3 best practices for retailers expanding from online to in-store

As the world reopens, retailers are focused on safely welcoming back customers and resetting operations. Many brands, including digital pure plays, are eyeing new customer journeys and new business models. 

For example, Fabletics and Amazon are taking advantage of retail real estate vacancies and launching or expanding their physical presence. To the surprise of many pundits, physical store expansion plans continue to outpace closures. According to U.S. store tracking by Coresight Research, national retailers have announced 3,199 store openings and 2,548 closures year-to date. 

The evolution of e-commerce brands to omnichannel retailers has been measured. Many are new to store operations and the realities of in-person experiential retail. This will demand they form new capabilities and competencies that meet the customer wherever they are and on their terms.

Let’s explore several best practices for success as retailers adjust to the real world. 

Understanding consumer expectations  

Shopping pathways and buying psychology vary dramatically by customer journey. For many, shopping is a social connection and an interpersonal experience. At the same time, online shopping may offer more convenience; discovering products while browsing is a key factor that brings consumers in store. 

Before the pandemic in the 2019 Oracle Retail consumer study, 36% of consumers ranked discovery as a space to experiment and try new products and a top priority on their shopping journey. Also, as state restrictions lift, consumers return to stores, and brick-and-mortars need to have fully stocked inventory ready for the influx. If retailers can’t provide, shoppers will take their wallets elsewhere. According to a 2021 Oracle Retail study, 34% of respondents said out-of-stock merchandise topped their list for a bad shopping experience, 33% said they weren’t willing to wait for an item to be back in stock before trying another brand, and 27% will go to another retailer. 

Even as they return to stores, shoppers are still focused on health and safety. Today’s consumers demand a clean and healthy environment while on their shopping journeys. This isn’t an issue that e-commerce companies will have encountered online; however, this will need to be a top priority for brands looking to pivot. According to the same 2021 Oracle study, 80% of shoppers are ready to shop in a retail store as long as safety precautions are in place (e.g., wearing a mask, cleaning procedures, etc.), with 28% of shoppers reporting a lack of social distancing/unclean environment would result in a bad shopping experience. 

Incorporating retail technology  

As digital brands are extending their operations to the main street, they bring a wealth of technology and insights. e-commerce offers brands countless ways to personalize the shopping experience and provide convenience to consumers. Direct to consumer brands and pureplay retailers will need to figure out how to translate these strategies to real life in the offline world. Digital brands looking to pivot will need to reimagine how their online strategy will work in-store. Utilizing the right technology is vital, and choosing a robust POS and retail platform is integral to successful in-store operations. It is not as simple as adding a cash drawer to your website and hoping it all goes well. 

No matter the channel, customers want convenience in their shopping experience. As consumers will far outnumber store associates, retailers looking to pivot will need to explore innovative options, such as self-checkout, BOPIS, pay-by-link, pay-by-QR code, and other tech-forward ways getting customers out the door.

Instead of spikes in web traffic, new brick-and-mortar retailers will need to anticipate the ebbs and flows of in-store demand. These retailers should consider demand forecasting technology to predict everyday traffic and get ahead of the busy end-of-year holiday season. They will need a system that utilizes next-generation retail science and exception-driven processes to predict demand accurately. 

Upgrading with staff training  

As new brick-and-mortar stores open, retailers will naturally need to hire and train new staff to keep up. However, for the road ahead, staff training will need to go beyond the basics and be integral to physical stores’ success. As vaccinations usher in return to normalcy for retail, store associates who came aboard during the pandemic will need to adapt to growing foot traffic and the associated demands. 

Customers will want to know where every product is, what discounts are available, if more stock is in the back, and which check-out lane is the quickest. They’ll expect the associate to handle every inquiry and meet every demand quickly. For example, 44% of consumers ranked unhelpful staff as defining a bad shopping experience, which shows how imperative knowledgeable staff is, per the 2021 study. 

Store associates will need to be well-equipped to handle all expectations and questions that come their way. Retailers moving from online to the real world can help bridge the gap by integrating mobile devices or tablets for associates to use, putting information at their fingertips. These devices can help staff locate items and inventory, highlight customer profiles and suggestions to help associates provide better service, and can even serve as the point of sale for check out. Training staff for this experience will be imperative so associates can make the most of in-store technologies and leverage them to provide an excellent customer service experience. 

Breaking into brick-and-mortar can be an exciting next step for e-commerce brands, but it requires proper planning and preparation. Customers, and their needs, are different in each arena, and retailers will need to understand how to cater to the two. As digital retailers step into the real world, ultimately, they will need to anticipate the behaviors and demands of in-store consumers, incorporate technology to offer a more seamless experience, and train their staff adequately to make the entire customer journey worthwhile. With the world moving towards reopening, it’s time to step into (or back into) the real world and prepare for the future of retail. 

Millennials and Brand Loyalty

Why is brand loyalty important? For any business, large or small, customers matter. One of the main goals for many it to ensure customers continually come back for product or service. That’s why building brand loyalty is of the utmost importance. While there are hurdles to get any age group to become brand loyal, Millennials can be a complicated group to convince to commit. Here are some tips on how to increase brand loyalty among the age demographic.

Get to Know Millennials 

Compared to Baby Boomers, you may have the perception that Millennials go rogue on brands. While they are more likely to experiment with different businesses, Millennials actually want to be brand loyal. In fact, they’re 1.75x more likely than Boomers to say they’d like to be brand-loyal. So what’s stopping them? 

Income 

One factor is income. It may come as no surprise that as household income increases, so does the likelihood of loyalty. In a survey by Facebook IQ, people surveyed who report a household income of $150,000 or more are 32% more likely to be loyal than those who report a household income of under $35,000.  A higher income brings flexibility in choices. With more money, you have the ability to pick companies that match your values, meet your needs, and deliver on promises. If you don’t have a lot of wiggle room in the budget, you may need to shop around for desirable sales and cost effective options more often. 

Verticals 

Vertical markets, or “verticals,” are business niches where vendors serve a specific audience and their set of needs. When we look into specific verticals, we can see some variations among Millennials. Furthermore, in some verticals Millennials are just as likely to be brand loyalists as Baby Boomers. 

Looking into verticals where experience and price play a bigger role, we lose loyalty among the age group. For example, this can include airlines and hotels. Here are more barriers Millennials face when making the decision to stay loyal within different verticals. 

