The retail customer experience delivery continually grows in complexity warranting firms to consistently perform among disparate touchpoints (Pantano and Viassone, 2015). Thus, a consumer's experience can start with an ad on Instagram, going on to a physical store visit while checking the inventory on his/her smartphone, trying on a garment, checking social media reviews, finding his size is out of stock and hence finalizing a purchase with home-delivery on the store's digital kyosk. Indeed, channel integration is claiming a redesign of the entire value-chain focusing on a experiential customer-centric view from logistics to CRM to product co-creation (Ishfaq et al., 2016) across sectors.The luxury market has been generally slow at adopting a receptive attitude towards internet integration as a tool for attracting customers and delivering the superior experience it is associated with (Kim and Ko, 2010), even though both commercial and academic studies have long been suggesting its potential (Geerts and Veg-Sala, 2011; Okonkwo, 2009). Yet, decreasing sales in traditional markets and increased generalized competition recently coerced firms to integrate robust digital strategies.Notwithstanding, scholarly research directed at luxury brands' digital strategies or at the crossing of this subject with omni-channel studies is virtually non-existent rendering a remarkable gap between practice and academia still unfulfilled (Larraufie and Kourdoughli, 2014). Exposing this gap, our study intends to contribute to answering the question of how luxury consumers experience channel integration compared to consumers who don't navigate in those type of environments or purchasing habits.It's not about being merely available online with a disconnected experience from what happens elsewhere along the channel mix. More than any other industry, luxury tends to rely on a fine balance between heritage and innovation even though such status-quo regarding historic aspects is challenged more and more by new players on the market. Nevertheless, luxury shoppers need for unique and tailored experiences as well as top-quality products seems persistent, even though that perception of quality may differ from segment to segment. While the best customer experience was mainly conducted in-store in the past, today, a personalized relationship can hardly persevere without digital engagement tools. What's more, the in-store experience shouldn't be simply redesigned to replicate the digital realm and vice-versa but should strive to combine both possibilities creating a holistic experience.Despite the blatant growth of electronic commerce, sales digits are hardly the only aspect worthy of attention in a digital strategy regarding omni-channel integration in a luxury context. Indeed, with 6 percent of sales conducted online and other 68 percent having had digital influence along the customer journey (McKinsey and Co., 2015), dismissing the importance of interplay between channels would be deceitful. Especially since, besides top quality standard products, luxury shoppers seek consistent, tailored brand experiences and perceptual influencers such as scarcity and social symbolism (Vandergriend, 2016).Such an occurrence warrants brands to develop the best possible customer service and relationships, being able to trace with accuracy who they are trying to engage, something that once was undoubtedly conducted almost entirely in-store (Fubini, 2016).That may lead us to think that the key to match current retail expectations (IBM, 2015; Nunes and Cespedes, 2003; McKinsey and Co, 2015; Van Bruggen et al., 2010) is likely to lie in understanding the importance of the increasing number of touchpoints and their preponderance toward both knowing a customer and finalizing a purchase for different segments. Indeed, some channels may stand for mere educational purposes while others assume a more functional or reassuring intent. On that matter, a study by McKinsey and Co. (2015) suggests an average usage of 9 contact points with a brand before a luxury shopper makes a purchase.Introducing omni-channel integration will further increase the need for accurate management of multiple channels, technology and people, claiming the articulation of issues such as parity in pricing, product assortment, promotions, product information, return policies, personnel, CRM and logistics in a channel-conscious way.Even though scientific dialogue has provided interesting studies on how consumers manage their selection and use of channels (Konus, Verhoef and Neslin, 2008), more research is needed regarding segmentation-based multi-channel strategies, where one channel may be exclusive and even grant access to disparate pricing, promotions and products, specifically in the luxury sector where the usual drivers for channel choice (e.g. obtaining discounts) may not apply.Both small or large luxury brands have a substantial challenge regarding the fine balance of brand's desirability and accessibility among a class-neutral backdrop like the Internet (Geerts and Veg-Sala, 2011; Ng, 2014; Phan, Thomas and Heine, 2011). While the fulfilment challenge for some retailers is not new given they have been taking orders via catalogs for decades, omni- channel retailing potentially entails an explosive growth in order volumes and complexity of transactions (Ishfaq et al., 2016) hence representing a call for general optimization redesign for luxury players used to a one or two-way transaction flow.