Driving Local Foot Traffic with Search Optimization

all the difficulties, we have proposed a model that can be applied to different sectors, different processes and different complexities. The EKB model starts with a “need recognition” stage. Need recognition is the first step in customer buying behaviour. In our model, this need is soon transformed in “want” and information search. Nowadays, the search for information

be done online or offline. The combination of both worlds is what is called “omnichannel”, a form of retailing that, by enabling real interaction, allows customers to shop across channels anywhere and at any time, thereby providing them with a unique, complete, and seamless shopping experience that breaks down the barriers between channels (Juaneda-Ayensa, 

Mosquera, & Sierra, 2016). In both cases, external sources like marketing efforts made by the brands, peers and family opinions and word-of-mouth can be determinant of a decision made by a customer (Khan et al., 2015). Online channel loyalty has been observed to be more toward products that belong to a “search category” rather than to an “experience 

categor  It is the stage of alternative 

evaluation the one that is going to be more deeply considered in our work. In a repurchase process, most of evaluation criteria come from a past experience. We have proposed eight variables after a deep literature revision: brand reputation, product range, complementary services, service quality, atmosphere, price and convenience. The evaluation of these 

variables will lead to a repurchase intention and are explained in detail here below: • Brand reputation: Customer value perceptions influence brand preference both directly and indirectly via satisfaction (Hellier et al., 2003). In a repurchase process, after the customer has tried other brands (either because they are cheaper or for other reasons), reputation can be a 

variable that can make a customer buy again. This also involves loyalty to a certain brand, cultural reasons or past experiences. Brand reputation also plays a vital role in preventing custom defection (Anderson, 1994). Effectively, a strong brand can help insulate companies from the negative ramifications of service breakdowns (Kenney, & Khanfar, 2009). • Product range: The fundamental reason for shopping is to buy the product or the service, and this is 

guided by factors such as availability

quality and variety of merchandise (Rajamma, Paswan, & Ganesh, 2007). This will also be a key factor when we apply our model to the Omnichannel system. Research will probably show that one of the reasons for preferring online purchases is the variety of offer that cannot be found in physical stores. Store traffic and assortment may also influence the online and 

retailers’ pricing strategies (Li, Lu, & Talebian, 2014). Customers do not make a second attempt if their first choice is out of stock. • Complementary services: We would like to mention complementary services meaning all these actions taken by retailers that can lead to a clear preference by the customer: delivery, personalisation, after sales service, and so on. 

this point to the omnichannel model, if the product can be delivered quickly at a relatively low cost, the online channel is preferred whereas if the delivery cost is high and customers are impatient, the traditional channel is better (Li et al., 2014). A 35% of UK shoppers would be interested in attending a lifestyle lessor or club at their favourite store (Westfield, 2015) • 

Service Quality Several studies have

determined that high customer satisfaction and service quality result in higher customer loyalty and willingness to recommend the firm to another person (Bolton, 1991; Boulding, Kalra, Staelin, & Zeithaml, 1993; Rust et al., 2013). In our research, we take this recommendation as a way of reassuring the customer that his is a good choice. • 

The increasing use of customer supportive technologies and applications within the physical retail store in the context of the omnichannel retailing era has enhanced shopping experience and store atmosphere (Chris Lazaris, Vrechopoulos, Doukidis, & Fraidaki, 2015). Feeling the right personal experience at a certain retail store can be a very important evaluative factor 

and lead the customer to repeat a purchase to feel the experience again. In the same waya web atmospheric cue is comparable to a brick-and-mortar atmospheric cue and can be defined as any web interface component that stimulates one’s senses (Dailey, 2004). • Price: Nowadays, the increasing availability of comparative price information online make 

Conclusion

more price-sensitive (Degeratu, Rangaswamy, & Wu, 2000). Even if price seems to be one of the most important criteria to evaluate a purchase, it can be less considered if the other factors we have mentioned are important for the customer (for example atmosphere, distance or brand). Although the online population becomes comparable to the general population, the combined effects of price and promotion seem to be stronger in regular stores than in online 

stores (Degeratu et al., 2000). • Convenience: A geographically proximal convenience store will offer an assortment of consumable products with a greater degree of convenience with respect to time and distance, but usually charge a price premium for these goods (Dholakia et al., 2010). The literature has identified the convenience dimension as a key motivator for 

selecting a retail type (Evanschitzky et al., 2004) It can be considered that purchase is also influenced by other factors like time, affordability and the quantity of effort the customer has to devote to the action of purchase. The buyer must weigh the consequences of investing time and energy in finding another alternative (Blackwell et al., 2006).The process does not end