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Towards an Architecture Framework for the Implementation of Omnichannel

Strategies

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 Towards an architecture framework for the implementation
of omnichannel strategies1

Abstract. New technological trends and disruptive technologies are allowing companies
from multiple sectors to define and implement omnichannel strategies to provide a better
customer experience. The implementation of such strategies consists of supporting marketing
and sales activities through interrelated and coherent channels in order to reach target mar-
kets. Although this approach has allowed companies to exploit digital technologies to get
competitive advantages, its implementation involves harmonizing marketing, sales, delivery
and service processes as well as the underlying information and technology infrastructures
supporting them for the correct operation of the company. However, as far as we know, there
is no approach dealing with the alignment of these different aspects which are at different
organisational levels. To deal with this lack, we present in this paper our advances towards
an architecture framework to fit business and information and technology aspects related to
omnichannel development. The framework is applied to a case study in the educative sector.
Keywords: Enterprise architecture, digital services, customer journey, customer under-
standing, multichannel.

1 Introduction

New technological trends and disruptive technologies are allowing companies from multiple
sectors to implement omnichannel strategies to provide a better experience to customers.
Such strategies consist in developing the customer relationship through multiple digital chan-
nels (social networks, virtual stores, mobile applications, sensors, etc.) and traditional chan-
nels (warehouses, distribution points, home delivery, etc.) by achieving integration between
them [1, 2]. This context implies a great complexity related to the harmonization and synergy
needed between business strategy and processes, information and technology for the incor-
poration and operation of channels. That is why the implementation of omnichannel strate-
gies involve defining, implementing and aligning elements at different organizational levels
such as business, data, application and infrastructure levels. This is where enterprise archi-
tecture approaches become important as they provide the methodology to align in a holistic
manner business and Information Technology (IT) elements [3, 4]. However, in a preliminary
literature review, we did not find research works supporting the development of omnichannel
strategies considering the specific characteristics of this kind of initiatives. Such characteris-
tics include:
Physical channels vs digital channels: On the one hand, traditional bricks-and-mortar
businesses that deploy digital channels may require to integrate them to traditional channels
to efficiently execute logistic processes in order to control inventories and meet delivery ex-
pectations to both physical and digital customers [1]. On the other hand, exclusively digital
organizations that open showrooms and face-to-face stores may require changes in the

1 This document corresponds to the preprints of the paper: Suarez N., Avila O. (2019) Towards an
Architecture Framework for the Implementation of Omnichannel Strategies. Communications in
Computer and Information Science, vol 1051. Springer, Cham
2
operation and processes dynamics, forcing them to harmonize distribution and delivery strat-
egies [2].
Integration of information: the second characteristic relates the integration of information
that flows through the deployed channels. Channels managed independently cannot achieve
efficiencies in the marketing, sales, delivery and service chain, opening thus a door to non-
conformities when customers do not perceive the same performance through the different
channels and coherence between them [5].
Channel choosing: Although business and digital strategies are efficiently aligned within
the organization, omnichannel strategies are directly related to the interaction of the organi-
zation with the customer and other third-parties. Organizations must thus select and provide
the most efficient channels according to the characteristics of the target market segment in
order to provide a positive experience [6]. When organizations interact with partners and
suppliers, the most adapted channels to ensure the production and distribution need to be
selected in a synergistic manner [7].
Culture of change: due to the close relationship of this kind of approaches with technol-
ogy, organizations must be aware of changes in the technology environment and develop a
culture of constant change allowing them to transform organizational operation and processes
and hence the business and digital strategies [8].
To fulfil this lack of research works dealing with this specific characteristics, our aim is
to propose an architecture framework for the development of omnichannel environments that
integrates the business, technology and customer domains of any organization. This work is
organized as follows: Section two presents related work. Section three presents the architec-
ture framework. Section four presents the case study. Finally, section five describes the con-
clusions and future work.

