When digitalization meets omnichannel in international markets: A case study from the agri-food industry

Ciasullo, Maria Vincenza; Montera, Raffaella; Mercuri, Francesco; Mugova, Shame Article When digitalization meets omnichannel in international markets: A case study from the agri-food industry Administrative Sciences Provided in Cooperation with: MDPI – Multidisciplinary Digital Publishing Institute, Basel Suggested Citation: Ciasullo, Maria Vincenza; Montera, Raffaella; Mercuri, Francesco; Mugova, Shame (2022) : When digitalization meets omnichannel in international markets: A case study from the agri-food industry, Administrative Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 12, Iss. 2, pp. 1-14, https://doi.org/10.3390/admsci12020068 This Version is available at: https://hdl.handle.net/10419/275339 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Citation: Ciasullo, Maria Vincenza, Raffaella Montera, Francesco Mercuri, and Shame Mugova. 2022. When Digitalization Meets Omnichannel in International Markets: A Case Study from the Agri-Food Industry. Administrative Sciences 12: 68. https://doi.org/10.3390/ admsci12020068 Received: 15 April 2022 Accepted: 2 June 2022 Published: 8 June 2022 Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. Copyright: © 2022 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https:// creativecommons.org/licenses/by/ 4.0/). administrative sciences Article When Digitalization Meets Omnichannel in International Markets: A Case Study from the Agri-Food Industry Maria Vincenza Ciasullo 1,2,3 , Raffaella Montera 1,4,* , Francesco Mercuri 5and Shame Mugova 6 1Department of Management and Innovation Systems, University of Salerno, 84084 Fisciano, Italy; [email protected] 2Faculty of Business, Design and Arts, Swinburne University of Technology, Kuching 93350, Malaysia 3Department of Management, University of Isfahan, Isfahan 81746-73441, Iran 4Department of Economics and Business, University of Florence, 50127 Florence, Italy 5 Department of Management, Sapienza University of Rome, 00185 Rome, Italy; [email protected] 6Department of Management Accounting, Durban University of Technology, Durban 4001, South Africa; [email protected] *Correspondence: [email protected] Abstract: Digitalization is prompting small and medium-sized enterprises to structural and strategic transformations, also providing new opportunities to expand and succeed in foreign markets. However, relatively few studies have investigated emergent digital technologies in international business management. Contextually, there is still a dearth of research on the multi-faceted impacts of digitalization on omnichannel strategy characterizing most of the global business environment today. This paper, therefore, aims to examine the impact of digitalization on omnichannel choices adopted by internationalized SMEs. A qualitative approach, based on a single case study methodology, is adopted. An Italian agri-food SME is chosen as this industry is considered a key and distinctive pillar of Made in Italy in the international markets. Findings reveal the potential of digital technologies’ applications in an omnichannel environment, blurring the boundaries between channels, through a synergetic integration of them. This evidence contributes to the existing literature on technology management and omnichannel strategies in the international context by rereading these phenomena through a smart ecosystem lens. In addition, this study provides practical insights on how multiple channels adopted by Made in Italy SMEs can be integrated, managed, and operated synergistically on international markets to sustain a digitalized value creation. Keywords: digitalization; omnichannel; internationalization; Made in Italy SMEs; agri-food 1. Introduction The growth of digital technologies, whose core is data management (e.g., big data, internet of things, artificial intelligence, virtual reality, augmented reality, blockchain, etc.), are transforming both societies and organizations. Digitalization assists in determining accurate agro-chemistry and weather conditions, automated quality control of agricultural products, and robotic devices with sensors and radio frequency identifiers in animal husbandry (Mironkina et al. 2020). Agriculture and food production is becoming more innovative with the implementation of new infrastructure, IT platforms, or biotechnologies, like gene editing or synthetic food production (Bakhtin et al. 2020). The use of digital technologies allows for monitoring the growth of crops, a decision-making system for irrigation, and the choice of fertilizers (Kolmykova et al. 2021). Digitalization has also enabled agricultural firms to gain access to markets abroad and overseas through online marketing platforms and international payments systems. Internationalization has indeed become a crucial condition for both the success and survival of most agri-food firms (Serrano et al. 2016), that need to