售的策略。

它强调了线上与线下渠道的整合，以提供一致、无缝的购物体验。

通过全渠道营销策略，企业可以更好地满足消费者的需求，提高销售额和品牌忠诚度。

2. 全渠道营销策略的优势2.1 扩大消费者覆盖面通过整合线上线下渠道，企业可以同时覆盖线上和线下消费者。

在线上渠道，企业可以通过社交媒体、电子商务等方式吸引更多的潜在消费者。

而在线下渠道，企业可以通过实体店铺、展览会等方式接触现实中的消费者。

这样一来，企业可以扩大消费者的覆盖面，提高品牌知名度。

2.2 提供一致的品牌体验全渠道营销策略的关键在于提供一致的品牌体验。

无论是在线上渠道还是线下渠道，消费者都能感受到相同的品牌形象和购物体验。

这种一致性可以增强消费者对品牌的信任感，提高品牌忠诚度，并有助于消费者再次购买。

2.3 实现销售渠道的互动通过全渠道营销策略，企业可以实现线上线下销售渠道的互动。

消费者可以通过线上渠道了解产品信息，然后通过线下渠道进行试穿或试用，最终在线上渠道下单购买。

这种线上线下销售渠道的互动可以提高销售转化率，提升企业的盈利能力。

3. 全渠道营销策略的实施3.1 线上线下渠道的整合实施全渠道营销策略首先需要整合线上线下渠道。

企业可以通过建立企业网站、开设在线商城等方式建立线上渠道。

同时，企业也可以在不同城市开设实体店铺，以建立线下渠道。

线上线下渠道的整合可以通过线上商品与线下店铺的互动、会员制度的共享等方式实现。

3.2 数据的整合与分析全渠道营销策略需要对线上线下渠道的数据进行整合与分析。

通过对数据的分析，企业可以了解消费者的购买偏好、行为习惯等信息，从而做出更准确的市场决策。

奢侈品电商的全渠道营销与客户关系管理策略随着互联网的迅猛发展，电商行业也逐渐成为奢侈品市场的重要一环。

奢侈品电商的全渠道营销与客户关系管理策略成为了品牌成功的关键。

本文将探讨奢侈品电商在全渠道营销和客户关系管理方面的策略，以帮助专业销售人员更好地了解市场需求和销售技巧。

一、全渠道营销的重要性在奢侈品电商中，全渠道营销是至关重要的。

传统的实体店销售模式已经无法满足消费者的多样化需求，而全渠道营销则可以通过多个渠道将产品推向消费者。

无论是线上渠道还是线下渠道，都可以成为品牌传播和销售的重要平台。

通过全渠道营销，品牌可以实现更广泛的曝光和更多的销售机会。

二、线上渠道的营销策略在奢侈品电商的线上渠道中，品牌需要制定一系列的营销策略来吸引消费者。

首先，品牌需要通过精美的网站设计和用户友好的界面来提升用户体验。

其次，品牌需要定期更新产品信息和推出新品，以吸引消费者的关注。

此外，品牌还可以通过合作、推广和广告等方式扩大品牌影响力，并提供在线购物的便利和安全保障。

三、线下渠道的营销策略尽管奢侈品电商的兴起，线下渠道仍然是品牌传播和销售的重要一环。

品牌可以通过实体店的布局和陈列来提升品牌形象和购物体验。

此外，品牌还可以通过活动、展览和合作等方式吸引消费者到店，增加销售机会。

线下渠道和线上渠道的结合，可以为消费者提供更全面的购物体验，并增加品牌的忠诚度。

四、客户关系管理的策略在奢侈品电商中，客户关系管理是至关重要的。

品牌需要建立良好的客户关系，以提升客户满意度和忠诚度。

首先，品牌可以通过会员制度来吸引和留住客户。

会员可以享受特定的优惠和服务，从而增加购买欲望。

其次，品牌需要通过定期的沟通和关怀来维系客户关系。

可以通过电子邮件、短信和社交媒体等方式与客户保持联系，并提供个性化的推荐和服务。

此外，品牌还可以通过客户满意度调查和反馈机制来了解客户需求，及时做出调整和改进。