  • 2.00x more likely to cite a store’s level of hygiene as a barrier for  HOTELS 
  • 2.00x more likely to cite a lack of healthy options as a barrier for  RESTAURANTS 
  • 2.50x more likely to cite a store’s level of hygiene as a barrier for  GROCERY 
  • 1.44x more likely to cite a move in location as a barrier for AUTO INSURANCE 
  • 2.33x more likely to cite a difficulty to reach or contact as a barrier for AIRLINES 

New Parents 

Another factor that impacts how Millennials spend in a huge way is whether they are parents. When a child is in the mix, a customer is going to be hyper aware of what they are spending where. They will be looking for the best fit for their family. Once they find it, they’ll typically stick with it. In fact, 42% of  new parents describe themselves as loyal compared to 36% of non-parents. 

Interestingly enough, new parents tend to be more loyal in verticals that non parents are not as loyal in, like hotels. This is especially true of verticals with products and services that tend to be more experiential. Based on Facebook IQ’s study, our best guess is that the desire to experiment with different businesses gets replaced by the need for stability. Parents want to stick with what they know works and cut out the other fuss. 

How Can I Build Brand Loyalty? 

Those surveyed were asked, regardless of household income, to describe the brands they love most. When divided into features of brand loyalty – consistency, cost, quality and experience – the largest group of words was under experience. Though price matters, experience seems to outweigh them all. 

Experience 

Be sure to put focus on delivering an exceptional experience, no matter the service or product. According to the study, creating a meaningful, memorable and noteworthy experience is critical to cementing a brand’s relationship with people. Also consider ideas that celebrate the good times had between you and customers. 

Personalization 

You can also connect through personalized communication. This is one way to build trust. Use personalized service through 1:1 communication. Companies are increasingly using messaging tools to better meet the needs of their audiences. 

Authenticity 

Because of the digital sphere and online technology, people are oversaturated with advertisements 24/7. Now, they crave realness. When a brand is authentic and transparent, it stands out against the noise. In fact, 66%  of consumers think transparency is one of the most attractive qualities in a brand. And in a study run by Cohn & Wolfe, 63% of consumers said they would rather buy from a company they consider to be authentic over a competitor.

Foursquare partners with Shopkick to enhance in-app experience and more

Shopkick will use Pilgrim SDK and FSQ/Places Database to help brands and retailers uncover consumer insights and deliver more rewards to app users.

With the holiday season upon us, shoppers are on the hunt for the best deals and rewards – both online and in-store. Meanwhile, after many months of shifting consumer behaviors due to the pandemic, retailers are in need of data that can provide consumer insights, purchasing habits, and preferences. To help guide customers as they shop and help businesses better understand consumers’ shopping behaviors and needs, Foursquare is announcing its partnership with Shopkick, a leading shopping rewards app.

Come 2022, Shopkick will launch a revamped new app experience using both Pilgrim SDK and Foursquare Places data. Foursquare’s technology and data will enable the Shopkick app to deliver relevant, insightful push notifications and branded content directly to app users based on their location. The result? Greater rewards for shoppers and richer consumer insights for businesses.

How Does The Shopkick App Work?

Shopkick is a mobile rewards app that was acquired by Trax, the leading provider of retail computer vision solutions and analytics, back in 2019. The Shopkick app sends proximity-based push notifications to help lead the shopping journey, encouraging customers to take certain actions like enter a specific store or engage with in-aisle and branded in-app content. The app’s “kicks” feature enables shoppers to earn rewards and gift cards by simply purchasing products and uploading the receipts.

Additionally, this mobile experience helps Shopkick’s brand and retail partners learn more about their customers and determine how best to engage with them.

Leveraging Foursquare’s Location Data Technology

Prior to partnering with Foursquare, Shopkick had previously relied on a combination of in-house solutions and external tools – such as geofencing – in order to identify customer presence in a store to provide relevant in-app and proximity messaging.

Foursquare will now be the sole provider of Shopkick’s location capabilities with our Pilgrim SDK, which includes our unique Snap-to-Place technology — an algorithm trained by more than 15 billion signals over the past 12+ years that is able to more accurately determine where and when a mobile device visited a venue compared to geofencing and other technologies that rely solely on GPS signals. Our proprietary mall mode feature, for example, allows our Pilgrim SDK to more accurately identify visits to “super venues,” which are locations of extreme density that often encompass several other venues.

This level of precision is especially useful to apps like Shopkick, whose users frequent malls and other commercial venue-dense environments.

Shopkick will also be utilizing Foursquare Places as their system of record for layering their own data, deals, rewards, merchant database and more.

“Foursquare’s technology not only helps accurately reach Shopkick users but also gives them the opportunity to earn kicks at more places,” said Sheila Mefta, Vice President of Product and Design at Shopkick. “In the testing phase, Shopkick found Foursquare’s Pilgrim SDK to be extremely accurate in identifying thousands of unique locations out of the box, making this partnership with their stellar team a no-brainer.”

Using Location Data To Bridge The Gap Between Brands With Consumers

Shopkick’s ultimate goal is to engage with customers at the right place and right time, and Foursquare will help it do just that.

“Shopkick is a leader in mobile retail beloved by many millions of consumers — their team carries wide-ranging expertise with location technology and this partnership only further validates Foursquare’s market-leading position,” said Patrick Hu, Managing Director, Business Development & Product Partnerships at Foursquare.

The partnership additionally opens the door for greater business opportunity and growth. Location data continues to help drive real, impactful business results and Foursquare’s work with Shopkick will help generate new or greater collaboration with brands and retailers.

“2022 will prove to be a critical year for retail and other brick-and-mortar industries that were heavily impacted by the pandemic,” Hu said. “As consumers have shifted toward on-demand delivery, location technology and data have become vital components for bridging the online-to-offline gap and delivering a high-value in-person experience. Foursquare looks forward to collaborating more deeply with Shopkick and other Trax solutions, along with others across the broader mobile and retail space.”

Shopkick is available for free on iPhone from the App Store and for Android from Google Play. For more information, please visit www.shopkick.com.

2022 Shopping Outlook: Consumers Tightening Their Budget and Spending Less Overall

Shopkick survey finds that continued inflation and supply chain issues are concerns for consumers heading into the new year  

As a new year approaches, it is apparent that the economic challenges of 2021 will continue to influence consumer behavior in the future. Supply chain hiccups and record-breaking inflation are just a few of the factors causing Americans to plan to spend less in 2022 and have already impacted how they chose to shop in 2021. According to the Adobe Digital Economy Index, Black Friday foot traffic was up 48 percent and overall online spending was down compared to 2020 — a direct result of consumers’ supply chain concerns. In addition to finding ways to avoid supply chain challenges, the majority (63 percent) of consumers lowered their budgets in 2021 and unfortunately, 45 percent do not anticipate their spending habits will return to “normal” in 2022.

