Asia Pacific Management Review 28 (2023) 531e543

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Asia Pacific Management Review

journal homepage: www.elsevier.com/locate/apmrv

Winning customer satisfaction toward omnichannel logistics service quality

based on an integrated importance-performance analysis and three-factor theory:
Insight from Thailand
Detcharat Sumrit*, Khanwara Sowijit
The Cluster of Logistics and Rail Engineering, Faculty of Engineering, Mahidol University, Salaya, Nakhon Pathom, 73170, Thailand

a r t i c l e i n f o a b s t r a c t

Article history: Electronic commerce (e-commerce) is one of the fastest-growing businesses in the retail sector, espe-
Received 3 October 2022 cially in Asia. Owing to intense competition, retailers seek to consolidate all customer touchpoints into a
Received in revised form single channel to enhance customer shopping experience. The omnichannel has emerged as a key
12 January 2023
strategic weapon in e-commerce retail business because its adoption hinges on customer perceptions of
Accepted 19 March 2023
omnichannel logistics service quality. By drawing on an integrated importance-performance analysis,
Available online 3 April 2023
and a three-factor theory framework, this study examines how customers perceive and assess this
quality. A leading e-commerce retailer in Thailand was used in the empirical study. Through a
Keywords:
Omnichannel
comprehensive literature review, 19 omnichannel logistics service quality attributes were determined
OCLQ based on customer shopping journeys. The attributes were categorized into four quadrants using
E-commerce importance-performance analysis and three-factor theory. As a result, attributes in each quadrant
IPA required different management schemes. Furthermore, performance benchmarking in customer satis-
Three-factor theory faction with omnichannel logistics service quality attributes between the case study and its best
competitor was conducted using a performance ratio analysis. This study contributes to the omnichannel
logistics literature in terms of assessing customer satisfaction; for e-commerce retail businesses, it
provides insights into how managers can win customer satisfaction in the omnichannel logistics
competition. Other business sectors that aim to improve customer satisfaction can also apply the
framework proposed herein.
© 2023 The Authors. Published by Elsevier B.V. on behalf of College of Management, National Cheng Kung
University. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/
licenses/by-nc-nd/4.0/).

1. Introduction norm in business-to-customer retail (Mishra et al., 2022).

Consumer shopping behavior has changed dramatically owing
to the increasing use of Internet, smartphones, and mobile devices
(Trenz et al., 2020). The outbreak of the coronavirus 2019 pandemic
further accelerated the growth of online sales through Internet-
based marketing channels (Son et al., 2021), particularly in Asia
(Verhoef, 2021). This type of marketing allowed customers to ac-
cess information, orders, payments, and receive support after
purchase using multiple touchpoints (Song et al., 2019).
Customer multichannel shopping has since become the new
* Corresponding author.
E-mail addresses: detchara.sum@mahidol.ac.th (D. Sumrit), Khanwara_s@
hotmail.com (K. Sowijit).
Peer review under responsibility of College of Management, National Cheng
Kung University.
Conventionally, customers expect the same good shopping expe-
rience in e-commerce, regardless of the channel they purchase
from (Le & Nguyen-Le, 2021; Wu et al., 2022). The integration of
channels and touchpoints radically changes in line with a dynamic
competitive environment (Cotarelo et al., 2021). E-commerce re-
tailers attempt to combine online and offline channels using both
streams for widespread attraction of customers (Cheah et al., 2020).
This has led to an emerging trend in omnichannel retailing, a
strategy that consolidates all customer touchpoints into a single
channel (Hossain et al., 2020; Lee et al., 2019). Unlike traditional
shopping, omnichannel enables customers to switch freely from
one channel to another without any barriers (Do Vale et al., 2021). It
is not focused solely on platforms where purchases are made, but
also includes cross-channel integration activities in which cus-
tomers can seamlessly transfer between channels (Mishra et al.,
2021). For example, customers can order products online and