五、品牌形象的塑造奢侈品电商在全渠道营销中，品牌形象的塑造至关重要。

巴黎世家渠道营销策略研究巴黎世家（Balenciaga）作为一家享有盛誉的奢侈品牌，凭借其独特的时尚风格和品牌文化，一直以来都在国际时尚界占据重要地位。

然而，面对日益激烈的市场竞争和消费者需求的不断变化，巴黎世家如何制定和调整其渠道营销策略，是一个需要认真研究和分析的问题。

首先，巴黎世家应该充分利用多元化的销售渠道。

传统的实体店销售一直是巴黎世家的主要渠道，因此，巴黎世家需要不断提升实体店的购物体验，为消费者创造与品牌文化相契合的购物环境。

此外，随着电子商务的迅速发展，巴黎世家还应开设官方网店，拓展线上销售渠道，以满足更多消费者的购物需求。

同时，可以通过合作品牌或平台，在线上进行巴黎世家产品的推广和销售，增加品牌曝光度和渠道覆盖面。

其次，为了更好地了解消费者需求和市场趋势，巴黎世家需要加强市场调研和数据分析。

通过市场调研，可以深入了解目标消费群体的喜好和购买习惯，从而调整产品设计和定价策略。

另外，利用消费者数据分析，可以更精准地推送个性化的产品推荐和促销活动，提升销售转化率和顾客忠诚度。

此外，巴黎世家还可以通过与时下热门社交平台和大众媒体的合作，加强品牌宣传和推广。

在Instagram、微博等社交媒体平台上，巴黎世家可以定期发布最新产品动态和品牌活动，与粉丝互动，增强品牌关注度和口碑。

与此同时，巴黎世家可以与时尚杂志、明星和意见领袖等合作，通过刊登广告和达人穿搭，提升品牌知名度和美誉度。

最后，巴黎世家还应注重与销售渠道伙伴的合作与沟通。

与各大百货公司、专卖店和线上平台建立长期稳定的合作关系，共同制定营销策略和促销活动，实现互利共赢。

此外，巴黎世家还可以通过培训和指导销售人员，提高销售技能和品牌意识，提升销售绩效和顾客满意度。

综上所述，巴黎世家作为一家奢侈品牌，应该灵活调整和优化渠道营销策略，以满足不断变化的市场需求。

通过多元化的销售渠道、市场调研和数据分析、社交媒体合作以及与销售渠道伙伴的合作与沟通，巴黎世家可以提升品牌知名度和形象，增。

gap营销策略Gap是美国一家知名的时尚品牌，在全球范围内享有较高的知名度和影响力。

为了在激烈的市场竞争中脱颖而出，Gap采取了多种营销策略来吸引更多的消费者。

以下将详细介绍Gap 的营销策略。

首先，Gap注重品牌形象塑造。

品牌形象是企业在消费者心中的形象，也是企业在市场竞争中脱颖而出的重要因素之一。

Gap通过全球化的广告宣传、明星代言人和时尚活动来塑造品牌形象。

Gap利用时尚杂志、电视广告、户外广告等渠道进行广告宣传，展示其产品的设计风格和时尚感。

此外，Gap还邀请明星代言人，如乔治·克鲁尼和凯特·温丝莱特，来推广品牌形象。

同时，Gap经常举办时尚活动，如时装秀和品牌合作活动，吸引更多的目光，提升品牌知名度。

其次，Gap注重线上线下的整合营销。

随着互联网的发展，线上线下的整合营销已经成为时尚品牌不可或缺的一部分。

Gap 通过建立官方网站和移动应用程序来提供在线购物服务，方便消费者随时随地购买产品。

此外，Gap还开设实体店铺，提供实体购物体验。

为了促进线上线下销售的整合，Gap推出了线上购物可在实体店取货的服务，以及实体店内线下购物可积累线上优惠券的活动。

这种整合营销策略既方便了消费者，也促进了线上线下销售的互动和增长。

再次，Gap注重社交媒体的运用。

如今，社交媒体已经成为企业与消费者互动、宣传品牌的重要渠道。

Gap积极运用社交媒体平台，如Facebook、Instagram和Twitter等，来发布最新产品信息、时尚搭配指南和品牌故事。

