By way of introduction, the original version of this article was actually written in 2008, 10 years ago! Having reviewed the content, I am amazed to find that it is more, not less relevant in our brave new world. The content has been slightly updated to reflect current challenges such as Brexit and the Fourth Industrial Revolution, but the heart of it remains unchanged. Maybe we can see the future, we just don’t know it at the time.
The here and now for retailers
I do not believe that retailers can afford to wait for challenging times to soften, they won’t, if anything they will simply become more challenging. This article is a testament to that. 10 years ago when this article was first written, it was in response to the recession and the collapse of our financial markets — two challenges I’m sure we thought were the worst we could expect. But time has proved us wrong, who would have predicted Brexit or the unprecedented rate of change we have experienced in our digital world. Times are a changing and retailers need to look at their operations in a new way, that will help them both to thrive in today’s climate and to build stronger businesses, capable of adapting to tomorrow’s challenges.
Not a day passes without a comment from some source or other as to how Brexit will affect our economy or how the Fourth Industrial Revolution will change customers behaviours and expectations. Have green shoots been spotted? Are we starting to gain confidence in the future or heading for a disastrous recession? Regardless of what Brexit or the Fourth Industrial Revolution will or won’t be (and it’s only with hindsight that we will really know) the retail market has definitively changed and will continue to do so.
Boom times may not return and Brexit will simply be replaced by new challenges. So, in order to prosper, retailers need to accept, understand and adapt to this reality before the next set of changes occur. Now more than ever, they need to run themselves differently — and that includes challenging every aspect of their business from the customer proposition right through to internal operations. In short, they need a new methodology to beat challenging times and turn themselves into more agile businesses going forward. And this change will require a mindset that combines intuitive retailing ‘nous’, a fixation on customer needs and a keen eye for operational efficiency.
One of the greatest casualties is customer loyalty. That’s not to say that loyalty no longer matters. It does but, in this climate, differentiating loyal customers from disloyal customers is a false categorisation. With so much competition for their attention and wallet, shoppers are only as loyal as the last experience enjoyed (or not) with you and are, effectively, all equal. Therefore, retailers need to fight harder and more persistently to ensure customers are loyal to them.
Firstly, they need to accept that society has changed. Numerous external physical and social factors have brought about a fundamental shift in how we live our lives. Greater affluence in past years has meant that everything is accessible to everyone, and the snobbery of fashion and brand has become diluted. Shoppers are now far more savvy and selective and with the volume of competition out there they can pick and choose as they wish.
Retailers should approach every customer engagement as a first date. In a market where customers have less money to spend, loyalty comes from the complete offer, not just from the brand. For retailers with weak offers, there is nowhere to hide. We have 20 boom years to thank for that, during which time customers have been ‘over-shopped’.
So, how can retailers make their business more robust and better able to thrive in a world where loyalty is only skin-deep? The answer lies in crafting an offer that combines great products, attractively priced, with an alluring environment to create a memorable customer experience. That’s the brand of the future, not the retailer name or product label.
The necessity to change is particularly critical for store-based retailers. The world of internet shopping has irreversibly changed the purpose of store shopping. Because of the ease with which purchases can be made online, a store visit must be about more than simply buying a product. The store-based experience is now critical in a way it has not been for many years. Stores need to look at how to tie in the customer, enticing them to buy on the spot rather than just look and then buy online from the alternative cheapest source, or encouraging them to buy subsequently from their own online site.
The changes needed to adapt to the new order and compete in today’s market may seem daunting. However, they can be addressed more easily by asking 3 key questions:
- Where do we really stand in the market in terms of the segments in which we operate and compete?
- To what extent do we represent an experience that will encourage customer footfall and spend?
- How agile are we when it comes to shaping our offer to the emerging retail environment?
A pragmatic, robust assessment of your strategic position to realistically show your strengths and weaknesses in relation to market segments and competition is the starting point. Pioneered by BCG, McKinsey, and General Electric amongst others, this is not a new concept, but one that has been proven and adopted by successful business for many years. Strategic position looks at market attractiveness (is there an opportunity for profitable growth in this market, how big is the market?) and your competitive position (how well do we compete in terms of our offer and operational effectiveness?).
- Be brutally honest about the market you are in and your ability to compete. Don’t just rely on gut instincts and perception. Analyse the facts to prove or disprove where you think you are
- Don’t be afraid of change. If the market cannot deliver growth and profit, don’t fudge the issue. Face up to it and look at all of your options
- Don’t assume you understand your competition. Shop with your competitors and compare what they do to your own stores
- Don’t assume the entire management team has the same view on life. Bring your management team together to go through this process and involve your employees and suppliers
The Customer Experience
What is it about your offer that draws customers to your stores to make them spend? Define the type of experience you want your customers to have. Look to examples of retailers that offer very distinctive customer experiences, for example, bargain (TK Maxx), entertainment (Build-a-Bear workshop, Hamleys), expertise (Apple), lifestyle (Whole foods Markets), hedonism (Godiva Chocolatier, Agent Provocateur) and design (Prada). Each can be equally memorable.
- Think about retail/business models that you can aspire to: not necessarily your competitors, just retailers who have done something that resonates with you. Visit their stores, thinking about the experience you are having and why — what is it about such concepts that evoke a response and what learnings apply to you?
- Experience your own stores through the eyes of a customer — not just through formal market research. Use staff to visit stores they don’t work in, get friends and family to give honest feedback, chat with customers in store, and get comment from social networking sites
- Run brainstorm workshops with managers and employees to define your desired customer experience — their first-hand experience, whilst not a substitute for your vision, brings a practical perspective, and their involvement aligns them with your vision
- Translate that experience into a customer service programme and the culture, skills, and behaviours you need to have within the business
An Agile Business
This is about ensuring new concepts can easily be tested and ‘dropped’ into the existing business model, processes are efficient, costs are minimised and hard measures in place to ensure that the business is on track. Assessment of the market and customer experience will identify the critical processes and highlight priority areas for improvement within the internal operations of the business.
- Carry out a high level ‘key performance indicator’ analysis to identify areas of the value chain that are not performing to requirements
- Drill down to those areas to understand what needs to be improved. Talk to people, and test those perceptions against reality by looking at performance data
- Summarise the key issues that are causing the majority of your pain and carry out a root cause analysis on them. Keep asking until you get to the bottom of the problem
- Look at how different functions work together — are they collaborating, do they share goals?
- Structure a simple, hard-hitting and focused programme of activities for improvement. Ensure the programme has dedicated resources with clear terms of reference and can deliver improvements quickly. Immediate benefits should certainly be achievable within 3/4 weeks.
More than ever before, retailers need to get the fundamentals right and the rest will flow from that. Call it business basics, reality or the roots of retailing. Brexit and whatever economic climate succeed it may just reconnect us with what it takes to make and grow a successful retail business.
Nik Davis is a mother, wife, home make, aspiring writer, vlogger and occasional transformation consultant.
More of her work and thoughts can be found on her websites:
Organisational transformation www.n2-consulting.org
Observing life email@example.com
Fashion and design www.lillyisabella.co.uk