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From the invention of the worldwide web in 1989 to where stand now, digital technologies have profoundly changed the way we work, think, communicate, learn, etc. But most inevitably, it has changed the way we shop. The ever-changing world of retail had to adapt and the fashion sector makes no exception.
Nowadays, brands that want to strive have to focus on their customers in a sustainable and scalable way by realising a full integration of digital technologies as part of their digital transformation. More than ever before, the customer experience needs to be immersive, personalised and interactive.
But what role do digital technologies actually hold in this landscape and how do they enhance the customer/user experience? This work aims at answering this question, both for in-store and online experience.
The first part will start by examining the context with fashion retailers and the fashion retail market in figures. E-commerce drivers and barriers will also be reviewed along with Belgian consumers expenditures in fashion retail. Then, we will review the academic literature dedicated to customer experience, omnichannel retailing and digital technologies.
In the second part, the aim is to take a closer look at the situation with the use of case studies. The first chapter of this section will give an overview of the most avant-garde actors in the fashion retail industry all over the world by showcasing one pure player (ASOS) and one omnichannel retailer (H&M) that are currently using state-of-the-art technology. We will also list other actors identified during this research that are using technology to improve the customer experience. As for the remainder of this part, we will consider a promising digital technology: 3D body scanning.

customer experience --- digital technologies --- omnichannel --- fashion retail --- 3D body scanning --- Sciences économiques & de gestion > Marketing

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Ce mémoire a été réalisé dans le cadre d’une immersion professionnelle au sein de l’entreprise Lundbeck et vise à explorer une des réponses aux défis actuels du secteur pharmaceutique : les perceptions publiques et les transformations internes structurelles. Face au vieillissement des professionnels de la santé, face à leur disponibilité limitée et aux changements dans les infrastructures de soins, il est crucial de repenser les stratégies traditionnelles de communication et de promotion. Dès lors, les stratégies « omnichannel » semblent être une piste pertinente à explorer et peuvent répondre à ces défis.
La première partie présente le contexte du travail et ses enjeux. Ensuite, une revue de la littérature sur les stratégies « omnichannel » dans le secteur pharmaceutique a été menée : elle examine les théories existantes et les pratiques actuelles en matière de stratégie « omnichannel » et ce, afin d’identifier les pratiques déjà existantes. La méthodologie adoptée pour atteindre ces objectifs combine : des entretiens qualitatifs avec des psychiatres et des experts dans la réglementation ainsi qu'une analyse interne de l'entreprise Lundbeck BENELUX. 
Ainsi, les résultats révèlent que l'adoption de stratégies « omnichannel » est complexe. Les médecins habitués aux visites par des délégués, montrent peu d'intérêt pour de nouveaux outils. En effet, les contraintes législatives belges limitent les communications des entreprises pharmaceutiques. De plus, le Règlement Général sur la Protection des Données (RGPD) complique l'évaluation de l'impact des actions promotionnelles. 
Quant à l'analyse interne chez Lundbeck BENELUX, elle révèle que l'investissement requis pour adopter de nouveaux canaux est difficile à justifier, particulièrement au regard de son marché de niche. Une approche cross-channel apparaît donc comme la stratégie la plus adaptée.
Cependant, l’engagement du top management à investir dans de nouvelles approches est une condition sine qua non à la mise en place des projets pilotes. À moyen terme, l’utilisation de plusieurs canaux de communication devrait favoriser les interactions en présentiel tout en explorant progressivement d'autres canaux. This thesis was produced as part of a work placement at Lundbeck and aims to explore one of the responses to the current challenges facing the pharmaceutical sector, in particular public perceptions and internal structural changes. With the ageing of healthcare professionals, their limited availability and changes in healthcare infrastructures, it is becoming crucial to rethink traditional communication and promotion strategies. Omnichannel strategies therefore appear to be a relevant way forward in meeting these challenges.
The first part presents the context of the work and the challenges involved. Next, a review of the literature on omnichannel strategies in the pharmaceutical sector is carried out: it examines existing theories and current practices with regard to omnichannel strategies in order to identify existing practices. The methodology adopted to achieve these objectives combines qualitative interviews with psychiatrists and regulatory experts with an internal analysis of Lundbeck BENELUX. 
The results show that the adoption of omnichannel strategies is complex. Doctors used to being visited by representatives showed little interest in new tools. Belgian legislative constraints limit communications from pharmaceutical companies. In addition, the General Data Protection Regulation (GDPR) makes it difficult to assess the impact of promotional campaigns.
Lundbeck BENELUX's internal analysis reveals that the investment required to adopt new channels is difficult to justify, particularly given its niche market. A cross-channel approach therefore appears to be the most appropriate strategy.
However, top management's commitment to investing in new approaches is a sine qua non condition for the implementation of pilot projects. In the medium term, the use of several communication channels should favour face-to-face interactions while gradually exploring other channels.

