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Impact of Covid-19 on the Trends towards Omnichannel Retailing and Implication for
Retailing Marketing Strategy

Student's Name(s)
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Course Details
Instructor's Name(s)
Date

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Contents
1.0 Introduction and Background of the Study .......................................................................... 4
1.1 Research Aims and Objectives ........................................................................................ 6
1.1.1 Aims .......................................................................................................................... 6
1.1.2 Objectives ................................................................................................................. 6
1.2 General Research Question .............................................................................................. 7
1.3 Specific Questions ........................................................................................................... 7
2.0 Literature Review................................................................................................................. 7
2.1 Introduction ...................................................................................................................... 7
2.2 The Definition for Omnichannel Retailing ...................................................................... 8
2.3 Clientele Experience and Management in Omnichannel Retailing ................................. 8
2.4 Advancement in Retailing and Omnichannel Consumer Behaviour ............................... 9
2.5 Business Transformation in Omnichannel Retailing ..................................................... 10
2.5.1 Acquisition of New Customers ............................................................................... 12
2.6 Customer Satisfaction .................................................................................................... 13
2.7 Literature Review Summary .......................................................................................... 14
3.0 Methodology ...................................................................................................................... 14
3.1 Overview and the Theoretical Background ................................................................... 14
3.2 Research Questions ........................................................................................................ 15
3.2.1 General Question .................................................................................................... 15
3.2.2 Specific Questions .................................................................................................. 15
3.3 Study Design .................................................................................................................. 15
3.4 Participants, Sample, and Selection ............................................................................... 16
3.5 Data Sources .................................................................................................................. 17
3.6 Data Collection .............................................................................................................. 17
3.7 Procedure ....................................................................................................................... 18
3.7.1 Open-ended Questionnaire...................................................................................... 18
3.7.2 Unstructured Survey ............................................................................................... 18
3.7.3 Secondary Sources .................................................................................................. 18
3.8 Data Analysis ................................................................................................................. 19
3.9 Quality Criteria .............................................................................................................. 19
3.9.1 Reliability................................................................................................................ 20
3.9.2 Validity ................................................................................................................... 20
3.9.3 Bias ......................................................................................................................... 20
3.9.4 Ethical Considerations ............................................................................................ 20

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3.9.4.1 Informed Consent................................................................................................. 21
3.9.4.2 Privacy ................................................................................................................. 21
4.0 Results ................................................................................................................................ 21
4.1 Covid-19 Impacts on the Omnichannel Retailing Trends and Marketing Strategy ........... 21
Increased e-commerce over the brick and mortar retailing ................................................. 21
4.1.1 More online sales and purchases than from offline channels ................................. 21
4.1.2 Adoption of Click and Collect services .................................................................. 21
4.2 Consumers demand control............................................................................................ 22
4.3 Change in customer preference ...................................................................................... 22
4.3.1 Curtailed Spending.................................................................................................. 22
4.3.2 A combination of numerous channels at once ........................................................ 22
4.4 Increased Collaboration or Partnerships ........................................................................ 22
5.0 Narrative Analysis and Discussion .................................................................................... 23
5.1

Competitive Advantage ............................................................................................. 24

6.0 Conclusion ......................................................................................................................... 26
6.1 The implications of the research .................................................................................... 26
6.2 Limitations and Suggestions for Future Research ......................................................... 27
6.3 Conflicts of Interests ...................................................................................................... 27
7.0 Appendices ......................................................................................................................... 27
7.1 Appendix A .................................................................................................................... 27
7.1.1 Questionnaire for B&Q Stores ................................................................................ 27
7.2 Appendix B .................................................................................................................... 28
7.2.1 Questionnaire for the Digital Shoppers................................................................... 28
7.3 Appendix C .................................................................................................................... 29
7.3.1Unstructured Survey Questions ............................................................................... 29
8.0 References .......................................................................................................................... 29