https://doi.org/10.1016/j.apmrv.2023.03.003
1029-3132/© 2023 The Authors. Published by Elsevier B.V. on behalf of College of Management, National Cheng Kung University. This is an open access article under the CC
BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).
D. Sumrit and K. Sowijit
receive them from nearby brick-and-mortar stores. Fig. 1 illustrates
the concept of an OC.
The ultimate goal of the omnichannel is to create a seamless
customer shopping experience (Cheah et al., 2020). Owing to fierce
competition in e-commerce businesses, retailers are forced to
employ this method in order to interact with their customers (Gao
et al., 2021; Lee et al., 2019). The adoption of omnichannel by re-
tailers boosts overall sales growth, increases market share, and
improves after-sale services, thereby enhancing customer experi-
ence and competitive advantage (Jo et al., 2020; Park & Kim, 2021).
In this scenario, logistics service functions need to be expanded to
accommodate across channels (Pereira & Frazzon, 2021).
Logistics and supply chains are the backbones of an omni-
channel strategy; thus, the success of its deployment hinges on
customer perception of omnichannel logistics service quality
(OCLQ) (Cotarelo et al., 2021). There is scarce literature on OCLQ;
most existing studies are qualitative in nature (Jo et al., 2020), with
little exploration of the role of logistics service quality in the
omnichannel context (Hajdas, Radomska, & Silva, 2020), despite its
reputation for improving customer experience and retention
(Cotarelo et al., 2021). OCLQ in customer shopping journeys is also
rarely discussed in academia (Lemon & Verhoef, 2016).
To overcome the gaps in the literature, we propose a compre-
hensive framework to assess customer satisfaction with OCLQ at-
tributes and benchmark them with the best competitors in the e-
commerce market. We applied an integrated importance-
performance-analysis (IPA), underpinned by three-factor theory,
to assess customer satisfaction with OCLQ.
Traditional IPAs have two drawbacks established by literature
(Back, 2012): one, “attribute efficiency and attribute importance are
independent of each other,” and the other, “the relationship be-
tween attribute performance and overall customer satisfaction
(OCS) is linear and symmetrical.” However, the relationship be-
tween the performance scores of the attributes and the OCS can be
asymmetrical. The satisfaction performances of various attribute
types have different effects on the OCS as well (Matzler et al., 2003;
Milosava et al., 2021). This makes the use of traditional IPAs yield
improper performance or importance scores of attributes that can
lead to incorrect improvement decisions (Albayrak, 2016; Sohn
et al., 2017).
We resolve the aforementioned drawbacks through partial
correlation analysis between attribute performance and OCS to
obtain implicit performance. Further, the three-factor e-commerce
Fig. 1. Conceptualization of an omnichannel (adapted from Lee et al., 2019).
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Asia Pacific Management Review 28 (2023) 531e543
retail market in Thailand has seen a remarkable upward trend in
total parcel delivery (see Fig. 2). This is mainly due to the shift to-
ward digital online shopping behavior. Accordingly, we target the
omnichannel implemented by a leading Thai e-commerce retailer
as our case study.
In summary, the objectives of this study are to: 1) determine
OCLQ attributes along the customer shopping journey; 2) develop a
customer satisfaction assessment framework applying IPA and
three-factor theory; 3) elucidate customer satisfaction assessment
toward OCLQ from Thailand insights; and 4) conduct a benchmark
study of customer satisfaction in OCLQ attributes between the case
study firm (focal firm) and the best business competitor in the
omnichannel business.
We further believe that our study contributes immensely to the
literature established on this subject. Research on omnichannel
logistics is emergent (Asmare & Zewdie, 2021); thus, studies on
customer satisfaction with OCLQ attributes have rarely been
explored. Unlike previous research that characterizes OCLQ based
on the five dimensionsdreliability, assurance, tangibility, empathy,
and responsivenessdof the SERVQUAL model (Mathong et al.,
2020; Parasuraman et al., 1985), we characterize attributes ac-
cording to customer shopping journey processes because customer
experience can be captured at all service touchpoints along the
shopping journey.
Our integrated IPA and three-factor theory framework for
analyzing customer satisfaction with OCLQ can resolve the short-
comings of traditional IPA, which assumes that attribute perfor-
mance and attribute importance are independent of each other and
that there is a linear and symmetrical relationship between attri-
bute performance and overall performance (Milosava et al., 2021).
Note also that omnichannel logistics research and practices are
primarily focused on countries in mature e-commerce markets (Lee
et al., 2019; Cheah et al., 2020), and few scholars seem interested in
empirical investigations of emerging markets. Our focus on
Thailand, which has an ascendent e-commerce market, is thus
refreshing, and offers insights for researchers working on similar
emerging markets.
Finally, our study provides a benchmark for customer satisfac-
tion with OCLQ attributes between a case study (focal firm) and the
best competitor in the omnichannel retail market. The insights
gained into OCLQ performance benchmarking should help com-
panies better understand their market positions and discover
possible opportunities to leverage omnichannel logistic strategies.
D. Sumrit and K. Sowijit
Fig. 2. E-commerce parcels delivery Trend in Thailand year 2014e2024 F* (Frost & Sullivan, 2016).
The remainder of the paper is organized as follows: Section 2
provides the theoretical background, including OCLQ, customer
satisfaction, IPA, and three-factor theory. Section 3 describes the
research methodology. Section 4 presents the application of this
method to a case study and its results. The discussion is presented
in Section 5. Finally, conclusions and future research are presented
in Section 6.
2. Theory
In this section, we review the extant literature using accepted
scientific academic databases such as Scopus, Web of Science, Sci-
enceDirect, and Emerald. The relevant theoretical knowledge is
summarized as follows.
2.1. OCLQ and customer satisfaction
Retailers are shifting to omnichannel strategies to respond to
changing customer needs and expectations (Shi et al., 2020).
Omnichannels are designed to provide integrated shopping chan-
nels, services, and processes (Hickman et al., 2020). They allow
customers to switch through channels during their shopping
journey (Cheah et al., 2020), and are considered a customer-centric
strategy that blurs channel boundaries in order to provide a smooth
customer journey and a seamless customer shopping experience
regardless of the channel (Lemon & Verhoef, 2016).
Omnichannels can benefit both the customer and the organi-
zation (Hossain et al., 2020). Indeed, omnichannels improve sales
and revenue growth, brand loyalty, and purchase frequency
(Mishra et al., 2021; Sun et al., 2020). A seamless customer shop-
ping experience in omnichannel retail depends on the efficiency
and effectiveness of logistics (Cotarelo et al., 2021). Here, OCLQ is
crucial to achieving customer satisfaction in e-commerce retail
businesses (Jo et al., 2020).
There exists a positive correlation between OCLQ and the level
of customer satisfaction (Sun et al., 2020). However, the quality
characteristics of the OCLQ are multifaceted. E-commerce cus-
tomers often demand quality logistics services during their shop-
ping journey, starting with information search, order, delivery,
pick-up, and return. The quality attributes are typically related to
on-time delivery, flexible delivery, real-time delivery tracking,
reliability and order-discrepancy handling, sufficient pick-up sta-
tions, and return management (Cheah et al., 2020; Davis-Sramek
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et al., 2020). We particularly focus on OCLQ attributes during a
customer shopping journey.
2.2. Importance-performance analysis
IPA, as noted in Section 1, is an effective tool for identifying the
product or service attributes offered by a company that require
prioritization in order to increase customer satisfaction (Das &
Basu, 2020; Martilla & James, 1977). Customer satisfaction sur-
veys on product or service attributes can help us create a two-
dimensional matrix, or IPA matrix. In this matrix, the importance
of each product or service attribute is plotted along the abscissa
axis (x axis), whereas their performance is plotted along the (y
axis).
Conventionally, there are two approaches to measuring the
importance of a product or service attribute based on its explicit
importance (self-stated) and implicit importance (Ha & Park, 2021).
The explicit importance (self-stated) can be evaluated by rating
scales, whereas implicit importance can be derived by multiple
regression coefficients (Rial et al., 2008), partial correlation co-
efficients (Sever, 2015), and structural equation modelling (Cao &
Cao, 2017), among others. The IPA matrix is categorized into four
quadrants using the means of performance and importance (Chu &
Guo, 2015), as depicted in Fig. 3, and the direction of the manage-
ment scheme for attributes in each quadrant is described below.
Attributes located in quadrant I (QI) are characterized by high
performance and importance evaluation. QI indicates the strength
of the organization in achieving customer satisfaction with the
service offering. QI attributes are defined as “Keep up the good
work,” meaning that organizations should maintain a high level of
performance for such attributes to sustain their competitiveness.
The attributes located in quadrant II (QII) are characterized by
high performance and low importance. These attributes are the
minor strengths of organizations. QII attributes are defined as
“Possible overkill,” meaning that organizations should pay less
attention to these attributes. The resources allocated to improving
these attributes could be “overkill,” and instead should be trans-
ferred to other business areas.
Attributes located in quadrant III (QIII) are characterized by low
performance and low importance. These take low priority for
improving the service performance. QIII attributes are defined as
“Low priority,” meaning that organizational performance is weak,
but these attributes do not require additional effort.
D. Sumrit and K. Sowijit Asia Pacific Management Review 28 (2023) 531e543

Fig. 3. Traditional importance-performance analysis (IPA).

