<p>Omnichannel is a source of loyalty and a natural business strategy, and is widely recognized as an evolving business model and a strategic imperative for firms. The digital shift is slow for manufacturers, with some companies withdrawing their e-commerce sites and owned media. Manufacturers struggle with digitalization because consumers still purchase products at physical stores, consumers rarely research products since most purchases are unplanned, manufacturers do not have physical sales stores and cannot integrate offline and online, or manufacturers risk worsening retailer relationships by strengthening digital sales. However, the discussion regarding online channels among manufacturers is surprisingly lacking. This study reconceptualises the omnichannel effect in manufacturing through a psychological lens, framing it as a conditional phenomenon that operates only when (1) information search is rationally induced in planned purchase contexts and (2) online information is integrable with offline product experience. We evaluated how online channels affect loyalty through perceived value in six industries: consumer goods (beverages, food, necessities) and durable consumer goods (cars, electronics, fashion). To avoid overestimating online channels, we included products, advertisements, offline channels, and online channels. An online survey of 2,400 people in their 20s–60s found that only the car industry could create value through online channels, with no effects observed in other industries. Consumers attracted to manufacturers’ online channels have a high level of industry involvement rather than a high degree of personal innovation. These findings contrast with evidence from retail and service contexts and contribute to the literature by reconceptualising the omnichannel effect in manufacturing as a conditional phenomenon dependent on consumers’ psychological evaluation mechanisms and two necessary conditions.</p>