Are You Making the Most of Social Media?

The importance of social media is not lost on retailers - many businesses are on the sites to promote their products and help consumers resolve their service issues.

The importance of social media is not lost on retailers – many businesses are on the sites to promote their products and help consumers resolve their service issues.

Many retailers have a presence on social media, at a minimum in an attempt to get the word out about their brands. Some – a few – go the extra mile and parlay their presence into a real relationship with customers, answering questions and offering feedback.

One of the main reasons retailers use social media networks is to reach new customers, According to CustomerThink.com, social media use is pervasive: 75% of all Internet users are on some type of social network. Retailers need to communicate with shoppers through every available channel.

Research has found that once an in-store customer posts on social media about a brand or store, a store representative  has only a very short period of time – say, two to three minutes – to send a response. Is that window closing on your responses? It likely is.

Still, according to a Boston Retail Partners report a whopping 69% of retailers see opportunities to use social media to enhance their customers’ experiences. However, many are likely to be short on time and resources to act on this action item.

Social media monitoring tools are available that can help organize this new chore. They can track online conversations that mention brands and retailer names, which can have very real consequences. However, the Boston Retail Partners study found that a large number of retailers using social media to interact with customers — 81% of respondents — indicate that their processes need improvement.

Participating in social media provides information to the retailer enabling them to understand who customers are, what they want, as well as when and where they want it. Responding to individual’s posts and offering appreciation for their patronage — such as coupons for “liking” a page — aim to improve the customer experience for all their guests.

But what about when posts are not glowing and may even be negative? Retailers can that take the opportunity to respond and get ahead of the situation. By posting a quick response, a retailer demonstrates not only that they are aware of the problem but are eager to fix it. That leaves customers feeling empowered, happy with the outcome, and secure with the knowledge they can return to the store and not face the same problem.

The implementation of social media monitoring tools, lets retailers easily understand their customers’ desires, and tailor their products and services accordingly, a crucial competitive advantage in the current global retail world.

 

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Omnichannel Retailers Use Supply Chain to Lower Shipping Costs

samuel zellerOmnichannel retailers struggle with shipping costs: Charge too much, and customers flee, but charge too little and retailers are left with dwindling profits.

Customers who abandon shopping carts online, it often is a signal that your shipping costs are too high. It’s not uncommon: According to Baymard Institute, 67.45% of carts are abandoned. And CPC Strategy found retailers lose $18 billion annually due to shopping cart abandonment.

But lowering shipping costs while providing products at reasonable prices is a difficult balancing act. Solvency depends on making a decent margin on goods, but if prices are perceived as too high (because shipping is built into that figure), then the retailer risks having languishing product.

Customers often want free — not just inexpensive —shipping, delivered within a day or two. Many retailers struggle mightily trying to satisfy those demands. But for smaller chains, who may have less purchasing power with their suppliers, fulfilling that request is often impossible.

However, an omnichannel program with a strong foundation can help retailers identify where products are within their supply chains, and deliver them most efficiently to their customers. Ship-to-store capabilities help companies sell inventory wherever it resides, whether that’s at a store in Sacramento, CA, or Newark, DE.  Once located, retailers can direct the product to a store where it’s needed, or have it shipped directly to a customer. Not only does that “save the sale” but it also nurtures customer loyalty.

A ship-from-store strategy can reduce delivery costs for the customer because the retailer uses its own outlets as fulfillment centers. The closest location takes delivery of the product and ships it to the customer. The retailer must use its supply chain in the most efficient manner possible, and that includes being diligent about inventory visibility. Retailers must have up-to-date inventory count at all locations to reduce delivery costs.

It is a practical solution to the “delivery problem” to fulfill an order from a customer who lives virtually around the corner from a retail store with product from that location rather than have it shipped from a distribution center hundreds of miles away. Being able to take a close look at inventory lets retailers provide customers the delivery they want, without sacrificing good business sense.

 

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Customers Welcome Flexible Shopping Options

Ecommerce alone may not perform as well as omnichannel offerings.

Ecommerce alone may not perform as well as omnichannel offerings.

It’s a fact of retail life: Out of stocks can cost retailers not only one sale, but also future sales. Once the customer is disappointed, he or she may never walk through that business’ doors again. The sale is gone, along with any store loyalty. That’s why it’s critical for retailers to implement omnichannel strategies that let customers shop for and take delivery of products in the ways that fit their lifestyles.

