Feb01

How digital will impact the next generation of in-store shopping

By Fiona Swerdlow, Head of Research, Shop.org | Published: February 1, 2012
1 Comment | Posted in Marketing, Mobile, Retail Companies

Retail’s BIG ShowBryan Eisenberg always provides fresh insight, and his bold opening during the “Future Shopper” session at Shop.org’s First Look Track proved no different as he started, “The future is here – it’s just not widely distributed yet.” While most of us have an inkling that the next generation of consumers is growing up with high expectations, it was still a bit startling to hear a raft of them (via a video) tell us what they’ll expect from us as retailers and brands going forward.

For perspective, Eisenberg gave the audience a “super duper condensed history of marketing, commerce and connectivity”, first juxtaposing images of a Roman coin with a credit card and payment by phone (my, how far we’ve come). The logistics and communications evolution has been rapidly evolving, too, of course – think of the path from the Gutenberg press to catalog retail to Amazon’s first home page, through online ads and social media, for example.

With this condensed history in mind, Eisenberg examined how marketing has been redefined. With increasingly demanding consumers, marketing is now much more about pull than old-style marketing push. Some companies such as Amazon and Zappos are foregoing classic marketing altogether, instead making an optimal customer experience their marketing strategy and plan instead (talk about culture convergence).

So, if this means “the end of business as usual”, what’s ahead for retailers? Eisenberg cited a number of evolutions that retailers need to keep an eye on, but the overarching theme is “Interactive Communications + Data = Increase in Relevance”. Eisenberg detailed what the future shopping experience might look like:

  • Smartphones will synch up with a set top box in your house. The point here is expressly about utility – it is not about having hundreds of channels to choose from. Rather, the set top box knows what we like, as well as what we actually use and need.
  • Webcams that give consumers “touch and shop” functionality, especially as webcams themselves become more sophisticated.
  • “How will you MS Kinect?” Eisenberg asked the audience, then demonstrated the “connect and share” scenario of two friends simultaneously in front of their screens at home, trying on and discussing various dresses for an upcoming evening out.
  • Paper ads going interactive. Eisenberg demonstrated how “all media is digitizing” with a video of an I-Ad in magazines, whereby the reader places his smart phone on top of a specific spot on the magazine ad (in this case for insurance company Axa), at which point part of the ad comes to life via a rather entertaining video. (“Think [also] about kids who try to use touch screen motion on a paper magazine,” Eisenberg added, underscoring the idea that future consumers will likely ignore entire a static ad, altogether.)
  • Mobile. Already impacting the online retail world, Eisenberg emphasized that mobile is all about relevance to the individual user. “It doesn’t matter if mobile isn’t driving revenue directly,” he noted, adding “Up to 50% of all purchases in a store are influenced by a mobile phone. [And] 65% of mobile consumers say they want to see more personalized ads.” As for those in-store searches consumers conduct, Eisenberg asked retailers if they’re leveraging the search data that people are using when they’re in one’s store? Think of the nuggets and insights waiting to be discovered so that you can learn and adapt store offerings and information to meet customer needs that they’re voicing via search. “The truth is inevitable,” he stated emphatically, “You can’t block information or access in-store without people just leaving your store and going elsewhere.”

So what should retailers do next? Eisenberg lamented that, “the future is almost here” – and yet so many companies are in “wait and see” mode, wondering whether they should test or not, should they start a mobile strategy or not, dive into analytics or not?  Instead, take a hint from Google, which is already operating in “future state” mode: “We can suggest what you should do next, what you care about. Imagine: we know where you are, we know what you like.” (Eric Schmidt’s IFA Keynote, September 2010)

Per Eisenberg, here’s what retailers need to be doing right now:

  • Think cross-channel. Consumers don’t care about channels, so forget channel vs. channel. For example, Best Buy includes customer ratings on price tags in stores. Ratings and reviews are popping up in store displays and on packaging everywhere.
  • Start testing and adapting. Two examples that Eisenberg cited to inspire the audience to think “future state” now included CScout in Japan and Tesco in South Korea.  Example 1:  Within the CScout in Japan, the consumer picks up a hangar with a specific pair of jeans, which starts a video relevant to that particular product (so, a customized in-store experience relevant to you and the product in which you’re interested).  Example 2:  On the theme of “Will you take risks?”, Tesco (renamed “Home Plus” locally) in South Korea decided to let the store come to the people, rather than opening more physical locations. How so? The company developed virtual stores in everyday life, like in subway stations, by using QR code technology on billboards designed to look like a grocery shelf stocked with many household staples. People waiting for the subway could shop the billboard with their smartphone, pay for their purchase, then have the groceries delivered to their home. Online sales increased 130%, and the number of registered users grew significantly also.

