Effects of channel integration on the omnichannel customer experience

Abstract

This paper seeks to fill existing knowledge gaps regarding the relationship between channel integration and the omnichannel customer experience using a multidimensional approach to both constructs. The study was performed among 516 retail buyers in Peru who use an omnichannel strategy. The results show that the integration of pricing and product, transaction information, and order fulfilment significantly impact the affective and cognitive experience of the omnichannel customer. Furthermore, the integration of promotion affects the relational and sensorial customer experience. Retail spaces are thus important for ensuring the consistency of promotions and advertising, not only for rational messages but for visual impressions and sensorial messages in general. The integration of the service impacts physical, relational, and affective customer experience, while the integration of access to information shows an effect on the physical and sensorial customer experience.

Keywords:

• Customer experience
• omnichannel
• channel integration
• omnichannel integration
• omnichannel customer experience

REVIEWING EDITOR:

• Kaouther Kooli, Bournemouth University, United Kingdom of Great Britain and Northern Ireland

SUBJECTS:

• Business, Management and Accounting
• Consumer Psychology
• Behaviour

1. Introduction

Advances in information and communications technology have triggered a revolution in the retail sector. Today, the different purchase channels available are being integrated to improve a seamless customer experience, fostering a change from a multichannel to an omnichannel business model (Shi et al., 2020). This proliferation of digital channels—intensified by the lockdowns during the COVID-19 pandemic, which laid bare the limits of the integration strategies that firms were using for their channels—has led a large number of businesses to implement omnichannel strategies to improve the customer experience (Acquila-Natale et al., 2022; Adivar et al., 2019; Shi et al., 2020). According to Yang et al. (2019), the effective management of omnichannel retailing requires the integration of all the firm’s channels, resulting in a perfect service experience.

According to Hossain et al. (2020), customers today use various channels, including brick-and-mortar stores, websites, email, social media, phone calls, WhatsApp, and others to complete a purchase. As defined by Yang et al. (2019), an effective omnichannel management involves the integration of all a firm’s channels, resulting in a perfect service experience. Academic studies on omnichannel management have taken different approaches. For example, some research has focused on definitions and their perspectives (Chen et al., 2018; Sharma & Dutta, 2023; Verhoef et al., 2015); the dimensions comprising them (Gao et al., 2021; Hossain et al., 2020; Lee et al., 2019; Lim et al., 2022; Oh & Teo, 2010; Shen et al., 2018; Wu & Chang, 2016); strategies (Barwitz & Maas, 2018); and their effects on other variables, such as satisfaction (Seck & Philippe, 2013), commitment, mouth-to-mouth (Lee et al., 2019), empowerment (Zhang et al., 2018), perceived fluency (Shen et al., 2018), cost of change (Li et al.,2018), perceived value (Hamouda, 2019), and cross-buying intentions (Hossain et al., 2020).

On the other hand, the customer experience is constructed throughout the entire process, including searching for the product, the purchase and service, and consumption (Brakus et al., 2009). The purpose of a purchase is not limited to the acquisition of a good or service. Rather, customers pursue higher objectives throughout the process such as enjoyment, entertainment, and social relations, regardless of whether the purchase is made through an offline or online channel (Barari et al., 2020; Wang et al., 2023). Academics and professionals have thus considered the concept of customer experience as a holistic, multidimensional construct, focusing on the customer’s inner, subjective response, including cognitive, affective, physical, sensorial, and social responses (Becker & Jaakkola, 2020; Lemon & Verhoef, 2016), as well as relational and symbolic responses (Gahler et al., 2023), which the customer provides directly or indirectly when interacting with the firm (Lemke et al., 2011; Verhoef et al., 2009).

The first studies to measure customer experience were done in single-channel and/or multichannel environments, as well as specific sub-fields such as branding (Brakus et al., 2009), services (Klaus & Marklan, 2013), and even brick-and-mortar stores (Bustamante & Rubio, 2017). These studies were conducted in offline environments, examining the relevance of prices, promotions, interaction quality, and special treatment as crucial elements of customer experience (Gilboa et al., 2019; Grewal et al., 2009; Kim & Choi, 2016). With the rise of e-commerce, new studies on customer experience centred on the ways IT tools made it possible to achieve high satisfaction levels and positive emotions (Bleier et al., 2019).

Since then, different scholars have studied the omnichannel customer experience from a range of perspectives that have focused more on the characteristics of omnichannel commerce than customers’ response to the stimulus to which they have been exposed. In these studies, customer experience has overlapped with outcome variables such as satisfaction or value (Becker & Jaakkola, 2020). To distinguish customer experience from evaluative stimuli and outcomes, it is recommended to construct customer experience measurements based on some of the most common dimensions used in the research, such as cognitive, affective, physical, sensorial, and social responses, to help amass knowledge and eventually permit comparisons between the weights of each response type in different contexts (Becker & Jaakkola, 2020).

This position is complemented by Riaz et al. (2021), who argue that regardless of the increasing importance now enjoyed by omnichannel retailing and customer experience, there is little evidence regarding omnichannel factors that create a consistent, holistic customer experience. It is therefore important to develop a bottom-up understanding of the omnichannel factors that affect this experience to close the knowledge gap (Riaz et al., 2021). To that end, Massi et al. (2022) state that it is crucial to understand how omnichannel retailing and its characteristics affect customer experience from all different perspectives, bringing attention to the lack of available studies to fill that hole.

Given these considerations, this study will analyse the effects of channel integration on the customer experience, understanding these variables as multidimensional constructs, to propose and verify relationships between them within a conceptual framework.

2. Significance of the research

Starting from the premise that the purpose of an omnichannel strategy is to improve customer experience, this paper seeks to fill the existing knowledge gap regarding the relationship between channel integration and the omnichannel customer experience, using a multidimensional approach to both constructs. As such, it will make a contribution to the theory of two topics that are becoming increasingly important: omnichannel retailing and the customer experience in this environment (Shi et al., 2020). While previous studies have identified the importance of channel integration as a key construct for marketing management, the literature has not focused on the effectiveness of the six dimensions comprising this integration. Through this paper, it will become possible to compare and understand how each of the elements that integrate channels can foster and stimulate customer experience in five dimensions—cognitive, affective, sensorial, physical, and social—that have not been comprehensively studied thus far in an omnichannel environment, making this a new contribution to the theory.