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Impact of Covid-19 on the Trends towards Omnichannel Retailing and Implication for
Retailing Marketing Strategy
1.0 Introduction and Background of the Study
Omnichannel retailing constitutes an effective form of the retailing process containing
the synergetic integration of channels to construct a cohesive brand, representing the
customers regardless of the setup or phase throughout the purchase. Due to the diverse
dynamics of the market, omnichannel has stood at the central point to replace the sole
operations of the online and on-site purchase models, clienteles shop across numerous
networks. As a result, as more customers demand an incorporated buying involvement across
multiple systems, more stores or shops have moved to omnichannel retailing to attain
attractiveness. Notably, omnichannel retailers keep prioritizing the unification of the
customer experience and engaging purchasers or clients.
The movement from the traditional forms of retailing to a coordinated model,
inclusive of online, on-site marketing, and mobile networks-based retailing, is significantly
contributed by the progress in technology connected to mobile computing and quality
improvement, enabling the retailers and customers to interact through numerous touch points.
As a result, the primary purpose of the omnichannel retailing frameworks is to enhance the
customer experience, providing them with varieties while traversing without constraints
between online, mobile, and on-site stores on a solitary transaction procedure. The adoption
of omnichannel retailing is a framework for the business and clients to increase diverse touch
points irrespective of the physical restrictions presented by the market dynamics. Throughout
the business project, it is recognizable that covid-19 held various businesses on break due to
numerous restrictions that led firms to a stoppage.
The clienteles expect consistency, homogeneity, and joined acquaintance irrespective
of the channel they use; they are passionate about routing immaculately through the

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traditional store, virtual, and itinerant networks based on their choice, category of the
product, and predominant situations. The brick-and-mortar companies are encountering
numerous challenges during the current conditions of the covid-19 pandemic, reshaping the
choices of the purchasers or consumers regarding their shopping routines. Zhuang, Fang, and
Cai (2020) disclose that more than a quarter of the U.S consumers are avoiding civic or
public areas, and more than three-quarters lack the self-confidence to visit a traditional store
even after the covid-19 era. Thus, the multichannel movement to omnichannel focuses on
emphasizing the relationship amongst brands and networks; the omnichannel widen the scope
of the channel and fits in the customer-brand-retail communications network. As the covid-19
and its implications surround the corporate operations, the interest lies in evaluating the
consequences on the customers' touch points on firm products and retail excellence.
As the implications of the covid-19 stand at the peak on the businesses, numerous
firms have moved to omnichannel retailing, taking advantage of the virtual traffic, mobile,
and present offline retailing substructures. The pandemic significantly affected the customers'
transit in and out of the shops, blocking the general operations of the traditional stores. Most
retailers turned to omnichannel retailing to heighten client engagement and harmonious
relations through virtual, mobile, and conventional sites. A study by Bourlier (2020) confirms
that before 2019 retailers were active in omnichannel retailing: however, with the emergence
of the global pandemic in 2019, most firms focused on the omnichannel inclined the
combination of the traditional, virtual, and mobile networks, and mobile systems, with
restricted connections between these diverse channels. In the B&Q context, the firm opted to
convert its operations into click and collect as a model to serve during the lockdown
restrictions (Rigby, 2020). The firm changed its standard methods of operation to incorporate
omnichannel-driven purchases; during the lockdown, the B&Q shops' customers came to
collect their orders after ordering online. Throughout this project, a comprehensive evaluation

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of the literature review, methodology inclusive of the qualitative and the case study research
methodology, and narrative analysis will constitute a significant portion of the study.
This project is congruent with the existing business environment, considering the
rampant adverse effects of covid-19 on businesses or corporate firms. As a result, it is a
perfect platform for firms to change the marketing approach to distort the frontier between
wired and traditional purchases, embrace store, apps, and website alongside marketing in
social media, markets, and cooperating with the last-mile delivery services. It is relevant for
an organization to maintain its ownership for the transaction and create a scale and
convenience for its purpose and customer satisfaction.
1.1 Research Aims and Objectives
Considering the prevailing challenges of covid-19 on the normal operations of the
businesses, this project creates a platform of knowledge for retailers to shift to omnichannel
operations, enlarge virtual purchaser traffic and take improvement of the established offline
activities to enhance consumer commitment.
1.1.1 Aims
1. Understand the value of omnichannel for the retailing store during the pandemic and
beyond.
2. To assess the clienteles' perception of B&Q's utilization of the omnichannel and the
means it addresses the customer needs based on the general satisfaction.
3. Offer B&Q practicable insights into customer engagement across numerous channels.
1.1.2 Objectives
1. To review and analyse omnichannel marketing literature and the customer satisfaction
studies to establish a theoretical and applied understanding of the discussed topic.
2. To evaluate and explore the way clienteles perceive the use of omnichannel retailing and
how it meets the customer needs: customer satisfaction and experience.