Are you motivated by these fascinating examples of the future shopper? If so, what will you be testing and trying next?

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Jan26

Shop.org Exec Director shares thoughts on digital retail’s ‘critical juncture’

By Margaret Case Little, Director, NRF | Published: January 26, 2012
1 Comment | Posted in @Shop.org, Events

Retail’s BIG ShowLast week’s Shop.org presence at Retail’s BIG Show – which featured a full track devoted to trendspotting and predictions in the digital retailing space – found the perfect introduction in retail veteran (and current Shop.org Executive Director) Vicki Cantrell. Cantrell shared inspiring and motivational thoughts for the hundreds of digital retailing professionals in the room,  but also focused on the “critical juncture” the digital retail industry is facing today in three main areas: globalization, personalization and organization.

Watch the video below for Vicki’s full remarks including her advice to digital retailers at all level for preparing for the future of the industry.

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Jan24

What retailers will do differently for Holiday 2012

By Fiona Swerdlow, Head of Research, Shop.org | Published: January 24, 2012
2 Comments | Posted in @Shop.org, Holidays, Research

It was a rush of a holiday season: close to half of the retailers we surveyed earlier this month reported year over year online sales growth of 30% or more. Per the 2011 eHoliday Post-Holiday Study, conducted with partner BIGinsight, consumers started shopping online in earnest in November and hardly slowed down thereafter, with more than half of consumers finishing up in the last two weeks of December.

Retailers reported generally favorable key performance indicators (KPIs) for the November and December period, compared to the January to October 2011 period leading up. While it’s not entirely surprising that nine out of 10 retailers surveyed saw increased average daily site traffic, site conversion increased significantly for almost half and increased somewhat for almost another third. Three-quarters also reported increases in email conversion, and almost half saw increases in average order value. Shopping cart abandonment rates actually decreased for almost half (are shopping cart remarketing strategies perhaps starting to hit their stride?).

Despite largely positive indicators for the just-concluded holiday season, retailers aren’t sitting on any laurels, and many have mapped out a busy year of investments and improvements to make the best of 2012. What did retailers learn that they will do differently for the Holiday 2012 season – and what are they investing in this year to improve those capabilities?

  • Planning & Assortment. Improved forecasting, better inventory allocation for the Web channel, and general inventory management top the list of things that some retailers plan to do differently for Holiday 2012. To that end, many expect to invest in better inventory management in the coming months.
  • Infrastructure & Operations. Retailers shared that site performance continues to be an area that needs attention, so this year they plan to invest in additional server capacity, site stability measures, and additional infrastructure improvements.
  • Marketing & Promotions. Retailers this year are investing in, among other areas, all things search – both site search and SEO / SEM.
  • Shipping & Fulfillment. “Fulfillment improvements,” “operational capacity” and “finding a way to extend the shipping cut off to Canada – lots of missed opportunity” were some of the comments retailers shared about what they will do differently for Holiday 2012. Retailers surveyed noted that logistics and operations will see investment this year, along with investments in drop ship management processes and related measures by which to extend shipping deadlines overall.
  • Mobile. Not surprisingly, smart phone and tablet device optimization will likely see much work this year. (For tablet device design tips, please see also “Proof that tablets are here to stay”.)
  • Customer Experience. Several retailers feel that the customer experience is something they particularly want to improve in time for Holiday 2012, from “end to end customer experience” to the overall multichannel shopping experience. Bravo to retailers who plan to focus on this area, particularly as shopping channels increasingly converge.

Please see the Shop.org site for full results of the 2011 eHoliday Study Post-Holiday retailer and consumer results.

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Jan20

Proof that tablets are here to stay

By Fiona Swerdlow, Head of Research, Shop.org | Published: January 20, 2012
Be the first to comment | Posted in @Shop.org, Events, Mobile

Retail’s BIG ShowAs quickly as retailers were asking themselves how to optimize for those tiny little smartphone screens, along came tablet devices with – comparatively speaking – oceans of space to fill. Plus, it turns out, consumers use their tablet and smart phone devices for different purposes and in different ways. Little surprise, then, that designing for tablet devices is a distinct discipline, as mobile veteran Stephen Burke of Resource Interactive explained in the Shop.org First Look Track “Designing with the Tablet Consumer in Mind” session.