Shopkick, a leading shopping rewards app, surveyed more than 14,000 consumers across the country from November 5 – November 9, 2021, to gain insight into consumer behavior and outlooks as we approach 2022.

Key Findings Include:

  • Tightening Budgets: When asked what spending habits they foresee themselves making in 2022, the majority of consumers (69 percent) said they will be spending less overall. Most consumers (58 percent) plan on approaching their finances by proceeding with caution and 22 percent are significantly tightening their budgets. Overall, 23 percent of consumers will be decreasing their non-essential spending entirely.
  • In-Store Shopping Remains Strong: Despite the popularity of online shopping in recent years, consumers still expect to do the majority of their shopping in physical stores. Most plan to purchase both non-essential (71 percent) and essential items (87 percent) in brick-and-mortar stores and the majority (59 percent) of consumers view in-store shopping as an event or something to look forward to as life returns to “normal.”
  • Searching for Savings: To maximize savings in 2022, consumers will purchase sale or discount items (58 percent), use shopping and rewards apps more frequently (56 percent), and prioritize shopping at budget-friendly stores (51 percent). Consumers also plan to purchase more store brand products instead of larger brand names (35 percent).
  • Learning from Last Year: Of those 22 percent tightening their budgets, almost half (49 percent) are doing so because they feel less financially stable and are unsure what the future holds (49 percent). Nearly all consumers are concerned about the risk of continued inflation (96 percent) and supply chain and product shortage issues (95 percent).
  • Safety is Still a Priority: Though Covid-19 vaccines are widely available to the public, health and safety precautions continue to be important to consumers. More than half (55 percent) of shoppers say retailers’ health and safety guidelines will play a role in where they choose to shop in 2022.
  • Treat Yourself: For the 22 percent of consumers that will be increasing their non-essential spending, they are doing so because they feel more financially stable and have a more flexible budget (47 percent), plan to spend more on experiences like dining, travel, or entertainment (34 percent), or plan to spend more money on other people (27 percent).

Generational Insights

  • Conscious Consumers: Many consumers (36 percent) anticipate shopping more frequently and spending more money at retailers and with brands that align with their core values (politically, socially, etc.). Generationally, Gen Z (53 percent) is most likely to shop more frequently at retailers or with brands that align with their core values (politically, socially, etc.), followed by Millennials (42 percent).
  • Proceeding with Caution: Health and safety guidelines will play a role in 60 percent of Gen Zers shopping choices, followed by 65 percent of Silent Generationers, 53 percent of Gen Xers, and 50 percent of Baby Boomers and Millennials.
  • Young Money: Of the 22 percent who expect their non-essential budget to increase in 2022, Gen Zers are the most likely to do so (59 percent), as they feel more financially stable and have a more flexible budget. Of those Gen Zers increasing their budget, 36 percent plan to spend more on experiences like dining, travel, and entertainment now that these non-essential businesses are back open.

“After a tumultuous turn of the decade, 2021 was a critical juncture for retailers and brands to strategize for the new year and beyond,” said David Fisch, general manager of Shopkick. “The findings from this survey continue to tell us that physical retailers reign supreme and health regulations that help people feel more secure remain essential. They also further reveal the need for seamless, omnichannel shopping experiences that help consumers save as much as they can, especially when the economy makes it difficult.”

About Shopkick, Inc. 

Shopkick, a Trax company, is a leading shopping rewards app, bringing moments of joy to everyday shopping – both on- and off-line. For brands and retailers, Shopkick provides high consumer engagement along the entire path to purchase. The company’s unique pay for performance model has been proven to deliver high ROI, while driving incremental traffic, product engagement, and sales. Some of its leading brand and retail partners include Kraft-Heinz, Barilla, GE, Kellogg’s, TJ Maxx and Unilever, among others.

Shopkick is available for free on iPhone from the App Store and for Android from Google Play. For more information, please visit www.shopkick.com.

Is the fun ever coming back to holiday shopping?

In terms of sales, last year was a much better holiday than most predicted. Tepid expectations for the season gave way to 8.3% growth, according to the National Retail Federation. But it wasn’t a particularly joyous season, with many concerned for the health and safety of their families as the pandemic raged across the U.S., and the world waited for vaccines to become available. 

Shoppers stayed home in large droves, buying holiday gifts online instead, and retailers tried to encourage safe buying behavior through curbside pick up options and other conveniently distanced methods of purchasing. Retailers reimagined traditional holiday activities virtually, and customers accepted things were going to be a bit different than usual. 

This year, there are signs of a return to (somewhat) normal. Macy’s Thanksgiving Day Parade is allowing spectators once more. The department store’s Santaland is back, offering children the chance to share their lists with Santa Claus like years past. And yet, it’s still not quite like years past.

The pandemic is still with us, and the delta variant has raised consumer concerns as shoppers prioritize staying safe. 

“For retailers hoping for a return to the good old days of 2019 we have a double dose of bad news,” Alvarez & Marsal wrote in a consumer sentiment report this October. “Not only is consumer spending muted but the changes in shopping behaviors – brought about by Covid and fears of social contact – are here to stay.” 

Most (85%) of shoppers are intending to either continue or accelerate the shopping behaviors they picked up during the pandemic, including BOPIS and curbside, the firm found. That leaves just 15% that expect to “fully revert” to their old shopping habits. That could mean more e-commerce once again, which grew massively for most retailers last year as consumers stayed cloistered in their homes. 

And many consumers are still concerned about their finances as well. Alvarez & Marsal found that “overall consumer optimism is weak,” with about 58% of shoppers expecting their family’s financial situation to either stay the same or worsen in the next six months. 

With the pandemic still haunting the public, and financial concerns hanging over consumers’ heads, it’s hard to say whether the “joy” of the season will return this year. There are some signs, at the least, that it won’t be as disrupted as last year. 

“Right or wrong, there’s a certain sense of security among us. Those that are vaccinated feel a little more confident in getting out,” Brendan Witcher, vice president and principal analyst at Forrester, said. “All you have to do is go to any shopping mall, even now, ahead of the holidays, and you’re going to see that people are out, they’re shopping, they’re buying, they’re spending time in stores.” 

‘No one wants Santa to be a superspreader’

With vaccines becoming widely available in the U.S. this year, the holiday season will, in some ways, be very different than last year’s, when the threat of a pandemic surge kept many shoppers home instead of visiting family or out in shopping centers. But the behaviors consumers picked up during the pandemic haven’t necessarily left, and health concerns are still dogging consumers. 