According to a new report from AGC Partners, “The Retail Industry Disruptors: Specialty Online Retailers and Marketplaces Take Center Stage,” most shoppers welcome technology that lets them take advantage of retailers’ omnichannel strategies.

A solid omnichannel strategy lets shoppers buy online, buy in-store or do a combination: buy online and pick up in-store (BOPIS), for example. Increasingly, customers are “taking control” of their shopping experiences. They are well researched, both in terms of what products they want to buy, and where they want to purchase. They are “smart shoppers,” who more than ever before are able to dictate how they want to purchase merchandise.

The report notes that now, shoppers are looking for what seems to be the inverse of BOPIS: They want in-store mobile technology that allows them to order a product from a retailer’s e-commerce site, if it is not in stock at the store. 64% of consumers responded that they are more likely to frequent stores that offer such technology, and 73% said that such an offering provides a “superior” customer experience.

Retail is an enormous, $22 trillion market worldwide. Right now, online retail only makes up 7.4% of that total. Retailers that can “rescue” an order that cannot be filled at a physical location by routing it to its e-commerce site, will increase revenue and build customer appreciation. In addition, online sales will grow. A sale is a sale, no matter where it originates or to where it is delivered. As long as a retailer provides the channel, customers have no reason to seek the item elsewhere.

Still, a number of hurdles need to be overcome, according to AGC:

  • Only 33% of all U.S. retailers can order out-of-stock products via a mobile device
  • Only 26% offer free Wi-Fi
  • Only 12% can have customers scan products and have them shipped home

That represents an enormous opportunity for retailers and their technology partners. Increased shopping on mobile devices is likely to drive overall growth in online retail. And many shoppers, particularly millennials, enjoy using smartphones and other mobile devices to shop: Of 2,000 millennials surveyed by Coupofy, 28% reported preferring to shop on their smartphone than on their computers. Therefore, by implementing solutions that allow customers to be flexible in how they shop, where they take delivery – and even make returns – retailers can grow revenue as well as customer satisfaction.

 

Going omnichannel?

You know it’s critical to create a consistent customer experience across all sales channels – but you can’t afford for your omnichannel efforts to be seen as omni-failures. 

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In-Store Apps Help Drive Customer Personalization

Get the right product to the right customer at the right time: That’s the retailer’s credo. Every new technology implementation, every piece of marketing is launched with that sentiment in mind. Today, mobile technology is helping retailers attain that trifecta.

Wal-Mart wants customers to use mobile apps.

Wal-Mart wants customers to use mobile apps.

It’s not only the relatively new, small, specialty retailer that “gets” how to reach today’s customers. Older, much more established players have also seen how mobile technology can boost customer activity. Walmart is a great example of a well known, long established retailer that has successfully embraced technology to increase revenue.

Customers that have Walmart’s mobile app spend significantly more and shop in-store two times more than the average shopper, according to the Arkansas retail giant. Part of the reason for that is Walmart has taken the app one step further than other retailers by incorporating a payment system. Walmart Pay requires the cashier to scan a QR code on the phone screen to charge a credit, debit or Walmart gift card that’s linked to the account. That’s significantly different than competing payment platforms such as Apple Pay, which use Near Frequency Communication (NFC) technology.

The advantage for Walmart is that it retains control over the information it gleans from its customer base; it gathers and stores shoppers’ information directly. All the data from the app — including that which would typically go to the credit card company — stays with Walmart to can be used to improve the shopping experience.

Daniel Eckert, senior vice president of services at Walmart U.S., told the Detroit News that data from the app will be used to improve the shopping experience, with the customer’s permission. Past shopping behavior can be analyzed, for example, in order to build a personalized shopping list. The customer can then delete or add items manually or by scanning in-store barcodes. In addition, geo-location alerts shoppers to in-store specials and new items.

The retailer has reported that more than half of its shoppers come into the store with a smartphone, which paves the way for allowing Walmart to communicate with consumers in-store. By taking advantage of devices that customers are already comfortable using, Walmart can provide a more personalized shopping experience. And that is resulting in rising revenue.

