This study analysed the data from 250 managers amongst large and medium-sized manufacturing and service-intensive firms. Thus, this study aims to develop and test a conceptual model that relates FMAC and its repercussions in the data-rich business environment. In spite of its significance, there is scant attention to conceptualising and empirically investigating FMAC and its consequences in a data-driven business context. The feedback from the managers who participated in the budget allocation process confirmed the utility of this approach.įew well-documented studies have explained the importance of researching firms' marketing analytics capability (FMAC). multichannel company producing scientific, biotechnology cameras. (4) This study uses a real-world case study approach to implement the proposed model in a U.S. (3) It includes operating costs and customer perspectives together to evaluate the channel structures. (2) The model is flexible to include omnichannel options as an alternative (e.g., buy-online-pickup-in-store). The prescriptive model proposed in this research, therefore, contributes to filling the literature gap in four main areas: (1) It incorporates market segment, customer wants, channel operating costs, and interrelationships among channels for effective resource allocation decisions. In addition, we have validated the model by implementing it in a multichannel company. A new resource allocation metric is proposed to measure the value of each channel structure in a company with multiple channels.
The purpose of this paper is to explore the managerial implications of a customer-driven resource allocation methodology in multichannel retailing.
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