enter international markets, helped by the technological advances (García-Álvarez de Perea et al. 2019). Adm. Sci. 2022,12, 68. https://doi.org/10.3390/admsci12020068 https://www.mdpi.com/journal/admsci Adm. Sci. 2022,12, 68 2 of 14 Digitalization is changing the way companies do business and establishing deeper relationships with customers, suppliers, and other actors, and going global (Scuotto et al. 2017;Matarazzo et al. 2020). The digital revolution is prompting small and medium-sized enterprises (SMEs) to transform themselves and take advantage of opportunities in foreign markets (Hervéet al. 2020). The agri-food sector comprises many SMEs and represents the most contributing industries in the European Union in terms of economic output and employment (Zouaghi and Sánchez 2016). Despite its importance, studies on the agrifood sector are scarce (Serrano et al. 2018), as well as information regarding the digital transformation, which is a challenging issue for firms that were not originally digital or global and are willing to internationalize (Wamba and Queiroz 2020;Elia et al. 2021). Digitalization leads to improved efficiency and effectiveness in business processes and enhances the understanding of customer experience thereby increasing competitiveness (Rossato and Castellani 2020). Significant competitive advantage will fall to companies that are able to develop an end-to-end digitalized ecosystem that delivers timely, manageable data-driven insights to optimize decision-making (Royston 2019). The use of big data enables better systems that are quicker to read market signals than business competitors. Nonetheless, only a few studies have investigated the role of digital technologies in international business management (Coviello et al. 2017;Strange and Zucchella 2017;Hannibal and Knight 2018;Ojala et al. 2018) and in companies’ internationalization processes (Watson et al. 2018;Gnizy 2019). Previously the implementation of digital technologies has been investigated in large enterprises (Cenamor et al. 2019) or explicitly innovative businesses such as digital start-ups and high-tech giants (Ghezzi and Cavallo 2020), while there is a paucity of studies on ‘Made in Italy’ SMEs, despite their important contribution to the competitiveness of the Italian economy (Matarazzo et al. 2020). The ‘Made in Italy’ concept refers to Italian handicraft and industrial products that excel internationally due to the quality of workmanship, attention to detail, design, and form (Festa et al. 2020). Most scholars tend to focus on the internet, wireless communication, and mobile technologies, whilst the role of more advanced technologies (e.g., artificial intelligence, cloud computing, big data, and analytics) has often been neglected despite their contribution to digital transformation (Matarazzo et al. 2020;Elia et al. 2021). There is still a dearth of research on the multi-faceted impacts of digitalization on omnichannel strategy (Sun et al. 2020; Hubner et al. 2021) prevalent in the global business environment today (Hult et al. 2020). In particular, the diversification and integration of the channels ranging from offline channels (directly operated stores, multi-brand and department stores, etc.) to online channels (company website, multi-brand e-commerce platforms, mobile app, digital advertising, social networks, etc.) affect the cross-border success of an organization (Guercini et al. 2020), starting from monitoring and improving product availability, to market forecasting (Derhami et al. 2021). Thus, there is a need for synergetic management of the several channels and touchpoints available in various markets, in such a way that a seamless experience across channels, and performance within channels, is optimized (Verhoef et al. 2015;Juaneda-Ayensa et al. 2016). This paper aims to examine the impact of digitalization on omnichannel choices adopted by internationalized SMEs, in order to answer the following research questions: (1) How do digital technologies enable omnichannel management in foreign markets? and (2) What outcome can be achieved through the connection of the variety of channels at a global level? To answer these research questions, the study adopts a qualitative approach, based on a single case study methodology (Yin 2017). An Italian agri-food SME is chosen as this industry is considered a key and distinctive pillar of ‘Made in Italy’ in international markets (Matarazzo et al. 2020). This case is investigated across three contexts of analysis (micro, meso, and macro) according to a service ecosystem lens (Vargo and Lusch 2016). It is especially fitting to gain a deep understanding of the strong interdependencies between different actors (such as customers, suppliers, technological providers, partners, universi- Adm. Sci. 2022,12, 68 3 of 14 ties, trade unions, institutions, etc.) who deeply interact to enact value co-creation in an international market scenario. Our findings reveal the potential