Unlike previous studies, which have approached the omnichannel customer experience as one-dimensional and/or two-dimensional variables, the originality of this paper lies in the fact that the experience will be examined using a multidimensional approach, given that a customer’s buying journey is not limited to acquiring goods and services that are cognitively evaluated, but strives for higher objectives involving entertainment, diversion, and social interrelations resulting from interactions among consumers. Many of these commercial processes are affected by the customer’s evaluation, and are often expressed through sensorial and physical responses, which ultimately impact their experience.

Second, this paper’s contribution focuses on certain research needs noted by other academics and researchers regarding channel integration (Valentini et al., 2020; Zhang et al., 2018), omnichannel customer experience (Ameen et al., 2021; Quach et al., 2022; Rodriguez-Torrico et al., 2020; Shi et al., 2020; Yin et al., 2022), and the relationship between them (Gao et al., 2021; Hickman et al., 2020; Hossain et al., 2020; Quach et al., 2022; Tyrväinen & Karjaluoto, 2019). Third, the research will have managerial implications, helping retailers determine which actions to prioritise and how to focus their efforts on achieving a complete, superior customer experience that ultimately becomes a truly sustainable and difficult-to-replicate competitive advantage. These contributions are extremely important, given the changes in consumer behaviour triggered by post-pandemic acceleration. Customers now make free and indistinct use of offline and online channels at their convenience, and it has become unrealistic to think that there will be any ‘return to the old normal’. In fact, we are on the path to a new normal, where customers who never or only occasionally used digital channels before have now permanently changed their buying habits, using online stores, mobile apps, online payments via different platforms, and home delivery (Acquila-Natale et al., 2022).

3. Literature review

3.1. Omnichannel integration

According to Verhoef et al. (2015), the main difference between a multichannel and an omnichannel strategy can be found in the concept of channel integration, which allows customers to enjoy a unified experience during their buying process (Hossain et al., 2020; Lee et al., 2019; Li et al., 2018; Shen et al., 2018; Zhang et al., 2018). In this way, integration becomes a relevant aspect of omnichannel retailing, since it will require retailers to integrate all of their customer touchpoints so that customers can move seamlessly from one stage of the buying process to the next (Melero et al., 2016; Mosquera, 2017).

While the literature has defined channel integration in an omnichannel context as a multidimensional construct (Gao et al., 2021; Hossain et al., 2020; Li et al., 2018; Zhang et al., 2018), there is no consensus in its approach in the different studies that have been done to date. In the literature review, we find studies that use the approach of Sousa and Voss (2006), or some variation thereon; as well as that of Oh and Teo (2010), who proposed and validated a six-dimensional construct for analysing integration: the integration of promotion information, the integration of product and pricing information, the integration of transaction information, the integration of access to information, the integration of customer service, and the integration of order fulfilment (Oh & Teo, 2010).

3.2. Omnichannel customer experience

A successful omnichannel strategy must focus on developing and providing a superior customer experience (De Keyser et al., 2020; Gao et al., 2021; Lemon & Verhoef, 2016). The omnichannel customer experience has been defined as a holistic, multidimensional construct focused on a customer’s internal response to their direct or indirect interaction with any retailer (Gentile et al., 2007; Lemke et al., 2011; Verhoef et al., 2009). Some scholars have studied the omnichannel customer experience through two dimensions: cognitive and affective, such as Barari et al., 2020; Cuesta-Valiño et al., 2023; De Keyser et al., 2020; Dennis et al.,2014; Gao et al., 2021; Le & Nguyen-Le, 2021; and Tyrväinen et al., 2020. Meanwhile, a multidimensional approach can be found in the work of Gahler et al., 2023, and Bustamante & Rubio, 2017, although the latter applied it to a multichannel construct of brick-and-mortar stores.

The affective customer experience is the customer’s assessment of the entertainment value and pleasure of their experience with the purchase channel (Sombultawee & Tansakul, 2023). The cognitive customer experience is centred on the evaluation of functional information, the channel’s utilitarian performance, pricing information, and the product’s technical specifications (Sombultawee & Tansakul, 2023). According to Brakus et al. (2009), the physical dimension of customer experience includes physical and bodily behaviors, i.e. customers’ body movements and positions during the interaction of the buying process. According to Brakus et al. (2009), the relational dimension of customer experience refers to the perception of relationships with a certain person or brand during the buyer decision process. According to Wiedmann et al. (2018), the sensorial dimension of customer experience refers to the consumers’ sensory perceptions during the buying process, as reflected through the stimulation of the customer’s five external senses, i.e. sight, sound, touch, smell, and taste.

3.3. Relationship between channel integration and omnichannel customer experience

The literature review shows very little empirical evidence of research into the results of hypotheses linking channel integration variables to omnichannel customer experience, both understood as multidimensional constructs. The paper by Gao et al. (2021) is one such instance in which the relationship between the aforementioned variables is studied. However, these authors focused only on the affective and cognitive dimensions of the customer experience. In their study, they found that efforts to integrate promotions, product, and pricing, as well as transaction information, had a greater positive influence on the customer’s cognitive experience when compared to their affective experience. Additionally, integrated customer service had a weaker effect on the customer’s cognitive experience than their affective experience.

Le and Nguyen-Le (2021) evaluated the effects of channel integration quality on customer experience, considering the subdimensions of satisfaction with the experience and positive emotions as proxy variables for the cognitive and affective dimensions. Quach et al. (2022) conducted research in which they evaluated the channel’s integration service with the impact on omnichannel customer experience and customer loyalty. Cattapan and Pongsakornrungsilp (2022) evaluated channel integration in millennials’ buyer intention in the fashion market.

As noted above, the most significant difference between this paper and others before it lies in the fact that the customer experience will be approached using a multidimensional focus, considering that a consumer’s buying journey is not limited to acquiring goods and services that are cognitively evaluated, but strives for higher objectives involving entertainment, diversion, and social interrelations resulting from interactions among consumers. Many of these commercial processes are affected by the customer’s evaluation, and are often expressed through sensorial and physical responses, which ultimately impact their experience.