Given the burgeoning tablet device user base, companies are clamoring to give these customers a great tablet experience: Burke noted that Resource Interactive delivered 65 tablet device-related projects just in the last year, serving CPG and retail clients such as Kohl’s, Sherwin-Williams, and Limited Brands. Burke cited research showing that:

  • 7% of total online sales on Christmas Day 2011 came from Apple iPads specifically, according to IBM Coremetrics. iPads also drove 6% of all mobile online traffic the very next day (December 26, 2011). Their purchase conversion rate? A whopping 4.6% – “almost double the average mobile conversion rate of 2.8%.”
  • Looking ahead, 20% of US consumers say they intend to buy a tablet device in the next six months. For men and adults aged 31 to 40 years old, that’s more like 23% and 24%, respectively. Even among US consumers aged 51 to 60, that’s 21% (just try prying the iPad out of the hands of Burke’s 63-year-old relative who never used her smartphone for anything but phone calls).

What’s interesting about the tablet device, Burke also noted, is that – with the exception of older users – the tablet device is not a replacement for other devices such as the computer at home. Also, Burke pointed to research showing that a high percentage of people who read e-books prefer to use a tablet device for that purpose, prompting Burke to somewhat tongue in cheek characterize e-books as “the gateway drug to tablet dependence.”

“Couch commerce” is really here.  According to Equation Research for Zmags, 70% of tablet usage is at home – specifically, either on the couch or in bed. Consumers use the smart phone and computer to get specific tasks done quickly, whereas tablet device users are “couch browsing” (attributable to Fred Cavazza of Forbes). Ultimately, the tablet is a “leisure device” – albeit one that is starting to drive real commerce.

4 Primary Tablet Device Design Principles.
“Smartphone design is more like fitting a size 12 foot into a size 10 shoe,” Burke joked. By contrast, tablet design is about using the depth and breadth of what a tablet offers – so much so that, “the conversation between agency and client is different.” Overall, Burke isn’t convinced that there’s a vast difference between a good tablet device design and good Web site design – but there are some key tablet design principles to observe:

  • Make it engaging. Realize it must be a fun, engaging, immersive experience. “It’s like touching a stained glass window and watching it come to life,” Burke explained. In general, tablet consumers will engage repeatedly before making their considered purchase. Overall, you’ll want to use less text on a tablet, and instead use more imagery and short video.
  • Make it share-able. The tablet device itself is often shared within a family. Tapping social media, the tablet also “makes it easy to share ideas, thoughts, and even products” with others.
  • Make it shoppable. “The tablet is with people for an extended period of time in a low pressure way.” In traditional web design, “you limit the number of available windows and doors” in order to get people to the cart and to check out quickly. As a highly visual medium, retailers can offer lots of content to “engage and woo” the customer while still (gently) leading him or her to the actual purchase.
  • Make it extendable. “The tablet provides a vehicle for brand stories and product immersion.” Retailers should think about digitizing and then making available on the tablet all kinds of analog content that they already own, such as assets such as circulars, a video highlighting a designer that the retailer is launching – the possibilities go on.

As one example of tablet design, Burke pointed to the Sherwin-Williams “ColorSnap” product and how that evolved from the initial smartphone (iPhone) app to the iPad app that features large, rich imagery that allows users to explore and interact.

Burke suggested that retailers also look into the concept of “Responsive Design”, by which the company uses a universal codebase and set of logic to automatically adapt the content to recognize the device and operating system that the customer is using (for example, the system would perhaps remove two or three items from a tablet design in order to render a good smart phone display).

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Jan19

How to organize the retail company of the future

By Fiona Swerdlow, Head of Research, Shop.org | Published: January 19, 2012
1 Comment | Posted in Events, Retail Companies

Retail’s BIG ShowIt’s pretty easy to spout adages such as “omnichannel customer” and “cross-channel coordination”, but as any retailer knows, the much harder part is figuring out how the retail organization should be set up to make good on those mantras. Enter a panel of five experienced retail specialists at this week’s Shop.org First Look Track “The Organization of the Future” session: Rob Schmults (Intent Media and panel moderator), Jared Blank (Tommy Hilfiger), Kevin Ertell (OnlineShoes.com), Sally McKenzie (Ecommerce Consulting), and Bob Myers (Sheplers Western Wear).