of digital technologies’ applications in an omnichannel environment, blurring the boundaries between channels through their synergetic integration. This evidence contributes to the existing literature on technology management and omnichannel strategies in the international context by rereading these phenomena through a smart ecosystem lens. In addition, this study provides practical insights on how multiple channels adopted by ‘Made in Italy’ SMEs can be integrated, managed, and operated synergistically on international markets to sustain a digitalized value creation. The remainder of the paper is organized as follows. The next section reviews the literature on digital transformation, internationalization, and omnichannel strategy, also describing the conceptual model used to analyze the selected case study. Next, the research method and case study findings are presented and discussed. Finally, theoretical and practical implications are highlighted. 2. Theoretical Background 2.1. Digital Transformation in International Markets Digital transformation has become a part of the life of all organizations in the past years, and for this reason, the literature has paid much attention to it (Warner and Wäger 2019). There are many definitions of what digital transformation means, however, there is not one common definition yet. In general, the literature agrees on defining Digital Transformation as the adoption of digital technologies to facilitate key business improvements (Morakanyane et al. 2017;Westerman et al. 2014) and, in particular, as an organizational strategy through which to create differential value (Bharadwaj et al. 2013), and improve communication and information exchange worldwide (Coviello et al. 2017). This is possible through the adoption of new digital technologies such as big data, artificial intelligence, and 4.0 machines, which contribute to reaching a competitive advantage (Vial 2019), even with the customization of new products/services (Shahi and Sinha 2021) and the implementation of cost-effective processes (Chawla and Goyal 2021). This is gradually transforming the way companies do business (Rothberg and Scott 2017). Since the internationalization process requires the collection of information, the analysis of new cultures, and heavy financial investments, it is very difficult to develop, especially for SMEs. In this regard, the introduction of digital transformation could represent the breaking point in facilitating the internationalization of SMEs. The internationalization process of SMEs should be intended as an opportunity for improving both organizational and business performance. As Wood and Mckinley (2020) stated, internationalization provides “the potential for introducing new goods, services, or organizing methods to a market”. From the economic point of view, while it is true that internationalization represents a way to increase sales by making the firm’s products/services available to customers in foreign markets and to obtain a competitive advantage, it is also true that it is often linked with a high level of investments (Ahsan and Musteen 2011), which may represent an important barrier to the internationalization of SMEs (Leonidou 2004). In this sense, increased use and investments in digital technologies lead to higher degrees of internationalization and growth (Davis and Harveston 2000). As a consequence, digital transformation has brought a situation in which companies are more willing to start an internationalization process, because of decreased costs and risk of failure (Autio and Zander 2016). Digital transformation, with its tools, has made the barriers to the acquisition of market information and cross-border communications fewer (Lee et al. 2019). This means that new digital technologies have increased the ability to predict market demand and customize products and services so that the cultural distance between companies and the customer’s country could be reduced (Matarazzo et al. 2016). This ability is highly dependent on the entrepreneurial orientation and strategic posture of firms (Covin 1991). Companies that operate internationally are more likely to detect opportunities and have a greater propensity for innovative technologies (Gupta et al. 2016) Still, thanks to new tech- Adm. Sci. 2022,12, 68 4 of 14 nologies, such as e-commerce, companies are able to provide a unique customer experience (Ipsmiller et al. 2022;Matarazzo et al. 2020). As a consequence, digital transformation has strongly impacted businesses, by introducing a third choice between the dyadic choices of internalization/hierarchy and outsourcing/market (Matarazzo et al. 2020). In particular, digital transformation introduces the possibility to create a market in which technology and human capital assets match each other and collaborate. Only in this case, digital transformation could reach the maximum of its usefulness. This means that companies should adopt an omnichannel