How retailers can integrate into consumer lives at scale

To be truly relevant, retailers need to transform their technology and focus on creating value customers appreciate.

Traditionally, retailers have had a strong place in people’s hearts. They have been the go-to destination to grab essentials, pick up a treat, get advice and spend time with friends. Some have offered delivery, while others have recommended trusted tradespeople. But, over time, as the scope, scale and variety of the sector has grown alongside the volume of visiting customers, those levels of familiarity and trust have weakened.

Even though retailers have worked hard to put the consumer at the center of their businesses, to thrive in the future they need to go further. They need to recapture that authentic spirit of retail, which means becoming truly integrated into the lives of their customers, but this time at scale – not delivered perfectly in a pilot but rolled out across the business as the “normal way that we do business.” To do so successfully requires a fundamental shift in how retailers view and implement their technologies that replaces the traditional front and back office divide with a more holistic approach that is accretive to the experiences that you plan to deliver to your customers and employees.

The new strategic mindset for customer integration

While retailers have invested heavily in digital technologies, few have pursued those strategies with true consumer integration in mind. Creating a shopping app with augmented reality (AR) capabilities, developing in-store navigation and advice bots, and improving internal processes through automation are all exciting steps on the way, but they are not the destination. Instead, retailers must integrate their core technologies directly and seamlessly with the consumer.

Creating a core to the business that adds continual value

New entrants have only scratched the surface of the value that can be unlocked by this approach. Often, they have cherry-picked niche markets or products and remain relatively small-scale businesses. In that respect, traditional retailers with strong brand awareness, established trust, and larger customer bases are in a much better position to benefit from integrating into consumer lives at scale.

However, that entails the transformation of legacy technology infrastructures, which can be both unattractive and difficult. Such systems are often scattered across the enterprise and have been made to work with newer technologies where necessary. And because systems do not work well together easily, building creative value propositions that truly integrate with the customer is much harder and often more expensive to achieve. Yet this is precisely what is needed.

Taking an approach that transforms and streamlines core technologies is the next crucial step. Agile projects aimed at collapsing data silos and unifying broken lines of communication are likely to add greater value to the customer than a pilot of an untested technology in a remote part of the business. Data from all customer touchpoints across the enterprise must be available centrally in real time to every part of the business and applied to improving further integration and operational excellence. For example, it becomes simpler to identify and tackle decision points in the customer journey that can be better informed by data or improved or automated by the technology team. Retailers without this clarity should resolve it as their number one priority. Once the foundation is solid, any new technologies that are introduced will benefit from smooth integration and rapid deployment.

Integrating dynamic value propositions aligned to strategy

Increasingly, the technology that delivers value to customers is the same technology that runs the business. With both customer and operational data shared beyond siloes and accessible centrally, technology enables retailers to bring consumers credible value propositions – ones that are best rooted in the business’ own identity, integrated back into the business and relevant to their customers’ lives. Auto-replenishment, virtual reality experiences and click and collect partnerships, for example, work best in a framework that is meaningful to the way customers live and embedded in how the business operates. Without this context, they are in danger of becoming merely fancy, expensive add-ons that are difficult to scale and deliver questionable value.

That is why routes to customer integration must be delivered by strategies that are created in the context of the three value propositions. For those who see weekly grocery shopping as a chore, they will want to save time and will be happy to see online shopping baskets auto replenished, sensible digital navigation in store and perhaps an option to click and collect somewhere convenient on the way back from a school run. Someone organizing a party may enjoy using an app provided by their retailer that brings together local musicians, food, drink and venues under an easy-to-use umbrella to solve the problem. Or for those who want to check out the latest fashions, they may enjoy a trip to a store that offers augmented reality mirrors, virtual reality displays and integrated social media experiences to share with friends.

With a powerful suite of technologies that work seamlessly the opportunity for retailers to create compelling propositions that blend all three dimensions in ways that are most relevant to the consumer appears limitless - as the following examples show:

Creating successful technology strategies to integrate into consumer lives

Retailers must bring together the technologies that serve customers with those that run the business to drive value for both, if they are to integrate into consumer lives. Here are five strategic considerations:

1. Deliver technology with humans at the center

Technologies and processes are vital, but only half the story. Successful technological transformations require an approach that has humans at the center. Remember that customer data represents the real experiences of people interacting with the business – often with employees. Improving technologies and processes is a journey that brings along both customers and employees alike and empowers their relationships seamlessly and effortlessly.

2. Create a foundation of operational excellence

Ensure the business’ core technologies and processes consistently meet the desired performance your value propositions demand. Once in place, it becomes easier to enhance offerings or deliver new ones with confidence that expectations will be met to today’s standards at the very least. Creating operational excellence is business critical and resource limited so focus the best people on these scalable projects to drive transformation at the heart of the enterprise.

3. Pool data to create one version of the truth

Capture business data alongside customer data in a central data lake to holistically analyze performance, behaviors and trends. Provide access to master data across the entire business generating actionable insights to drive customer engagement and experience, and operational decisions and innovation.  

4. Prioritize customer value above individual cost

Focus on the profitability of the whole technology ecosystem and the contribution individual technologies make towards generating customer value. Looking at the profitability of individual technology projects in isolation will not give you a complete understanding of the contribution they make to the customer or the business. Use technology to build its own business case by understanding the systemic value it will bring to the enterprise, rather than building a business case for the technology in siloed initiatives.  

5. Shift mindset

Enable executive management to control the technological transformation agenda so that agile pilots support the business’ long-term strategic objectives. Carefully consider the business’ own strengths and identity and create a values-based digital business model supporting a vision of the future. Leverage the complexity of technologies and processes to create new factor combinations and new value propositions that customers value.