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3. To analyse the influencing factors on customer behaviour and perception.
1.2 General Research Question
1. What are the impacts of covid-19 on the omnichannel retailing trends and the overall
retail marketing strategy?
1.3 Specific Questions
1. What is the influence of customer perception on omnichannel retailing?
2. What are the driving factors to omnichannel retailing during the covid-19 period?
3. What is the influence of the channels on the general organizational and industry
performance?
4. How do the omnichannel retailing networks shape the shoppers' behaviour during the
covid-19 period?
5. How does omnichannel retailing during the covid-19 pandemic and before 2019
compare?
2.0 Literature Review
2.1 Introduction
The primary focus of this literature review is to establish the essence for the
development of this study. The fundamental objective is to gather and obtain numerous
information and comprehend the implication of covid-19 on the consumer perception and
behaviour in physical, mobile, and virtual stores while considering the digital era and
transformation from the previous retailing approaches. The presence of digital or new
technological advancements since the 2000s has changed people's interaction, work, and
product purchases, as the digital age has continuously changed consumer behaviour (de
Sousa Cardoso, 2020). Studies confirm that the covid-19 represents lifetime vicissitudes for
the retail sector, with numerous stores closing up and many clienteles shifting to the new

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modes of purchase. The physical stores are the primarily impacted segments of the retailing
sector, standing for digital transformation and adoption of new normal.
2.2 The Definition for Omnichannel Retailing
Nagula and Liu (2020) acknowledge that omnichannel retailing is an evolutionary
outcome of the cross-channel and multichannel concepts, blocking the boundary between the
two to establish an interaction network for diverse channels. Omnichannel retailing is the
breaker of the customer needs and behaviour limits by integrating numerous customer touch
points and channels. Verhoef, Kannan, and Inman (2015), as cited by Nagula and Liu (2020),
acknowledge the omnichannel reporting as synergetic management of several clienteles touch
points and channels to optimize experience and performance.
2.3 Clientele Experience and Management in Omnichannel Retailing
Gerea, Gonzalez-Lopez, and Herskovic (2021) acknowledge that technology has
significantly reshaped consumer behaviour and human-firm relationships due to digitization
and business model transformations. A study by Merritt and Zhao (2020) affirms that over
the past 20 years, technological advancements transformed the shopping experience from the
customer engagement point and perspectives of the business. Omni-channel Marketing
changed the general customer experience and engagement by combining the online domains
and the brick and mortar stores to integrate the customer experience depends on the
technology (Merritt and Zhao, 2020). Verhoef et al. (2015) reveal that businesses' Wi-Fi
networks are imperative for client-firm communication through mobile devices and other
numerous interactive platforms.
In a typical omnichannel network, the experience would be that one transaction could
pass through many channels, requiring a complete integration of the virtual, on-site, and
mobile shopping familiarity (Frazer and Stiehler, 2014). A recent analysis by Telegraph
ascertains that consumers were forced to embrace the digital wallet within an overnight