Alvarez & Marsal’s recent study found a third of respondents cited health concerns as a reason they wouldn’t be shopping as much as they might like to, while a recent U.S. consumer sentiment report from McKinsey found a  majority of shoppers were growing wary once more of out-of-home experiences and embracing the “homebody economy.” 

Shopping in stores is still causing anxiety for 40% of shoppers, according to a recent Deloitte report, though that is down 11 percentage points from last year. And some are predicting that e-commerce will rise once again this year, despite huge growth in e-commerce last year.

In that environment, retailers are tasked with not just creating holiday experiences, but ensuring they feel safe enough for shoppers to participate. Hence, why even though Macy’s Santaland is technically back, kids won’t be invited to sit on Santa’s lap this year. They’ll be sharing their Christmas lists from six feet away. 

“No one wants Santa to be a superspreader, right? That would be probably the worst headline of the year,” Witcher said, noting the precautions are smart on Macy’s part. 

The sight of masks on shoppers or volunteers might be a reminder of the pandemic, but most consumers are so used to them that they’re relatively invisible and likely won’t impact the enjoyment of the event much, according to Witcher. The cheer and overall excitement of visiting Santa is also about more than just the opportunity to pose for a photo. 

“Sitting on Santa’s lap is maybe an iconic part of visiting Santa, but it’s [also about] stepping into that space that’s decorated, has a tree, has some snow, has some presents, has the music – and all of those things can come back,” said Karthik Easwar, associate teaching professor of marketing at Georgetown University. “Even if you’re standing six feet from Santa, telling him what you want for Christmas.” 

To Easwar, these kinds of precautions around traditional holiday events allow shoppers to, by and large, return to their usual family traditions, even if they only get “90%” of the experience back. Compared to last year, 90% is a lot. 

Lauren Bitar, head of insights at RetailNext, pointed to the ability to control occupancy as another way to adapt holiday experiences to a year still partially impacted by the pandemic. That not only prevents stores from being overcrowded but also helps associates to “better control the experience”  during a labor shortage that’s making it difficult for retailers to find workers. 

The amount and level of precautions may also depend on what other retailers are doing about a certain issue. Consumers and retailers both tend to operate based on crowd wisdom around the pandemic, according to Witcher, and that will likely continue, with retailers adding or axing precautions as others in the space do. 

“I would not be surprised if we see the trends to outdoor holiday experiences increase – and I’d say that’s twofold,” Easwar said. “One, it gives a level of comfort or safety to the experience that it is outdoors instead of indoors, that you might be able to space out a little bit more than you would in a confined space. I think the other side of it is, broadly speaking, a lot of people have been cooped up for 18 months, so just being outdoors is nice.” 

Will cheer be back in holiday marketing this year?

Outside of navigating in-person activities, retailers will have another difficult year of striking the right tone through their marketing. The pandemic isn’t gone, but the U.S. is not in the same place it was last year with fears of COVID-19 running so high that the usual cheerful holiday marketing felt out of place. McKinsey’s recent report on consumer sentiment found that overall optimism regarding COVID-19’s impact has increased this year, but pessimism has also edged up. In August this year, 43% of respondents expressed optimism about the U.S. economic recovery after COVID, while 16% expressed pessimism and 41% had mixed feelings. 

“Last year was really important to not be tone-deaf to the situation,” Witcher said. This year, however, will be different, with brands perhaps encouraging alternate channels like BOPIS and curbside rather than necessarily acknowledging the pandemic. “That’s a smart move because it’s saying that the pandemic is still here, but it’s not [explicitly] saying the pandemic is still here. Because it’s not obvious to the consumer that I’m being told to use buy online, pick up in store or curbside or ship-to-home for the pandemic. I’m getting told that, well, just because.” 

Another slightly more covert message this season may tie into the supply chain. Retailers have already begun pushing consumers to shop earlier this year, and the full extent of supply chain challenges has become so well-known that consumers are even anticipating stockouts. Even so, retailers can be smart about what they’re promoting to consumers without necessarily spelling out their challenges to shoppers. 

Encouraging consumers to shop early will allow retailers to gain insight into trending products to place their final orders early this year, according to Witcher, and store-wide discounts or category-wide discounts will allow retailers to offer promotions without running into inventory shortages. In anticipation of inventory challenges, Bitar expects the sense of urgency in holiday ads to accelerate this year as well. 

“There’s always that in the holidays anyway, but this season it’s like: ‘This is going to fly. We don’t have a lot of it. Start your shopping now,'” Bitar said. “It’s very much like they’re riding the line they always love, which is ‘Get it now before it’s gone,’ but to the umpteenth degree.” 

Some retailers are also returning to more merry marketing initiatives. Nordstrom in October announced its holiday campaign, “Make Merry,” which “was inspired by the happy, sometimes hilarious mid-revelry moments that turn the season into a celebration.” The campaign shows families and friends “experiencing real joy and connection” by being together. 

Neiman Marcus is likewise centering on the “sentiment of celebration and cheer” with its holiday campaign, “Celebrate Big, Love Even Bigger.” Chief Merchandising Officer Lana Todorovich specifically noted that consumers would be “celebrating in person again” this year with friends and family, and the campaign video is focused on love and togetherness. 

Add J.C. Penney, too, to the list of retailers reaching back for joy in holiday marketing. The department store describes its holiday campaign as centering on “time with family and friends and sharing joy with others.” The ad will emphasize “the simple joys” of special moments with friends and family.

Last year, campaigns like these may not have been appropriate. But this year, Easwar says these types of holiday ads may be more prevalent as retailers try and remind shoppers of what things were like before the pandemic. 

“Remember those amazing things we used to do from, you know, forever until 2019? Let’s get that back this year,” Easwar said. “And I think that’s a slightly different message than you’ve generally seen in the past where it always felt like, ‘Here’s the exciting new thing.'” 

Is e-commerce ‘divorcing the experience’ from holiday gift buying?

Some of the excitement of the holidays may be returning this year, but with shoppers shifting more spending to e-commerce long term, is the fun of holiday shopping at risk of being lost? According to McKinsey, stores saw 5% growth in August, but e-commerce sales have continued to rise strongly, with 30% growth in the same period. Around 60% to 70% of shoppers buy or research both online and in stores, according to the survey, and online penetration is approximately 30% higher than pre-COVID. 

Alvarez & Marsal sees the interest in e-commerce as not necessarily threatening to stores, provided retailers invest in them. Like McKinsey, the firm found that omnichannel shopping was popular and physical stores “still reign supreme” during the actual purchase. Online channels were more useful prior to and after purchasing. 