2 Omnichannel related work

We carried out a literature review including research works [1, 2, 5-27]. In this review, we
identified a lack of architecture frameworks and research works dealing with the definition,
implementation and alignment of IT and business elements for implementing omnichannel
strategies in considering the particularities of such type of initiatives. In particular, the liter-
ature review delivered the results summarized below in form of four issues.

1. There are no frameworks, models or methodologies to help companies implement IT for

adopting omnichannel environments. Organizations deploy channels without consider-
ing a guiding model helping them include and synchronize business and technology re-
quirements.
2. We did not find research works supporting information integration when using different
IT services to support deployed channels. Specific IT services are implemented each
time a channel is deployed and organizations face too complex information management.
3. There are no frameworks, models or methodologies that allow organizations to adopt
omnichannel environments based on customer behavior. Channel deployments are due
to specific market pressures and not to an established business strategy that contemplates
the customer journey and in general the customer behaviour.
4. No contributions were found in the literature regarding technology identification and
forecasting in the adoption of omnichannel environments. However, new technologies
are very important in the adoption of such environments and it should be considered as
 3
a constant activity to identify them in order to be aware of potential threats and opportu-
nities they may represent.

3 Towards an architecture framework

Among the enterprise architecture approaches and propositions in the literature, four frame-
works have been the most predominately used: Zachman Framework [28], TOGAF [29],
FEA [30] and Gartner [31]. These frameworks share a common objective which is the iden-
tification, analysis and integration of the organizational elements involved in business and
technology strategy implementation. However, there is an attribute that differentiates
TOGAF of the other frameworks: TOGAF sets a collaborative environment and capabilities
for its integration with other reference frameworks and best practices such as ITIL, CMMI,
COBIT, PRINCE2, PMBOK and MSP [32]. In addition, it offers several advantages due to
its flexibility and implementation methodology (the Architecture Development Method -
ADM) [32]. These reasons have made TOGAF the leading and the most used enterprise ar-
chitecture framework [33]. It is why we have chosen TOGAF as the base approach to build
our omnichannel architecture framework. Considering that TOGAF is an architecture frame-
work for generic purposes, it does not deal with all the specific problems described in section
2. In particular, the following aspects are not addressed:

• Technology forecasting: although the TOGAF framework provides guidance for technol-
ogy adoption and implementation through the ADM, it does not provide tools to help or-
ganizations identify emergent and disruptive technologies that could be implemented to
improve communication and relationship with customers.
• Customer understanding: although the TOGAF framework provides building blocks to
gather and analyse requirements, constrains and assumptions of customers, it does not
provide elements to help organizations understand behaviour and preferences of custom-
ers. This information is important in order to define the characteristics of the omnichannel
strategy.

We propose thus to adapt TOGAF in order to address the points not covered by this frame-
work. A general description of TOGAF content framework structure is described in section
3.1 and the adaptations are described section 3.2.

3.1 The TOGAF content framework

The TOGAF content framework [29] provides a structural model for architectural content
that allows organisations to consistently define, structure and present the work products or
outputs resulting of executing the ADM. Such products include process flows, architectural
requirements, project plans, architecture diagrams and views, project compliance assess-
ments, etc.
The content framework includes three categories to describe the type of architectural work
product:

• Deliverables: they represent the output of projects. Deliverables are saved into an Archi-
tecture Repository structured by following the reference model structure.
4
• Artefacts: an artefact is an architectural work product that describes an aspect of the archi-
tecture. Artefacts are generally classified as catalogues, matrices, and diagrams. A deliv-
erable contains one artefact or several of them.
• Building blocks: a building block represents an enterprise component that can be combined
with other building blocks to deliver architectures and solutions. They can be classified in
Architecture Building Blocks (ABBs) that typically describe enterprise capabilities (e.g.
billing, shipping, customer service) and Solution Building Blocks (SBBs) that represent
components (software, processes, data) that will be used to implement ABBs. Artefacts
describe building blocks.
The relationships between deliverables, artefacts, and building blocks are shown in Figure 1.