omnichannel --- psychiatry --- CRM --- Sciences économiques & de gestion > Stratégie & innovation --- Sciences économiques & de gestion > Marketing

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Marketers, merchandisers, and sales executives alike are struggling with Big Data--the data streaming at increasing speeds from myriad channels and options for communicating with customers. The tools are likely to continue to multiply, paralyzing many executives with simply too many choices. Using data from a four-year study, this book provides a process for rigorous decision making, eliminating the paralysis and optimizing decision making for marketing performance. This book is intended for a broad audience including students and professors in graduate business schools, and practicing business executives. The goal is to inform marketing practice and help current and future business leaders navigate through the competitive storms unleashed by technological change.

Customer relations --- Management. --- big data --- customer strategy --- omnichannel marketing, --- multichannel marketing --- shopper journey --- path to purchase --- attribution modeling --- dynamic customer strategy --- integrated marketing management --- marketing automation

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The luxury journey was and still remains about immerging the clients into the brand’s own universe, they just had new tools to achieve this. Dominated by the mono-brand and multi-brand stores, the online channels quickly made a place for themselves in the luxury market, giving customers the option of having their experience offline or not. The sector never stopped growing over time, attracting more clients and countries each year. With the globalization, luxury brand had to find a way to stay relevant. That’s where the omnichannel approach came through: proposing a seamless experience to the customers where all channels are connected and deliver the same services. The pandemic that occurred in 2020 forced many luxury brands to tap into their digital side, unlocking some new ways of selling the products and many opportunities to thrive online thanks to their social media and websites. But the future of physical stores became a concern for many luxury brands. In this thesis, we will analyze if the offline channels in the luxury industry could continue to thrive in this digital era.

E-commerce --- luxury --- fashion --- physical stores --- brick-and-mortars --- omnichannel --- covid-19 --- channels --- digital --- Sciences économiques & de gestion > Multidisciplinaire, généralités & autres

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The purpose of the Special Issue “Quantitative Methods in Economics and Finance” of the journal Risks was to provide a collection of papers that reflect the latest research and problems of pricing complex derivates, simulation pricing, analysis of financial markets, and volatility of exchange rates in the international context. This book can be used as a reference for academicians and researchers who would like to discuss and introduce new developments in the field of quantitative methods in economics and finance and explore applications of quantitative methods in other business areas.

omnichannel (omni-channel) sales --- sales funnel --- cost of sales --- customer relationship management (CRM), Big Data --- robo-advisor --- financial innovations --- diffusion --- exchange traded funds --- stock index futures --- stock index options --- stock market indexes --- business finance --- earnings management --- EBIT --- financial modelling --- homogeneity --- stationarity --- time series methods --- unit root --- loan pricing --- RAROC --- loan origination --- exchange-rate risk --- long-range dependency --- wavelets --- multi-frequency analysis --- AUD–USD exchange rate --- π-option --- American-type option --- optimal stopping --- Monte Carlo simulation --- economic security of companies --- valuation of intangible assets and intellectual property --- International Valuation Standards (IVS) --- legal disputes over intellectual rights --- time series --- prediction --- exchange rate --- artificial neural networks --- radial basis function --- multi-layer perceptron --- seasonal fluctuations --- global economy