 

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Biometrics Can Enhance POS Security

Earlier this week, reports surfaced that a security researcher was claiming to have hacked an Amazon server and dumped the information of tens of thousands of users online. (So far, Amazon has dismissed the incident as nonsense.) And fast-food chain Wendy’s is also grappling with a very real breach affecting more than 1,000 outlets nationwide. Those reports underscore just how prevalent security breaches are and how devastating they can be.

Biometrics predicted to become more widespread at POS systems.

Biometrics predicted to become more widespread at POS systems.

Sure, credit card companies are now issuing chip cards, which are more secure than those old magnetic-stripe types. But they aren’t as secure as chip-and-pin, which is standard in Europe. Those cards are equipped with a chip that generates a unique code for each transaction, which makes it more difficult to churn out fake cards for future fraudulent purchases. However, biometrics provide even more security.

Biometrics include technology such as fingerprint systems, facial recognition, iris scanning and voice identification. Biometrics Research Group predicts the global biometrics market to soar to $15 billion this year, up from an estimated $7 million just three years ago. And, technology consulting firm Frost & Sullivan predicts that nearly a half-billion people will be using a smartphone equipped with biometric technology by 2017.

Can You Prove Who You Are?

One of the big benefits biometrics could offer the retail industry is PoS payment authentication. Just as facial recognition can help airports and arenas scan crowds for fugitives, biometrics can help retailers verify shoppers’ identities — even online stores. For example, Amazon has filed a patent application for biometric technology that could be used for identity verification.

Amazon’s technology works like this: The person attempting to sign in or complete a purchase is prompted to “perform an action in view of a camera or sensor.” After completing a sequence of checks, the program identifies the shopper and verifies the person is a living human rather than simply a photograph. The customer might be asked to wave or make another type of gesture, for instance. Once the user is authenticated the transaction can be completed.

Right now, fingerprint recognition is the easiest, most accessible way retailers can bring the security of biometrics into their operations without too much investment. Debuting on Sept. 10, 2013, the iPhone 5s was the first phone to feature such biometric technology. Today, brick and mortar businesses — in particular, cafeterias at schools and nursing facilities — are using fingerprint solutions to allow patrons to quickly access accounts without having to remember passwords or swipe cards.

Moving beyond alphanumeric passwords is critical for continued retail growth. Biometric security technologies can be integrated into just about everything — for retailers both online and off.

Do You Offer a ‘Wow’ Shopping Experience?

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Much like their marketing strategies, sales procedures and product development efforts, retailers must put time into creating the ideal customer experience.

It’s one thing for a retailer to announce it wants to create a more experiential experience for customers, and quite another to do it.

Talk of creating a compelling retail experience has been around for several years, driven in large part by the competition to brick and mortars by e-commerce. In a day and age in which shoppers can shop quickly and efficiently online, retailers need to offer customers a compelling reason to step foot inside a real building.

The irony is that experiential shopping isn’t new, rather, it harkens back to a golden age. Back in the 1950s and 60s, shopping was an event. Stores provided hair salons and restaurants for “ladies who lunch,” for example. While clientele has changed greatly in the past 60+ years, the lesson to be learned is that shoppers enjoy being catered to. Retailers that build memorable experiences will be rewarded with larger shopping carts and loyal customers.

Case in point: Ulta, a purveyor of beauty products, has found it very profitable to provide customers an entire spectrum of items, some costing pocket change and others the price of a fancy dinner for two. The reason Ulta has become a destination, explained a Wall Street Journal reporter to NPR recently, is that it took the bold step of including such a wide array of products. Typically, manufacturers are loath to share floor space with brands that are elsewhere on the value chain, i.e., luxury and bargain brands don’t mix. But at Ulta, they do. And customers are thrilled.

Ulta management theorized that women who use a $8 mascara might want to come in and buy that product — and perhaps also indulge in something new or “special.” Combining that idea with free services such as mini-makeovers, and they had a winning formula. As a result, revenue rose nearly 24-percent last quarter, and a total of 970 stores are planned by the end of the year.

The strategy not only exemplifies how destination shopping can improve the bottom line, but it also speaks to the importance of promoting complementary purchases. In essence, Ulta counted on customers making at least one “impulse” buy while they were at the store: that mascara could use eyeliner; this foundation might benefit from concealer, etc.