Fig. 1. The TOGAF content framework structure categories

The TOGAF content framework [29] defines all the types of building blocks that may exist
in an architecture. Such definition includes the description of a set of entities and the rela-
tionship between them. Main building blocks include:

• Architecture Principles, Vision, and Requirements entities are intended to capture the sur-
rounding context of formal architecture models, including general Architecture principles,
strategic context and requirements.
• Business Architecture entities capture architectural models of business operation, looking
specifically at motivational factors, organisation structure, and organization capabilities.
• Information Systems Architecture entities capture architecture models of information sys-
tems, looking at applications and data in line with the TOGAF ADM phases.
• Technology Architecture entities capture technology infrastructure assets that are used to
implement and realize information system solutions.
• Architecture Realization entities capture change roadmaps showing transition between ar-
chitecture states and binding statements to govern architecture implementations.

3.2 Adaptations to TOGAF

Adaptations to the TOGAF for adoption of omnichannel environments are made by adding
new entities in order to address the aspect no covered by the original content framework.
Those modifications are described as follows.
Coverage matrix of issues identified in the literature. Solutions to problems 1 and 2 are
proposed by means of TOGAF blocks and entities. This framework helps organizations align
business and IT objectives, integrate IT services and data components and implement IT.
However, in order to adequately address issues related to the customer behavior and the or-
ganization’s IT environment exposed in problems 3 and 4, it is proposed to extend to the
original architectural framework since this framework does not propose specific elements for
the solution of such problems. The resolution of problems through the original TOGAF and
the proposed extensions are presented in table 2. Such extensions are presented in the follow-
ing subsections.
 5

Problem 1: there are

Problem 2: No re- Problem 3: Lack of
no frameworks, Problem 4: No con-
search works sup- contributions that
models or methodol- tributions regarding
porting information allow organizations
Extensions and Mo- ogies that help com- technology fore-
integration when us- to adopt omnichan-
difications panies adopt IT to casting in the adop-
ing different IT ser- nel environments
implement omni- tion of omnichannel
vices to support de- based on customer
channel environ- environments
ployed channels behavior
ments
Original TOGAF X X
M1:IT environment
X
forecasting
M2: customer un-
X
derstanding

Table 1. Problems, extensions and modifications

Adaptation 1. Inclusion of the IT environment forecasting entity to the Architecture Princi-

ples, Vision, and Requirements building block. This entity is intended to continuously capture
technological advances and trends that may negatively or positively impact communication
and relationship with customers. Such advances, including analytics, IoT, artificial intelli-
gence, and soon, may improve customer understanding and customer journey identification
processes that in turn may help organizations define omnichannel strategies. For the IT envi-
ronment forecasting entity to be included within the TOGAF framework, we follow the same
structure in which inputs, processing and outputs are defined (see Figure 2). Inputs refer to
internal and external sources of information such as analysis of expert consulting companies
in the area. Processing relates the steps to analyse inputs in order to define omnichannel
strategies. Outputs concern reports with the results of the analysis undertaken. These ele-
ments are described below.

Fig. 2. Inputs, processing and outputs of the IT environment forecasting

Goals: The objectives of the IT environment forecasting entity are [34]:

• Review the external technological environment to identify those technological agents and
trends that may impact organizations either positively or negatively.
• Review the internal environment, identifying internal needs by interacting with all areas
of the organization.
• Deliver technological information to the organization that allows it to compete and evolve.

Inputs: Those are classified in external and internal inputs. Regarding types of external ele-
ments, we consider the following [34]:

• External actors: technology-based actors that can impact the organization through their IT
services.
6
• External needs: It represents the demand side of the organisation environment. Actually,
changing user needs may require changes into the companies in order to adapt them to
these needs.
• External issues: current or future events that significantly influence the organization's en-
vironment and impact the achievement of the proposed objectives such as merge of com-
panies, acquisition of companies, changes in sector regulation, etc.
We consider the following types of internal sources [34]:

• Internal actors: Because of their political power, the impact of their decisions and their
capacity to lead transformation, internal actors should be considered.
• Internal needs: It is defined as the evolution of the internal requirements. It includes evolv-
ing needs from internal customers or departments.
• Internal issues: It involves events or other forthcoming developments (e.g., political fac-
tors, development in organizational culture and government etc.)