As e-commerce rises, though, there’s the potential for a vicious cycle to hit retailers, according to Easwar. Retailers are creating systems for product delivery and other conveniences to address the popularity of e-commerce, which also means consumers don’t feel the need to visit stores as much. 

“So stocking the store makes less sense, which makes the value of going in store to explore products less valuable, which then pushes me online to shop, which then makes the store less valuable,” Easwar said. 

Offering e-commerce and easy pickup options like curbside are great for convenience, but they also in some ways “detract from that communal holiday experience,” according to Easwar. The result is that what used to be one experience – shopping for the holidays while enjoying the sights and sounds associated with the season – has become two: The task-oriented shopping for the season and the more experiential enjoyment of the holiday environment. 

“Now, I shop on my phone on maybe Thursday night while I’m just watching TV. And Saturday, I go to a holiday market where it’s not to come away with things but it’s to be in that space, drink a hot cocoa or a mulled wine, hang out with a couple friends, walk around, see the decorations and come home with nothing necessarily in a bag,” Easwar said. “It’s almost divorcing the experience from the goods and services you’re purchasing and getting those in different ways.”

The perpetual rise of e-commerce will only exacerbate that issue as customers turn to delivery and convenient pickup options instead of their usual store visits. But even with most projections including a rise in e commerce once again this year, Witcher thinks that the reverse will happen. 

“We want to feel like things are going back to normal, and the way we do that is to do things we did before the pandemic,” Witcher said. “We’re almost trying to will it to happen. By getting out, the virus is going to notice we’re getting out, and it’s going to give up, right?” 

Simultaneously, Witcher expects that as shoppers potentially step back into stores this fall and winter, retailers will likewise step back from offering services like curbside. He pointed to Costco, which should be “the poster child” for curbside, as a good example. After finally introducing a pilot of the service, the wholesaler discontinued it because it hadn’t gained much traction, according to executives. Witcher thinks this is because when shoppers enjoy a retailer’s experience, they’ll want to shop in the store, not pick up something curbside. 

“We don’t really need curbside. In most cases, if we leave the house that means we want to get out of the house and not sit in our cars,” Witcher said. It’s also more costly for retailers than having shoppers come into stores themselves. “I’m encouraged when I see curbside spots being the only open spots in a mall. I like that, and the reason I like that is because it shows that consumers are dedicated to shopping.” 

E-commerce and convenient fulfillment options were necessary during the height of the pandemic last year, but long term it may be a better sign for the “fun” of shopping if customers return to physical stores. The separation of gift buying from the experiential elements of the season does give customers the option to choose when they just want to buy products and when they want to have a more full holiday experience, Easwar said, but in terms of the overall season, that could be more harmful than helpful. 

“We should be able to say that a task can have some function and some entertainment together. That’s what living is, it’s not picking when you want to be productive and picking when you want to be entertained, it’s going out and doing things and experiencing a mix of entertainment and function together,” Easwar said. “And there’s a philosophical side of me that says that is actually preferable as a human experience than this more economically efficient, as you might think of it, experience that I think we’re starting to craft more of.” 

This article was written by Cara Salpini from Retail Dive and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com.

How physical retailers can attract today’s multichannel shopper

For many consumers, omnichannel is taking new shape as the general perception of “online or instore” is growing to include new interaction options. And to thrive in this new era of retail, brands must take notice. 

Contactless, buy online pickup in store, curbside, touchless — all of these innovations were on a slow drip until 2020. But today, these omnichannel methods of shopping are table stakes because of customers’ shifting expectations. People simply like choosing how they shop — whether having goods delivered to their door, placed in their trunk or physically going into the store to get items the “old school” way. 

And while, at one point, most shoppers had their preferred way of engaging with a brand, that’s changed too, as most spend money at their favorite brands from several different touchpoints, depending on schedules and comfort levels. 

The key is to create a seamless customer experience catering to multi channel shoppers whose touchpoints are constantly changing. Retailers who can pull this off are much more likely to draw them in and keep them coming back for more.

Pleasing shoppers who want it all

Recent research shows BOPIS and curbside pickup adoption has increased for 78% of shoppers since COVID-19’s onset, and 69% expect to continue using these favorite darlings. And why not? Shoppers strapped for time or concerned for their safety can order goods from home and easily pick them up from the parking lot, never having to leave their car. BOPIS and curbside options enable customers to see products before purchasing, avoid shipping costs and return items when they don’t work out — the top reasons cited for choosing this route. 

However, while these methods have certainly gained in popularity this past year, nearly half (46%) of consumers surveyed in Raydiant’s State of Consumer Behavior 2021 report that, when given the choice, they prefer in person rather than online shopping. One-third like shopping inside physical stores because they want to look at, feel and interact with products, while one-fourth enjoy the in-person shopping experience. 

And while consumers want to get their hands on products they plan to purchase, 87% of shoppers prefer shopping with retailers who’ve invested in touchless of robust self-checkout options. Stores are taking note: touch-free options increased for 69% of retailers in the first six months of 2020 — a trend that is here to stay. 

Providing the Perfect Mix

It might seem like serving omnichannel shoppers requires retailers to do it all. But truly, the retail landscape is always changing, and what’s going on in retail creates challenges and opportunities for retailers to expand customer service and branding alike. To attract today’s shopper, the perfect mix is in order. 

According to the National Retail Federation, the most successful retailers are those best responding to newer shopping preferences that include curbside, contactless payment choices, enhanced loyalty rewards, strong customer care and clear communication. The latter includes letting customers know of changes in returns policies, store hours and health and safety precautions being taken to protect them and employees, too. 

Offering modern, touchless payment methods such as Apple Wallet and Google Pay will also please many shoppers — particularly millennials and Gen Z’ers.

Changing with the times

It’s an exciting time to be in retail as there are so many ways consumers want to shop, whether through contactless, in-store options, BOPIS or curbside. Embracing the change will enhance CX and will help draw shoppers in, regardless of how their needs continue to evolve.

In sum, I’d like to share a quote from John F. Kennedy that is fitting for today’s shifting retail landscape: “Change is the law of life. And those who look only to the past or present are certain to miss the future.” 

Tom Ertler is SVP, creative director at Miller Zell 

This article was written by Tom Ertler from Retail Customer Experience. News Features and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com.

An Omnichannel Future Beckons: Is Your Brand Ready For it?

When Casey Carl was appointed as the Chief Omni Strategy Officer by Walmart, he thought it to be an unusual title. “They ran out of characters,” Mr. Carl joked. However, the results of Walmart in April 2020 were a testament to the unique title adopted by the retail behemoth. When the world struggled to restore balance, Walmart witnessed a massive jump of 74% in its omnichannel sales. This included online and in-store pickups. 

