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• Research objectivesThe majority of retailers are developing an omni-channel distribution. The major issue regarding omni-channel lies in the adoption of a customer-oriented organization, rather than a channel-oriented one. This need to move towards a heightened customer experience leads to a renewal of organizational practices. In this context, this article seeks to analyze the practices implemented to develop a so-called augmented customer orientation. • MethodologyA multiple case study was conducted with four retailers in transition towards omni-channel. A multi-method approach was used, with 35 interviews of top and middle managers and 44 internal documents collected. • ResultsThe analysis reveals the adoption of four categories of practices by retailers – organizational, managerial, cultural and relational – that reflect the emergence of an augmented customer orientation. It highlights how these practices take shape and spread at different levels within organizations. • Managerial/societal implicationsThis research hopes to guide retailers in identifying and implementing practices with an augmented customer orientation. Two major recommendations are formulated: to ensure the global coherence of the practices that coexist, and to ensure the good alignment of the practices and the discourse conveyed internally and externally about them. • OriginalityThe originality of this research lies in the revision of the traditional boundaries of the concept of customer orientation. The analysis of the practices allowed the introduction of the notion of augmented customer orientation, which is relevant in the context of the transformation towards omni-channel.