Processing activities: For this entity we include the following processing activities:

• Analysis of external sources: It relates the analysis of external inputs from academic and
industrial environments described before.
• Analysis of internal sources: It relates the analysis of internal inputs from internal areas
described before.
• SWOT matrix elaboration: It consist in describing a SWOT (strengths, weakness, oppor-
tunities and threats) matrix from the analysis activities made before.

Outputs: Only one output is considered, namely, the IT environment forecasting report. It
should contain the analysis performed to external and internal sources together with the anal-
ysis of the SWOT matrix. It should contain information about new technologies, actors, is-
sues and other environment aspects and their respective potential impact for the organization.

Adaptation 2. Inclusion of the customer understanding entity to the Architecture Require-

ments building block. This entity is intended to capture customer understanding regarding
behaviour and preferences when interacting through different contact points offered by the
organisation. Such understanding includes the customer journey and requirements related to
the interplay of customer through physical and digital channels. For the customer understand-
ing entity to be included within the TOGAF framework, we follow the same structure in
which inputs, processing and outputs are defined (see Figure 3).

Fig. 3. Inputs, processing and outputs of the customer understanding

Goals: The objectives of the customer understanding entity are described as follows:
 7
• Understand how the client behaves through the different contact points offered by the or-
ganization and generate the customer journey.
• Define according to the customer characteristics, the underlying business and IT require-
ment that will serve for the definition of the rest of architecture layers or building blocks.
Inputs: we consider the following inputs for this entity:

• Contact channels: Identify which are the contact channels used by customers during the
different interaction stages.
• Frequency of contact: It can be used to improve business processes related to logistics and
inventories.
• Identification: Customer identification guarantees the strategies to be implemented by the
organization to meet customer requirements.
• Reason for contact: This can help the organization determine marketing, selling and ser-
vice strategies and best practices.
• Needs: the organization must understand what the client needs. Needs can be directly ex-
pressed in the reasons for contact, however there are needs that could not be explicitly
expressed there and are part of the general analysis of the customer behaviour.
• Emotions: There are several ways to capture these emotions, ranging from qualitative
analysis from observation to highly complex software to analyse word syntax and voice
frequencies.
• IT environment forecasting: the outputs generated by the IT environment forecasting en-
tity must be reviewed in order to identify which market trends and forces and which new
technologies can impact customer relationship scenarios.

Processing: For this entity we include the following processing activities [23]:

• Storage: The organization must create and maintain a database containing the aforemen-
tioned identification, contact and additional specific data as required by the organization.
• Classification: based on inputs, the organization must undertake a classification of cus-
tomers in order to design relationship strategies tailored to each customer category. Each
organization must determine the most convenient parameters for this classification. The
most recurrent are the age, the contact channel, the preference for a good or service and
the amount of revenue generated by each client. This classification can be made manually
or automatically by using the “K-means” or other algorithms [23].
• Customer Journey: It consist in describing a map of how the customer interacts with the
different channels or touchpoints. In addition, it is also necessary to identify and under-
stand the customer sentiments and experience when using such touchpoints [39]. Such
understanding can help organisations improve omnichannel strategies [39]. For organiza-
tions that have never described a customer journey, it is proposed to find the current path
followed by customers during marketing, sales and service activities by using the current
deployed channels.
Outputs: We consider the following outputs for this entity:

• Business requirements: list of business requirements to support the customer journey and
the omnichannel strategy.
• Information system requirements: list of requirements for the total integration of infor-
mation, regardless of the channel through which it is generated.
8
• Technology requirements: list of technology infrastructure, network and security require-
ments necessary for the operation of the omnichannel strategy requirements.