In addition, the personal touch is not forced, rather, it is sought after by the customer. Associates greet each guest, and they offer to apply products and make suggestions — all at the request of the shopper. The customer is enjoying herself, doesn’t feel harassed and feels in control.

And that is a beautiful retail experience.

 

 

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Retailers Try Virtual Reality On for Size

 

Virtual reality is the latest retail innovation.

Virtual reality is the latest retail innovation.

 
Used to be, virtual reality was technology reserved for gamers. Today,  as stores search continually for innovative solutions to help them best the competition, VR is taking hold in retail environments. In fact, some see it as the future of retail: Data from CCS Insight notes that roughly 2.5 million virtual and augmented reality devices were sold in 2015, with that number soaring to more than 24 million device sales in 2018. The CCS Insight analysts estimate that more than 12 million virtual reality headsets alone will be sold in 2017.

Virtual reality offers a way to let consumers go for a test drive in markets they never could before. For example, Lowe’s is using the technology to create an immersive, contextual experience that bridges the digital world with the physical one. The massive home improvement chain branded its solution the Holoroom: “a digital power tool for kitchen and bath design.”

The Holoroom debuted last November and is aimed at helping customers take the guesswork out of their home projects. Using the Lowe’s Holoroom app, renovators can design kitchens or bathrooms using products sold by the retailer. When they designs are finished, they are turned into YouTube360 videos for customers to enjoy and share. So far, the VR technology, including Oculus Rift or Google Cardboard, has rolled out at only a handful of stores. That tech is at two ends of the spectrum: Google Cardboard is a VR platform developed by Google for use with a head mount for a smartphone (a VR for everyone concept), while Oculus Rift uses state of the art displays and optics designed specifically for VR.

Either way, the role VR will play in retail will likely be transformative. Said Ben Wood, CCS Insight’s Chief of Research: “Most consumers find virtual reality a mind-blowing experience the first time they try it. We believe it has tremendous potential and it’s not just about expensive high-end devices such as the Oculus Rift. For only a few dollars, consumers can dip their toe in the water with an inexpensive cardboard holder for a compatible smartphone. We expect this democratization of the technology to deliver growth not just in affluent mature markets but also in emerging markets where smartphone penetration is stronger than ever.”

As for the Lowe’s customer, it’s fun and also practical. VR provides an easy way to understand and edit each of the components of an interior design. Design can be overwhelming and difficult to visualize a final product, VR can bring it into sharper focus for many.

Retailers should also find benefits beyond customer satisfaction. In the Lowes example, every product selected by the VR-enable customer can be purchased at the store. That makes for easy add-on product selling, which adds up to a high-value shopping cart. In addition, the software should help speed up design times and reduce returns. After all, customers who are not blessed with a sharp “mind’s eye” will be able to get a pretty accurate idea of how their designs will look.

Local Shops Profit From E-Commerce In Unique Ways

E-commerce may only comprise 10% of the total retail market, but that’s a $341.7 billion slice. Quite a big piece, indeed.

With 90% of the retail space not engaged in e-commerce, there’s a huge amount of growth potential in the sector. Typically, local businesses have only a small e-commerce business, if any at all. In effect, those businesses are neglecting an excellent means of promoting their businesses and losing sales — both online and in-store — as a result.

Having even a small e-commerce site can help a small retailer promote its business.

Having even a small e-commerce site can help a small retailer promote its business.

Many local store owners believe having a storefront is enough visibility, and that opening an online store is, frankly, too much of a hassle. A boutique home furnishings store might, for example, have frequently changing inventory. But the ability for a customer to browse the shop’s offerings online may outweigh the potential any given item is not immediately available.

Of course, most shoppers understand that their local merchant might have to order an item or that a similar product might have to be substituted. But the way those shoppers are using the Internet is as a recognizance mission. It is a nuanced meaning of convenience shopping. Rather than ordering the product from the site, they simply want to see if the retailer offers it, or offers a style of the desired product. For example, they want to go to the local natural food store’s web site, see that in fact it does carry essential oils, and then stop in at a convenient time to peruse the offerings in person.