Attributes located in quadrant IV (QIV) are characterized by low different effect on customer satisfaction (Patil & Bagodi, 2021).
performance and high importance. These attributes are major Based on Kano's model, the three-factor theory introduces quality
weaknesses of organizations. QIV attributes are defined as attributes as basic, performance, and excitement factors (see Fig. 4)
“Concentrate here,” meaning that these attributes require imme- (Matzler & Sauerwein, 2002; Ting & Chen, 2002). Albayrak et al.
diate improvement actions to close the gap. An organization's (2016) offer concise definitions for each factor.
failure to improve these features can threaten its position in the The basic factor, or dissatisfier, affects the dissatisfaction of the
market and result in a decline in consumer satisfaction. customers when it cannot be delivered. Conversely, it has no effect
As mentioned above, the attributes in QIV are of utmost on customer satisfaction when fulfilled or exceeded. Therefore,
importance for immediate improvement efforts. Controversially, performance degradation for this attribute has a greater influence
attributes in QI are the main organizational competencies that on overall satisfaction than positive performance. The excitement
should be highly maintained, utilized, and promoted. factor, or satisfiers, greatly enhances customer satisfaction when it
Despite the recent popularity of IPA in real-world applications is able to fulfill requirements, but does not cause dissatisfaction
and several fields of research, we find a preponderance of the when it cannot be fulfilled. Thus, attributes with positive perfor-
traditional framework, such as in the analysis of service attributes mance have a greater influence on overall customer satisfaction
in metro-transportation during the COVID-19 pandemic than those with lower performance. The third factor is the perfor-
(Mohammad et al., 2022), socially sustainable practices in restau- mance factor. It increases satisfaction when delivering high per-
rants business (Cynthia et al., 2022), and the services structure in formance and dissatisfaction when delivering low performance.
fishing tourism (Tuija et al., 2022). The relationship between the performance attribute and OCS is
We consider traditional IPA to have two major drawbacks that characterized by linearity and symmetry (Rotar & Kozar, 2017).
make it a flawed strategy for assessing customer satisfaction. First,
traditional IPA uses customers’ self-stated assessment to determine
the attribute importance scores, an approach fraught with biases
and inaccurate results. Second, the traditional IPA assumes that the
relationship between attribute performance and OCS is symmetric
and linear. This is irrational because such a relationship can be
nonlinear and asymmetrical for the basic and excitement attribute
types. Numerous studies have attempted to resolve the weakness of
using explicit importance in traditional IPA. Some scholars modi-
fied the traditional IPA by regressing between performance scores
for attributes and scores for OCS; then, the standard regression
coefficients were used to measure the attribute importance. Others
applied IPA to evaluate competition analysis or conducted a partial
correlation analysis between attribute performance and OCS to
determine attribute importance.

2.3. Three-factor theory

Kano et al. (1984) proposed a distinguished model among

different types of quality attributes, and divided them into three
categories: must-be, one-dimensional, and attractive, each with a Fig. 4. Three-factor theory of customer satisfaction (adapted from Kano et al., 1984).

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D. Sumrit and K. Sowijit
Whereas for the basic and excitement attributes, the relationship
between attribute performance and OCS is characterized by
nonlinearity and asymmetry.
There are two main characteristics of service attributes in three-
factor theory: Performance has an effect on the basic and excite-
ment attributes. When delivering low performance, the basic
attribute is crucial, and if delivery performance is high, it is not
crucial. The excitement attribute is necessary when delivering high
performance, but if delivery performance is low, it is not crucial
(Sohn et al., 2017; Ting & Chen, 2002).
The relationship between the attribute performance and OCS is
not always symmetrical or linear. For this reason, the traditional IPA
approach is not rational, because it uses explicit or self-stated
importance to indicate the importance of customer attributes
(Albayrak et al., 2016). Therefore, we suggest the following im-
provements to the traditional IPA.
Instead of using a self-stated importance approach, an implicit
importance approach should be employed (using statistical tech-
niques such as regression analysis, partial correlation analysis, and
so on) to determine the importance of attributes. This is because
implicit importance can avoid the subjectivity and biases arising
from self-stated customer assessments.
Instead of the standard regression coefficients, we recommend
partial correlation coefficients to measure the importance of the
attributes. This is because partial correlation analysis is more
appropriate than regression analysis for measuring the relation-
ships between attribute variables (independent variables) and OCS
(dependent variable) when there are multicollinearity problems
within the attribute variables.
3. Methodology
We divided the research methodology into sequential steps,
including determination of OCLQ attributes through a literature
review, questionnaire development, data correction, computation
performance attribute scores, deriving attribute implicit impor-
tance, developing an IPA matrix, and performance benchmarking
between the focal firm and the best competitor. Fig. 5 illustrates
this methodology.
3.1. Determination of OCLQ attributes
A detailed literature review focusing on accepted published
databases such as Scopus and Web of Science should cover the
logistics operations, particularly in business-to-customer retail and
parcel e-commerce businesses in the grocery sector, which handles
customer processes throughout the shopping journey (search /
order / delivery / pickup / return). After scanning the key-
words “omnichannel retail logistics,” “omnichannel customer
journey,” and “online shopping processes,” we identified 19 OCLQ
attributes, as illustrated in Fig. 6 and reported in Table 1.
3.2. Questionnaire development
The questionnaire was developed based on the OCLQ attributes
listed in Table 1. The first section included screening questions to
ensure that the respondents had experience using omnichannel
services. The second contained respondents’ profiles, such as
gender, age, marital status, level of educational attainment, omni-
channel shopping experience, and frequency of using omnichannel
services within the last six months. In section 3, respondents were
asked to rate their satisfaction with the 19 OCLQ attributes during
the shopping journey, including OCS with the services provided by
the case company. A five-point Likert scale was employed, ranging
from “Very unsatisfied” (5), “Satisfied” (4), “Fair” (3), “Unsatisfied”
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Asia Pacific Management Review 28 (2023) 531e543
(2), and “Very unsatisfied” (1), as measuring scores for both OCLQ
attributes and OCS.
The survey data obtained from the questionnaire in this section
were intended for use in the three-factor theory. The partial cor-
relation coefficient between the mean score performance of each
OCLQ attribute and the mean score of OCS represents the implicit
importance of each OCLQ attribute. Consequently, the relationship
between the type of performance attribute and OCS is linear and
symmetrical. Meanwhile, the relationship between the types of
basic and excitement attributes is characterized by nonlinearity
and asymmetry. The content validity of the questionnaire was
proven by three experts (two academicians and one e-commerce
industrial expert). The qualifications of the three experts are listed
in Table 2. A pretest reliability test was conducted using 30 ques-
tionnaires and passed the statistical test at a ¼ 0:05; a Cronbach's
alpha coefficient greater than 0.75 indicates high reliability.
Before gathering the data, the questionnaire was submitted to
the Institutional Review Board of Mahidol University to review and
approve ethical research issues. All questionnaires stated that all
personal information and answers by respondents would be kept
confidential and used for academic purposes only. In addition, all
information collected from the questionnaires was carefully sum-
marized and reported as a whole.
3.3. Sample and data gathering
Data were collected using an online questionnaire survey
through Google Forms from January to May 2022. The sample size
was calculated using Eq. (1) (Taro Yamane, 1967).
N 1:4x107
n¼ ;n¼