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pandemic. The customer and business interactions have significantly changed, with web
rooming becoming a substantial portion for information searching about a product online,
ordering online, and collecting at the offline points of the shop (Verhoef et al., 2015). With
the emergence of covid-19, numerous implications on the retailing businesses arose. The
customer interaction with purchasing apps has significantly increased to 61% higher than
21% of the consumers who interacted with the purchase apps before the covid-19 (Mao,
2020).
2.4 Advancement in Retailing and Omnichannel Consumer Behaviour
Rodríguez-Torrico, Cabezudo, and San-Martín (2017) acknowledge that consumers
would visit the brick-and-mortar stores before omnichannel advancement to obtain
information shop at the physical stores based on the limited product information acquired.
With advances in technology, consumers combine brick-and-mortar and technology to search
and purchase, leading to omnichannel consumer behaviour (Rodríguez-Torrico, Cabezudo,
and San-Martín, 2017). Before the 2019 pandemic, few stores integrated the features of
omnichannel marketing: 30 per cent of the retailers allowed their clients to order online and
pick their items at the store (Bourlier, 2020). In the stores such as B&Q, the covid-19
government directives saw them convert their store in the United Kingdom into the click and
collect shops during the lockdown (Rigby, 2020). Omnichannel retailing is a representative
system for a business to integrate the online, offline, and mobile purchase models, where
customers can order via the firm's online platforms and pick their order physically.
Lee et al. (2019) acknowledge that with the emergence of omnichannel retailing, the
immediate customer demands include value addition, convenience, and seamless purchase
experience based on the money and time factors. Omnichannel retailing is influential on
customer behaviour, allowing the customers to analyse a commodity from the online or
offline stores. They use mobile devices to examine the individual benefits provided by the

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alternative shopping mode, such as mobile shopping, when buying (Rodríguez-Torrico,
Cabezudo, and San-Martín, 2017). Studies reveal that omnichannel retailing provides
consumers with numerous touch points, including online, offline, and mobile purchase points.
In the changing models during the covid-19, the consumer habits have significantly
changed to adopt new approaches to buying and learn advanced habits (Sheth, 2020). The
lockdown and the social distancing orders significantly disrupted the way consumers
purchase products and services due to the changes to the blocking boundaries of education,
leisure, and work. The omnichannel networks are an advancement of the multichannel
networks, with the specific integration of both the digital and the mobile channels to involve
other many channels, leading retailers and their supply chain players to rethink their
competitive strategies (Verhoef et al., 2015). The study by Verhoef and colleagues in 2015
draws the line of difference between omnichannel and other platforms for retailing by
acknowledging that omnichannel focus on the cross-channel objectives. The advancement of
omnichannel retail is different from other traditional approaches to marketing due to its
numerous points for customer networking to trigger feelings, emotions, and thoughts. Nagula
and Liu (2020) confirm that omnichannel continues to represent the advancement for
consumers to allow them to switch to diverse channels without losing their progress.
2.5 Business Transformation in Omnichannel Retailing
Omnichannel retailing is a perfect platform for data collection by companies and other
forms of organizations. Studies reveal that companies can gather vast customer purchasing
data such as preferences, purchasing habits, and price ranges to design a perfect customer
profile using social media, mobile apps, and other numerous channels (Nagula and Liu,
2020). Sheth (2020) acknowledges that some purchasing behaviors will diminish after the
end of the covid-19, and other new will come, reinforced by the discovery of alternatives.
The consumers learned to improvise, so should the business learn to become resident and