strategy, merging the online and the offline environments (Ciasullo et al. 2019). The omnichannel strategy has been defined as “the synergetic management of the numerous available channels and customer touchpoints, in such a way that the customer experience across channels and the performance over channels are optimized” (Verhoef et al. 2015). Touchpoints could be a physical store, word of mouth, online magazine, or online research. The omnichannel strategy configures a situation in which the product is accessible from many channels, that are no more separated or independent among them but interact together allowing a unique and enhanced experience for consumers (Du et al. 2019). To this point, the literature has focused its studies on the concept of omnichannel in retailing and customer perspectives. On one hand, omnichannel retailing represents the subject on which the whole discipline of research has paid attention. From the retailer’s perspective, it affects logistics services, which has become a key factor in the transformation process of omnichannel retailing and retailing supply chains. On the other hand, from the perspective of consumers, scholars have focused on specific contact points that characterize the decision-making process, from search to purchase. Focus groups, expert interviews, economic decision-making models, machine learning, and other methods, are the elements that construct the omnichannel environment (Chen and Li 2021). As it has been shown, omnichannel studies have concentrated on different and specific perspectives, not considering omnichannel as a firm strategy of behavior in this environment. Consequently, there is the need to conduct a holistic consideration of the omnichannel strategy, which is crucial for the internationalization of SMEs. 2.2. The Service Ecosystems View of Digital-Enabled International Omnichannel The need for a holistic view of the omnichannel strategy in an international setting under the wave of digitalization calls for the conceptualization of the omnichannel as a complex service system. In line with the service-ecosystems view (Chandler and Vargo 2011; Akaka et al. 2013), in fact, omnichannel can be recognized as a self-regulating system of actors that integrate resources according to the alignment of purposes, shared institutional agreements, and the creation of mutual value through the service exchange (Storbacka et al. 2016;Ciasullo et al. 2021). Thus, actors are willing to share resources, overcoming the myopic view of exclusively maximizing their own advantage (Barile et al. 2017). Technology is a key element of the service system ‘omnichannel’ if it is used to engage actors and continuously stimulate resource integration. Through innovative technologies, the channels through which a company can interact with its customers have changed, evolving towards omnichannel access. This phenomenon has generated a better customer experience by incorporating both direct and indirect channels. In this sense, digitalization helped diversify customers’ buying dynamics by sharply changing the interaction with retailers (Frishammar et al. 2018). Today, more than ever, retailers are aware of the fact that it is no longer possible to manage channels separately as customers increasingly use their mobile devices to compare offers on the digital marketplace (Sun et al. 2020). Additionally, in accordance with Verhoef et al. (2015) digitalization enables a better integration of multiple distribution channels and a more efficient resource allocation. The capacity to interpret the needs of customers has influenced their behavioral patterns, which are increasingly attracted to an omnichannel model. It derives a framework where the concept of value assumes a contextual and experiential nature, which may be read through a service-ecosystem perspective considering both value-in-use, as “real value”, and value-in-exchange, as “nominal value” (Smith Adm. Sci. 2022,12, 68 5 of 14 1776). In this approach, the value co-creation process takes on value as a joint process of integration and exchange of resources between several actors, which bases its strength on the relationship between company and customer. Being a complex service system, omnichannel can be framed through a three-tier architecture (Vargo and Lusch 2016), starting with the micro-level, passing through the meso-level, and reaching the macro-level (Ciasullo et al. 2019). The adoption of a multi-level perspective represents a valuable solution to the digital-enabled international omnichannel as a “wicked” problem (Zuiderwijk et al. 2016), that is, a complex problem, characterized by intricate interactions among a variety of actors, and insolvable by only considering part of the problem. More in-depth, the micro-level embraces the integration of resources and the exchange of value among stakeholders (Frow et al. 2016). The micro boundary is herein outlined by technology-enabled interactions among and between