This study aims to collect consumer information through data-driven key performance indicators (KPIs) to meet customer needs. Using customer relationship management (CRM) software to analyze data and track products through unique QR codes, the six-month implementation process is expected to affect sales in the first year. The research also discusses the importance of providing customer service across multiple channels and optimizing customer interaction through mobile strategy and integrated service software. In addition, effective inventory planning requires a powerful demand planning system, and real-time forecasting and cross-departmental cooperation can be realized through inventory management software. Animates plans to increase data collection and application by 50% by integrating data from different channels and departments in the next 15 months. The contribution of this study is to provide a data-driven business growth strategy framework for retail enterprises, as well as the corresponding technical implementation plan and budget guide.

Muting Chen. Research on Animates Albany Omni-channel Retail Market. Academic Journal of Business & Management (2024) Vol. 6, Issue 5: 175-182. https://doi.org/10.25236/AJBM.2024.060524.

[1] Abdelmaged, M. A. M. (2021). Examining the Impact of Omnichannel retailing on Buying Intention Using Binary Models. Empirical Questsfor Management Essences, 1( 1), 13-23.

[2] Ashton, W. B., & Stacey, G. S. ( 1995). Technical intelligence in business: understanding technology threats and opportunities. International Journal of Technology Management, 10(1), 79- 104.

[3] Bielozorov, A. (2020). Towards a Taxonomy for Buy Online Pick up in Store Service.In CHIRA (pp. 299-308).

[4] Brynjolfsson, E., Hu, Y. J., & Rahman, M. S. (2013). Competing in the age ofomnichannel retailing. MIT sloan management Review. Frederico, G. 

[5] F., Kumar, V., Garza-Reyes, J. A., Kumar, A., & Agrawal, R. (2021).   Impact of I4. 0 technologies and their interoperability on performance: future pathways for supply chain resilience post-COVID- 19. The International Journal of Logistics Management, (ahead-of-print).

[6] Hansen, R., & Sia, S. K. (2015). Hummel's digital transformation toward omnichannel retailing: key lessons learned. MIS Quarterly Executive, 14(2).

[7] Pather, N., Blyth, P., Chapman, J. A., Dayal, M. R., Flack, N. A., Fogg, Q. A., ... &  Lazarus, M. D. (2020). Forced disruption of anatomy education in Australia   and New Zealand: An acute response to the Covid- 19 pandemic. Anatomical sciences education, 13(3), 284-300.

[8] Picot-Coupey, K., Huré, E., & Piveteau, L. (2016). Channel design to enrich customers’ shopping experiences: synchronizing clicks with bricks in an omni-channel perspective-the Direct Optic case. International Journal of Retail & Distribution Management, 44(3). 

[9] Sajjad, A. (2021). The COVID- 19 pandemic, social sustainability and global supply chain resilience: A review. Corporate Governance: The International Journal of Business in Society, 21(6), 1142- 1154.

[10] Simone, A., & Sabbadin, E. (2018). The new paradigm of the omnichannel retailing:key drivers, new challenges and potential outcomes resulting from theadoption of an omnichannel approach. International Journal of Business andManagement, 13(1), 85- 109.

[11] Xu, J., & Cao, L. (2019). Optimal in-store inventory policy for omnichannel retailers in franchising networks. International Journal of Retail & Distribution Management.