通过与消费者的互动，Gap不仅能够传递品牌理念和形象，还能够了解消费者的需求和反馈，进一步改进产品和服务。

最后，Gap注重品质和创新。

作为时尚品牌，产品的品质和创新是吸引消费者的关键因素之一。

Gap注重产品的设计和材质选择，力求打造高品质的时尚单品。

此外，Gap也不断引入新的设计理念和创新科技，推出新款式和新潮流，以满足消费者的需求和时尚追求。

全渠道覆盖营销策略全渠道覆盖营销策略是一种综合使用各种推广渠道和工具的策略，目的是最大程度地扩大品牌的曝光度和影响力，吸引更多潜在客户并提高销售额。

这种策略的核心理念是无论客户通过哪种渠道接触到品牌，都能得到一致的品牌体验和信息。

全渠道覆盖营销策略的实施需要结合市场调研和分析，以及目标客户群体的特点和购买习惯。

下面是一些常见的全渠道覆盖营销策略的示例：1. 线下渠道：包括实体店铺、展览会、行业活动等，通过设置展示区、提供样品、优惠券等方式吸引客户，并提供一流的客户服务和体验。

2. 网络渠道：包括品牌官方网站、社交媒体平台、电子邮件营销等，通过建立品牌形象、发布优惠信息、与客户互动等方式吸引和保持客户的兴趣。

3. 移动渠道：包括手机应用程序、短信营销等，通过提供便捷的购物体验和个性化推荐来增加客户的参与度和购买频次。

4. 实时渠道：包括实时聊天、电话销售等，通过与客户进行即时沟通和提供个性化服务来提高客户满意度和购买意愿。

在实施全渠道覆盖营销策略时，需要注意以下几点：1. 一致性：无论客户通过哪种渠道接触到品牌，品牌形象、信息和服务都应保持一致，以确保客户对品牌的认知和信任。

2. 数据驱动：通过分析各个渠道的数据，了解客户的喜好、行为模式和购买习惯，从而更好地做出决策和调整策略。

3. 个性化：根据客户的特点和购买历史，提供个性化的推荐和服务，增加客户的参与度和忠诚度。

4. 追踪和评估：使用合适的工具和指标追踪和评估各个渠道的效果，及时调整和优化策略，以提高整体的营销效果。

综上所述，全渠道覆盖营销策略是一种适应现代消费者多渠道购物习惯的营销方式，通过无缝衔接的多渠道传播和互动，提高品牌曝光度，吸引更多潜在客户，并最终实现销售增长。

gap的营销策划方案最新引言：GAP作为美国著名的时装品牌，以“年轻、时尚、自由、简约”的设计理念深受年轻消费者的喜爱。

然而，随着市场竞争的激烈化和消费者需求的不断变革，GAP也面临着市场份额下滑、品牌形象老化等问题。

因此，制定一份全面、合理的营销策划方案非常必要。

本文将从市场分析、目标定位、产品策略、推广策略、价格策略、渠道策略、品牌传播等多个方面对GAP的营销策划进行设计。

第一部分：市场分析1.1 行业分析1.2 竞争对手分析1.3 消费者分析1.4 SWOT分析第二部分：目标定位2.1 品牌定位2.2 目标市场定位2.3 目标消费者定位第三部分：产品策略3.1 产品组合优化3.2 产品创新与研发3.3 产品质量与售后服务第四部分：推广策略4.1 广告策略4.2 宣传活动策略4.3 社交媒体推广策略4.4 化妆品搭配策略第五部分：价格策略5.1 定价策略5.2 折扣策略5.3 促销策略第六部分：渠道策略6.1 线上渠道策略6.2 线下渠道策略6.3 渠道合作与扩展第七部分：品牌传播7.1 网络传播7.2 媒体传播7.3 社交媒体传播7.4 品牌合作与赞助结论：GAP是一个拥有悠久历史的品牌，但面临着市场竞争的压力和消费者需求的不断变化。

通过综合营销策划方案，从市场分析、目标定位、产品策略、推广策略、价格策略、渠道策略、品牌传播等多个方面进行改进和升级，可以帮助GAP重新树立品牌形象，增加市场份额，提高销售额。