The power of an omnichannel strategy is that it can transform a transaction into an experience, a distinguished experience, to be precise. The pandemic has accelerated the digital adoption rate significantly across the globe. Something as basic as search interest in “how to buy online” has become 2x since March 2020. In addition, evolved consumers started showing new digital patterns because of their continuous exposure to technology, from work to play. 

As a result, businesses had to reinvent themselves. A McKinsey report shows that nearly all organizations are restructuring their business models to be more digital due to the impact of COVID-19 on consumer behaviors. Aligning business goals to prepare for an omnichannel future has become imperative. However, there were few key things that brands need to focus on while they reinvent themselves.

Understanding Customer Behavior Through First-Party Data

Brands must pre-empt customer actions for repeated conversions. A solid digital presence is critical due to customers spending more time online. Brands are focused on making the best use of customer data to understand individual preferences closely. However, sitting on a bed of disparate data is futile. The right customer data platform helps create a 360-degree customer profile by abolishing silos and centralizing data. Key insights extracted from this data help marketers create actionable, hyper-personalized campaigns that ace performance metrics. The overwhelming volume of data can be intimidating. That is why analytical features like RFM (Recency, Frequency, Monetary), recommendation engine, dynamic segments help brands sharpen their engagement strategy with data intelligence. 

Connecting the Data to Multiple Touchpoints

Customers migrated to online shopping for almost every purchase since March 2020. As a result, the frequency of orders increased inadvertently, and everyone desired a seamless, secure digital experience. Suddenly, in a world where retention and engagement became more critical than acquisition, brands needed competent campaign management solutions. Testing and optimizing campaigns became crucial because no brand wants their creative campaigns to land up in spam. In addition, evolved consumers have started to show new patterns of shopping across channels. This has led brands to adopt more popular online channels and run intelligent campaigns. Thus, although an omnichannel strategy assumed importance, it is essential to have a razor-sharp focus on value creation and facilitate an integrated experience. Utilizing behavioral data to create hyper-personalized experiences at scale makes the customer journey more contextual. 

Non-personalized Communication Equals Clogging Device Space

The new normal gave more time to users to filter out messages that were not relevant at the time. Brands decided to grab this opportunity and not restrict themselves to first-name personalization. When non-essential expenditures choked, Lego, a famous global toy production company, managed to deliver value through educational tips and resources on playing well at home to its target demographic. The initiatives were geared towards inspiring families across the globe to get creative during the pandemic. Lego’s inclusive content acted as a catalyst for its sales figures through the pandemic. Most brands aim to incite the same excitement as the Netflix “tudum,” the iconic sound that plays when you play any content. The joy of getting an apt recommendation for your next binge-watch show is unparallel. Marketing Technology makes it possible by personalizing web and app domain elements based on behavioral data. Micro-customisation adds more value to customer journeys accelerating conversions for brands. Omnichannel is almost synchronous with personalization. You don’t want to be a brand with a ‘jack of all trades, master of none’ reputation. It is vital to tailor interactions across channels and do so consistently since data suggests that 85% of digital consumers start the purchasing workflow on one device yet finish it on another. 

Build a customer-centric brand across channels It is crucial to understand and align your business before jumping onto shiny technology solutions that could poke a hole in your capital expenditures. Putting customers at the center of your CX strategy is not enough. Brands need to have complete clarity on how to establish a lasting relationship with their customers. The customer is always on the hunt for:  

  • Contextual experiences, so leverage data and deliver up to their expectations 
  • Personalized journey, so recommend their next purchase before they know they need it 
  • Seamless journey across channels, hence be where your customers need you  The new digital pattern of shopping across channels is here to stay. So how do you know if your brand is ready for the future? If you have revisited your marketing budget and landed yourself an easy-to-use solution that helps transform data into insights, builds intelligent campaigns across channels, and empowers you to engage personally, you are on the right track. A well-rounded solution is the need of the hour. Increasing the customer’s lifetime value will be possible if your customer feels important across devices and channels. Whether they want to purchase the app, website, or even in-store, make their experience count. Know what they want before they know it and have them buy from you again. Amidst all of this, remember that a Chief Omni Strategy Officer is not that unusual a title after all. 

Shopkick’s omnichannel solution helps partners keep their stores, brands, and products top of mind throughout the entire shopper journey — whether they’re at-home, on-the-go, or in-store. To learn more about our ability to drive awareness and engagement along the full path to purchase, contact us.

 

The article has been written by Anusree Saha, Assistant Manager – Brand Marketing, WebEngage. This article was from Dataquest and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com.

Omnichannel the Way Forward for Retail Customer Experience

As consumer behaviour continues to change due to the impact the global Covid-19 pandemic has had both on business and individuals – retailers are increasingly having to position themselves to provide omnichannel services that can meet these evolving digital consumer expectations.

Notably, consumer behaviour is comfortably and continuously adapting in response to factors such as fluctuating income, time availability, social distancing restrictions and overall decrease in availability of in person service provision. All this has irrevocably affected people’s priorities and values, as well as the time they spend online and how they engage with brands.

Consequently, retailers – almost by default – are having to embrace omnichannel services such as contactless payment, social commerce and virtual consultations by adding channels that help facilitate these activities.

A recent report by Accenture, titled New Era in Customer Engagement, reveals that 71% of consumers surveyed reported spending more time online during the COVID-19 crisis, with 76% expecting this behaviour to continue post-pandemic.

It is thus evident that a digital retail strategy has become the default, and the emergence of the new digital customer profile is fast becoming the mainstay for customer attraction and retention. However, these profiles will require ongoing analysis to maintain the right mix of customer sales and services channels for individual consumers.

Shift in customer interaction

In recent times, we’ve seen a huge shift in customer interaction volumes and the types of transactions over these engagement channels. Concurrently, the timeline for developing deeper relationships with consumers is significantly compressed and demonstrating empathy through digital channels has become the standard during difficult times.

Essentially, the customer experience (CX) has evolved into a partnership, with consumers no longer simply purchasing products and walking away. They now expect brands to listen to what they want, anticipate their needs in some instances and they expect to buy ‘an experience’ from every brand they engage with. However, while delivering a great experience will indeed get you a long way, consumers also expect more purposeful interactions with retailers.

Like never before, consumers can evaluate the CX, meaning that businesses have to rethink their operations, especially as most organisations are moving to digital platforms. The requirement to adapt to customer needs is therefore becoming truly essential.

Managing the customer journey and making sure that it responds to changes in customer dynamics, as well as ensuring that brand interaction becomes an experience, is key for organisations to successfully prepare for a digital future.