The advantage is not just to provide a means for shoppers buy online, although that certainly is a part of it. Rather, it’s to extend the local merchant’s appeal. Local businesses are far more adept at cultivating relationships that e-commerce merchants are, even those who have sizable brick and mortar presence. It’s far more likely that the neighborhood women’s apparel store will know your name, your children’s names and your shopping preference for your sister than Macy’s will.

And that is the key to small business success: Knowing thy customer. It’s something successful mom-and-pops excel at naturally. It’s an asset that neighborhood stores have naturally and that the big boys must work at constantly. That relationship between small business owner and customer is like gold.

That’s why an e-commerce site is a “thank you” to your loyal customers: “Here is something that will help you shop more efficiently. It’s a recognition of your busy schedule and a tool to assist you.” It keeps your store top of mind and, in combination with other customer relationship management tools, allows you to effectively compete against the behemoths at 1 am on a Wednesday morning.

 

The Critical Issue of Out-Of-Stocks

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One of the top complaints retailers hear from customers is the lack of product, or “out of stocks.” Few things are more aggravating for a shopper than arriving at a store and finding that the desired product is unavailable. In response to sagging sales as a result of empty shelves, mega-retailer Target is aiming to take control of the supply-chain problems and shore up its customer satisfaction as well as sales.

Online retailers and brick-and-mortar shops alike depend on good inventory management to run an efficient business.

Online retailers and brick-and-mortar shops alike depend on good inventory management to run an efficient business.

A study from IHL Group last year reported that overstocks and out-of-stocks cost retailers $1.1 trillion globally in lost revenue. Inventory management systems can help, because they inform managers what products are hot sellers. However, some products are must-haves for retailers to carry: For grocers, it might be ketchup, for an office supply store it could be reams of paper. Those are staples that have to be there no matter what. Barren shelves are an issue that, for instance, Wal-mart is criticized for frequently, and that Target has been under fire for recently as well.

But while Walmart’s woes seem to be related to being short-staffed and, therefore, unable to move inventory from the stockroom to the sales floor, Target’s stem from inventory management. There simply isn’t product in the stockroom to display. Last summer, during a conference call with investors, CEO Brian Cornell blamed the inventory problem on an antiquated supply chain strategy that didn’t account for a multi-channel approach to selling. The ability to buy online and pickup in store (BOPIS) had successfully depleted brick and mortar supplies. As a result, Cornell has since launched a strategy designed to take control of the supply chain — which previously had largely been outsourced — to get products onto shelves and into customer’s baskets.

The importance of customer satisfaction in this realm was not lost on the newly minted Chief Operating Officer John Mulligan, who was promoted from the role of Chief Financial Officer. ”Given the breadth and complexity of the business, it will always be a challenge to be in stock on every item in every store… but our guests need us to be consistent in delivering everyday essentials,” Mulligan told Business Advisor.

What Target is learning is that while those products need to be available, not every permutation of the product has to be stocked. For example, how many types of bottled water are needed to satisfy customers? How many bottles does each “case” have to have? Will a shopper walk out if the 16.9 oz. bottles are only available in a 24 pack?

Target is betting that narrowing those types of selections will be acceptable to customers and easier for the stores to manage. It seems to be working: Fortune reported that out-of-stocks were down a whopping 40% during the holiday shopping period. In addition, e-commerce sales rose 34% during the holiday shopping season, according to investorplace.com. Some of the resulting profit will likely fund Target’s expanding use of RFID for inventory, which will enable the retailer to wirelessly track products in stores, warehouses and en route to customers.

All of which shows just how interconnected multichannel commerce truly is: Keeping the shelves stocked on Main Street will keep shopping carts filled on the ground, as well as online.

 

What You Need To Know About Beacons

Last month, drugstore chain Rite Aid became the most recent retailer to deploy beacons within their outlets. By doing so, Rite Aid became the largest retailer user of beacons in the United States, a distinction previously belonging to Macy’s. Rite Aid embarked on the strategy to provide more personalized service to customers, as well as to push various notifications. Bluetooth-based beacons can help retailers connect in practical and profitable ways, as long as the communication is welcome and provides clear advantages for the shopper. Remember, a shopper can opt out of receiving notifications at any time —  and no matter how many beacons a retailer has it won’t make a difference if no one is receiving their signals.

See the infographic below to learn how to make the most of your investment in beacon technology.

4 beacon tips