managers, teams, and departments in the various branches and manufacturing sites of the organizations, also considering perceptions and behaviors underpinning these interactions. The meso level comprises a network of actors that interact by exchanging resources and pursuing compatible objectives (Chandler and Vargo 2011). Our study shapes the meso boundary by considering all the interactions among and between an organization, and its foreign partners, clients, suppliers, and intermediaries. Finally, the macro-level emerges through the combination of different networks governed according to institutional arrangements (Akaka et al. 2013). The macro boundary of this work comprises interactions affecting the broader economic and social system by producing new institutions, practices, and social development. The three levels described above are nested (Mars et al. 2012), since every actor may have access to each of them (Frow et al. 2016), and interdependent because each level depends on the existence of the other two (Akaka and Vargo 2015). 3. Methodology 3.1. Research Approach In line with a serviceecosystems based view and the framework proposed in the last section, a qualitative approach was selected as being particularly suitable to explore complex phenomena (i.e., digitalization, omnichannel strategy, and internationalization) (Yin 2017). The qualitative research methodology helps to gain an understanding of underlying reasons, opinions, and motivations. To investigate how digitalization enables an omnichannel strategy in international business a qualitative case study was considered the most appropriate research strategy (Eisenhardt and Graebner 2007). The knowledge gained through qualitative investigation is more informative and richer compared to a quantitative study by yielding a high level of detail, which serves the exploratory purpose of this research (Tewksbury 2009). For our study, we selected a critical case in the food and agricultural sector as explained below. 3.2. Empirical Context and Case Selection The work contextualizes the analysis in the agri-food setting that represents one of the three ‘Made in Italy’ industries (fashion, food, and furniture) praised in the world. The agri-food sector is characterized by a large number of SMEs that are increasingly taking their business to international markets (Penco et al. 2019). This is due to, among others, the barriers to trade becoming more blurred, also thanks to many technological innovations that allow doing business in a global village, eliminating the distance barrier (García-Álvarez de Perea et al. 2019). Moreover, digital transformation shapes new enterprises and processes leading to changes in the agri-food supply chains and networks (Wolfert et al. 2017). In accordance with the exploratory research purpose, the case is chosen through internet research with many keywords (e.g., digitalization, Industry 4.0, smart agriculture, omnichannel, internationalization, etc.) to find and select an information-rich case (Russo Spena and Mele 2020). We identified a suitable case by using the following screening parameters: (i) an Italian agri-food SME; (ii) which operates in both B2B and B2C markets; Adm. Sci. 2022,12, 68 6 of 14 (iii) belongs to an international ecosystem in which multiple actors are engaged to co-create value; and (iv) have pursued a digital omnichannel strategy in international markets at least over the last five years. We found a number of SMEs that met the criteria and chose the one which had more digitalization news articles reported in the media. The company selected under these criteria is identified by the pseudonym Omega to preserve confidentiality. It is a Southern-Italian tomato producer, originated in the 1960s, of medium size and operating worldwide from 15 branches and eight manufacturing sites. Furthermore, Omega is depicted as a reference firm and change instigator in its industry, confirming itself as a suitable source of in-depth insights for this single case study (Dwyer and Wilkins 1991). The setting of the research is Salerno, a region of Southern Italy, where traditional agri-food firms that do not implement digital technology and other firms committed to digitalization processes coexist. Salerno is also considered a proliferating area for agri-food enterprises; there are more than five medium-sized enterprises marketing tomatoes. The effects of the COVID-19 health crisis and the severe restrictive measures for its containment put in place by public authorities have shaped a dramatic scenario around the world. This situation has generated the need to undertake new forms and modes on the part of enterprises. Among the latter, Omega was one of the first tomato companies to exploit the opportunity provided by digital transformation in the agriculture domain in terms of evolution from a single channel to a multichannel approach to expand business activity and succeed in foreign markets. This is evidenced by the analysis of both economic and sustainability reports which show that Omega has been better able to react to crisis situations than more traditional competitors thanks to the online channel sales, which have contributed significantly to increasing the company’s economic performance. Thus, the case company serves global markets such as the USA, North Europe, and Russia and the amount of foreign turnover is about 70% compared to the national one. Thus, Omega was chosen as a pioneering case within SME agri-businesses that struggle in implementing digitalization mainly due to cultural resistance to the changes in distribution strategy required by new technologies (Anastasiadis et al. 2018). 