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innovative during the covid-19 pandemic (Sheth, 2020). Cakir et al. (2021) confirm that
omnichannel retailing is a business transformation process and model for disruptive
development seeking to combine conventional retailing with digital technologies. The
omnichannel studies reveal that organizations devised a new focus to meet the customer
expectations and enhance the customer experience (Cakir et al., 2021). It is related to the
organizational or retailers' general performance, as the clienteles spend more in omnichannel
networks than in the conventional stores.
The covid-19 pandemic has significantly influenced or hastened the process of
digitalization in the retailing industry, experiencing drastic technological changes (Cakir et
al., 2021). According to research by Gartner, the retail technological investment is at
$200billion. It is expected to rise to US$225 billion in 2022 due to the enhancement in
artificial intelligence (A.I.), Internet of Things (IoT), A.R. (augmented reality), and V.R.
(virtual reality), which continue to change the interrelation or interplay between the clienteles
and the retailers.
Cordon (2021), through IMD research, states that the most sophisticated organizations
have thrived during the pandemic, forcing the physical stores to turn to the digitization and
others creating alliances with the digital platforms to enhance the consumer experience.
Research on the omnichannel challenge during the covid-19 reveals that getting the supply
chain right is a problem resolved by the transformation, integration, and collaboration
features of omnichannel retailing (Cordon, 2021). Futuristic researchers find the optimal
omnichannel frameworks as the critical system to unpack consumer flexibility and demand
preference. A study on the effectiveness of omnichannel retailing as a coping mechanism for
retailers during the covid-19 pandemic reveals that consumers significantly changed their
daily routines, with more than 30 per cent avoiding the stores, 26 per cent attending their
demands at the brick-and-mortar stores, though rarely, and 70 per cent visiting online

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businesses frequently (Zhuang, Fang, and Cai, 2020). Research on the impacts of covid-19 on
omnichannel retailing acknowledges that most offline stores were forced to close due to the
government stay-at-home directives and closure of the non-essential stores in various parts of
the world.
However, retailers operating an omnichannel network (with both a physical and
online store) are better positioned to adapt to the arising changes (Hwang, Nageswaran, and
Cho, 2020). Several offline firms prefer to have omnichannel to take advantage of the
escalating online traffic to cope with the pandemic. The consumer uses more of their time
online and leverages the existing offline infrastructure for customer engagement and cash
flow (Zhuang, Fang, and Cai, 2020). Hwang, Nageswaran, and Cho (2020) find that covid19 escalated the propensity of virtual shopping, allowing firms to acquire a new online
customer base through the online channel while maintaining the offline and mobile channels.
2.5.1 Acquisition of New Customers
Hwang, Nageswaran, and Cho (2020) state that the closure of the non-essential
businesses diverted the consumers' interest to shop online, and the pandemic steered the
transition of the customers to online purchases. Cakir et al. (2021) confirm that the
omnichannel approach stands out to produce a seamless customer experience by
synchronizing and integrating the existing retailing channels. Assertions by Digitalist
Magazine depict that omnichannel platforms provide consistency and personalization in
terms of experience via numerous digital channels (Pathak & Jagtiani, 2018). Pathak and
Jagtiani (2018) confirm that digital transformation drives a self-service platform, fosters
customer engagement and A.I., leading to a positive customer experience. Mao (2020)
confirms that firms that will thrive are looking forward to overcoming the arising challenges
such as Covid-19 by creating a new, seamless experience for engaging customers across
many channels they locate as most valuable.

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A survey by Blackhawk on the future of retailing confirms that consumers' biggest
concern is the budget as they approach hard times, but also concerned with the control and
choice when it comes to where and how they spend (Mao, 2020). Verhoef et al. (2015) state
that omnichannel retailing takes a broader perspective on channels and how shoppers are
inspired and navigate through the channels searching and buying commodities. Lee et al.
(2019) note that omnichannel entails integrating diverse channels, which help the
organizations attain a competitive advantage over the competitors. Channel integration
enhances the seamless customer experience by eradicating the existing boundaries between
the channels (Lee et al., 2019). In the current situation of the covid-19 pandemic, the
Kingfisher group, with retail brands including B&Q, emphasizes the role of mobile and stores
and the need for click and collect programs during the covid-19 pandemic converting over
20% of the B&Q shops digital hubs (Rigby, 2021). Rigby (2021) confirms that B&Q
integrates the online, offline, and mobile stores, currently trying the 'scan and go' technology
for customers at the physical stores and B&Q virtual sales models bathroom and kitchen
tools.
2.6 Customer Satisfaction
The customer satisfaction concept represents contemporary marketing, examining
how to measure, enhance, and extend the customer's positive response towards the
organizational products. Studies reveal that the concept of customer satisfaction relies on the
realities for incorporating emotional and cognitive responses of the clienteles regarding
expectations and experience, and preferences (Brandtner et al., 2021). In a study to assess
client satisfaction and loyalty under the omnichannel framework, Cotarelo et al. (2021)
confirm that customer satisfaction is achieved through timeliness to enhance the customer
willingness to remain consistent. Omnichannel approaches help retailers account for policies
aligned with their client-retailer relationship to prioritize punctuality and improve product