Dominance of personalisation

 A clear trend that is emerging in the customer journey is the dominance of personalisation. Most consumers want to feel as though brands know them and what they want. Increasingly, personalisation tactics are being employed by retailers to stand out from their competitors and to tailor the experience around the customer.

As a result, we are seeing a rise in a multi-channel customer engagement approach, as consumers expect a fully connected experience and to be reached on the channels of their choice. Offering cheaper items or faster delivery times is no longer the main differentiator for retailers. A new wave of customer demand and expectation has emerged and organisations need to manage this. Automation is therefore becoming increasingly important.

As retailers continue to pivot towards online trading, and lockdown restrictions are limiting the number of staff on the ground, we are seeing a growth in automation. Retailers are innovating with chatbots, digital shopping assistants and self-service technologies that are all taking centre stage to empower customers and reduce physical contact.

Omnichannel-based retail strategy

 An omnichannel-based retail strategy is becoming central to delivering a cross-channel organisational approach to marketing, sales and customer service that creates an integrated and cohesive customer experience. This experience must be delivered – no matter how, when or where a customer reaches out to a brand.

Adopting an omnichannel strategy allows businesses to be available on every channel, underpinned by an engagement hub that provides for the easy addition of digital channels as needed.

At the same time, many organisations struggle to create a comprehensive strategy in order to generate and promote a meaningful personalisation that will result in a lasting relationship. Many retailers face challenges in relation to skills and costs yet have no choice but to respond to customer expectations or risk losing them.

These organisations need to look for partners in the digital transformation space that can offer an all-in-one solution, simplify deployment and reduce operating costs, while delivering a simple, secure and personalised engagement solution.

It is important that organisations realise that simply investing in CX technology does not guarantee success. A proper engagement and implementation strategy will ensure early and sustainable return on investment and the successful rollout of transformation initiatives. Digital transformation is a continuous process, and the right technology partner is central to getting it right. 

All rights reserved. © 2021. Bizcommunity.com Provided by SyndiGate Media Inc. (Syndigate.info).

This article was written by Jeremy Osborne from Bizcommunity.com and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com

Want a more effective omnichannel retail shopping experience? Consider how Shopkick has helped its partners. If you’re ready to meet customer expectations, contact us to learn just how we can help you expand your reach and establish customer loyalty. 

The Majority of Consumers Plan to Shop Early This Year: Report

Dive Brief: 

  • Consumers are eager to spend and save money through deals, according to ICSC. In its Annual Holiday Shopping Intentions survey, the firm predicts that holiday sales between November and December will increase by 8.9% to $923 billion compared to last year. Per the survey of 1,005 people, 78% of respondents said they plan to spend the same or more money this year than last year, and 75% said they plan to shop earlier this year. 
  • As for reasons why they’re shopping earlier, 45% said they want to make sure their desired items are available, followed by those who wanted to access early holiday deals (42%) and get their purchases on time (42%), according to the survey. Holiday shoppers are planning to spend an average of $637 on gifts and other holiday-related items.  
  • Most respondents (85%) said they would shop in brick-and-mortar stores this year, but the report predicts that omnichannel options will drive a 13% increase in e-commerce sales. More than a third (37%) respondents said they want to see products in-store, followed by 34% of people who said they want to grab their goods immediately and 30% seek inspiration for gifts, per the survey. 

Dive Insights:

Though reports predict that consumers plan to spend more during the 2021 holiday season than last year, they’re still interested in finding deals. According to the ICSC survey, 80% of shoppers said deals factor into their holiday purchases, and more than a third (38%) of respondents will plan their shopping trips around specific promotional events. 

Other research noted similar findings indicating that shoppers want to stretch their money while spending more this year. Another recent survey from JLL showed that 34.4% of shoppers said saving is their primary goal. Plus, data from Klarna and Deloitte also predict an uptick in consumer spending this year. 

In preparation for a rise in sales, retailers like Amazon and Target have launched holiday deals early. 

“Strong retail spending has driven a significant economic recovery this year despite the ongoing COVID-19 pandemic, and consumers continue to return to pre-pandemic behaviors in the face of uncertainty,” Tom McGee, president and CEO of ICSC, said in a statement. “Consumers have remained resilient throughout 2021, which I am confident will continue during and after the holiday shopping season.”

This article was written by Tatiana Walk-Morris from Retail Dive and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com

3 ways COVID-19 has changed the customer experience forever

When it comes to the customer experience and the desire of brands to strengthen their ties to consumers, the past year turned all the rules upside down. 

During the pandemic, even the best-prepared companies were caught off-guard in their ability to be agile and responsive. Issues of simple product fulfillment rose to crisis levels as manufacturing stalled and supplies dwindled. Even so, loyalty programs flourished (with one retailer enjoying a 40% lift in cart size among its program members). There also was a renaissance in creativity around brand messaging with the ascent of new digital and social media platforms. 

At the same time, historic social movements dominated the public’s attention and became a fundamental element of how brands speak to and connect with consumers. 

The result: a next-gen customer experience that seamlessly connects the physical and digital worlds across the customer journey. This, in turn, bolsters brands’ ability to maximize revenue while building lifelong relationships with consumers by communicating what they really care about and in a voice that resonates. 

Here are three key takeaways illustrating how brands successfully navigated the singular challenges of the pandemic and how marketers can apply those strategies to future campaigns.

Customer connections transformed. 

The pandemic brought about unprecedented challenges for brands and also ushered in once-in-a-lifetime opportunities to innovate through customer connections. Consider a particular seed manufacturer that had always counted on face-to-face interactions but that, because of COVID-19 restrictions, had no choice but to engage with its customers via digital platforms and vice versa. 

Marketers who for so long have fixated on Gen Z and digital natives found they had to speak to a much broader base of customers who had become, out of necessity, more technologically savvy. Necessity is the mother of invention, and we now have more than a year of this customer-experience laboratory under our belts. 

But the pandemic has not just been a lab. It’s been a wake-up call. 

For example, at the onset of the global health crisis, one large retailer took the position that it would not do commerce via mobile, opting to employ the medium for engagement only. Then the whole world shut down, everybody shifted to digital transactions, and the retailer found itself without a mechanism for carrying through the customer relationship to the point of purchase. Talk about a missed opportunity. 

Pre-pandemic, around 30% of people shopped online for groceries (and even at that level, there were cracks starting in the supply chain: grocery stores that failed to track changing customer purchase patterns led to shortages or even mass food spoilage). During the pandemic, 80% shopped online. As the pandemic subsides, we anticipate the numbers will settle out a “new normal” above what we saw pre-pandemic. 