仅有6000字的篇幅难以详尽阐述所有细节，但本文提供了一个全面的框架用于制定营销策划方案。

全渠道营销外文翻译中英文2020英文Reconceptualizing Integration Quality Dynamics for Omnichannel MarketingTasnim Hossain, Shahriar Akter,etcAbstractOmnichannel marketing, the notion of seamless integration between channels to provide consistent service experience for customers, has become one of the most crucial aspects of multichannel management for companies in recent years. Although many companies have embraced omnichannel strategies, there remains a gap of understanding factors influencing integration quality (INQ) within all these channels. Drawing on omni and multi channel services research, this paper develops and validates the dimensions and sub-dimensions of omnichannel integration quality. This research further examines how the perceived INQ impacts cross-buying behavior and customer value in an omnichannel environment. This research is based on 20 in-depth interviews, two focus group discussions (n = 18) and 301 survey data from multichannel banking customers in Australia. PLS path modeling was used to test hypothesized relations and validate the hierarchical INQ model and its effects on outcome constructs. The findings of this research confirm that INQ is a hierarchical construct consisting of four primary dimensions and ten sub-dimensions. Furthermore, this research provides evidence of cross-buying intentions as a behavioral outcome of INQ, which acts as a partial mediator between INQ and perceived value.Keywords: Service quality, Integration quality, Cross-buying intention, Omnichannel marketing, PLS hierarchical model1. IntroductionResearch on omnichannel management is gaining momentum as reports show implementing an omnichannel system results in 250% higher purchase frequency, 13% more order value, 90% higher customer retention, and 13.5% more engagement rate compared to a single-channel system (Collins, 2019). At Myer, one of Australia's largest department stores, omnichannel implementation resulted in a 41.1% increasein online sales in 2017 (Cameron, 2017). In a B2B context, Hansen and Sia (2015) showcase the importance of omnichannel strategy using insights of Hummel, a Denmark based sports and lifestyle apparel. Hummel's omnichannel strategy is built on a B2B network of distributors, licensed partners, and online-offline retailers. Developing an omnichannel strategy helped Hummel to increase its total sales from $170 million in 2010 to $240 million in 2013 (Hansen & Sia, 2015). Additionally, its online sales grew from 5% to 21% from 2010 to 2013.Customers nowadays use several channels such as physical stores, websites, direct mail and catalogs, social media sites, review sites, call centers, mobile devices, kiosks, home services, networked appliances, and so on to complete even a single purchase. Omnichannel management refers to the integration of all these channels of a firm and customer touchpoints, which ultimately results in customer satisfaction through a seamless service experience. Recent academic studies on channel management has focused on omnichannel marketing, where definitions (Rigby, 2011; Verhoef, Kannan, & Inman, 2015), dimensions involving omnichannel system has been discussed.Despite its importance, there is little evidence of the effect of omnichannel on firms and customers. Specifically, there is a paucity of studies in regards to the integration of various channels and their effects on customers (Banerjee, 2014; Trenz, 2015). Although integrated/seamless experience of using various channels is one of the vital foundations of omnichannel marketing (Huré et al., 2017; Lee et al., 2019; Li et al., 2018; Shen et al., 2018; Verhoef et al., 2015), the extant literature often used a siloed approach in this stream by viewing offline and online channels separately (Herhausen, Binder, Schoegel, & Herrmann, 2015; Huréet al., 2017). This siloed approach is no longer appropriate as customers frequently use more than one channel these days. A recent study reports that organizational silos are still the most significant barriers in creating a customer-centric business (Harvard Business Review Analytic Services, 2018). For example, H&M reported a loss of its share price in late 2017 which was mainly because of the lack of online-offline integration and customer dissatisfaction resulting from inconsistent information between channels (Sharma,2017). Other retailers such as Debenham, and Marks and Spencer announced store closure due to being unable to change store portfolio (O'Grady et al., 2018). Hence, integration of physical and virtual channels through omnichannel service delivery is the key to the enhanced service quality (Rizzi & Taraporevala, 2019).To address the critical issue of integration within channels, several studies suggest integration quality (INQ) or synchronizing service elements within channels as the key to rendering seamless experience (Banerjee, 2014; Montoya-Weiss, V oss, & Grewal, 2003; Sousa & V oss, 2006). However, despite its importance, addressing integration quality (INQ) of omnichannel services remains fragmented and mostly conceptual. Only a few studies have conceptualized and tested dimensions of integration quality (Hsieh et al., 2012; Lee et al., 2019; Oh & Teo, 2010; Shen et al., 2018; Wu & Chang, 2016). The findings of these studies make it apparent that there remains scope for developing and validating an integration quality model in the context of omnichannel services delivery. Additionally, there is a lack of studies investigating the effects of INQ on cross-buying intention