 z400; (1)
2
1 þ N\ðeÞ 1þ 1:4x107 x ð0:05Þ2
where n is the required sample size, N is the number of people in
the population (approximately 14 million online customers expe-
rienced with the case company's OCLQ service), and e is the error
allowance (5%).
A total of 1340 questionnaires were distributed via email and
Facebook Messenger using a non-probability convenience sample.
A total of 552 questionnaires (41.1% response rate) were returned.
After cleaning the data from the questionnaires, 408 (73.9%) were
completed and used for data analysis. The sample size was suffi-
cient to represent the entire population.
3.4. Application of integrated IPA and three-factor theory
Derive implicit importance of OCLQ attribute. The self-stated
explicit importance of each service attribute provided by each
customer was inaccurate and impractical. Therefore, the concept of
implicit importance was substituted for explicit importance by
calculating the correlation between OCLQ performance and OCS to
obtain the importance of OCLQ attributes. Multiple regression
analysis (MRA) was used to derive the implicit importance of the
OCLQ attributes. In doing so, OCS is treated as a dependent variable,
whereas OCLQ attributes are treated as independent variables.
However, MRA often faces multicollinearity problems when
estimating the regression coefficients. Therefore, MRA is an
improper approach for obtaining the implicit importance of OCLQ
attributes. To solve this problem, partial correlation analysis was
employed to obtain the implicit importance of OCLQ attributes.
Partial correlation analysis is more appropriate than MRA for
identifying the relationship between independent variables and
dependent variables and avoiding multicollinearity problems.
Converting independent variables (OCLQ attributes) to natural
D. Sumrit and K. Sowijit Asia Pacific Management Review 28 (2023) 531e543

Fig. 5. Research methodology (Source: Authors).

Fig. 6. OCLQ attributes along the customer shopping journey (based on literature review analysis).

logarithms can capture the sensitivity of the independent variables.
We thus used partial correlations with natural logarithmic dummy
variables to determine the asymmetric influence of OCLQ attribute
performance on OCS. The procedure for deriving the implicit
importance of OCLQ attributes, based on Deng et al.’s (2008) cal-
culations, is as follows.
Step I Questionnaires were used to gather customer perceptions
of attribute performance and overall customer satisfaction
for OCLQ.
Step II Convert all attribute performances (AP) into a natural log-
arithmic form using Eq. (2).

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Table 1
OCLQ attributes along customer shopping journey.

Customer Code Omnichannel Description Reference

journey logistics service
quality

Search OCLQ1 Searching Customers acknowledge that searching for essential information, such as product, price, Song et al., 2019; Do Vale et al.,
convenience and retail stores information, across all sale channels can be done with convenience. 2021; Huang & Lin, 2022
OCLQ2 Product information Customers acknowledge that product information is adequate and accurate across all sale Lemon & Verhoef, 2016; Lee et al.,
channels. 2019; Cheah et al., 2020
OCLQ3 Share shopping Customers acknowledge that information about shopping experience is shared across all Khan et al., 2016; Payne et al.,
experience sale channels. 2017; Lee et al., 2019
Order OCLQ4 Product availability Customers acknowledge that products ordered are available to satisfy demand across all Lemon & Verhoef, 2016; Khan
sale channels. et al., 2016; Payne et al., 2017
OCLQ5 Channel switching Customers acknowledge that switching their ordering channels from one to another across Beck & Rygl, 2015; Cummins et al.,
all sale channels can be done with convenience and flexibility. 2016; Lee et al., 2019
OCLQ6 Consistent ordering Customers acknowledge that all order channels (physical and online stores) are equally Lemon & Verhoef, 2016; Khan
channel effective in their service quality. et al., 2016; Berman & Thelen, 2018
OCLQ7 Flexible ordering Customers are satisfied with the flexibility of every order channel's (physical and online Khan et al., 2016; Payne et al., 2017
channel stores) response to customer requests.
OCLQ8 Privacy and security Customers are satisfied with the security offered to protect order transactions and that Zhang et al., 2018; Hickman et al.,
sensitive information is not shared across different service channels. 2020
Delivery OCLQ9 Variety of delivery Customers are satisfied with a variety of delivery options across all sale channels. Lemon & Verhoef, 2016; Melero
options et al., 2016; Shi et al., 2020
OCLQ10 Delivery coverage Customers are satisfied with wide coverage areas for product delivery. Zhang et al., 2018; Hickman et al.,
2020
OCLQ11 Delivery information Customers are satisfied with real-time tracking of delivery information throughout the Blom et al., 2017; Shi et al., 2020
visibility order fulfillment processes across all sale channels.
OCLQ12 Delivery time Customers are satisfied with the time between placing and receiving the order and that the Blom et al., 2017; Lee et al., 2019
window product is received within the promised time window across all sale channels.
OCLQ13 Updates delivery Customers are satisfied with prompt updates on delivery service changes on all sale Blom et al., 2017; Zhang et al., 2018
changes channels.
OCLQ14 Resolve delivery Customers are satisfied with how delivery discrepancies are resolved across all sale Lee et al., 2019; Gao et al., 2021
discrepancies channels.
Pick up OCLQ15 Sufficient pick-up Customers are satisfied with the number of pick-up stations to receive the ordered Park & Kim, 2021; Jo et al., 2020
stations products.
OCLQ16 Service hours of Customers are satisfied with the pick-up stations that are available for 24 hours service. Park & Kim, 2021; Jo et al., 2020
pick-up stations
OCLQ17 Service staffs Customers are satisfied with the kind and courteous service staff at the pickup stations. Blom et al., 2017; Zhang et al., 2018
Return OCLQ18 Consistent returns Customers find the returns processing for non-conforming products across all sale Gao et al., 2021; Zhang et al., 2018;
processing channels to be consistent. Shi et al., 2020
OCLQ19 Efficiency and speed Customers are satisfied with the efficiency and speed of the non-conforming return process Gao et al., 2021; Zhang et al., 2018;
of return processes across all sales channels. Shi et al., 2020

Table 2
The qualification details of three experts.

Expert Position Experience years in relevant ecommerce Areas of expertise

no. logistics field

1 Associate professor in public 10 E-commerce logistics, digital logistics and digital service quality
university
2 Assistant professor in public 8 Supply chain strategy, supply chain collaboration, and service quality
university management
3 Director of e-commerce company 14 E-commerce logistics and omnichannel logistics

between the OCS and ln ðAPi Þ represents the implicit

APi /ln ðAPi Þ; (2) importance of each ith attribute.

where i is an OCLQ attribute, i ¼ 1; 2; …; n.

sOCSlnðAP1 Þ:lnðAP2 ÞlnðAP3 Þ…ln ðAPn Þ

rOCS lnðAP1 Þ:lnðAP2 ÞlnðAP3 Þ…ln ðAPn Þ ¼ (3)
sOCS:lnðAP2 Þ:lnðAP3 Þ…lnðAPn Þ *slnðAP1 Þ:lnðAP2 ÞlnðAP3 Þ…ln ðAPn Þ

Step III A multivariate correlation model is formed by setting where sOCSlnðAP1 Þ:lnðAP2 ÞlnðAP3 Þ…ln ðAPn Þ represents the standard de-
ln ðAPi Þ as the independent variable and OCS as the viation of the conditional probability distribution of OCS, lnðAP1 Þ,
dependent variable. when lnðAP2 Þ; lnðAP3 Þ; …; lnðAPn Þ are controlled, and
Step IV Conduct a partial correlation analysis for each ln ðAPi Þ with sOCS:lnðAP2 Þ:lnðAP3 Þ…lnðAPn Þ represents the standard deviation of the
the OCS using Eq. (3). The coefficient of partial correlation conditional probability distribution of OCS when lnðAP2 Þ; lnðAP3 Þ;

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D. Sumrit and K. Sowijit
…; lnðAPn Þ are controlled, and slnðAP1 Þ:lnðAP2 ÞlnðAP3 Þ…ln ðAPn Þ repre-
sents the standard deviation of the conditional probability dis-
tribution of lnðAP1 Þ when lnðAP2 Þ; lnðAP3 Þ; …; lnðAPn Þ are
controlled.
The assumption of a linear and symmetrical relationship be-
tween AP and OCS can be resolved because the partial correlation
between OCS and AP includes the characteristics of the attribute
category in three-factor theory. It can tackle potential multi-
collinearity between independent variables when using MRA to
derive the implicit importance of OCLQ attributes. In addition, the
conversion of the attribute scores to natural logarithmic values can
capture the sensitivity of the correlation model.
Develop IPA matrix. The results of the OCLQ attribute implicit
importance are used as input for the modified IPA. The modified IPA
approach consists of the following four steps.
Step I The IPA matrix is divided into four quadrants using the
mean value of all implicit importance of OCLQ attributes on
the abscissa axis (x axis) and the mean value of all perfor-
mances for OCLQ attributes on the ordinate axis (y axis).
Step II Plot all OCLQ attributes on the IPA matrix. The implicit
importance of OCLQ attributes is on the x-axis, and the
performance for OCLQ attributes is on the y-axis.
Step III The results of the IPA matrix serve as a guide for managers
to improve their OCLQ services. The OCLQ attributes are in
Quadrant IV (“Concentrate here”), which are the first pri-
ority in corrective actions.
Step IV The attributes contained in Quadrant IV (“Concentrate
here”) can be prioritized for improvement using relative
distance ðDj Þ as Eqs. (4)e(6) (Cheng et al., 2015).
vffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffi
u0 12 0 12
u
u RP RI  I
Dj ¼ u
t@maxRP A þ @ A ;
j j
 (4)
j maxRIj  I 
j j
Ij
RIj ¼ ; and
I
 1
Pj
RPj ¼  ; (6)
P using omnichannel services within the last six months. Among the
where I j represents the average importance of service attribute j
and I stands for the average importance of all service attributes; P j
stands for the perceived average performance of service attribute j
and P stands for the perceived average performance of all service
attributes.
Benchmarking with the best competitor. At present, it is com-
mon practice for businesses to monitor competitors' performance
regularly (Garver, 2003). In contrast, in the current highly
competitive market, not identifying your competitors can be fatal
to business. Benchmarking is the process of measuring a company's
quality performance against that of its major competitors. This
approach provides insight into the following pertinent questions:
What are our major competitors doing? What are their practices?
What are their strategic directions? What strategy can the company
deploy, and how to achieve competitive advantage?
We conducted the performance benchmarking of OCLQ attri-
butes between the case company (focal firm) and the best
competitor in the Thai e-commerce marketplace. In the benchmark
ratio (BR) approach, the mean performance scores of the focal firm
is divided by the mean performance scores of the best competitors
(Deng et al., 2008). This approach can resolve the limitations
associated with conventional gap analysis.
Asia Pacific Management Review 28 (2023) 531e543
The BR of each OCLQ attribute can be computed using Eq. (7).
FPi
BRi ¼ ; (7)
CPi
where BRi is the benchmark ratio of the ith OCLQ attribute, FPi is the
performance score of the ith OCLQ attribute of the focal firm, and CPi
is the performance score of the ith OCLQ attribute of the best
competitors. If BRi > 1, the focal firm performs the ith OCLQ attribute
better than its best competitor. If BRi < 1, the focal firm performs
the ith OCLQ attribute lower than its best competitor.
4. Case study
This case study focuses on a leading e-commerce retailer (from
here on, “Company”) in Thailand. Company is a venture between
Thailand's largest retailer and China's largest e-commerce firm. Its
market position in terms of sales volume for business-to-customer
e-commerce is currently as a “follower.”
Competition in Thailand's e-commerce market has intensified.
To cope with this situation, Company launched an omnichannel
business model in the Thai market in 2020 by integrating all point-
of-sale channels, retail stores, inventories, distributions, and
returns into a single platform. The ultimate goal was to enhance
customers' shopping experience and increase their competitive
edge. It operates omnichannel logistics activities using in-house
resources and third-party logistics service providers, and plans to
expand customer bases and enhance market competitiveness using
omnichannel logistics as a strategic weapon. Understanding
customer perceptions of OCLQ attributes by comparing main e-
commerce market competitors can help Company accomplish
specific goals. This study's framework provides a systematic
approach for assessing customer satisfaction with OCLQ attributes
and benchmarking them with their competitors.
4.1. Results
(5) 4.1.1. Respondent profile
The profiles of 408 respondents were categorized into different
groups based on gender, age, marital status, level of educational
attainment, omnichannel shopping experience, and frequency of
408 respondents, 39.7% were male and 60.3% were female.
Regarding age, those who were 18e25, 26e35, 36e45, 46e55, and
55 years and above accounted for 17.89%, 37.78%, 21.57%, 15.44%,
and 9.31% of the total sample, respectively. Regarding marital sta-
tus, 43.14% were single and 56.86% were married. Further, 8.3% had
at least completed high school, whereas 36.52% had a bachelor's
degree, 43.87% had a master's degree, and 11.27% had a PhD degree.
Regarding omnichannel shopping experience, 5.64% had less than 1
year, 40.20% had 1e3 years, 32.60% had 3e5 years, and 21.57% had
more than 5 years of experience. The frequency of using omni-
channel services within the last 6 months by respondents was 1e3
times (2.70%), 4e6 times (19.36%), and more than 6 times (77.94%).
The complete details of the respondents' profiles are presented in
Table 3.
4.1.2. Perceives performance satisfaction of OCLQ attributes
The OCLQ customer satisfaction questionnaires of the 408 re-
spondents were statistically analyzed using IBM SPSS version 26
and presented in terms of mean performance scores and standard
deviations, as shown in Table 2. As per Table 4, the mean of per-
formance scores for 19 OCLQ attributes ranged from a high of 4.39
to a low of 2.64. All OCLQ attributes have standard deviations of
1.04 mostly.
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D. Sumrit and K. Sowijit Asia Pacific Management Review 28 (2023) 531e543

