FROM an early age, as has been the case for decades, most of us know about omnivores from primary school science.

In recent times, we have had the omnishambles, a word used in political circles to describe spectacular fiascos.

And, in another modern adaptation of the Latin prefix, we have omni-channel retailing.

In case you were wondering, this has nothing to do with the dietary habits of those behind the tills. Rather, omni-channel retailing is a term used to describe a relatively seamless combination of online offerings with a physical presence on high streets and other locations, with the option of using the telephone to place orders or contact the customer service department.

This might seem simple enough but recent history has proved that it is not always easy to get it right.

David McCorquodale, the Edinburgh-based head of accountancy firm KPMG's UK retail sector practice, has long hammered home his view that those who get the whole omni-channel thing right should prosper.

And those retailers which do not get it right will likely find life in what is already a difficult retail environment becomes even tougher.

Mr McCorquodale has cited capacity problems with some retailers' websites during the Black Friday trading spike as evidence that further investment in omni-channel retailing is required.

However, there are plenty of examples of retailers which have notched up significant successes by combining their web-sites with their traditional physical outlets.

Newly-merged electronics retailer Dixons Carphone this week reported strong results for the six months to the end of November, and highlighted the strength of Black Friday business, while emphasising its awareness that shopping habits are changing.

The festive trading figures are not yet out and we will have to wait a while longer to see who has won and who has lost.

However, Argos appears well placed to do well again with its "check-and-reserve" offering and with some keen pricing of technology such as iPad minis and PS Vitas.

Argos, part of Home Retail Group, did not have its challenges to seek when the 2008/09 recession hit. However, it has turned in strong performances in recent times by combining its website and shops to great effect.

The check-and-reserve offering is hassle-free, and allows people to reserve items at their chosen store without having to pay for them online. It is easy to view stock availability at various stores, based on postcode or location details.

Argos has highlighted the understandable popularity of this service with people on the move who are using their mobile devices as they shop, as well as with those who prefer to use a personal computer or laptop.

The retailer's approach has the obvious advantage for people that they can collect their reserved items quickly, without having to wait for delivery.

This is particularly important at Christmas, when time is often of the essence. There is always the risk that adverse weather conditions might disrupt deliveries in the run-up to Christmas, as in 2010 when Scotland was hit by heavy snow and a big freeze.

However, even in normal weather conditions, sheer volume of orders can cause major delays with deliveries, a problem which has been commanding plenty of headlines of late.

Elsewhere in the retail sector, department store chain John Lewis has long impressed with its online offering, while continuing to prosper in its physical outlets. It has been a star of the retail sector for a long time now, though thick and thin.

Another retailer which has enjoyed consistent success has been Next, which was early into what is now known as omni-channel retailing with its popular Directory.

The journey for others has been more difficult. Video gaming retailer GAME has had to bounce back from a fall into administration.

It was purchased out of administration in the spring of 2012. The faith of the buyer, private investment firm OpCapita, was justified, with the retailer returning to the stock market as GAME Digital this summer.

GAME cut back on its high street presence but retains good coverage and expert staff, while continuing to develop an impressive online offering.

A few retailers, such as the mighty Amazon, achieve their aims by pursuing an online-only strategy.

However, such an approach cannot work for everything. Often, people will want some advice or information from a person before making a purchase, especially a major one.

Someone buying a bathroom suite, for example, might require to speak to someone to fix an exact delivery date. This could be the most crucial aspect of the purchase, given the delivery date might have to tie in with the timing of a building project or house purchase.

For GAME, a technologically-bewildered parent or grandparent might want advice from a member of staff on gaming consoles or bundles, or whatever. This person might then order online, but would probably be more inclined to do so from the retailer from which they received helpful insight.

It is also often important for people to be able to check on the progress of an order by telephone, if there has been a delay.

Those who will prosper in the increasingly hard-fought battle for consumers' scarce cash will be those who adapt to the online revolution, but do not forget to offer people a choice of how they want to transact. Some might want to transact online, others by phone, and many still prefer to deal face-to-face. You occasionally get the impression that some banks, amid cost-cutting drives and endless talk of the growth in people transacting through mobile devices, might be overlooking this simple fact.