Development and validation of omni- channel shopping value scale in Iran
| Date | 25 November 2024 |
| Pages | 21-43 |
| DOI | https://doi.org/10.1108/JPBM-12-2023-4861 |
| Published date | 25 November 2024 |
| Author | Matineh Fathali,Kambiz Heidarzadeh Hanzaee,Mohsen Khounsiavash,Rouhollah Zaboli |
Development and validation of omni- channel
shopping value scale in Iran
Matineh Fathali and Kambiz Heidarzadeh Hanzaee
Department of Business Management, Faculty of Management and Economics, Science and Research Branch,
Islamic Azad University, Tehran, Iran
Mohsen Khounsiavash
Department of Mathematics, Qazvin Branch, Islamic Azad University, Qazvin, Iran, and
Rouhollah Zaboli
Department of Health Services Management, Faculty of Health, Baqiyatallah University of Medical Sciences, Tehran, Iran
Abstract
Purpose –Today, the transition of retailers from multi-channel and cross-channel to omni-channel has become a necessity. Customers’perceived
shopping value is also one of the most important factors for retailers’success. Therefore, the purpose of this paper is to develop and validate the
omni-channel shopping value scale.
Design/methodology/approach –Based on 40 interviews (X¼18, Y¼22) and a literature review, items were generated for shopping value dimensions
(utilitarian, hedonic and social) at four touchpoints. Then exploratory factor analysis was performed for scale purification (n¼562). Confirmatory factor analysis
(CFA) was performed (n¼528) for initial scale validation. A second CFA was conducted to validate the final scale (n¼302). To check the nomological validity of
the scale, the effect of omni-channel shopping value on customer engagement (n¼455) was investigated in both generations.
Findings –According to the results of the qualitative study, 73 items were identified. Based on t he results of exploratory and CFA, nine components
(50 items) were extracted and confirmed: utilitarian, hedonic and social shopping values for offline touchpoint and utilitarian and hedonic shopping
values for online, application and social networks touchpoints. The results of nomological validity of the scale confirmed theeffect of omni-channel
shopping value on customer engagement in both generations.
Originality/value –To the best of the authors’knowledge, this study is the first attempt to develop and validate an omni-channel shopping value
scale based on customers’shopping experiences with omni-channel brands. Therefore, this study provides a useful tool for researchers and
marketing managers to measure omni-channel shopping value.
Keywords Omni-channel shopping value, Scale development, Touchpoints, Customer engagement
Paper type Research paper
1. Introduction
Today, the incorporation of technology into consumers’daily
lives has progressed significantly compared to earlier
generations. Consequently, new channels will overcome the
historical challenges customers have encountered, including
geographical limitationsand alack of information. In an omni-
channel environment, it is essential for retailers to understand
that customers use different channels during a shopping
journey. Retailers should undoubtedly shift their current
strategy towards an omni-channel approach, which represents
the latest trend in the industry. This strategy defines the interaction
between the brand and the consumer as a unique experience
(Öztürk and Okumus, 2018;Verhoef et al., 2015;Yrjölä,
Spence, et al., 2018b). Retailing and supply chain complexities
create challenges for channel integration and the existence of
multiple channels adds to the problem (Larke et al., 2018).
Picot-Coupey et al. (2016) highlight two levels of challenges facing
retailers when adopting an omni-channel strategy: strategic and
development challenges (Picot-Coupey et al., 2016). Neslin et al.
(2006) identified challenges like data integration, understanding
customer behavior, evaluating channels, resource allocation and
strategy alignment across channels (Neslin et al., 2006). On the
other hand, Verhoef et al. (2010) considered that consumers often
react unfavorably when faced with a large number of options
(Verhoef et al., 2010). An omni-channel approach benefits
customers, but concerns about learning new technologies, privacy
and risk aversion also create uncertainty (Öztürk and Okumus,
2018). The customer experience of omni-channel brands differs
from single and multi-channel customers in terms of perceived
value. The important reason is the full integration of different
channels; the possibility of simultaneous use of different channels
by the customer and the absence of boundaries between the
channels, consequently providing a seamless experience. Creating
value for customers is due to the existence of physical and online
touchpoints and the difficulty of achieving these values in isolation,
in other words, combining the benefits of the physical world with
The current issue and full text archiveof this journal is available on Emerald
Insight at: https://www.emerald.com/insight/1061-0421.htm
Journal of Product & Brand Management
34/1 (2025) 21–43
© Emerald Publishing Limited [ISSN 1061-0421]
[DOI 10.1108/JPBM-12-2023-4861]
Received 8 December 2023
Revised 24 June 2024
11 September 2024
Accepted 16 September 2024
21
the digital world. In addition, optimizing all channels based on
their specific strengths. Finally, perceiving interaction with the
brand and considering the brand as a single entity with different
distribution points (Berman and Thelen, 2004;Komulainen and
Makkonen, 2018;Larke et al.,2018;Öztürk and Okumus, 2018;
Shen et al., 2018;Ye et al., 2018;Yrjölä et al., 2018a). As a result,
the use of existing shopping value scales, which are based on
customer experiences of single and multi-channel brands, cannot
provide accurate results. As the nature of the omni-channel is
different from the mentioned channels, the customer experience
will also change. One of the mistakes that may occur is to consider
perceived value and satisfaction as equivalent. Although the two
are distinct, the first concept can be created at all stages of the
purchase, even without the purchase and it is multidimensional.
Nevertheless, satisfaction is created as a result of the customer’s
experience of the product and it is one-dimensional (Sweeney and
Soutar, 2001).