Omnichannel architecture framework. Figure 4 shows the structure of the proposed

architecture reference model which contains the minimum set of building blocks and respec-
tive entities for the implementation of an omnichannel strategy. In this diagram, the customer
understanding and IT environment forecasting entities capture specific requirements dis-
cussed before for the implementation of the omnichannel strategy. From these inputs,
changes in business and logistics processes, roles and skills necessary to adopt the omnichan-
nel environment are captured through the Business Architecture entities. Then, from the anal-
ysis of the new processes, the requirements to develop the IT applications and services that
will support the channels to be deployed are captured by using the Information Systems Ar-
chitecture entities. These applications must be synchronized with business processes and
structured to handle information in a consistent manner no matter which channel the client is
using. Finally, IT applications and services that will support the channels or touchpoint are
deployed on the technological infrastructure represented in the architecture by the technology
architecture entities.

Fig. 4. Omnichannel architecture framework

 9

4 Case study

The case study concerns a private education institution with more of 20 years of existence in
the market. It is recognized in the sector for their personnel training programs in the aeronau-
tical domain. The institution wants to improve the relationship it has with current and poten-
tial students by improving their current customer relationship strategy and including new
channels.

4.1 Architecture vision - IT environment forecasting

Inputs: For external sources, institutions that provide similar education programs were ana-
lysed by accessing their website, requesting information by telephone and using any other
channel deployed to identify the following information: deployed channels, omnichannel
management, programs offered, cost of the programs, location advantages, additional bene-
fits. In addition, the existing state regulation and commercial offers of software and IT service
providers were reviewed. For internal sources, surveys were conducted to the internal stake-
holders that form the organization.
Processing: an analysis of external and internal sources was performed. In addition, the fol-
lowing SWOT matrix was developed. In this matrix, S represents strengths, O represents
opportunities, W represents weakness and T represents Threats.

Internal factors External factors

S1 High staff demand O1 Implement technological advances
Academic programs aligned with air-
S2 O2 Make agreements to complete the preparatory cycle
lines requirements
S3 International Training O3 Offer new programs
Teachers with extensive experience in
S4 O4 Make alliances with new airlines
the sector

W1 Inefficient physical infrastructure T1 Failure to comply with quality standard renewals

Educational tools and bibliography - Lost support from the holding company to which it
W2 T2
outdated or insufficient belongs
New regulations asking for requirements that are not
W3 Non-centralized data, different databases T3
accessible to the organization

Table 2. Problems, extensions and modifications

Outputs: We describe as follows the results that concerns the omnichannel architecture work.
Organizations that compete in the same sector have more contact channels that the analysed
institution, however, there is no integration between such channels so that they are not able
to provide an omnichannel experience to customers. The programs offered by the organiza-
tion have been implemented in a very similar by the competition. No added value is generated
to customers in comparison to other institutions. It is necessary to improve the efficiency of
the physical infrastructure since the organization is distributed in two distant locations. Tech-
nological tools used in the pedagogical process are outdated respecting to the ones used by
the competition. In addition, physical and digital bibliographic resources are scarce.
10
Regarding the IT infrastructure, a centralization of data must be implemented to have a single
source of information for all the organization dependencies.

4.2 Requirement architecture - customer understanding

Inputs: we proceeded to prepare a template document with the necessary fields described in
the adaptation 2 in section 3.2 in order to collect customer information through all channels
deployed by the organization.
Processing: Concerning data storage, data collected from the organization channels was
standardized, unified and stored in a central database for the next processing steps. For cus-
tomer classification, it was necessary to determine by interviewing different stakeholders
which were the most important classification parameters. As a result, the parameter selected
was the program, what allows us to classify potential and current students in three groups.
The first group includes any program excepting the flight attendant program. The second
group includes the flight attendant program. The third group includes the business training
program. The customer journey for the student enrollement, which is one of the core pro-
cesses of the organization, is presented in figure 5 and described as follows. Users request
information through four main channels deployed by the organization for this effect: Face-
book, Twitter, mail and telephone (see last lane in the customer journey map in figure 5).
Payments are made by users in an external site of a third party (usually banks). The rest of
the activities, it is to say, documentation, course registration, scheduling, training, and
courses’ rating are carried out by the students through the web channel and the physical site
as presented in the figure, by following a unique path without the possibility of choosing
alternative channels. In addition, there is no coherence between deployed channels.