and perceived value. Whereas cross-buying intention refers to customers' intent to purchase additional products from the same firm (Kumar & Venkatesan, 2005), perceive value refers to the perception of net benefit against the cost associated with receiving a service (Zeithaml, 1988). To address these gaps, we utilize dynamic capabilities theory (Helfat et al., 2009; Teece, Pisano, & Shuen, 1997) to relate integration quality with dynamic capabilities and put forward the research questions: What are the dimensions of omnichannel integration quality and how does this quality perception determine cross-buying intentions and perceived value?2. Literature review2.1. Omnichannel marketingThe disruptive change brought by smartphone and other mobile devices (Shankar, Venkatesh, Hofacker, & Naik, 2010) has induced customers to expect more enriched and seamless shopping experience in terms of channel scope (increasing number of channels and touchpoints) and focus (the overall customer brand experience) (Picot-Coupey et al., 2016). In this context, research progressed to multichannelintegration or cross-channel retailing (Bendoly, Blocher, Bretthauer, Krishnan, & Venkataramanan, 2005; Cao & Li, 2015) and, recently, to omnichannel retailing (Brynjolfsson et al., 2013; Rigby, 2011; Verhoef et al., 2015). Rigby (2011, p. 67) first coined the term Omnichannel retailing to address the current and rapid proliferation of digital retailing by defining omnichannel as “an integrated sales experience that melds the advantage of physical stores with the information-rich experience of online shopping.” Verhoef et al. (2015, p. 176) define omnichannel management as “the synergetic management of the numerous available channels and customer touchpoints, in such a way that the customer experience across channels and the performance over channels are optimized.”. Omnichannel is n ot just simultaneous use of channels; instead, it is the integration of all available channels within a company (Lazaris & Vrechopoulos, 2014). Also, Levy, Weitz, and Grewal (2013) define omnichannel as a coordinated offering using all the channels of a retailer to provide a seamless customer experience. Brynjolfsson et al. (2013) foresee omnichannel marketing as an experience which will diminish the distinction between online and offline channels and turn the world into a showroom without walls.2.2. Integration quality and its dimensionsAs discussed earlier, the notion of integration is of utmost importance for omnichannel marketing. Service quality research has addressed the issue of channel integration within the multichannel environment and termed it as integration quality (INQ) (Banerjee, 2014; Lee et al., 2019; Sousa & V oss, 2006). These studies of INQ argue a firm which provides services through multiple channels may have a good level of physical and virtual quality. However, because of the inconsistencies between the channels, the overall quality perception may be less. Due to this phenomenon, Sousa and V oss (2006, p. 365) suggest INQ as a significant factor of multichannel services and is defined as “the ability to provide customers with a seamless service experience across multiple channels.” The focus of INQ is to capture the essential characteristics of physical and virtual channels as a whole and to provide a consistent customer experience through all the channels that a company utilizes.Although there is a dearth of research conceptualizing INQ, several views ondimensions and consequences of integration quality exist. The earliest conceptualization of channel integration by Saeed, Grover, and Hwang (2003)propose informational integration; content integration; and logistical integration as value-added services to create synergy between click and mortar stores. Similarly, several studies have discussed strategies for companies to ensure a well-integrated channel system (Bendoly et al., 2005; Berman & Thelen, 2004; Neslin et al., 2006; Payne & Frow, 2004). These studies do not focus on service quality of multichannel services; instead, propose the directions and strategies to create a synchronized multichannel system.Sousa and V oss (2006)’s researc h is among the first studies to address multichannel service quality. They coined the term integration quality within service quality literature and proposed specific dimensions of INQ. Dimensions of INQ suggested by Sousa and V oss (2006) include channel-service configuration and integrated interactions. Furthermore, Sousa and V oss (2006) propose breadth of channel choice and transparency of the existing channel-service configuration as sub-dimensions of channel-service configuration, while content consistency and process consistency as sub-dimensions of integrated interactions. Banerjee (2014) extends the work of Sousa and V oss (2006) by using a qualitative, case study research data from banking customers and propose two new dimensions; namely, appropriateness of channel-service configuration and transaction data and interaction data integration.Dimensions proposed by Sousa and V oss (2006) and Banerjee (2014) are conceptual, and no empirical evidence has been offered in their papers. Banerjee (2014) suggests generating scale items for a research instrument as the way forward for service quality and integration quality research. Hence, within this scope, the current study explores new dimensions and even transforms existing conceptual dimensions of previous studies to contribute to the overall knowledge of service quality literature.A few studies have addressed channel integration using quantitative analysis. Dimensions proposed by Oh and Teo (2010) are integrated product and pricinginformation, integrated transaction information, integrated promotion information, integrated information access, integrated customer service, and integrated order fulfillment. Wu and Chang (2016) purport transparency of service configuration, information consistency, process consistency, and business ties as dimensions of integration quality. Finally, Lee et al. (2019) and Shen et al. (2018) use the context of omnichannel retailing to provide empirical evidence of dimensions proposed by Sousa and V oss (2006).From the above literature, this study has identified that only a few dimensions of INQ have been conceptualized and empirically validated in the context of multichannel and omnichannel marketing. There is a scope of conceptualizing and providing empirical evidence of new dimensions such as privacy, security, system consistency, service recovery, image consistency, system consistency and so on, which have not been addressed within multichannel or omnichannel services in prior studies. Furthermore, the extant literature on INQ focuses only on two channels, i.e., physical and website. There is a scope to address INQ considering mobile as a separate channel, as defined by omnichannel management.2.3. Outcome of integration quality, cross-buying intentions and perceived valueSeveral articles have discussed different behavioral outcomes due to the integration of channels. Integration quality leads to perceived value (Oh & Teo, 2010; Wu & Chang, 2016), purchase intention (Herhausen et al., 2015; Wu & Chang, 2016), sales growth (Cao & Li, 2015), overall satisfaction (Hammerschmidt, Falk, & Weijters, 2015), search intentions (Herhausen et al., 2015), and loyalty (Schramm-Klein, Wagner, Steinmann, & Morschett, 2011). Within the omnichannel context, channel integration has been found to impact omnichannel usage intentions (Shen et al., 2018), customer engagement, repurchase intentions and positive word-of-mouth (Lee et al. Collins, 2019).From the above analyses, it is apparent that only a few behavioral aspects have been analyzed in the context of channel integration. There is a scope to conceptualize other behavioral aspects as outcomes of INQ. According to Banerjee (2014), the measure of consumer perception on integration quality has not been addressedadequately.Research has indicated the possible relation of service quality with cross-buying intention and customer value (Kumar & Venkatesan, 2005). Cross-buying is defined as the total number of different products that a customer has brought from a business, calculated from the first purchase (Kumar, George, & Pancras, 2008). Reinartz and Kumar (2003) argue that cross-buying is related or unrelated sets of products or services that a customer buys from a firm. From a service marketing point of view, cross-buying is purchasing additional products from the same service provider (Ngobo, 2004). Several multichannel studies have focused on cross-buying intentions as service quality perception influenced by multichannel services (Kumar & Venkatesan, 2005; Neslin et al., 2006).In an omnichannel setting, cross-selling is more applicable as a retailer's various channels are leveraged for the selling purpose. This leads to a convenient shopping experience for shoppers. Customers feel more satisfied as they can purchase additional items from a trusted retailer, which saves their time and enhances the overall shopping experience. One omnichannel customer experience that fits naturally with cross-selling is BOPIS (“buy online, pick up in-store”). Within this context, Cummins, Peltier, and Dixon (2016) propose further research to be conducted on omnichannel marketing efforts and analyze its results on customer retention or up- and cross-selling aspects.In addition to cross-buying intentions, there is a growing body of literature that recognizes the importance of customer's perceived value in marketing and consumer behavior literature (Overby, Gardial, & Woodruff, 2004; Reynolds & Gutman, 1988; Vinson, Scott, & Lamont, 1977). Zeithaml (1988) defined customer value as the utility that consumers receive from a product or service, perception of the net gain from what is given compared to what is received. It is the trade-off between price and quality, better described as value for money (Sweeney & Soutar, 2001). Additionally, multichannel literature has also focused on perceived value as an outcome of service quality perception (Oh & Teo, 2010; Wu & Chang, 2016).There is a lack of research that focuses on cross-buying as a service qualityperception of integration quality. Furthermore, the relation between cross-buying and perceived value is absent in extant literature. Hence, there is a scope for measuring cross-buying intention and customer value as INQ outcomes.2.4. Dynamic capabilities and dimensions of integration qualityA dynamic capability is defined as “the capacity of an organization to purposefully extend, create, or modify its resource base” (Helfat et al., 2009, p. 1). Dynamic capabilities initially appeared in the work of Teece et al. (1997) as “the firm's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments” (Teece et al., 1997, p. 516). Most definitions of dynamic focus on a firm's ability to reconfigure its resources. For instance, Teece et al. (1997) define dynamic capabilities as a firm's ability to reconfigure in order to address environmental changes. While Eisenhardt and Martin (2000) argue dynamic capabilities as the processes by which a firm reconfigures its resources to respond/create changes in the market.Using the firm's resources through internal processes is the key to dynamic capability (Eisenhardt & Martin, 2000; Helfat et al., 2009). There can be different types of processes. Out of which two processes are more significant, i.e., search and selection, and configuration (Helfat et al., 2009, p. 4). Search and selection involve all processes and activities of the firm, which are related to looking for alternative solutions to a problem and identifying an appropriate solution to be able to solve the problem and share among organization's members (Zott, 2003, p. 104). On the other hand, configuration involves foreseeing how to implement a change by altering the firm's resources (Helfat et al., 2009; Zott, 2003).Based on dynamic capabilities theory, this paper suggests omnichannel integration quality dimensions as dynamic capabilities of a firm. To implement integration within channels, managers need to alter channel configurations, which is a higher-level orchestration of channels' ordinary capabilities. INQ dimensions such as process consistency, channel service configuration and so on are strategies that involve managers to extend their resources beyond ordinary channel functions. Hence, the relation between dynamic subdimensions and INQ are apparent.3. Exploratory phase: conceptual framework and hypotheses developmentBased on the analyses of all proposed dimensions within INQ literature, this study proposes a conceptual model of INQ, which includes three principal dimensions and their sub-dimensions. These are channel-service configuration (breadth of channel, transparency of channels, appropriateness of channels), content consistency (information consistency, transaction data integration), and process consistency (system consistency, image consistency).Drawing on dynamic capabilities (DCs) approach, the research model conceptualizes the three primary capabilities as second-order DCs (routines that reconfigure first-order DCs) and 8 components as first-order DCs (routines that reconfigure the organizational resource base) (Schilke, 2014).Furthermore, to build on the findings of the literature review and extend the limited knowledge of omnichannel integration quality, this study conducted a qualitative analysis. This qualitative study phase aims to: (1) Confirm the dimensions of INQ, which were identified through the literature review, and (2) Identify new dimensions of INQ.3.1. Method of qualitative researchThe qualitative research in this phase included twenty in-depth interviews and two focus group discussions (n = 18) that allow the researchers to capture the cognitive structure of users' perceptions of integration quality to ascertain how domain knowledge is linked in their mental models in terms of multichannel services usage. Appropriate ethics approval was obtained to conduct this study. Based on the objective of the qualitative research, interview and focus group participants were chosen using a convenience sample for this study. As this current study is concerned with investigating factors influencing omnichannel integration quality, the unit of analysis necessarily is at an individual level. The selection criteria included customers who hold a banking account in Australia and have used three specific channels of the bank, i.e., mobile app, website and physical branch within the last three months. This criterion ensures that all participants have experience of using multichannel of a service provider, hence, they will be able to provide valuable insights regardingfactors influencing the quality of using multichannel. Overall, participants' age ranged from 20 to 58 years old and were 42% female and 58% male.The approach in this study phase is confirmatory (deductive), therefore, a semi-structured approach to the questions was adopted. The questions were based on each construct, including the new constructs of assurance quality and value of the INQ model.3.2. Coding and mappingThe interviews were recorded, transcribed, and examined using Nvivo and manual thematic analysis (Dagger, Sweeney, & Johnson, 2007; Lincoln & Guba, 1985). The primary responses were highlighted, and causal statements were identified. Afterward, primary dimensions of INQ were obtained based on the discussion and excerpts. To identify the recurring themes under relevant primary dimensions, the excerpts were analyzed by two academic judges to calculate inter-rater reliability using Nvivo and Microsoft Excel. The inter-rater reliability was 0.82 passing the cut-off point of 0.70 (Straub, Boudreau, & Gefen, 2004).3.3. ResultsFirst, our theoretical framework is based on several seminal articles on integration quality (Banerjee, 2014; Oh & Teo, 2010; Sousa & V oss, 2006). This research identified three dimensions and their subdimensions as discussed earlier. Through the qualitative data analysis, the fourth dimension of omnichannel integration, i.e., assurance quality and its sub-dimensions: privacy, security, and service recovery accessibility, are identified as factors influencing INQ. The qualitative analysis played a vital role in confirming the dimensions and subdimension. We further used q-sorting of two experts (interrater reliability scores) to confirm which subdimensions were part of which dimensions that is explained below and discussed earlier.中文重新概念化全渠道营销的集成质量动态Tasnim Hossain，Shahriar Akter等摘要全渠道营销，即渠道之间无缝集成以为客户提供一致的服务体验的概念，已成为近年来公司多渠道管理最重要的方面之一。