Investigating shopping value in various research (Adapa
et al., 2020;Flacandji and Vlad, 2022;Lee et al.,2009;Leroi-
Werelds et al., 2014;Olsen and Skallerud, 2011) shows the
importance of creating value for customers by retailers.
Researchers have proposed different dimensions for shopping
value, most of which are multidimensional (Babinet al., 1994;
Ipek et al., 2016; J.N. Shethet al.,1991;Rintamäki et al., 2006;
S
anchez et al.,2006;Sweeney and Soutar, 2001). Only the
approach proposed by Dodds et al. (1991) is one-dimensional.
The scale of Babin et al. (1994), which is used to measure
utilitarian and hedonic shopping values, is the most common
(Carpenter and Moore, 2009;Jackson et al.,2011;Mishra,
2014;Moharana and Pradhan, 2020;Ozturk et al.,2016).
Some studies considered another dimension, which is social
shopping value (Rintamäki et al.,2006;Sweeney and Soutar,
2001). In Moharana and Pradhan’s research (2020), the
superiority of the three-dimensional model of shopping value
over its two-dimensional was confirmed. According to what
was raised, and the model presented by Hur
eet al. (2017),in
the current research, the three-dimensional modelofshopping
value is considered (utilitarian, hedonic and social). One of the
differences betweenthe model of this research and the model of
Hur
eet al. (2017) is considering social networks as another
touchpoint. Because consumers use them to convey their
shopping experiences and retailers to have accessto them
(YumurtacıHüseyino
glu et al.,2018). Another difference is
that, based on the researchers’viewpoints (Baxter, 2009;
Callarisa Fiol et al.,2011;Hernandez-Ortega et al.,2017;
Rintamäki et al., 2006;Rintamäki and Kirves, 2017;S
anchez-
Fern
andez et al.,2009), the structure of omni-channel
shopping value was considered to be reflective not only in the
first order but also in the higher orders (second and third
orders). Because the deductive conceptual framework is based
on existing literature and theories, it is external and originates
from other researchers, is developed before data collectionand
guides the research (Hennink et al., 2020). Then,based on the
experiences of customers of omni-channel brands, items and,
in parallel, shopping value dimensionsat each touchpoint were
identified. Studies have beendone on the scale development of
shopping value, but mostlyare about single channel, especially
physical stores (Babin et al., 1994;Kim et al., 2014;Sweeney
and Soutar, 2001). As most multi-channel retailers move
toward an omni-channel, the development of an omni-channel
shopping value scale is essential. Therefore, the purpose of this
research is to develop a scale to measure omni-channel
shopping value and validate it. A summary of the different
studies of the scale development process in this research is as
follows: first, a qualitative study was conducted through
interviews to generate the initial scale items (n¼40).
Second, scale purification and validation was performed
(exploratory factor analysis [EFA]). Third, the initial scale
was validated in Ira n and then the final scale was validated in
the USA (confirmatory factoranalysis [CFA]). Finally, the
nomological and predictive validity of the scale were
examined.
2.Theoretical background and literature review
2.1 Omni-channel
Rigby (2011) defined omni-channel retailingas“an integrated
sales experience that melds the advantages of physical stores
with the information-rich experience of online shopping”.
Actually, omni-channel retailers fully integrate their various
touchpoints and what motivates them to create this type of
channel is to provide mutual valuefor both customers and the
organization (Larke et al., 2018).What has been proposed by
various authors is the differences between omni, cross and
multi-channel (Kersmark and Staflund, 2015;Levy et al.,
2013;Shen et al.,2018;Verhoef et al., 2015;Zhang et al.,
2018). What distinguishes multi-channel retailing from an
omni-channel is the lack of interaction between the retailer’s
different channels from the consumer’s perspective or the
independence of the channels from each other and no
integration of the channels.This leads to a lack of coordination
between the channels and the parallel functioning of the
channels (Frazer and Stiehler, 2014;Hüseyino
glu et al., 2017;
Öztürk and Okumus, 2018). In multi-channel retailing, the
focus is on retail channels and sales in each channel. The
management, the goals and the customer experience are
different in each channel (Picot-Coupey et al.,2016;Verhoef
et al.,2015), there is an absence of interaction between
channels by the customer and a lack of control over the
integration of channels by the retailer (Levy et al.,2013). By
contrast, in the omni-channel, what matters is the consumers’
brand experience, and the channelsare considered as different
distribution points of the brand (Kazancoglu and Aydin, 2018;
Öztürk and Okumus, 2018). It includes more channels
(Verhoef et al., 2015), data is shared among all retailer’s
channels (Mirsch et al.,2016). The distinction and boundary
between different channels fades in the omni-channel
environment (Ailawadi and Farris,2017;Verhoef et al.,2015
).
Moreover, the interaction between channels for the customer
becomes possible, as well as the control of the integration of
channels by the retailer (Levy et al., 2013). The integration of
channels is the main factor thatdifferentiates the omni-channel
from multi-channel and cross-channel, which causes the
consumer to benefit from different advantages of channels at
the same time (Bell et al., 2014;Park and Kim, 2021;Saghiri
et al., 2017;Ye et al.,2018). Consumers move between
different retailer’schannels and interact with retailers to make a
single purchase (Hoang et al., 2018;Li et al., 2015;Melero
et al.,2016;Verhoef et al., 2015).
Omni- channel shopping value scale
Matineh Fathali et al.
Journal of Product & Brand Management
Volume 34 · Number 1 · 2025 · 21–43
22
Get this document and AI-powered insights with a free trial of vLex and Vincent AI
Get Started for FreeStart Your 3-day Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your 3-day Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your 3-day Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your 3-day Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your 3-day Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting