We integrate all your sales and communication channels (physical store, web, app, social media, marketplace) to provide a unified experience regardless of where the customer interacts. Click & Collect, Unified Commerce, and personalized omnichannel service.
Features
Benefits
One stock pool for every channel
The foundation of any omnichannel strategy is knowing, at any moment, how many units there are and where: in the central warehouse, in each physical shop and in transit. Without that, the website sells products that don't exist, a shop can't offer what another one a few kilometres away has, and marketplaces generate cancellations.
The first step is deciding which system owns stock. It's usually the ERP or an order management system (OMS), which receives sales from the website, the point-of-sale terminals and the marketplaces, and publishes to each channel the availability that applies to it.
That availability doesn't have to be all the stock: it's wise to keep a safety buffer per shop, so that items in the fitting room or misplaced aren't sold online, and to decide which shops can fulfil orders and which can't.
In-store pickup and ship-from-store, step by step
With in-store pickup, the customer buys online and chooses a shop. If that shop has stock, the order is reserved there and staff prepare it; if not, it's shipped from the warehouse. Either way, the customer is notified when the order is ready, and the shop needs a screen or terminal to see pending orders, mark them as prepared and record the handover.
Ship-from-store reverses the flow: an online order is fulfilled from the shop that has the product instead of waiting for the central warehouse. To make it work you need allocation rules (proximity, available stock, each shop's workload) and a simple picking and packing process for shop teams.
Both services need lead times that are actually met. If the online store promises an order ready within hours, the shop's stock has to be reliable and the team needs time set aside to prepare it, including on the busiest days.
Cross-channel returns
A customer who buys online and returns in store expects it to be as easy as returning something bought at the counter. For that, the point-of-sale terminal has to be able to find the online order, record the return and trigger the refund to the same payment method used for the purchase.
Behind the scenes there are three decisions: which stock the item goes back to (that shop's or the central warehouse), how the return is reflected in each channel's accounts and how the original sale is attributed. Once those rules are clear, an in-store return also becomes an opportunity for an exchange or a new purchase.
Marketplaces within the same operation
Selling on marketplaces extends your reach, but each one demands its own catalogue format, shipping times and customer service rules. Managed by hand, it ends up as a parallel operation with its own stock and its own errors.
In an omnichannel setup, the catalogue comes from the same product system that feeds the website, the published stock is calculated with the same rules as the other channels, and orders enter the same ERP picking and invoicing flow. That way you can decide which range and price to take to each marketplace without multiplying the work.
The customer should be a single one too. If the CRM record brings together online, in-store and marketplace purchases wherever they can be identified, the service team can respond with full context and campaigns can draw on the complete history, always within the consent the customer has given.
Frequently asked questions
Do I need an OMS for an omnichannel strategy?
Not always. With a few shops and simple rules, the ERP and the eCommerce platform can manage stock and order allocation. When there are many points of sale, ship-from-store or several warehouses, an OMS simplifies the rules and avoids loading the ERP with logic that doesn't belong there.
What happens in an omnichannel strategy if the point of sale doesn't sync in real time?
You can work with frequent syncs and a larger safety buffer on the stock published online, to avoid selling what has already been sold at the counter. It's a reasonable way to start, and the buffer shrinks as the connection between systems improves.
How are online sales attributed to each physical shop in an omnichannel model?
You define a rule and apply it the same way across every channel: for example, the shop that prepares the order, the one that hands it over or the one closest to the customer. It's a business decision tied to shop teams' targets and incentives, and it's best made before launch so that physical shops see the website as an ally.
Where should an omnichannel strategy start?
With stock: a reliable, unified view of availability across warehouse and shops. On that foundation, in-store pickup is usually the first service to launch, because it changes operations the least and customers notice it soonest.
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