3.4. Theory of experience

Chalmers’s theory of experience offers a systematic framework for analysing experiences at a high but precise attraction level, helping to grasp what is behind any given construct (Chalmers, 2010). This theory focuses on the customer’s mind as a way to analyse his experiences in different contexts. The theory of experience also conceptualises the ‘what is’ of conscious experiences, i.e. experience content, based on the elementary commonalities found in experiences across different contexts (Gahler et al., 2023).

According to Chalmers (1996), a conscious experience depends on the context in which it occurs and consists of four fundamental elements: the individual, the event or action itself, the environment in which the experience occurs, and the given moment at which it occurs. In an omnichannel context, different types of interactions represent different types of experiences, which are defined by the four elements mentioned above (Gahler et al., 2023). In terms of content, Chalmers argues that people assign meaning to information and integrate their mental responses into different dimensions as a way of forming a conscious experience for themselves. There are three elements that define the experience of content: it must be subjective, directed, and multidimensional (Chalmers, 1996, 2010).

In an omnichannel context, subjectivity occurs through the fact that only the person living the experience can say whether it is good or bad, positive or negative. Experiences are directed because they are about someone or something that has a beginning and an end. Finally, they are multidimensional because they comprise different mental responses (Gahler et al., 2023). The literature on philosophy of mind suggests six key dimensions of experience, which encompass the contents of individual mental responses: affective, cognitive, physical, relational, sensorial, and symbolic (Chalmers, 1996).

4. Research questions

Considering that the objective of the omnichannel strategy is to improve customer experience, there is a surprising lack of studies on the integration of omnichannel retailing and customer experience, given the need to test their dimensions and study interrelations. In the case of the former, studies have focused thus far on evaluating the dimensions of channel integration without reaching a consensus. Very few have gone so far as to conceptualise and test the dimensions of this integration (Gao et al., 2021; Hossain et al., 2020; Lee et al., 2019; Oh & Teo, 2010; Shen et al., 2018; Wu & Chang, 2016; Zhang et al., 2018). Studies on customer experience tend to address it in a very vague manner; some of them do not even define it, while others perform evaluations using proxy variables (Dalla, 2022; Gasparin et al., 2022).

Regarding the specific relationship between both constructs, the literature review shows very few studies. Those studies that have addressed consumer experience have treated it as one-dimensional, or at most two-dimensional (cognitive and affective), but none have used a multidimensional approach (Ameen et al., 2021; Gao et al., 2021; Shi et al., 2020). In conclusion, despite its importance, knowledge of how to offer a superior, consistent, and holistic customer experience in an omnichannel environment remains very limited (Gao et al., 2021; Massi et al., 2022; Riaz et al., 2021). This raises the following research question:

• What is the effect of channel integration on the cognitive, affective, social, sensorial, and physical experience of the omnichannel customer?

• This general question in turn leads to following specific questions:

• What is the effect of promotion integration on the (a) cognitive, (b) affective, (c) physical, (d) sensorial, and (e) social experience of the omnichannel consumer?

• What is the effect of product and price integration on the (a) cognitive, (b) affective, (c) physical, (d) sensorial, and (e) social experience of the omnichannel consumer?

• What is the effect of transactional information integration on the (a) cognitive, (b) affective, (c) physical, (d) sensorial, and (e) social experience of the omnichannel consumer?

• What is the effect of information access integration on the (a) cognitive, (b) affective, (c) physical, (d) sensorial, and (e) social experience of the omnichannel consumer?

• What is the effect of delivery fulfilment integration on the (a) cognitive, (b) affective, (c) physical, (d) sensorial, and (e) social experience of the omnichannel consumer?

• What is the effect of customer service integration on the (a) cognitive, (b) affective, (c) physical, (d) sensorial, and (e) social experience of the omnichannel consumer?

5. Hypotheses

5.1. Effects of integrated promotion on customer experience

According to Gao et al. (2021), integrated promotional and communications practices help to make customers aware of the connection between the firm’s channels, avoiding dissonances and allowing customers to enjoy the process, and thus providing them with a better experience.

Accordingly, we propose the following hypotheses:

H1: Integrated promotion exerts a direct, positive effect on the cognitive (H1a), affective (H1b), physical (H1c), relational (H1d), and sensorial (H1e) omnichannel customer experience.

5.2. Effects of product and pricing on customer experience

Zhang et al. (2018) concluded that pricing and product integration takes precedence in omnichannel environments, thanks to its positive impact on customers, resulting in higher satisfaction levels and a better experience.

Accordingly, we propose the following hypotheses:

H2: Pricing and product integration exerts a direct, positive effect on the cognitive (H2a), affective (H2b), physical (H2c), relational (H2d), and sensorial (H2e) omnichannel customer experience.

5.3. Effects of integrated transaction information on customer experience

According to Oh and Teo (2010), when customers can access and verify their integrated purchase history, the quality of information improves, allowing businesses to analyse this information and use their knowledge of consumer preferences and patterns to personalise each consumer’s information. As a result, customers can enjoy a superior experience when transaction information is integrated (Zhang et al., 2018).

Accordingly, we propose the following hypotheses:

H3: Integrated transaction information exerts a direct, positive effect on the cognitive (H3a), affective (H3b), physical (H3c), relational (H3d), and sensorial (H3e) omnichannel customer experience.

5.4. Effects of integrated information access on customer experience

According to Oh and Teo (2010), integrated information access is considered a personal contact procedure since it requires the participation of both the consumer and service workers. As a result, they argue, the retailer’s ability to offer logistical support in one channel for products purchased in another channel ultimately offers consumers a perfect order fulfilment experience (Oh & Teo, 2010).

Consequently, we propose the following hypotheses:

H4: Integrated information access exerts a direct, positive effect on the cognitive (H4a), affective (H4b), physical (H4c), relational (H4d), and sensorial (H4e) omnichannel customer experience.

5.5. Effects of integrated order fulfilment on customer experience

According to Zhang et al. (2018) integrated order fulfilment exists when consumers can complete the entire transaction process using one or more purchase channels. With a high degree of integrated order fulfilment processing, customers can engage in the showrooming or webrooming process without experiencing any problems (Oh & Teo, 2010). This situation enhances customer trust and satisfaction with the retailer, and ultimately creates a better buyer experience (Wu & Chang, 2016; Zhang et al., 2018).

