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Tech gimmicks do not save retailers from bad strategy




If I slip through a furniture store on a floating hoverboard in twenty years, as the built-in virtual assistant recommends leasing the Velvet three-part suite with my annual furniture subscription, it will not be the fact you have a famous DJ for mine Listening pleasure, which compels me to buy. And it will not even be the champagne raining down the roof at 15-minute intervals.

It will Be The fact that the hoverboard assistant remembered how much I had admired these beautiful velvet couches three years ago, but I worried that my kids might damage them. It also knows that my children now live in their own homes.

Back in today's world, we are witnessing the onslaught of retailers releasing profit warnings, poor sales results, and lower visitor numbers in physical stores. Even Britain's popular M & S announced the closure of 1

7 stores earlier this year. The seemingly unstoppable rise of Amazon has created an atmosphere in which retailers recognize that they need to change their course of action quickly.

Many are looking for new and engaging experiences for their users, and often turn to the tech-savvy experience trade in the face of online competition and the growing Amazon threat. But the gap between a gimmick that can be good for PR and short-term sales and an experience that overhauls customer travel in a truly innovative way is lucrative.

The Role of the Gimmick

The trend for retailers to open pop-ups, invite DJs to launch stores or products, hold food events at the store – whatever can bring consumers to spend time and engage with the brand to occupy in their physical space – has its merits. However, this approach must be strategic, fit the brand and provide long-term value.

It essentially has to fit into a broader plan that takes into account the overall customer experience, not just the current experience. From order to last-mile delivery, this overall customer experience encompasses the brand's relationship with customers and, if well done, enriches the overall shopping experience and creates loyalty.

Customers traveling in VR headsets could bring a customer through the door, and that's not a bad thing, but smart retailers focus on data and create offline experiences that make a fantastic customer journey. These experiences are based on what a company already knows about the individual customer and return all activities in the business to the customer profile.

For example, Charlotte Tilbury's in-store Magic Mirrors lets shoppers try out looks and email them back to themselves. This improves both the customer experience and the subsequent personalization of this data.

FarFetch is also innovating in this area, creating a " Store of the Future" as part of its Augmented Retail Vision business: data enhancements are being used to improve customer-seller interactions. An RFID-enabled clothes rack detects which products a customer is looking for, and automatically selects its wish list. This physical expansion of their online presence helps overcome a crucial hurdle as a pure online retailer by intelligently setting up a physical area.

Nailing the Importance of the Customer Experience

It was a great challenge to meet the customer experience A lesson in empathy for me of late, when a retailer sent me a promotional e-mail about a store opening party. The party was more than 80 kilometers away from where I live, work or talk. Why should I be interested in a shop opening that is not near me? The retailer has sent this because he cares about and wants to accelerate his cool experience, which a first-party brand like ASOS, for example, would never do.

But being a customer does not just mean inviting me to irrelevant events. I also receive regular e-mails telling me about student discounts. Pretty great for students! But a bit disappointing for me, who came into question for these offers some time ago.

It's frustrating for me as a consumer and as a pro – these are brands that have the data to exclude me from this category. It is absolutely possible to ensure that customers receive news and rewards tailored to their actual habits. And not only me, it feels like this: A recent study conducted by my company found that 75 percent of respondents think that most retailers do not understand their interests.

Although it's Easy to Be Blinded by the Glitz of the Gimmick Experienced Retail Store If you assume that a few good events bring back valuable customers, the reality is that every interaction a person has with a brand Must be part of a single customer experience.

The role of offline plays a role as a relationship generator.

So when parties, VR headsets and pop-ups ups are sold, this is not a focal point for improving the overall experience. How can offline activations be used effectively? ? Essentially, rethinking is needed.

Retail stores must be an extension of a retailer's online presence, not the other way around. Creating an experience from an in-store visit is a good strategy if the model is adjusted to ensure that the focus is on customer relationship development, not inventory shifting.

Nike's running club provides an impressive experience that not only helps build an emotional connection with its customers, but also captures their data to improve future communications and make personalized recommendations. This can affect how customers experience the brand as a whole: as someone who understands their needs and always has their own right.

Experienced retail stores and a valuable offline presence may be the future: but it's not the answer, just part of it. As we wait for my virtual assistant hoverboard, retailers need to take their existing data and personalization and overall experience back to their customers – using the glamorous retail experience as a tactic overall strategy.

Published March 16, 2019 – 07:30 UTC


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