So, let’s start with the age-old e-commerce question: in a multichannel organization, whom should the e-commerce team report into? The panel agreed: directly to the CEO. The CEO provides the cross-silo solution that cuts across all the divisions within the organization. If the e-commerce team is part of another group – marketing, merchandising, licensing, retail, or the like – it will inevitably be overly oriented toward the agenda of the silo into which it reports. What about the idea of having e-commerce report into the retail (stores) division? No, the panel said: retail and e-commerce need to be on par with one another organizationally. Or the idea of having different parts of the e-commerce team report into functional areas? The panel was clear: don’t break up the e-commerce organization – keep it whole, and, oh yes, have it report to the CEO.

Jared Blank, Vice President, E-Commerce at Tommy Hilfiger

As it turns out, this is how Bob Myers has set up his team at Sheplers. Taking it yet a step further, Bob has also implemented a single P&L within Sheplers, thereby allowing everyone within the company to unify around the consumer, versus individual silos. Sheplers has taken specific measures to make this a reality. For example, stores get credit for online sales that originate in their region or zip code, and e-commerce is tasked with driving sales in stores. As Kevin noted, “It’s about [shared] incentives.”  Furthermore, every employee hired – no matter what their job – has to have digital experience, thereby spreading shared digital sensibility through the organization.

The panelists all emphasized, however, that the most important tenets of classic retail remain: the traditional adage of “retail is detail” is as true as ever, but now it’s a matter of organizing around the customer (or, perhaps, “retail is detail plus digital”). E-commerce in 2012 simply isn’t like the online retail of 10 or 15 years ago – this is true retail, with “real retailers” running the business who understand the importance of factors such as inventory turn. “You have to be voracious about being in stock,” Bob noted as one example – retailers can’t just rely on the idea that the website is the infinite warehouse and that customers will be satisfied if you offer to order their size / color combination for them online, especially now that anyone with a smartphone in hand can do that on their own. (In the out-of-stock situation, Bob advised simply saying to the customer, “Let me get that item for you” – like we used to decades ago! – and then tracking that item down from other stores or even a competitor, simply to deliver on one’s promise to that customer.)

So, how about that other age-old e-commerce question: where does the retail IT team fit into the organization? Retail IT is generally used to build employee-facing tools – tools for employees to learn and use, maybe with training and manuals and on-site help. Consumer software and applications, of course, are very different and thus require a very different approach to development, implementation, and ongoing evolution. The panel agreed that it’s likely prudent to work initially with a third party development team to develop e-commerce solutions, as they know how to design and build for the consumer. As Sally noted, however, no one wants to use external resources indefinitely, so the ideal situation is to bring in and enable the internal IT team over time, gradually transitioning to make IT a true e-commerce partner.

How about e-commerce leadership? Gone are the days of “bright young things” coming in as generalists to run an e-commerce business, the panel agreed. Now, retailers need e-commerce specialists with deep expertise and experience to lead the e-commerce team. Jared described that he spends a lot of time with his merchandising and marketing teams (among others) “getting into the weeds” to understand in great detail what’s going on, how the team is doing, whether the right skill sets are in place. Sally added that understanding whether the right people are in place takes attention and time. E-commerce leaders need to invest in their team by giving them opportunities to develop their understanding of the market and to deepen their skills through venues such as Shop.org events (her words, not mine!). Also, some CEOs may not understand some of the specialized skills needed for e-commerce that are different from more traditional retail roles – for example, a usability expert, whose skills can increase site conversion and otherwise improve the customer experience.

With the e-commerce market developing so rapidly, how do organizations manage budgets? Some things in a budget, panelists noted, are must-haves like “air conditioning – you can’t not have that.” On other things, Bob explained that he listens carefully to his direct reports, and that if they all feel that something on the table needs to be included in the budget, he takes that input very seriously. What about the “shiny new keys” – emerging technologies that may not yet have proven track records? For those, Bob noted, “You place your bets.”

As Kevin pointed out, “Defending the status quo kills companies.” But if your organization isn’t yet quite as future-state as Sheplers, Sally summed up a few key steps towards the retail organization of the future: do ensure the e-commerce team reports into the CEO; focus on integrating *processes* first (i.e. integrate the organization further only once the processes are in place); and ensure that you have the right people for the job.

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