Accordingly, we propose the following hypotheses:

H5: Integrated order fulfilment exerts a direct, positive effect on the cognitive (H5a), affective (H5b), physical (H5c), relational (H5d), and sensorial (H5e) omnichannel customer experience.

5.6. Effects of integrated customer service on customer experience

According to Oh and Teo (2010), customer service integration requires the retailer to provide support in such a way that the customer can receive service through a purchase channel other than the one they used to make their purchase. According to Zhang et al. (2018), customers must receive standardised, equal service in all purchase channels in an omnichannel strategy. This service alignment helps improve customer satisfaction if the service is high-quality and meets customer expectations (Lee et al., 2019).

Accordingly, we propose the following hypotheses:

H6: Service integration exerts a direct, positive effect on the cognitive (H6a), affective (H6b), physical (H6c), relational (H6d), and sensorial (H6e) omnichannel customer experience.

The graphical form of the thirty hypotheses raised is shared below in Figure 1.

Figure 1. Research model.

6. Research methodology

6.1. Data collection and Sample

The omnichannel consumer is defined as a customer who acts directly and simultaneously through the different points and channels made available by a firm (Lemon & Verhoef, 2016; Verhoef et al., 2015). As such, the study design was cross-sectional, and the interview respondents were men and women ages 18 and over who live in urban areas in Peru and have made purchases in the last six months using at least two of the three purchase channels: physical, website, or app. The purchases must have been made for household use at one of the retail chains with an omnichannel strategy, i.e. Saga Falabella, Ripley, Oechsle, Plaza Vea, Wong, Metro, Tottus, Vivanda, Promart, and Sodimac. Sample selection was random, selected from a sampling frame consisting of individuals who fit the established target profile of the Netquest database. The sample consisted of 558 cases, which were reduced to 516 effective cases after removing outliers. The survey was conducted via the Netquest online panel during the months of October and November 2023. The sample size exceeds the minimum number of cases required according to various criteria, such as the absolute contribution criterion (Hair et al., 2014) or the number of observed variables multiplied by 10 (Hair et., 2019). All participants were informed of the study objectives and scope. Their participation was voluntary, and they were told that the data would be used exclusively for research purposes. It was indicated that the data will not be used for commercial purposes and a special protocol for data collection was followed.

6.2. Items and Measurement validation

To measure the six dimensions of the channel integration variable, we used the questionnaire designed by Gao et al. (2021), which was adapted from the instruments proposed by Oh and Teo (2010) and Zhang et al. (2018) and consisted of 19 questions. To measure the five dimensions of the omnichannel customer experience variable, we used the methodological tool designed by Gahler et al. (2023), which consists of three questions for each dimension, i.e. 15 questions in all. Permission was obtained from the authors for the use of the methodological tools. For all 34 questions asked, we used a seven-point Likert scale, from one to seven, where one means ‘strongly disagree’ and seven means ‘strongly agree’. The 34 questions applied in this research are presented in Table 1. To ensure that the survey was consistent with the originals, we used the back translation method (Ataseven et al., 2014), comparing the two translations in their original languages and addressing any inconsistencies.

Table 1. Measurement items.

Integrated Dimensions and Items
Integrated Promotion
1	I can find a consistent brand name, slogan, and logo in the retailer’s offline store and online store.
2	I can find the promotions that are taking place in the offline store on the retailer’s online store.
3	I can find the address and contact information of the offline store on the retailer’s online store.
4	I can find advertisements for the retailer’s online store in the pamphlets, receipts, and bags from its offline store.
Integrated Product and Price
1	I can find consistent product descriptions in the retailer’s offline store and online store.
2	I can find consistent product prices in the retailer’s offline store and online store.
3	I can find consistent product category classifications in the retailer’s offline store and online store.
Integrated Transaction Information
1	The retailer keeps an integrated purchase history of my online and offline purchases.
2	The retailer makes future purchase recommendations to me based on my past consolidated online and offline purchases.
3	The retailer’s online store customises web pages for me based on my past consolidated online and offline purchases.
Integrated Information Access
1	I can search for products in the retailer’s offline store through its online store.
2	I can check the retailer’s inventory status at the offline store through its online store.
3	I can access the information and functionalities of the retailer’s online store through internet kiosks in its offline store.
Integrated Order Fulfilment
1	The retailer’s coupons or vouchers can be redeemed in its offline store or online store.
2	The retailer’s offline store allows me to self-pickup my online purchase.
3	The retailer allows me to choose the pickup location that is nearest to me when I want to pick up an online purchase.
Integrated Customer Service
1	The customer service centre at the retailer’s offline store accepts returns, repairs, or exchanges of products that I purchased from its online store.
2	The retailer’s online store provides after-sale services such as e-mail support for the products I purchased at its offline store.
3	The retailer’s online store provides interactive access to the offline store’s customer service assistant through real-time chat functionality.
Omnichannel Consumer Experience Dimensions and Items
Affective
1	Contact with the experience partner elicited positive emotions.
2	I had positive feelings during my contact with the experience partner.
3	Contact with the experience partner put me in a good mood.
Cognitive
1	Contact with the experience partner piqued my curiosity.
2	I learned something beneficial during my contact with the experience partner.
3	I received positive insights during my contact with the experience partner.
Physical
1	My physical responses during my contact with the experience partner were pleasant.
2	During my contact with the experience partner, I actively moved in a way I liked.
3	During my contact with the experience partner, I was active in a way I liked.
Relational
1	I established a personal relationship with the experience partner.
2	I felt a positive connection with the experience partner.
3	My contact with the experience partner made me feel like I belonged to a community.
Sensorial
1	Contact with the experience partner had a positive sensory appeal.
2	Contact with the experience partner had a positive impact on my senses.
3	Contact with the experience partner positively engaged my senses in a variety of ways.

6.3. Ethical considerations

The study was approved by the Ethics Committee of Centrum of the Pontifical Catholic University of Peru on 15 June 2023. This agreement has been reflected in the Minutes of Approval DAEE-003-2023 of 29 August 2023. All respondents gave their express, informed, written consent to participate in the survey, and were free to leave the survey at any time without consequence.

6.4. Participants

According to an analysis of the database, as shown in Table 2, we found that the participants’ average age was 34.84 years. 54.45% were men and 45.55% were women. In terms of place of residence, 61.24% of respondents lived in Lima, Peru’s capital, while 38.57% were from elsewhere in the country. Of the total number of survey respondents, 50.19% were single, 46.52% were married, and the rest were divorced or widowed. As for education, 63.76% had completed university studies, followed by vocational studies with 23.64%, and secondary studies with 12.40%.

Table 2. Sample characteristics.

Sociodemographic	Characteristic	Frequency	Percentage (%)
Gender	Male	281	54.45
	Female	235	45.55
	Total	516	100
Age	18 to 30 years	219	42.44
	31 to 40 years	145	28.10
	41 to 50 years	94	18,22
	More than 51 years	58	11.24
	Total	516	100
Place of residence	Lima and Callao	316	61.25
	Provinces	200	38.75
	Total	516	100
Marital status	Single	259	50.19
	Married	240	46.51
	Widowed	2	0,39
	Divorced	15	2,91
	Total	516	100
Education level	Elementary level	1	0.20
	Secondary level	64	12.40
	Vocational level	122	23.64
	University level	329	63.76
	Total	516	100

6.5. Data analysis

Data analysis was performed using Smart-PLS v.4. According to the procedures required for the evaluation of a PL-SEM model, two stages were used. The first stage focused on validating that the technical specifications of the reflective measurement model had been met by measuring internal consistency using Cronbach’s alpha and composite reliability. Convergent validity was measured through average variance extracted, and discriminant validity was measured using the Fornell-Larcker criterion and the HTMT matrix. The second stage focused on the structural model, evaluating the magnitude of the path coefficient through bootstrapping, which found existing correlations with statistically significant levels.

7. Results

7.1. Measurement model assessment

Table 3 contains a summary of the measurement model’s key indicators. The fit indicators determine how well the model fits the data (McDonald & Ho, 2002). The factor loadings were evaluated and found to be higher than the established minimum threshold of 0.707, which was met for all of the model’s final items (Chin, 1998). In addition to the factor loadings, the Cronbach’s alpha coefficient and composite reliability returned values of over 0.7, indicating internal consistency and reliability for the study (Chin, 1998; Hair et al., 2021; He et al., 2019; Nunnally & Bernstein, 1994). The average variance extracted (AVE) values for the constructs are greater than 0.5, thus confirming the model’s convergent validity (Hair et al., 2019). In conclusion, the results show that the indicators meet the criteria defined for reliability tests (Lewis et al., 2014). The variance inflation factor (VIF) is less than 5, confirming that there are no biases of collinearity in the model.

Table 3. Assessment of measurement model through reliability and validity.

Construct	Item	Outer loadings	Cronbach’s alpha	Composite reliability (rho c)	Average variance extracted (AVE)
Integrated promotion	P1_1	0.829	0.781	0.872	0.695
	P1_2	0.800
	P1_3	0.871
	P1_4	Dropped
Integrated product and pricing	P1_5	0.867	0.823	0.894	0.738
	P1_6	0.844
	P1_7	0.867
Integrated transaction information	P1_8	0.801	0.706	0.834	0.627
	P1_9	0.744
	P1_10	0.827
Integrated information access	P1_11	0.862	0.814	0.889	0.729
	P1_12	0.806
	P1_13	0.891
Integrated order fulfilment	P1_14	Dropped
	P1_15	0.878	0.720	0.877	0.781
	P1_16	0.889
Integrated customer service	P1_17	0.806	0.807	0.886	0.721
	P1_18	0.859
	P1_19	0.881
Affective customer experience	P2_1	0.911	0.790	0.905	0.827
	P2_2	0.907
	P2_3	Dropped
Cognitive customer experience	P2_4	Dropped
	P2_5	0.857	0.724	0.877	0.782
	P2_6	0.910
Physical customer experience	P2_7	0.871	0.818	0.890	0.731
	P2_8	0.887
	P2_9	0.804
Relational customer experience	P2_10	0.829	0.793	0.879	0.709
	P2_11	0.899
	P2_12	0.794
Sensorial customer experience	P2_13	0.845	0.826	0.896	0.742
	P2_14	0.886
	P2_15	0.854

Discriminant validity, shown in Table 4, was estimated by evaluating the correlations between the latent variables and the square root of AVE (Fornell & Larcker, 1981), thus supporting the model’s discriminant validity.

Table 4. Fornell-Larcker criterion.

Construct	Integrated promotion	Integrated product and pricing	Integrated transaction information	Integrated information access	Integrated order fulfilment	Integrated customer service	Affective customer experience	Cognitive customer experience	Physical customer experience	Relational customer experience	Sensorial customer experience
Integrated promotion	0.834
Integrated product and pricing	0.176	0.859
Integrated transaction information	0.194	0.399	0.792
Integrated information access	0.100	0.211	0.186	0.854
Integrated order fulfilment	0.076	0.355	0.375	0.162	0.884
Integrated customer service	0.112	0.127	0.143	0.056	0.132	0.849
Affective customer experience	0.080	0.578	0.324	0.087	0.307	0.157	0.909
Cognitive customer experience	0.052	0.594	0.404	0.170	0.369	0.105	0.639	0.884
Physical customer experience	0.050	0.038	0.044	0.154	0.048	0.290	0.130	0.115	0.855
Relational customer experience	0.602	0.131	0.204	0.105	0.078	0.206	0.233	0.198	0.310	0.842
Sensorial customer experience	0.343	0.081	0.051	0.182	0.105	0.024	0.154	0.131	0.130	0.308	0.862

Having passed the reliability and validity tests, we can thus conclude that the model is suitable for testing the proposed hypotheses.

7.2 Structural model

To evaluate the proposed hypotheses, we first found the R² values presented in Figure 2, which tell us that 40.8%, 38.8%, and 36.1% of the cognitive, relational, and affective omnichannel customer experience, respectively, can be explained by the different factors involved in channel integration. Additionally, although to a lesser degree, we found that the R² values of 14.8% and 10.4% for the sensorial and physical experience, respectively, can be explained by the channel integration components. To determine the model’s predictive capacity, we found the Q² values of the endogenous variables, the results of which are shown in Table 5. These results display a significant predictive power for the cognitive, relational, and affective omnichannel customer experience constructs, and a low capacity for the sensorial and physical omnichannel consumer experience.

