Enhancing Customer Experience at Y Company Through Integrated Operations Across Physical Stores, E-Commerce, Logistics, and Customer Service: A Multi-Department Applied Study

Abstract

This thesis explored how customer experience in fashion retail can be improved through stronger integration of physical stores, e-commerce, logistics, and customer service. The study focused on Y Company, a fictional omnichannel fashion retailer used as a case environment for model development. The central issue examined was fragmented information flow and weak cross-department coordination, which can reduce service consistency and customer satisfaction.

The thesis was conducted as a product-based applied study. The development process drew on customer journey analysis, scenario-based reasoning, process descriptions, and benchmarking of H&M as a reference company. The theoretical background included customer experience management, omnichannel retail, service design, process integration, internal communication, and digital tools in customer experience.

The results indicated that fragmented systems, limited service visibility, and weak internal communication were the main factors affecting customer experience. Based on these findings, the thesis developed an Integrated Customer Experience Model, a proposed process flow, digital support recommendations, and a phased implementation roadmap for Y Company. Benchmarking findings also emphasized the relevance of cross-channel flexibility, visible service information, and stronger links between digital and physical retail channels.

The thesis concluded that in omnichannel fashion retail, customer experience depends not only on individual service encounters but also on the organization’s ability to coordinate information, processes, and service functions across channels.