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availability. Brandtner et al. (2021) confirm that Covid-19 turned out as a disruptive element
by altering the customer's commodity needs, purchasing behaviours, and level of postpurchase satisfaction. The Omnichannel strategy irons the friction between the customer
needs or preferences and the offers of an organization. Studies show that omnichannel
enhances customer satisfaction and retention by promoting customer trust by fostering brand
accountability.
Studies show that the omnichannel world for retailers is an unprecedented move for
competitiveness through numerous strategies. Overcoming the blocks in the omnichannel
frameworks entails optimizing organizational websites through in-depth customer
engagement and promoting loyalty programs to offer a consistent and customized experience.
2.7 Literature Review Summary
The literature review has offered a concise theoretical foundation on the development
of omnichannel retailing before and during the covid-19 period, providing an understanding
of the retailers' practical approaches to enhance the customer experience. Besides, the studies
have revealed the covid-19 implications on the omnichannel trends as an emerging field of
inquiry, affect the customer base and the general operations of the retailers. Further, there is
extensive research on omnichannel studies. This project seeks to expand its contribution to
existing knowledge and fill the knowledge gap created by the implications of the covid-19
pandemic.
3.0 Methodology
3.1 Overview and the Theoretical Background
This project is primarily guided by the single-case study theory to address the study's
objectives as an essential tool to address a single case and offer an analytical generalization
(Gustafsson, 2017). The dialogical model is integrated both from the inductive and deductive
paradigms. Customers can easily move into diverse channels in the contemporary channel

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environment, as retailers use the created synergy by different channels to maintain and the
customer needs in the omnichannel consumers.
3.2 Research Questions
The research questions for this project were subdivided into the general and the
specific part, seeking to address the implication of covid-19 on the general omnichannel
marketing trends in B&Q retail stores. The research questions arise from an in-depth
literature review, revealing the gaps for evaluation within a study (Lune and Berg, 2017). The
questions for this project were not arrived at spontaneously but after an in-depth assessment
of the scholarly work related to the subject matter.
3.2.1 General Question
1. What are the impacts of covid-19 on the omnichannel retailing trends and the overall
retail marketing strategy?
3.2.2 Specific Questions
1. What is the influence of customer perception on omnichannel retailing?
2. What are the driving factors to omnichannel retailing during the covid-19 period?
3. What is the influence of the channels on the general organizational and industry
performance?
4. How do the omnichannel retailing networks shape the shoppers' behaviour during the
covid-19 period?
5. How does omnichannel retailing during the covid-19 pandemic and before 2019
compare?
3.3 Study Design
This project was based on the qualitative research method and the single case study
method as the primary components of the study. The case study research design was
primarily used to answer the "how" questions of the study, understand the specific customer

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behaviours, clarify the boundaries between the context and the phenomenon and further
comprehend the phenomenon itself. The case study research method focused on the in-depth
comprehension of the covid-19 implication on the omnichannel trends in the B&Q store. It
helped establish the nature and complexity arising from the topic as new rapid information
arises and changes. The qualitative nature of the research method was used to develop the
experiences and meanings arising from the coded dimensions. The qualitative case study
method is vital in generating a vast and succinct examination of the case situation and
examine why and how the organization makes decisions (Bryman and Bell, 2015). As Jansen
(2010) confirms, the qualitative research methods are essential for coding dimensions and
categories; it was vital for combinatory synthesis to derive a determinist explanation.
3.4 Participants, Sample, and Selection
This project is a single case study based on B&Q and its immediate customers, from
which the specific study sample was obtained. Therefore, the participants in this study are the
primary consumers of the B&Q products and the B&Q itself, classified from two viewpoints.
A request form to participate in the project was sent to all the B&Q retail stores in
Birmingham; 26 of them acknowledged our request, and they all agreed to participate.
Additionally, the participants from the customer side included 52 members, with every B&Q
store selected providing two (2) loyal customers for the study. The sample population of the
B&Q stores was recruited through a request to participate approach, and the referral
recruitment method was used to recruit the customers' population. Gender was the relevant
and distinguishing demographic information in this Selection, with a proportion of 20
females and 32 males participating. The proportion in percentage was 38% for females and
62% for males in the overall sample size. There were no distinguishing features of the B&Q
stores participating, as they are all the same in operations, sharing a joint customer base in
diverse locations of Birmingham.