Figure 2. Measurement model analysis.

Table 5. Predictive capability of the model.

Construct	Q²predict
Affective customer experience	0.336
Cognitive customer experience	0.389
Physical customer experience	0.076
Relational customer experience	0.367
Sensorial customer experience	0.121

Hypothesis 1. According to Table 6, the results show that integration has a significant positive impact in the case of the relational (β = 0.573, t = 15.723, p = 0.000) and sensorial omnichannel consumer experience (β = 0.339, t = 6.839, p = 0.000). For the case of the affective (β = -0.038, t = 0.929, p = 0.353) and physical omnichannel consumer experience (β = 0.011, t = 0.243, p = 0.808), the relationship is not significant. In the case of the cognitive omnichannel consumer experience (β = -0.080, t = 2.189, p = 0.029), while the relationship is significant, it is inverse, running contrary to the proposed hypothesis. This situation may be explained by the fact that integrated promotion is a process that is moderately dependent on the use of technology and, to a lesser extent, on interactions with retail workers and other consumers. This may be due to the fear, confusion, and distrust created in the consumer by automated promotions (Gao et al., 2021; Oh & Teo, 2010). This distrust is caused by the aggressiveness, level of customisation, and overpromising typical of many retailers, which ultimately leads to credibility loss, inconsistency, and low connectivity (Gasparin et al., 2022). The effect on the Peruvian consumer’s cognitive experience is contrary to what is desired, due to disappointment with previous journeys, especially when it comes to high-ticket sales (Pasión por el derecho, 2022). This is exacerbated by the fact that many retailers offer promotions that are partially integrated by sales channel type, furthering confusion. Thus, typical omnichannel integration does not have a positive impact on the consumer’s utilitarian or hedonistic experience (Zhang et al., 2024). As for the rest of the relationships, the results fall within the expected range, i.e. they validate the fact that promotion integration ultimately has a positive impact on the consumer’s sensorial and relational experience.

Table 6. Path coefficients and bootstrapping results.

Relationship of hypotheses	ß	ST	T statistics	P values	Relationship
Hypotheses 1:
H1a: Promotion -> Affective	−0.038	0.041	0.929	0.353	Not significant
H1b: Promotion -> Cognitive	−0.08	0.037	2.189	0.029	Significant
H1c: Promotion -> Physical	0.011	0.046	0.243	0.808	Not significant
H1d: Promotion -> Relational	0.573	0.036	15.723	0.000	Significant
H1 e: Promotion -> Sensorial	0.339	0.05	6.836	0.000	Significant
Hypotheses 2:
H2a: Product and price -> Affective	0.519	0.058	8.981	0.000	Significant
H2b: Product and price -> Cognitive	0.487	0.042	11.462	0.000	Significant
H2c: Product and price -> Physical	−0.025	0.048	0.531	0.595	Not significant
H2d: Product and price -> Relational	−0.021	0.045	0.473	0.636	Not significant
H2e: Product and price -> Sensorial	−0.012	0.053	0.224	0.823	Not significant
Hypotheses 3:
H3a: Transaction -> Affective	0.09	0.046	1.967	0.049	Significant
H3b: Transaction -> Cognitive	0.169	0.045	3.747	0.000	Significant
H3c: Transaction -> Physical	−0.017	0.052	0.322	0.747	Not significant
H3d: Transaction -> Relational	0.080	0.042	1.905	0.057	Not significant
H3e: Transaction -> Sensorial	−0.068	0.054	1.241	0.215	Not significant
Hypotheses 4:
H4a: Information access -> Affective	−0.054	0.038	1.424	0.154	Not significant
H4b: Information access -> Cognitive	0.021	0.035	0.607	0.544	Not significant
H4c: Information access -> Physical	0.145	0.048	3.052	0.002	Significant
H4d: Information access -> Relational	0.032	0.034	0.925	0.355	Not significant
H4e: Information access -> Sensorial	0.150	0.045	3.342	0.001	Significant
Hypotheses 5:
H5a: Order fulfilment -> Affective	0.092	0.047	1.967	0.049	Significant
H5b: Order fulfilment -> Cognitive	0.134	0.044	3.065	0.002	Significant
H5c: Order fulfilment -> Physical	0.001	0.046	0.030	0.976	Not significant
H5d: Order fulfilment -> Relational	−0.010	0.048	0.220	0.826	Not significant
H5e: Order fulfilment -> Sensorial	0.087	0.049	1.790	0.074	Not significant
Hypotheses 6:
H6a: Customer service -> Affective	0.073	0.034	2.171	0.030	Significant
H6b: Customer service -> Cognitive	0.009	0.03	0.303	0.762	Not significant
H6c: Customer service -> Physical	0.286	0.051	5.586	0.000	Significant
H6d: Customer service -> Relational	0.132	0.033	3.975	0.000	Significant
H6e: Customer service -> Sensorial	−0.022	0.04	0.548	0.584	Not significant

Hypothesis 2. According to Table 6, the results show that integration has a significant positive impact in the case of the affective (β = 0.519, t = 8.981, p = 0.000) and cognitive omnichannel customer experience (β = 0.487, t = 11.462, p = 0.000). For the physical (β = -0.025, t = 0.531, p = 0.595), relational (β = -0.021, t = 0.473, p = 0.636), and sensorial omnichannel customer experience (β = -0.012, t = 0.224, p = 0.823), the relationship is not significant. These results have an expected positive impact on the consumer’s affective and cognitive experience. In the Peruvian case, 67% of consumers evaluate the price and 64% evaluate the product before making an online purchase (Saavedra, 2020). However, this more rational and emotional process can be affected by some retailers’ tendency to lower online prices as a way of encouraging online buying (Fulgoni, 2014), ultimately causing customer dissatisfaction (Lee, 2020) and neglecting physical, relational, and sensorial contact, and therefore negatively affecting these dimensions of the customer experience.