3.3. Data Collection Data were collected during Spring 2021 by performing both a desktop study and a field analysis (Eisenhardt 1989). The desktop analysis was carried out including corporate reports, handbooks, and brochures provided by the case company or accessed via its corporate website and social networks. The field analysis consists of 13 in-depth interviews based on virtual meetings with the entrepreneur and 12 company executives of the headquarters in Italy (i.e., general manager, export manager, digital marketing manager, technology manager, R&D manager). A semi-structured interview guide was used to obtain information about the multilevel use of digital technologies to enable omnichannel strategy abroad, also identifying the main outcome achieved. The interviewer made introductions at the beginning of the interview, explained the aim of the study, and ensured that the respondent was relaxed. The interviewer introduced the open-ended questions that were outlined to elicit views and opinions from the participants and push them to freely report in-depth explanations and detailed descriptions in terms of: digital technologies and their applications at macro, meso, and micro levels; how digitalization contributes to overcoming barriers of entry into global markets; risks in international distribution channels and the role of digitalization in managing these risks; typologies of channels employed; reasons behind using the omnichannel approach enabled by digitalization; integration modes of physical and digital channels; advantages of the omnichannel approach in international business; the outcome of the channels’ connection at a global level. The interviewer tried to interpret the responses and sought clarity and understanding throughout the interview. The interviewer’s side notes were also included in the transcription in a separate category. The responses were complemented with written notes Adm. Sci. 2022,12, 68 7 of 14 by the interviewer. When patterns emerged, the interviewer sought feedback from the participants about them. The interviews lasted on average 45 min and all the answers were audio-recorded, transcribed, and translated from Italian into English. Follow-up correspondence with the key respondents was carried out to clarify some aspects. 3.4. Data Analysis The collected data were classified into homogeneous themes in order to improve the comparability of the obtained evidence and then triangulated with secondary data to reinforce the knowledge about the case company. The method of data analysis used is thematic analysis which has the benefits of flexibility (Braun and Clarke 2019). Thematic analysis involves drawing patterns of experiences from the transcribed conversations which can be from direct quotes or paraphrasing common ideas. The coding process was iterative in nature and is based on the classification, testing, and redefinition of gathered data through a critical and mutual debate between the authors. Following a thematic approach (Eriksson and Kovalainen 2015) based on the above-described multilevel framework, data obtained were at first analyzed individually and then compared in order to determine similarities and differences between them by avoiding subjectivity in the interpretation. A theme captures something important about the data in relation to the research question. Thus, data were grouped into three thematic categories for each level considered. Responses on the opportunities and challenges of digitalization in implementing the firm’s internationalization were grouped into enablers and inhibitors. Comments relating to the opportunities and challenges of digitalization in implementing the omnichannel approach in foreign markets were grouped into drivers and barriers. The analysis continued by classifying the data into the outcome of the channels’ connection at a global level. Triangulation was accomplished by using two different data collections, mainly the collection of secondary data from company reports and documents and interviews. The triangulation process enabled us to improve the credibility of the interview data, as to whether it accurately reflected the state of the company and its internationalization. Finally, a research report was written. 