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The latest craze of new retailing has required the traditional jewelry industry to cope with it head-on. The aims of this article are to discover how the jewelry retail companies can innovate and evolve in the current wave of new retailing and understand how they use relevant technologies in their omni-channel operations. The selected methodology is a qualitative explanatory multi-case study. Four types of enterprises of the jewelry retail sector were selected. We find that there are four corporate innovation types in the jewelry retail sector, including: price-driven, service-driven, technology-driven, and demand-driven models. Case enterprises have established their own innovation approaches with regard to the adoption of omni-channel technology. This study advocated that different types of enterprise have different channel resources and assets, so they should set up customized omni-channel strategies in accordance with the advantages of their resources and the needs of target customers. Full article

The aim of this theoretical research is to analyze the state of retail distribution nowadays, reviewing the dynamics of action that contribute to the move from a linear to an incipient circular retail model. The framework is based on the Retail Wheel Spins Theory and the Retail Life Cycle (RLC), with an extra review of Bauman’s liquid metaphor. We consider two questions. Firstly, are offline retailers ready to disappear as online commerce and digital marketing aggressively break into the retail industry? Secondly, could commercial spaces (in the fifth stage in the evolution of retail and territory) be in the decline stage in the RLC in the near future or can a circular connection take place? Thus, a desk research methodology based on secondary documentary material and sources issued leads to an interpretive analysis that reveals ten trends (e.g., solid retail vs. liquid retail; glocal retail; food sovereignty) and a wide diversity of changes that could involve offline stores recovering territory and entering a circular phase. Our findings suggest that digitalized physical stores are flourishing and our reflections augur changes in pace and the closure of the linear business cycle to recover territory, the city, its local market, and its symbolism, as well as a liquid business steeped in omnichannel formats developing an incipient circular movement. Conclusions indicate that it is possible to perceive a timid change back to territory and retail spaces which, along with phygitalization, will coexist with the digital world. Full article