Hypothesis 3. According to Table 6, the results show that integration has a significant positive impact in the case of the affective (β = 0.090, t = 1.967, p = 0.049) and cognitive omnichannel customer experience (β = 0.169, t = 3.747, p = 0.000). For the physical (β = -0.017, t = 0.322, p = 0.747), relational (β = 0.080, t = 1.905, p = 0.057), and sensorial omnichannel customer experience (β = -0.068, t = 1.241, p = 0.215), the relationship is not significant. One possible explanation for Hypothesis 3 is that integrated customer transaction information is a highly technological, automated process and depends on a firm’s ability to implement an omnichannel system (Oh & Teo, 2010; Valdez-Mendia & Flores-Cuautle, 2022). It is therefore more likely that the positive affective and cognitive experience will be associated with online buying processes. Lee (2020) found that information integration does not always have a positive impact on customer satisfaction, which may explain why the physical, relational, and sensorial dimensions are insignificant in a characteristic omnichannel setting that is more online than in-person, where those dimensions are present. However, Wang et al. (2021) found that customer satisfaction may improve as uncertainty diminishes regarding perceived information on web shop transactions among retailers that use the two channels. It is also important to note that in the Peruvian context, transaction information integration has developed very slowly due to the country’s serious public safety issues and social upheaval, which have made consumers reluctant to share their information in an effort to avoid being monitored. This may also be impacting their relational, physical, and sensorial shopping experience (Capece, 2023).

Hypothesis 4. According to Table 6, the results show that integration has a significant positive impact in the case of the physical (β = 0.145, t = 3.052, p = 0.002) and sensorial omnichannel customer experience (β = 0.150, t = 3.342, p = 0.001). For the case of the affective (β = -0.054, t = 1.424, p = 0.154), cognitive (β = 0.021, t = 0.607, p = 0.544), and relational omnichannel customer experience (β = 0.032, t = 0.925, p = 0.355), the relationship is not significant. Considering that information access involves a consumer’s perception of the time and effort required to perform a transaction in multiple channels (Oh & Teo, 2010), one possible explanation for the results obtained may be due to the Peruvian market’s lack of maturity in terms of interrelation between the different purchase channels, which remains low. Despite the fact that the participating retailers have an omnichannel strategy and are among the most developed in the country, they do not offer the option, for example, to use their website or app to view the number of units of different products available in physical channels, which negatively impacts the relational, cognitive, and affective customer experience. This is supported by Goraya et al. (2022), who state that the risk of perceived unavailability among consumers is typically resolved by crosschecking both channels, something that cannot be done in the Peruvian case for the reasons given above. This is consistent with Choi and Leon (2020), who argue that the information a customer requires depends on the contexts in which the purchase occurs, as well as certain other factors, given that information needs vary depending on the relevance of the attributes of the product itself (Bi et al., 2019).

Hypothesis 5. According to Table 6, the results show that integration has a significant positive impact in the case of the affective (β = 0.092, t = 1.967, p = 0.049) and cognitive omnichannel customer experience (β = 0.134, t = 3.065, p = 0.002). For the physical (β = 0.001, t = 0.030, p = 0.976), relational (β = -0.010, t = 0.220, p = 0.826), and sensorial omnichannel customer experience (β = 0.087, t = 1.790, p = 0.074), the relationship is not significant. According to Oh and Teo (2010), integrated order fulfilment involves a high degree of close contact with the retailer’s employees, which means that there is a high level of integration that not only improves the consumer’s cognitive experience, but their affective experience as well (Gao et al., 2021), probably more predominantly in physical than virtual contexts. Order integration is a very costly process, allowing customers to order, pay for delivery, return, or exchange a product regardless of where they buy it (Zhang et al., 2018). This has likely hampered the development of sensorial and physical experiences in the Peruvian market, where this characteristic is still quite rare (Capece, 2023).

Hypothesis 6. According to Table 6, the results show that integration has a significant positive impact in the case of the affective (β = 0.073, t = 2.171, p = 0.030), physical (β = 0.286, t = 5.586, p = 0.000), and relational omnichannel customer experience (β = 0.132, t = 3.975, p = 0.000). For the cognitive (β = 0.009, t = 0.303, p = 0.762) and sensorial omnichannel customer experience (β = -0.022, t = 0.548, p = 0.584), the relationship is not significant. One possible explanation is that integrated customer service involves a high degree of close interaction with the retailer’s frontline workers. This helps customers enjoy the entire buying process but may be less relevant to customers’ rational decision-making (Gao et al., 2021). Thus, while integrated customer integration increases enjoyment of omnichannel purchases and fosters an affective experience for the customer, it is not as relevant to the cognitive or sensorial experience.

While it is true that omni-channel retailing is evolving in Peru, it is happening very slowly and progressively. Retail penetration levels in Peru are still quite low, at around 35%. While it is true that ecommerce retail had a significant growth during the Covid-19 pandemic, it subsequently declined, reaching only 8% penetration by 2022. Thus, we find a 15% drop in ecommerce retail sales, a drop in average ticket by almost 10% and an average cart abandonment rate of 70% (Capece, 2023). It is still estimated that almost 79% of the population prefers to shop in person rather than on ecommerce platforms (Saavedra, 2020). This context explains why in an immature market such as the Peruvian one, consumers still evaluate more basic attributes and have lower levels of demands, which are mainly reflected in shopping experience levels linked to the cognitive and emotional dimensions.

8. Discussion

The findings show that channel integration in an omnichannel environment plays a predominant role in constructing customer experience, primarily in the affective, cognitive, and relational dimensions. The integration of omnichannel promotions has a significant positive impact on the relational and sensorial experience of the omnichannel consumer. Accordingly, strategies for this dimension should focus on promoting a company-consumer bond, creating promotional communications that not only create a visual impact, but appeal to sensorial elements that involve customers’ active, committed participation. Price and product integration create a significant impact on both the consumer’s cognitive and affective experience, making this omnichannel variable one of the most important. Because consumers are well-informed, consistency across different purchasing channels is an indispensable requirement. These results are aligned with those of Gao et al. (2021) and Cattapan and Pongsakornrungsilp (2022), which highlight its importance to customer satisfaction. Transaction information integration ultimately affects the consumer’s cognitive and affective experiences, which means that companies should be promoting investments in technology that allows them to integrate, track, and keep records of customers’ purchases, with the caveat that this must be done equally in all purchase channels given that it is clearly more developed in online channels. These results are consistent with previous studies, such as those of Gao et al. (2021) and Zhang et al. (2024). Information access integration has a significant positive impact on the consumer’s physical and sensorial experience, suggesting that a firm’s logistical efforts in this dimension are perceived in the in-person channel. Thus, the challenge is to work toward simultaneity in all channels in which the company is present. Order fulfilment integration has a significant positive relationship with affective and cognitive experience, which means that firms must work to keep their promises in terms of delivery dates and consumer interactions to ensure that the process is completely transparent. These results are consistent with those of Gao et al. (2021). Finally, service integration impacts the customer’s affective, physical, and relational experience. As such, firm must guarantee top-quality customer service equally in all consumer-facing channels.

