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Where has it gone wrong for the brick and mortar retailers?

Posted April 17, 2019 by

It is always sad to see an iconic British high street name like Debenhams fall by the wayside as several have done in the last few years. While there could still be hope for Debenhams, the latest in this sorry roll call, with a number of players vying to take control and turn it around, it has sent yet another warning message to other high street stores hoping to ride out brick and mortar’s decline.

It is abundantly clear that the brick and mortar model has been struggling for a number of years. Shrewd merchants have been adapting their strategy to compete with e-commerce and align with the ever-changing retail landscape, and those who haven’t adapted fast enough have felt the hit.

The convenience and speed at which online purchases can be made have been key factors in the migration of large chunks of market share from high street to online. Enormous overheads from rising rents (£4.3bn in operating lease commitments in Debenhams’ case) and the need for high numbers of staff, equates to high (and rising) costs with decreasing sales – a formula that even the best chief executives might struggle to work with.

While it would be foolish to say that all brick and mortar businesses are doomed, it is imperative for decision makers to review their strategy even if, so far, it has been working for the last 50 years; consumer needs and wants are rapidly evolving and loyalty programmes need to keep pace with their expectations.
FreedomPay believes that connected commerce and customer centricity are the pillars of retail and loyalty programmes today and tomorrow.

The importance of personalisation and digital data

In order to entice the customer, one has to understand the identity of each person. For example, a vegan may not buy into 50% off sausage rolls. This can be done by analysing the spending habits on an individual basis, for example, using your systems data to identify who your top-spending customers are and rewarding them. Not only that but by crunching the data to see what they buy from you and when, you can reward them in a way that they will actually value highly, perhaps by offering discounts on the products they buy most often and not the ones they aren’t buying, i.e. the sausage rolls.

The megalithic online retailers understand the mantra and place the customer at the centre of their business operations. For brick and mortars, the ‘shopping experience’ is an asset they will always have to trump online retailers and should be utilised to assert an advantage. Aesthetically pleasing interiors and helpful employees are simple but effective examples. The experience is complemented by the ability to earn discounts, free samples, exclusive treatment and VIP access to entertainment. A loyalty card can drive repeat purchases and incentivise shoppers to come to stores and the website alike. Loyalty programmes have proven to be a powerful experience for customers but it should be evolving to better please customers and retailers need to invest in modern data architecture that helps build a new personalised, customer-centric loyalty model.

Find out more about customer-centric models, by downloading the whitepaper: Personalization and Digital Identity: The Keys To Unlock Loyalty.




 

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