4. Findings The main research findings are herein described by drawing upon the three-tier analytical framework described in Section 2. Table 1is a summary of the research findings developed from the interview themes. At the micro-level, the interviews with key respondents indicate that digital technologies make Omega, foreign branches, and manufacturing sites more powerful and effective in their activities. In particular, digitalization helps to remove the barriers to cross-unit collaboration and to increase the coordination, communication, and decision-making across the whole organization, allowing quicker and systemic reactions to the changes in the international environment. As the general manager reports: “The advancement of innovative technologies has allowed us to break down the distance from various corporate departments around the world. This has simplified our job, making it more agile and flexible, and has favored the problem solving on issues related an increasingly ‘always-on’ and ‘multidevice’ global stakeholders”. Adm. Sci. 2022,12, 68 8 of 14 Table 1. An overview of findings. Levels Main Enabling Digital Platforms/Tools Omnichannel in International Markets Micro - Platforms for text and video conferencing - Platforms for webinars - Digitally enabled corporate hackathons through ideation crowdsourcing tools - Cross-unit collaboration across international borders - Coordination - Communication with international branches - Decision-making across the whole organization - Flexibility Meso - Automation of data capturing and sharing through QR codes - Central and integrated data system based on cloud computing - Web-based interactional platform with AI-based chatbots - Efficiency and Effectiveness in data handling - Tracking and tracing of products in international omnichannel - Web-based interactive digital marketing platforms - Social media data collection and analytics Macro Augmented reality - New culture of data-driven international omnichannel - Shared knowledge of the cultural features, including food habits, of the covered foreign markets - Ethical and cyber-security concerns Specific digital tools contribute to smoother interactions among and between Omega and its cross-border units. In this regard, the interviewers report the frequent use of platforms for text and video conferencing (i.e., Google Meet, Zoom, and Skype) to discuss challenges and opportunities, solicit input and feedback, reduce time communicating, and increase commitment and cooperation with foreign subunits. As the export manager states: “When travel is not an option, impractical, or undesirable, especially during the COVID19 pandemic, online communication has emerged more efficient. Thus, we have monthly virtual meetings to bring colleagues from different locations together. According to our experience, useful features of online meeting platforms are the screen sharing that boosts the communication and the ability to create channels and join them between many participants”. In general, these meetings are aimed at setting clear rules, sharing routines, and aligning the strategy across the whole organization despite the branches adapting the strategic orientation to their specific countries and markets. Foreign branches, in fact, deeply know the local markets, whose habits, customs, beliefs, and purchasing preferences are transferred to the organization for understanding and exploiting both threats and opportunities emerging from the international scenario. Besides such meetings, digital platforms are also used for webinars that train the management teams in both domestic and foreign markets to become upskilled on omnichannel management issues. Additionally, Omega organizes digitally enabled corporate hackathons through ideation crowdsourcing tools to promote creative thinking of foreign units, that are stimulated to build synergies and to propose new ideas and projects for developing the international omnichannel. The R&D manager clarifies: “Digital hackathons are contests in which many teams, from different fields of expertise and different geographical areas, work together for a common goal, such as to catch-up opportunities for innovation outside their current positions. The dynamics of hackathons sustains cooperation even after the event”. At the meso level, the interviews with key respondents indicate that digital technologies improve the tracking and tracing of products in international omnichannel, thus avoiding inconsistencies, errors, and inefficiencies associated with manual data handling by companies, including finished-product manufacturers and retailers. The digital marketing manager reports: “For all our condiments and bases for ready-made sauces, we use a single QR code that uniquely identifies each product from the point of manufacturing to the retail tills”. Thus, the automation of data capturing and sharing through QR codes improves the activities of omnichannel actors, reducing time and possible mismatches related to data