8.1. Theoretical implications

Based on the premise that the purpose of an omnichannel strategy is to improve customer experience (Gao et al., 2021; Quach et al., 2022; Shi et al., 2020), this paper seeks to fill the existing knowledge gap regarding channel integration and the omnichannel customer experience in the following ways. First, while it is true that the majority of studies have sought to explore the effects of channel integration with other response variables, identifying positive associations in customers in terms of their satisfaction (Seck & Philippe, 2013), commitment, mouth-to-mouth (Lee et al., 2019), empowerment (Zhang et al., 2018), perceived fluidity (Shen et al., 2018), switching costs (Li et al., 2018), perceived value (Hamouda, 2019), and cross-buying intentions (Hossain et al., 2020), there was still a need to develop a bottom-up understanding of the omnichannel factors that ultimately impact the omnichannel customer experience (Riaz et al., 2021). This paper thus contributes to establishing the importance of each one of the elements of integration in the omnichannel customer experience using a multidimensional approach.

Second, the majority of previous studies have treated the omnichannel customer experience as a one-dimensional variable, with a handful of them using a two-dimensional construct—cognitive and affective—including Barari et al., 2020; Cuesta-Valiño et al., 2023; De Keyser et al., 2020; Dennis et al., 2014; Gao et al., 2021; Le & Nguyen-Le, 2021; and Tyrväinen et al., 2020. Almost none have approached it from a multidimensional standpoint, except for Gahler et al., 2023, and Bustamante & Rubio, 2017, although the latter used a multichannel construct of brick-and-mortar stores. Thus, the relevance of this study is to compare and understand how each one of the channel integration elements enhances and stimulates customer experience on a holistic basis in the cognitive, affective, physical, relational, and sensorial dimensions in an omnichannel environment, making it a new contribution to the theory.

Finally, this paper responds to the need for further study noted by certain scholars and researchers regarding channel integration (Valentini et al., 2020; Zhang et al., 2018), omnichannel customer experience (Ameen et al., 2021; Quach et al., 2022; Rodriguez-Torrico et al., 2020; Shi et al., 2020; Yin et al., 2022), and the relationship between them (Gao et al., 2021; Hickman et al., 2020; Hossain et al., 2020; Quach et al., 2022; Tyrväinen & Karjaluoto, 2019).

8.2. Managerial implications

The managerial implications of this paper include providing retailers with information on which actions to prioritise and helping them focus their efforts to achieve a superior total customer experience, which is ultimately a truly sustainable and difficult-to-replicate competitive advantage. These contributions are extremely important, considering the post-pandemic acceleration of changes in consumer behaviour, with customers making free and interchangeable use of offline and online channels. It is unrealistic to believe we will ever return to the ‘old normal’. We must accept that we are currently on the path to a new normal in which consumers who never, or only occasionally, used digital channels have definitively changed their buying habits, using online shopping, mobile apps, online payments through various platforms, and home product delivery (Acquila-Natale et al., 2022).

This paper ratifies some of the findings reported by Gao et al., 2021, regarding the effects of channel integration on customer experience. First, consistency in integrated product and pricing, being recognised as the same customer in different channels, and order fulfilment specifically has a significant impact on the cognitive and affective customer experience. Affective customer experience is also impacted by integrated service. Given the specific weight of the cognitive and affective dimensions, the findings show that retailers must focus their efforts on offering an excellent experience in these two dimensions first and foremost.

Second, integrated promotion through advertising and marketing in a given channel to attract customers from one channel to another has an impact on the customer’s cognitive, relational, and sensorial experience. It is therefore important for retailers to work on the consistency of promotions, not only in terms of the rational message but also visual impressions and the sensorial dimension in general. Third, integrated service, understood as the support offered between channels, ultimately impacts not only the consumer’s affective experience but also their physical and relational experience, which gives them a sense of community that probably helps develop a closer bond between retailer and customer.

9. Limitations and future studies

Despite the important findings of this paper, it has certain limitations that must be considered for future studies. The first lies in the scope of the data, which was cross-sectional. Future studies might use a longitudinal design, considering that customer experience is constructed throughout a process of interactions. Second, it could be very interesting to include other purchase channel characteristics in an omnichannel strategy, such as personalisation, flexibility, and transparency, among others. Finally, we recommend the possibility of including an additional dimension in the customer experience: the symbolic experience of the omnichannel customer.

Disclosure statement

No potential conflict of interest was reported by the authors.

Data availability statement

Formally declare our willingness to share the database associated with the research paper titled Effects of Channel Integration on the Omnichannel Customer Experience that we authored. Recogning the importance of collaboration and transparency in scientific endeavours, we are committed to providing access to the dataset upon request at [email protected].

Additional information

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

Notes on contributors

José Antonio Balbín Buckley

José Antonio Balbín Buckley is a PhD candidate in strategic business administration at Centrum Católica Graduate Business School. He holds a master’s in business administration from the Senior Executive Program (PAD) at Universidad de Piura and a bachelor’s in economics from Universidad de La Molina. He has worked as a professor at Universidad de Piura and Director of the Marketing Area at the Graduate School of Universidad Peruana de Ciencias Aplicadas in Lima, Peru.

Percy Samuel Marquina Feldman

Percy Samuel Marquina Feldman is currently general director, professor, and researcher at Centrum Católica Graduate Business School. He holds a Post-Doctoral research Fellowship in Ethics, Social Responsibility and Human Rights from the Universitat Abat Olibia CEU and a PhD in business administration from Maastricht School of Management in the Netherlands and Pontificia Universidad Católica del Perú. He obtained a Master of Philosophy degree from Maastricht School of Management and a master’s in business administration from Universidad del Pacifico, where he also earned his bachelor’s degree in economics.