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and provide in-person customer service. As retailers target consistency of customer service and delivery across channels, the next step will be ensuring that branding is both distinctive and consistent online and in-store; omnichannel will become omnibrand. Te move towards omnibrand requires strategic realignment
by retailers. Te traditional roles of Chief Information Officer, Chief Marketing Officer, and Chief Operations Officer are no longer mutually exclusive. Established retailers looking to make the omnibrand transition may have to conduct a top-down audit of all consumer touchpoints within the business, with buy-in across senior management.
Seamless transactions
Our research has shown that around a third of consumers “showroom”, visiting physical stores to see, feel, hold, and test products before subsequently purchasing them online. But it also showed that a similar number like to “webroom” – they go online to compare prices and specifications, but prefer to buy their chosen product in-store. Some retailers have responded by aiming to identify which type of transaction is more profitable and “nudge” customers towards that, but this paternalistic attitude will not cut it in future. Brands and retailers need to accept that customers are in charge now and provide them with the necessary support to complete their preferred purchase route. Tis could mean facilitating greater interaction with “hero”
products in-store, for instance, or installing “smart” mirrors that allow customer to visualise purchases and consult friends via social media. It should also mean providing more comprehensive product descriptions and sizing guidance online. It is important, however, not to become fixated on gimmickry and to remember to get the basics right: McKinsey research showed that website load speed was 60 per cent more important to customers than product videos, to give just one example.
Leaner back-end processes
Te omnichannel revolution has caused established retailers to rethink their store footprint. Te need for more efficient fulfilment and the introduction of innovations such as ship-from-store and click-and-collect has seen high street outlets take on new strategic roles as distribution centres. Getting the most out of their store network is now a significant route to competitive advantage for retailers. Omnichannel has also led to bricks and mortar stores
becoming useful as a way for customers to interact with products and engage with well-informed staff. Tis leaves retailers with the dilemma of how best to allocate their finite in-store floor space. Again, technology could provide the solution. By deploying sophisticated order management systems that combine retail optimisation and “best source” fulfilment rules, retailers can make it easy for themselves to identify the optimal locations from which to ship stock, contributing to leaner back-end processes, stock level optimisation across all channels, and shipping efficiencies, even allowing more in-store space to be used for showcasing products and engaging with customers.
Don’t forget who is boss
Today’s customers are embracing omnichannel as they look to buy from businesses that allow them to order and receive goods on their own terms. Whether it’s providing instantaneous product feedback on social media, mobile payment options, or staggered deliveries, the message is clear: customers are not just always right, they are in charge. Retailers, fulfilment providers, and carriers who recognise this will ensure their order management systems, strategic partnerships, and delivery options are tailored to offer customers the maximum amount of convenience next year.
Direct Commerce |
www.directcommercemagazine.com
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