What was a temporary stress on the customer experience is now truly the new normal. This 50/50 split also highlights the need for companies to be more diligently focused on the intersection between “offline/in-store” experiences and digital ones. 

Test-then test some more. 

One advantage of the shifting rules of commerce has been that brands can be freer about experimentation, considering many possible customer experiences and then using data and analytics to inform their decisions. Testing approaches and using data science to help ensure a clear understanding of customers and what they truly care about is the very foundation of innovation and authentic customer experiences. 

The importance of testing cannot be overemphasized. Yes, innovation is about being bold and taking risks, but it’s also about being accountable and measurable. Testing and measurement offer a framework for what success looks like and, as such, are critical components, whether in developing products and services, designing a marketing strategy or perfecting the customer experience. 

The truth is, some brands throw millions of dollars at this thing called “innovation” but have no real measurement strategy for understanding the overall efficacy of their ideas. Leading companies often tackle this challenge by measuring or implementing NPI, a new product introduction. 

Having a solid measurement framework and not being afraid to experiment constantly with innovations are essential elements of success as we emerge from the pandemic and reimagine the everyday way of doing business. 

Chatter is not noise. It’s your road map. 

Another key tool is social listening before, during and after a campaign. This has become an indispensable tool to inform everything from overall brand strategy to the social movements that resonate with customers. 

Take the social issues that have come to define our times. They are at the forefront of everything, whether in the nuclear household or a multinational corporation. Our research has found that consumers will spend more money with a brand that has social good as part of its charter than they will with brands that stay on the social sidelines. 

Being socially conscious is not just altruistic for brands today; it is key to business success, with many of today’s leading marketers having entire departments focused on brand purpose. 

There are those brands that may think aligning with cultural movements is risky. As the data bears out, however, the reality is that it’s a cornerstone of building consumer affinity and enhancing the customer experience. 

Social listening enables marketers to get down to the granular level of what customers care about, leverage innovations and take brands where they need to go. That’s true whether in creating a singular marketing campaign, redesigning the in-store shopping experience or building partnerships with other companies that have a stake in the customer relationship. 

On that point, there is another enormous opportunity to maximize the customer experience by thinking beyond just your own brand. Every company must ask itself how to build relationships with complementary partners—and sharing valuable customer data among those players—can enhance its consumer relationships. 

For example, if you’re a retailer, you may want to take a sharper look at your relationships with wholesalers—which are equally as responsible for the customer experience, after all—to help ensure they are providing as high a level of customer value as you are. 

During the transition, there’s been a change in focus from the front office to the back office. The companies that performed best are the ones that understood that shift. Brands have had to get smarter about areas like data and analytics that traditionally fell to agency partners and choose the right partners with the experience and expertise to bridge your business’ front- and back-office functions. 

From taking a stand on social movements to developing the products and services consumers desire and delivering the highest-quality customer experiences, brand marketers must work continuously to understand their customers and what they are demanding after a very trying year. Considering the velocity with which technology, brand-consumer interactions and social changes are happening, they surely cannot afford to rest. 

Views expressed in this presentation are those of the author and do not necessarily represent the views of Ernst & Young LLP or other members of the global EY organization.

This article was written by Josiah Johnson from Ad Age and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com.

Shopkick is an omnichannel solution that allows brands and retailers to engage and influence shoppers throughout the entire path to purchase, in-store and online. We share key intel on ever-changing consumer shopping behaviors and trends, and provide our partners with real-time shopping data, helping them fill gaps in the customer shopping journey. To learn more about how Shopkick can help you drive awareness, incremental sales, and customer loyalty throughout the full-funnel shopping journeycontact our team

Over 70% of Retail Sales Will Come From Stores in the Next Few Years: Forrester

Dive Brief:

  •  While the pandemic is widely seen as boosting e-commerce sales, it may be more accurate to say that consumers have become more “digitally savvy,” according to a new report from Forrester.  
  •  Forrester found that more than half of U.S. e-commerce shoppers “enjoy trying new brands,” for example. And 63% say they spend time comparing products before they buy.   
  •  Still, stores remain the biggest pull for shoppers, and Forrester estimates that 72% of retail sales in the U.S. will take place there into 2024. The top reasons for shopping in store, Forrester found, are to test products (47%) and being able to walk away with an item after purchasing (38%).  

Dive Insights:

Free and available vaccines in the U.S. have tamped down the worst consequences of the pandemic in many areas, but there remains an asterisk next to these improvements, as variants of the virus, including the delta strain, have introduced new levels of uncertainty. 

That includes retail and traffic to stores and malls. Still, these days more stores are opening than closing, and the pace of footfall is up. In July, shopping mall traffic exceeded pre-pandemic levels (up 1% compared to July 2019 at indoor malls and up 1.8% at outdoor malls), according to a recent report from Placer.ai. 

Those visits have fallen again since then. In August traffic compared to two years ago fell 2.5% at indoor malls and 4.7% at outdoor malls, which Placer attributed to rising COVID cases, the timing of Labor Day and the return to school. The firm blamed the pandemic’s surges for further declines in September — 6.5% at indoor malls and 5.2% at outdoor malls — compared to 2019. 

While October isn’t looking much better, the approaching holidays could send more people back to physical locations, however, especially if COVID cases once again begin to slide, the firm said. 

Stores have turned out to be an important source for marketing and customer acquisition, as many pure-play e-commerce companies have found. But according to Forrester, retailers also must ensure that their stores are worth the effort. 

“The goal of these stores should be to deliver experiences and support operations that remove customer pains that impact behavior and provide diverse capabilities for catering to different consumer preferences,” Forrester said by email.  

Consumers have come to expect more fulfillment options when shopping online, with 45% of Forrester’s respondents saying they prefer many options. Thirty-eight percent of consumers said they’re using BOPIS services more than they used to, while 32% of respondents said they plan to continue using curbside pickup after the pandemic is over, the report found. Nearly a third of consumers who used curbside pickup services did so to save time finding the products in store on their own. 

And when it comes to returns, a physical presence may be an asset to retailers, the report found. Forty-one percent of consumers said online returns are difficult and over a third of consumers said this has discouraged them from purchasing online in the first place. Over half of respondents said they prefer in-store returns.

This article was written by Caroline Jansen and Daphne Howland from Retail Dive and was legally licensed through the Industry Dive publisher network. Please direct all licensing questions to legal@industrydive.com

Shopkick is an omnichannel marketing solution that can help you seamlessly bridge the gap between digital and physical shopping channels. Read more success stories and contact Shopkick to learn how to become one of our partners.