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Referral sampling was the ideally used method for obtaining the study sample of the
B&Q customers. Every participant was to be provided with a $10 ticket to shop with B&Q
after completing the questionnaire to encourage participation; the purpose of referral
sampling was to obtain a study sample that understands B&Q and its stores very well to
enhance the accuracy of the participant assertions. Next on the line of this project are the data
sources.
3.5 Data Sources
The data sources for this project are classified into primary and secondary sources.
The primary sources are data obtained from the questionnaires, observations (experience),
and unstructured qualitative survey, and the secondary data sources represent the information
obtained from the literature review.
3.6 Data Collection
The empirical evidence of this study is based on the information obtained from the
B&Q stores' digital shoppers and data acquired from B&Q supervising personnel assertions
on behalf of the store. The shoppers were the B&Q's products consumers who had purchased
through mobile and/or online channels. There were 52 participants obtained from the B&Q
referral. There was a 100% response, having spent 2 days with the questionnaire. The
respondents were first asked variables regarding their personalities, and then the questions
about their omnichannel behaviours accompanied. Two questionnaires were constructed for
this study. The first question is for the B&Q stores with inquiries relating to the dynamics in
their marketing options. The second one is for the customers to establish their interactions
with the omnichannel networks during the covid-19 period. The entire sample of 52 digital
shoppers and 26 B&Q stores was finally used, with the male digital shoppers making 62% of
the sample and females constituted 38% of the study sample. Age was disregarded as an
influential demographic factor in this project.

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3.7 Procedure
The questionnaires were delivered to the individual stores and digital shoppers. They
spent with the questionnaires for at least 2 days. The questionnaires were emailed to the
participants over longer distances, and those within shorter distances; were delivered
physically through parcel services. Returning the questionnaires was expected to take place in
the same means as administered.
3.7.1 Open-ended Questionnaire
The open-ended questionnaire provides leeway for researchers to devise a
comprehensive and holistic look at the studied issues; it permits the participants or
respondents to offer more opinions giving diversity to the data provided (Mohajan, 2018).
This project obtained the empirical data by administering an open-ended questionnaire to the
participants, who are the immediate B&Q customers, and the stores' responses filled by the
store heading personnel. In every provided question, the response answers freely. With the
current covid-19 situation, the questionnaire sought to obtain the retailers' views and increase
the credibility of the data obtained regarding the impacts of covid-19 on the omnichannel
retailing trends and the marketing strategies.
3.7.2 Unstructured Survey
An additional inquiry paper to evaluate the participants' feelings and emotions (the 52
customers) was administered to reinforce the participants' assertions in the questionnaire. It
was essential for this study to provide additional support information to evaluate the
consistency of the participants' responses to enhance the quality and the credibility of the
assertions.
3.7.3 Secondary Sources
In management and businesses, use the existing data to establish a secondary analysis
to obtain high-quality data and save time and cost for data collections (Bryman and Bell,

