The great overlap has started.
In the last few months, the worlds have physical shopping and online shopping have collided. Walmart, the country’s biggest retailer, has increased its massive e-commerce effort, using its thousands of US locations as distribution points for same-day delivery. At the same time, Amazon, the country’s biggest online retailer, now ships items to “lockers,” physical kiosks which can be accessed at any time. With Amazon Lockers, Brand Channel has declared “Amazon’s strategy to distribute its products through traditional retail outlets is already underway.”
These retail giants are reacting to customer behavior. They know that customers want an online experience that’s connected to the in-store experience. So how can this strategy be implemented by specialty retailers? Here are some easy steps to get the best of both worlds.
Bringing Online Information to the Store
Price is not the only factor driving customers to online shopping. “Customers demand quick and easy access to relevant product information,” says Mark Brixton in Australia’s Power Retail blog. With turnover in the retail industry higher than ever, and employers unable to fully train their staff, many customers find that sales associates can’t help them make informed decisions about products.
The solution? Make your associates (and managers!) as knowledgeable as possible – even if it means “cheating.” At Best Buy, I once inquired about a camera, and the associate simply pulled out an iPad and looked at the Best Buy website with me, showing all the good reviews. It certainly was better than being told “I don’t know,” which makes me leave the store to find more information.
Another online feature that’s very effective is the recommendation engine: “People who bought X also bought Y.” Store associates can make those suggestions, of course, but there’s another option: reconfiguring your store so that items that are often bought together are actually displayed together.
Chico’s online recommendations
What about online customer recommendations? Brazilian clothier C&A has “special hooks on the racks in its bricks-and-mortar store” that display Facebook likes for each item of clothing in real time, “giving in-store shoppers a clear indication of each item’s online popularity.” That technology may be a ways off for most of us, but that doesn’t stop you from putting a sign on an item that says, “Our most popular item on Facebook,” or “Our most pinned product on Pinterest.”
Bringing the Personal Store Experience Online
Jiadev Shergill, founder of Bundle.com, told a recent Internet Week New York panel, “Walking into a store and feeling the clothes, trying them on – this is a data point that you can’t get online.”
He recommends “product videos, multiple angles, more product measurement details, and real-world comparisons,” to simulate the in-store experience, making customers more comfortable with an item they can’t hold, use, or try on.
Many have us know at least one sales associate that has been helping us for years, who know lots of our personal details, and uses that information to help us shop. So why not ask for that information during online shopping? Asking for a birthday is expected, but you could also ask for more (optional) information, such as hobbies, favorite colors, or preferred brands. That allows you to offer exactly what the customer wants the next time they visit your online store.
This may seem obvious, but you should also make online returns as easy as in-store returns. Zappos led the way by making returns both free and hassle-free. Now many websites offer that service.
Zappos provides a video explaining how to return items.
Linking the Two Experiences Together
One good strategy is to keep a customer database that can be accessed by both your online store and your physical store. So when an online customer finally walks into your store, all they have to do is give their name or email address and a sales associate can look at their purchase history, preferences, and recommendations.
To the customer, your online store isn’t some separate entity, so if they’ve bought from your website five times, why should they be treated like a stranger when they finally pay your physical store a visit?
Most importantly, this entire philosophy is dependent on employees to deliver your brand experience. Whether you’ve been in the same location for 50 years or are a new internet startup, your brand has value. And it’s your employees who have the greatest power to make or break it. They’re the ones who shift your message from a concept to an experience – positive or negative. So whichever strategy you implement, make sure your employees can define your brand. If they can’t define it, they can’t deliver it.
I hope these ideas have helped you look at online shopping and physical shopping as two sides of the same coin, with each complementing the other. And if you’d like to create an online store – or refresh an old one – my agency, Brandemix, is happy to help.
ABOUT THE AUTHOR
Jody Ordioni is the author of “The Talent Brand.” In her role as Founder and Chief Brand Officer of Brandemix, she leads the firm in creating brand-aligned talent communications that connect employees to cultures, companies, and business goals. She engages with HR professionals and corporate teams on how to build and promote talent brands, and implement best-practice talent acquisition and engagement strategies across all media and platforms. She has been named a "recruitment thought leader to follow" and her mission is to integrate marketing, human resources, internal communications, and social media to foster a seamless brand experience through the employee lifecycle.