Table 3 OCQ14> OCQ13> OCQ11> OCQ1> OCQ10> OCQ8> OCQ7> OCQ3>

Profile of respondents. OCQ9> OCQ2> OCQ6> OCQ4> OCQ16> OCQ5> OCQ15.
Number of respondents ¼ 408 Percentage

Gender 4.1.4. Develop IPA matrix

Male 162 39.7% The IPA matrix was developed by plotting all 19 OCLQ attributes
Female 246 60.3% based on the values of the performance scores and implicit
Age (years-old)
importance scores in Table 3. The mean scores of the performance
18e25 73 17.89%
26e35 146 35.78% and implicit importance scores were calculated to divide the IPA
36e45 88 21.57% matrix into two-dimensional grids. The intersection of the vertical
46e55 63 15.44% (Y-y-axis) and horizontal lines (X-x-axis) represents the mean
>55 38 9.31%
scores for the implicit importance score (0.205) and performance
Marital status
Single 176 43.14%
score (3.75), respectively. The IPA matrix was then categorized into
Married 232 56.86% four quadrants. Table 5 and Fig. 7 shows show the locations of the
Level of educational attainment 19 QCLQ attributes in the IPA matrix, which can be summarized as
High school 34 8.3% follows.
Bachelor's degree 149 36.52%
Master's degree 179 43.87%
PhD degree 46 11.27%  “Keep up the good work” quadrant: QCLQ1, QCLQ10, QCLQ12,
OC shopping experience and QCLQ17
Less than 1 year 23 5.64%  “Possible overkill” quadrant: OCLQ2, OCLQ3, OCLQ4, OCLQ5,
From 1 year up to 3 years 164 40.20% OCLQ9 and OCLQ 15
From 3 years up to 5 years 133 32.60%
More than 5 years 88 21.57%
 “Low Priority” quadrant: OCLQ6 and OCLQ16
Frequency of using omnichannel service within the last 6 months  “Concentrate here” quadrant: OCLQ7, OCLQ8, OCLQ11, OCLQ13,
1 to 3 times 11 2.70% OCLQ14, OCLQ18, and OCLQ19
4 to 6 times 79 19.36%
More than 6 times 318 77.94%

4.1.5. Prioritizing for improvement

Service attributes contained in the “Concentrate here” quadrant
4.1.3. Derive implicit importance of OCLQ attribute
(Quadrant IV) can be prioritized for improvement using relative
The implicit importance of each OCLQ was derived by deploying
distance ðDj Þ according to Eqs. (4)e(6); the results are listed in
the steps described in section 3.4.1. The performance scores of each
Table 6. The ranking of attribute improvements based on Dj values
QCLQ attribute ðAPi Þ are converted to the natural logarithm ðln APi Þ
is QCLQ19 > QCLQ7> OCLQ18> OCLQ8> OCLQ14> OCLQ11>
using Eq. (1). A multivariate correlation model was formed by
OCLQ13.
setting ln APi as the independent variable and OCS as the depen-
dent variable.
4.1.6. Benchmarking with the best competitors
Next, a partial correlation analysis for each ln APi with the OCS
Next we conducted a benchmark study between the case study
was calculated using Eq. (3), which was performed using IBM SPSS
company (focal firm) and its best competitor in the omni-channel
version 26. The coefficient of partial correlation between OCS and
service provider business. The benchmark ratio ðBRi Þ for the
ln APi represents the implicit importance of each OCLQ attribute, as
OCLQ attributes between the focal firm and the best competitor
shown in Table 5. The descending order of implicit importance
was computed using Eq. (7). Table 7 presents the results of the
scores for OCLQ attributes was OCQ18> OCQ17> OCQ19> OCQ12>
benchmark study.

Table 4
Mean performance scores and standard deviations of OCLQ attributes.