gap的营销策略GAP是一家全球知名的时尚品牌，在市场竞争激烈的时尚行业中具有一定的竞争优势。

为了保持品牌的市场竞争力和吸引更多的消费者，GAP采取了多种营销策略。

首先，GAP注重产品创新。

随着消费者对时尚品牌的需求不断提高，产品的创新能力成为增加竞争力的关键。

GAP不仅不断推出新的款式和设计，还注重研究时尚趋势和消费者需求，以满足不同消费群体的购物习惯和喜好。

通过不断创新的产品，GAP获得了年轻一代消费者的关注和喜爱。

其次，GAP注重线上线下整合。

如今，电子商务的兴起使得线上销售越来越重要，GAP积极进军电子商务领域，并通过建立自己的官方网站和开设线上商城来拓展销售渠道。

同时，GAP也重视线下实体店的运营和布局，通过在主要商业区开设专卖店和品牌授权店，提供便捷的购物环境和个性化的购物体验，吸引更多消费者前来购买。

第三，GAP注重品牌形象和口碑。

GAP积极投入品牌的宣传和推广，通过广告、合作活动、明星代言等方式来提升品牌知名度和美誉度。

GAP也注重与时尚界的顶尖设计师和艺术家的合作，通过与他们的合作将品牌与艺术文化相结合，给消费者带来不仅是时尚潮流，更是一种文化和生活态度。

这种品牌形象的树立和维护为GAP赢得了广泛的认可和良好的口碑。

最后，GAP注重顾客体验。

作为一家旗舰时尚品牌，GAP注重为顾客提供优质的购物体验。

GAP训练员工专业技能，提供周到的服务，确保消费者的购物过程舒适和愉快。

同时，GAP也通过会员制度、优惠活动和客户反馈渠道等方式与顾客建立长期的关系，不断提升顾客的满意度和忠诚度。

总结起来，GAP通过产品创新、线上线下整合、品牌形象和口碑以及顾客体验等多个方面的营销策略，成功地在激烈的时尚市场中树立了自己的竞争优势。

未来，GAP将继续致力于创新和优化，以保持其市场地位，并吸引更多的消费者。