THEY’RE PRETTY USEFUL WHEN SHOPPING ALSO …
WE USE MOBILE DEVICES TO CONNECT DIGITAL AND PHYSICAL EXPERIENCES. THOUGHTS, IDEAS, PEOPLE.
INSTEAD, A NEW MODEL EMERGES, COMBINING THE BEST OF BOTH WORLDS.
THOUGH ECOMMERCE WAS EXPECTED TO REPLACE OFFLINE SHOPPING, THAT’S PROBABLY NOT GOING TO HAPPEN.
MILLENNIALS PREFER SHOPPING IN STORES AS OPPOSED TO SHOPPING ONLINE
LET’S HAVE A LOOK AT THE NUMBERS:
Source: "Who are the Millennial shoppers? And what do they really want?" from Outlook 2013, No. 2, an Accenture publication.
YET ECOMMERCE IS BOOMING
Source: http://www.statista.com/statistics/272391/us-retail-e-commerce-sales-forecast/
AND AMAZON’S BUSINESS MODEL SEEMS LIKE A BETTER FIT FOR GROWTH…
Source: http://netonomy.net/2014/06/23/amazon-vs-walmart-comparison-in-one-essential-chart/
WELL, CUSTOMERS LIKE TO PURCHASE IN STORES, BUT THEY DON’T ALWAYS DO THAT.
BORDERS EMPLOYED 19.500 PEOPLE AND OPERATED 511 SUPERSTORES. IT FILLED FOR BANKRUPTCY IN 2011.
PEOPLE LOVED THE BORDERS EXPERIENCE, THEY LIKED TO TOUCH AND BROWSE THE BOOKS…
BUT THEN THEY WENT ONLINE AND PURCHASED ON AMAZON.
Source: http://netonomy.net/2014/02/06/biggest-retailers-closing-stores-important/
IN THE FUTURE, THAT’S WHAT STORES WILL BE: SHOWROOMS. PLACES
WHERE CUSTOMERS CAN EXPERIENCE PRODUCTS WHICH CAN BE EITHER
PURCHASED IN STORE OR SHIPPED HOME.
UNTIL THAN,
TRADITIONAL RETAILERS FACE TODAY’S CHALLENGES:
CONNECTING SILO-ED CHANNELS:
- STORES
- ONLINE STORE - CALL CENTERS - MOBILE APPS
- SOCIAL SHOPPING APPS
… AND MORE
LET’S SEE HOW DID THEY GET HERE:
THE COMPANY BUILT THE FIRST WALMART IN 1962 AND STEADILY DEVELOPED INTO WHAT IT IS TODAY BY OPENING STORES NEAR ITS CUSTOMERS.
TODAY IT HAS MORE THAN 11.000 STORES, IN 27 COUNTRIES AND EMPLOYS MORE THAN 2.2 MILLION PEOPLE. THE COMPANY IS THE BIGGEST RETAILER IN THE WORLD WITH A REVENUE OF $485 BILLION.
TO SUPPORT THIS GROWTH THEY’VE BUILT PROBABLY THE MOST INNOVATIVE SUPPLY CHAIN IN THE WORLD.
LET’S LOOK AT WALMART’S PHILOSOPHY: “GET CLOSE TO THE CUSTOMER”
Amazon offered more products than any of the typical brick and mortar stores could, because of the economies they had
NOT actually stocking up on products.
NOR DID THEY HAD TO. THEIR BRAND WAS STRONG, THEY WERE CLOSE TO A LARGE MARKET AND HAD ADVANTAGES ONLINE PURE PLAYS DID NOT.
MOST OF THESE HAD TO DO WITH BETTER PARTNERSHIPS, BETTER SUPPLY CHAINS, A BETTER DISTRIBUTION POLICY, AND MORE MONEY TO SPEND ON ADVERTISING AND MARKETING.
BUT THE LIKES OF WALMART COULD NOT JUST CLOSE STORES AND OPEN ONLINE STORES ONLY.
MOST TRADITIONAL RETAILERS UNDERSTOOD THE IMPORTANCE OF ECOMMERCE. THEY DID NOT UNDERSTAND HOW IMPORTANT IS AND HOW TO MIX IT WITH THE OTHER CHANNELS.
SO THEY’VE BUILT ADDITIONAL DIGITAL CHANNELS ON TOP OF EXISTING STRUCTURES.
KIND OF LIKE THIS:
WHAT THEY DID NOT HAVE WAS A CLEAR DIGITAL STRATEGY
HOW DO CUSTOMERS INTERACT WITH RETAIL SILOS?
Brick and mortar silo
Ecommerce silo
Social media silo
Call center silo
Brand
THE OFFLINE STORES COMPETED WITH THE ONLINE STORES, THE ONLINE STORES REFUSED TO IMPLEMENT PICK UP IN STORES POLICIES AND …
• EACH HAD ITS OWN INDIVIDUAL INVENTORY
• EACH HAD ITS OWN PRODUCT AND CUSTOMER DATABASE
• EACH WORKED WITH DIFFERENT MARKETING POLICIES
FOR EXAMPLE IT TOOK WALMART 11 YEARS TO IMPLEMENT A SITE TO STORE PICK-UP POLICY: HTTP://NETONOMY.NET/2015/04/22/3-STRATEGY-MISTAKES-BY-BIG-ONLINE-RETAILERS/
THE BIGGEST PROBLEM: MOST OF THESE SILOS WORKED INDEPENDENTLY AND OFTEN, ONE AGAINST THE OTHER.
THE CONCEPT OF OMNICHANNEL RETAILING WAS USHERED IN: IT PROPOSES AN UNIFICATION OF ALL SALES CHANNELS IN ONE SINGLE INTERFACE AROUND THE CUSTOMER
MOBILE DEVICES BRIDGE THE ONLINE/OFFLINE DIVIDE, WORK GREAT FOR
PERSONALIZATION, PAYMENTS, PURCHASES BARCODE SCANNING AND
MORE:
Source: http://www.nielsen.com/content/dam/corporate/uk/en/documents/Mobile-Consumer-Report-2013.pdf
OMNICHANNEL PAYMENTS
EXPECT OMNICHANNEL PAYMENTS TO HAPPEN WITH THE USE OF NFC-ENABLED
DEVICES, ENABLING PAYMENTS ONLINE, IN MOBILE APPS AND IN-STORE
BIG DATA ANALYTICS / PREDICTIVE ANALYTICS
By gathering data from all channels, it systems
will shift from data gathering and analyzing to predictive analytics
and prescriptive courses of action