Customer journey Code Omnichannel logistics service quality Mean performance scores Standard deviation

Search OCLQ1 Searching convenience 4.39 0.96

OCLQ2 Product information 3.98 0.91
OCLQ3 Share shopping experience 4.34 0.84
Order OCLQ4 Product availability 4.31 1.04
OCLQ5 Channel switching 3.96 0.83
OCLQ6 Consistent ordering channel 3.36 0.81
OCLQ7 Flexible ordering channel 3.06 0.74
OCLQ8 Privacy and security 3.29 0.77
Delivery OCLQ9 Variety of delivery options 4.34 0.90
OCLQ10 Delivery coverage 4.17 0.87
OCLQ11 Delivery information visibility 3.52 0.82
OCLQ12 Delivery time window 4.08 0.78
OCLQ13 Updates delivery changes 3.69 0.91
OCLQ14 Resolve delivery discrepancies 3.36 0.98
Pick up OCLQ15 Sufficient pick-up stations 4.19 0.87
OCLQ16 Service hours of pick-up stations 3.68 0.81
OCLQ17 Service staffs 4.17 0.75
Return OCLQ18 Consistent returns processing 2.86 0.87
OCLQ19 Efficiency and speed of return processes 2.64 0.74

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D. Sumrit and K. Sowijit Asia Pacific Management Review 28 (2023) 531e543

Table 5
The mean performance scores and implicit importance of each OCLQ attribute.

Customer Code Omnichannel logistics service Mean performance Implicit importance scores of OCLQ attributes (partial Rank IPA quadrant
journey quality scores correlation coefficient)

Search OCLQ1 Searching convenience 4.39 0.279 8 Keep up the good

work
OCLQ2 Product information 3.98 0.065 14 Possible overkill
OCLQ3 Share shopping experience 4.34 0.141 12 Possible overkill
Order OCLQ4 Product availability 4.31 0.033 16 Possible overkill
OCLQ5 Channel switching 3.96 0.027 18 Possible overkill
OCLQ6 Consistent ordering channel 3.36 0.045 15 Low priority
OCLQ7 Flexible ordering channel 3.06 0.218 11 Concentrate here
OCLQ8 Privacy and security 3.29 0.229 10 Concentrate here
Delivery OCLQ9 Variety of delivery options 4.34 0.131 13 Possible overkill
OCLQ10 Delivery coverage 4.17 0.242 9 Keep up the good
work
OCLQ11 Delivery information visibility 3.52 0.292 7 Concentrate here
OCLQ12 Delivery time window 4.08 0.346 4 Keep up the good
work
OCLQ13 Updates delivery changes 3.69 0.323 6 Concentrate here
OCLQ14 Resolve delivery discrepancies 3.36 0.331 5 Concentrate here
Pick up OCLQ15 Sufficient pick-up stations 4.19 0.019 19 Possible overkill
OCLQ16 Service hours of pick-up stations 3.68 0.029 17 Low priority
OCLQ17 Service staffs 4.17 0.367 2 Keep up the good
work
Return OCLQ18 Consistent returns processing 2.86 0.409 1 Concentrate here
OCLQ19 Efficiency and speed of return 2.64 0.363 3 Concentrate here
processes
Total Average 3.75 0.205 e

Fig. 7. IPA matrix development.

Table 6
Improved prioritization for attributes in Quadrant IV.

Attribute Code OCLQ service quality RP RI Dj Rank

OCLQ7 Flexible ordering channel 1.05 0.10 1.32 2

OCLQ8 Privacy and security 0.97 0.10 1.28 4
OCLQ11 Delivery information visibility 0.91 0.13 1.22 6
OCLQ13 Updates delivery changes 0.87 0.15 1.19 7
OCLQ14 Resolve delivery discrepancies 0.95 0.15 1.23 5
OCLQ18 Consistent returns processing 1.12 0.19 1.29 3
OCLQ19 Efficiency and speed of return processes 1.21 0.17 1.36 1

A gap analysis was then performed using the mean difference BRi > 1 are OCQ1, OCQ3, OCQ4, OCQ9, OCQ12, OCQ15, OCQ16, and
between the two companies. A statistical t-test (at 0.5 significant OCQ17, whereas the attributes with BRi < 1 are OCQ2, OCQ5, OCQ6,
level) was also conducted to determine the significant differences OCQ7, OCQ8, OCQ10, OCQ11, OCQ13, OCQ14, OCQ18, and OCQ19.
in the performance means. As shown in Table 7, the attributes with

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D. Sumrit and K. Sowijit Asia Pacific Management Review 28 (2023) 531e543

Table 7
Benchmark ratio ðBRi Þ for OCLQ attributes between focal firm and the best competitor.
FP i
Customer Code Omnichannel logistics service quality Mean performance scores Gap (FP-BP) Statistical t-test (t- Performance ratio
CP i
journey values)

Focal firm ðFP i Þ Best competitor ðCP i Þ

Search OCLQ1 Searching convenience 4.39 4.23 0.16 4.32* 1.04

OCLQ2 Product information 3.98 4.37 0.39 8.62* 0.91
OCLQ3 Share shopping experience 4.34 3.89 0.45 7.79* 1.12
Order OCLQ4 Product availability 4.31 3.82 0.49 4.58* 1.13
OCLQ5 Channel switching 3.96 4.25 0.29 6.83* 0.93
OCLQ6 Consistent ordering channel 3.36 3.76 0.40 4.39* 0.89
OCLQ7 Flexible ordering channel 3.06 3.86 0.80 10.11* 0.79
OCLQ8 Privacy and security 3.29 3.58 0.29 8.53* 0.92
Delivery OCLQ9 Variety of delivery options 4.34 3.68 0.66 5.76* 1.18
OCLQ10 Delivery coverage 4.17 4.34 0.17 6.46* 0.96
OCLQ11 Delivery information visibility 3.52 3.78 0.26 4.33* 0.93
OCLQ12 Delivery time window 4.08 3.65 0.43 6.36* 1.12
OCLQ13 Updates delivery changes 3.69 3.85 0.16 4.46* 0.96
OCLQ14 Resolve delivery discrepancies 3.36 3.54 0.18 5.58* 0.95
Pick up OCLQ15 Sufficient pick-up stations 4.19 3.89 0.30 2.11* 1.08
OCLQ16 Service hours of pick-up stations 3.68 3.47 0.21 4.82* 1.06
OCLQ17 Service staffs 4.17 3.69 0.48 6.42* 1.13
Return OCLQ18 Consistent returns processing 2.86 3.21 0.35 6.83* 0.89
OCLQ19 Efficiency and speed of return processes 2.64 3.33 0.69 7.78* 0.79

* Significant level at 0.05.

