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44


Future of Retail — Omnichannel


issue 07


of customers on the experience they receive from the retailer. “Two-thirds of our sales come from stores


and we’ve some great people on the ground. Our expectation therefore was that we had a good customer experience. But the customers said they didn’t think it was very good. We’d focused on the store experience whereas things had moved on to being about omnichannel,” explains Fairley. A poor experience on one of the channels


in a shopper journey that straddles multiple channels tarnishes the whole experience and this was affecting the customers who were increasingly using Hobbs across various channels. One element of the business that helped this


greater focus on aligning the channels was the Hobbs loyalty programme, which was created


three years ago and is a great tool for identifying customers regardless of the channel with which they are engaging with Hobbs. This gives visibility of their behaviour and a broader picture of their transactions. As customers can often use multiple channels


for a single purchase, Fairley says Hobbs has introduced ‘adjusted’ sales whereby the sale is credited to where the demand was generated so a sale via a tablet in-store will impact on the web stock but the transaction will be reflected as a store sale. This will invariably lead to discussions about


the validity of stores having sales per square foot as a key KPI but Fairley acknowledges that the company is only just beginning the journey to assess alternative metrics. But adjusted sales highlights that a more holistic approach is already being taken.


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