Fig. 5. Customer Journey As-is

Outputs: The following requirements were formulated by the organization:

1. Information standardization and integration through all deployed channels: Web page,
physical site, telephone, Facebook, Twitter, etc.
2. Execution of any activity of the registration process through any of these two different
channels: the physical site and the web page.
 11
3. Changes to software application and infrastructure and acquisition of new IT capabilities
are necessary in order to support the omnichannel environment.
4. Changes need to consider economic and technical resources of the organization.

From these requirements, a To-Be customer journey map (see Figure 6) was elaborated,
where the customer can use any of the two required channels regardless of the last point of
contact used. This strategy is intended to increase the use of the website and decrease demand
on the physical site.

4.3 Business architecture – processes and roles

Regarding processes, the enrolment process changes since the payment is made electronically
through the website. The electronic payment also allows the organization to collect and up-
dated user’s information, which eliminates the preparation manual reports. As repetitive op-
erational tasks decrease, the role of administrative assistants is concentrated in the manage-
ment of the payment system that becomes a vital support to the marketing.

Fig. 6. Customer Journey to-be

Regarding processes, the registration process changes since the payment is made electroni-
cally in the website avoiding physical records and bank reconciliations. Electronic payment
also allows the organization to collect and update user’s information, which eliminates man-
ual fulfilling of formats. Regarding enrolment documentation, it is done automatically with
the data collected in the pre-registration without human intervention. As repetitive opera-
tional tasks decrease, the administrative assistant role, that was before involved in payment
and enrolment operations, is concentrated now in the payment system management and be-
comes a vital support to the marketing activities.

4.4 Information systems architecture – applications and data

From the analysis made in IT environment forecasting, customer understanding, processes

and roles entities, the following design decisions were defined:

1. Applications supporting deployed channels must be integrated and data unified within a
unique database. This will enable agility and integration of core processes.
12
2. The electronic payment service must be implemented on the website and payment terminal
service must be offered on the physical site. Data form both payment methods need to be
integrated to a unique database.
3. The pre-registration web application is to be archived and a functional extension is to be
developed within the IS that support registration documentation and course registration.
Data collected during the pre-registration process is to be standardized as it will feed the
registration process.
4. The standardization of data collection also applies to the data collected from social net-
works that will feed a unified database for social networks.

4.5 Technology Architecture – physical technology components

The technology architecture to support the requirements generated by the business architec-
ture and information systems architecture must implement connectivity with the electronic
payment and payment terminal services, enhance the servers of the registration IS by adding
RAM to support the pre-registration process and make the connection to the unified database.
To this end, it is necessary to extend the internet channel bandwidth to 20 megabytes in order
to ensure agility in transactions. The necessary adjustments must be made to allow access to
the process on the website through mobile devices.

5 Conclusions and future work

From a literature review, we identified a lack of frameworks and research works to help
companies define, implement and align elements at different organizational levels such as
business, data, application and infrastructure in order to implement omnichannel strategies.
To address this lack, we propose an architecture framework by adapting the TOGAF con-
tent framework. Indeed, the original TOGAF is intended for general business and IT con-
texts and do not provides tools to tackle the specific characteristics of omnichannel initia-
tives. To this end, we proposed two adaptations or extensions: the first consists of integrat-
ing the IT environment forecasting capability and the second of adding the customer under-
standing capability. The framework was applied to a case study in which requirements gen-
erated by the new entities were considering in all the architecture layers (business, data, ap-
plication and infrastructure) in order to support the omnichannel environment proposed for
the organization.
As further work, first, the adapted architecture model needs to be validated through inter-
views, focus groups and other validation techniques involving industry representatives and
architects. Second, an application method is to be proposed to allow companies to move
from its current state to a desired state by using the framework. Such method could be an
adaptation of TOGAF ADM. Last, strength and weakness of the model are to be identifying
by applying it to several case studies in different type of industries.

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