5. Discussion company, and managerial staff should maintain a level of service

Using a case study of e-commerce retailers in Thailand, we
propose a framework based on integrated IPA and three-factor
theory to assess the performance of OCLQ attributes affecting
customer satisfaction and benchmark them with key competition.
The main findings and implications of this study are as follows.
First, from the customer's point of view, the three most impor-
tance of OCLQ attributes are “Consistent returns processing”
(OCLQ18), “Service staffs” (OCLQ17), and “Efficiency and speed of
return processes” (OCQ19), with implicit importance scores of
0.409, 0.367, and 0.363, respectively (see Table 5). This implies that
customers have high expectations for handling return processes
and maintaining proper services from service personnel when
purchasing products through e-commerce. Some of these findings
are consistent with those of previous studies. Lemon and Verhoef
(2016) and Shi et al. (2020), for instance, emphasized that an
insufficient return process can worsen the customer experience
when shopping across all channels. Mishra et al. (2021) similarly
affirmed a positive correlation between service staff qualities and
customer intent to repeat the purchase, considering two omni-
channel purchasing modes: buy-online-pick up-in store and buy-
in-store-ship-direct.
Second, the IPA matrix development results (Fig. 7 in section
4.1.4) reveal that seven OCLQ attributes are categorized in the
“Concentrate here” quadrant: “Flexible ordering channel” (OCQ7),
“Privacy and security” (OCQ8), “Delivery information visibility”
(OCQ11), “Updates delivery changes” (OCLQ13), “Resolve delivery
discrepancies” (OCLQ14), “Consistent returns processing”
(OCLQ18), and “Efficiency and speed of return processes” (OCLQ19).
This indicates that customers perceive such attributes as highly
important; however, in this case, the company's performance is
low. Managerial staff should thus prioritize improving these OCLQ
attributes to enhance customer satisfaction. Further, there are four
QCLQ attributes located in the “Keep up the good work” quadrant:
“Searching convenience” (OCLQ1), “Delivery coverage” (OCLQ10),
“Delivery time window” (OCLQ12), and “Service staffs” (OCLQ17).
This indicates that customers perceive such attributes as important
and that the company's performance meets customers' expecta-
tions. These OCLQ attributes are major strengths of the case
541
quality for such attributes in order to remain competitive. There are
six OCLQ attributes in the “Possible overkill” quadrant: “Product
Information” (OCLQ2), “Share shopping experience” (OCLQ3),
“Product availability” (OCLQ4), “Channel Switching” (OCLQ5),
“Variety of delivery options” (OCLQ9), and “Sufficient pick-up sta-
tions.” This indicates that customers perceive such attributes as
having low importance; however, the company's performance is
high. These attributes are a minor strength of the case company,
and managerial staff should devote less effort toward improving
these attributes. Additionally, the resources spent on improving
these attributes should be redirected to other business areas that
require such resources. There are two attributes in the “Low pri-
ority” quadrant: “Consistent ordering channel” (OCLQ6) and “Ser-
vice hours of pick-up stations” (OCLQ16). This implies that these
attributes are a weakness of the case company but do not require
additional effort.
Third, the three most importance service attributes in
“Concentrate here” quadrant (Quadrant IV) urgently requiring im-
provements and prioritization for resources allocation are Effi-
ciency and speed of return processes” (QCLQ19), “Flexible ordering
channel” (OCLQ7), and “Consistent returns processing” (QCLQ18)
(see Table 6).
Finally, the results of performance benchmarking between the
focal firm and the best competitor (market leader) show that there
are 11 OCLQ attributes with a performance ratio ðBRi Þ of less than 1:
“Product Information” (OCLQ2), “Channel Switching” (OCLQ5),
“Consistent ordering channel” (OCLQ6), “Flexible ordering channel”
(OCLQ7), “Privacy and security” (OCLQ8), “Delivery coverage”
(OCLQ10), “Delivery information visibility” (OCLQ11), “Updates
delivery changes” (OCLQ13), “Resolve delivery discrepancies”
(OCLQ14), “Consistent returns processing” (OCLQ18), and “Effi-
ciency and speed of return processes” (OCLQ19). This indicates that
the focal firm's performance is inferior to that of its best competitor
in the aforementioned attributes.
By combining the findings from the IPA matrix and benchmark
ratio analysis, we group the OCLQ7, OCLQ8, OCLQ11, OCLQ13,
OCLQ14, OCLQ18, and OCLQ19 attributes in the “Concentrate here”
quadrant; however, these attributes are inferior when compared
with the best competitor. These attributes need urgent
D. Sumrit and K. Sowijit
improvement, under the instruction of the managerial staff of the
case company, in order for Company to retain the customer base
and maintain competitiveness. We recommend that the managerial
staff of Company not only improve customer satisfaction, but
monitor and analyze on their best competitor's move, as OCLQ is a
key strategic weapon for winning customer satisfaction in the e-
commerce battlefield.
Some of the key findings in this study are generally applicable to
similar business-to-business e-commerce retail in other sectors,
which are aiming to improve customer satisfaction with OCLQ, such
as the food and drink delivery sector. As a result of the implicit
importance of OCLQ attributes (see Table 5), these findings indicate
that customers pay keen attention to the return processes of
“consistent returns processing” and “efficiency and speed of return
processes.” Thus, managing the logistics of product returns is the
most common challenge faced by omnichannel players. Clear re-
turn policies and an effective design for logistics synchronization
across all omnichannels can help improve such issues. Although we
focused on Thai e-commerce retailers in this study, omnichannel
retailers in other countries can apply the framework proposed
herein to assess customer satisfaction with OCLQ in a similar
manner.
6. Conclusion
This study proposes an integrated IPA and three-factor theory
approach to analyze customer satisfaction with OCLQ. A leading
Thai e-commerce retailer implementing omnichannels was used as
an empirical study. The findings of this study provide several
managerial implications for improving OCLQ attributes by deter-
mining quality attributes through customer shopping journey
processes, developing a customer satisfaction framework, customer
satisfaction assessment with OCLQ, and benchmarking the perfor-
mance of customer satisfaction between the focal firm and its best
competitor. Through a comprehensive literature analysis, 19 OCLQ
attributes were identified based on the customer shopping journey.
Incorporating an integrated IPA and three-factor theory, OCLQ at-
tributes were categorized into four quadrants: “Keep up the good
work,” “Possible overkill,” “Low priority,” and “Concentrate here.”
The results herein can guide the prioritization of managerial
actions for each quadrant based on the nature of the attributes.
Further, we showed how the performance benchmarking of
customer satisfaction can help the case company better understand
the competition landscape and formulate proper omnichannel lo-
gistic strategies to enhance customer satisfaction and maintain
competitiveness. This study suggests some directions for future
research. First, it would be interesting to apply importance-
performance and gap analysis to prioritize resource allocation for
significant attributes. Second, machine-learning techniques can be
combined with IPA to obtain more accurate results. Finally, an in-
tegrated IPA with sentiment analysis of customer satisfaction can
provide a novel framework.
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