19
2015). In this project, assertions from the literature reviews and archival documents were
used to reinforce the observations of the primary sources. Thus, the observation of the
secondary source was a supplement to the primary resources.
3.8 Data Analysis
Throughout the research, the data collection preceded the data analysis process. The
data analysis for this project was achievable through a narrative analysis focusing on
assessing and examining respondents' sentiments from the qualitative questionnaire and
secondary data assertions. Generally, the sentimental analysis technique was a perfect tool to
analyse, sort, and comprehend the text to interpret and categorise perceptions from the textual
data. Through the textual information and sentiments noted by the respondents based on their
experience with the omnichannel retailing before and during the covid-19 pandemic, specific
commonalities defining their experience with the omnichannel networks were analysed by
establishing core categories and subcategories that were mutually agreeable.
The primary purpose of the analysis is to ascertain the transparency in data collection
and ensure accuracy in analysis (Bryman & Bell, 2015). The derived sentiments by the
respondents about the implications of covid-19 on omnichannel retailing trends and
marketing strategies were the central concerns of the analysis. It was found that the impacts
of covid-19 on the omnichannel retailing and marketing strategy, as respondents ascertained,
include increased e-commerce over the brick and mortar retailing, consumers demand
control, increased lifestyle shopping, change in customer preference, and increased
collaboration or partnerships.
3.9 Quality Criteria
Reliability and validity are vital in qualitative research, as researchers focus on
achieving the objectivity of the study and overcoming bias.

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3.9.1 Reliability
Nagula and Liu (2020) ascertain that the external Reliability of qualitative research
represents the extent that research can be replicated. Society is continually changing or
evolving, but this study is replicable to a higher level, recognizing that pandemics that keep
corporations at stalls can occur at any moment. Bryman and Bell (2015) confirm internal
reliability is the extent to which observations agree with other researchers studying the same
phenomenon. This research can be widely accepted, as most of the assertions, such as the
increased number of online businesses, are observable in real life.
3.9.2 Validity
Nagula and Liu (2020) confirm the internal validity reflects the capability of a study
to eliminate alternative elaborations for a finding, which this project provides. External
validity is an identifiable challenge for most case study researches due to the lack of
generalizability of the findings. However, this study is generalizable with the fact that
numerous sectors are focusing on omnichannel retailing as a resolution for failed
multichannel retailing.
3.9.3 Bias
The questionnaires give the researcher no room for control, leaving the respondents to
answer questions from personal experiences and under subjective motivation. However, this
project resolves this inadequacy by asking the same questions to various participants. The
project proposes to the respondents to answer questions from the observer's perception to
enhance objectivity.
3.9.4 Ethical Considerations
As this project focused on relying on empirical data to exhibit the implications of
covid-19 on the omnichannel retailing and retailing strategies, several ethical considerations
were made related to informed consent, privacy, and transparency.

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3.9.4.1 Informed Consent
Participants were asked if they had specific concerns that they wanted to be accounted
for before submitting this project. The study was conducted with the consent of the
participants.
3.9.4.2 Privacy
The study had given the participants the genuine liberty to withdraw from the
research, and all data collected are anonymously documented.
4.0 Results
4.1 Covid-19 Impacts on the Omnichannel Retailing Trends and Marketing Strategy
Increased e-commerce over the brick and mortar retailing
4.1.1 More online sales and purchases than from offline channels
Through the sent from the B&Q stores' supervisors, their omnichannel is an
integrative model combining the virtual, offline, and mobile networks of retailing. In
previous years, most of B&Q's sales were from offline stores with little contribution of
mobile and online stores. However, they note that they experienced higher sales from the
online platforms during the pandemic season than the on-site stores showing a shift in
demand for online channels over the offline channels. A significant proportion of digital
shoppers in the respondent list ascertained that covid-19 discouraged their movements,
making them turn to online platforms or services that are sceptical to physical than virtual
touch.
4.1.2 Adoption of Click and Collect services
One of the twenty-six store supervisors said, "covid-19 has opened our innovative
eyes; our new focus is now on enhancing customer experience." All the B&Q stores
confirmed to have adopted a click-to-collect service, where customers would order an item

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online and collect it at the store. The retailers noted their experience with covid-19 has halted
how they market the stores. Now, they have focused on more digital promotions such as
social media advertising in combination with offline in-store technologies. B&Q store has
adopted an influential element to reconfigure its stores to incorporate click and collect
services for the commoditie...