Tag Archives: omni channel
Maybe the problem lies in the widespread confusion about omni- vs. multi-channel initiatives. An omni-channel system takes a connected approach to multiple channels, seamlessly integrating customer activities into a single conversation, even when the customer decides, for whatever reason, to switch channel. In omni-channel retailing, the customer can select and change channels in any way that suits them – and the retailer can respond instantly to deliver the experience that the customer needs. Each time the customer interacts with the brand, they generate data that the retailer can use to better anticipate and serve the customer during the next conversation.
So, if omni-channel initiatives are so powerful, why are retailers not taking the next step?
In a multi-channel system, a retailer grows from a single channel to multiple channels with each channel essentially operating as a separate business unit. Each has its own pricing, promotions, inventories, and back office systems. The omni-channel system integrates all of these channels and their accumulated data into one cohesive view of the business and customer. But many retailers wrongly believe that their organizational structure and systems don’t lend themselves to the new environment.
Many feel that a fundamental redesign of the corporate retail organization – from a single P&L regardless of channel, to “rip and replace” of IT systems – would need to occur at the most basic levels. And many organizations are unsure if the extra time, money and risk to reorganize is worth the advantages promised by an omni-channel strategy. In short, many retailers have adopted a wait-and-see stance before they invest.
However, these retailers can take comfort and guidance from the conclusions of the IDC FutureScape: Worldwide Retail 2015 Predictions conference. Based on a survey of top retailers, the conference predicts that “In 2015, CIOs will invest in omni-channel integration technologies as a top priority to support growth in the omni-channel shopper sales premium of 30%.“
The Future is Now
When retailers invest in omni-channel integration, they essentially design an entirely new supply chain of unified capabilities that can simultaneously handle the demands of their “brick and mortar” stores, their ecommerce sites, and any other channel that they have in place. The retailers that have already done so are already seeing the benefits:
- Corporations that have invested in omni-channel services are already witnessing an average of 30% increase in sales.
- The IT departments of these corporations are spending far less time performing the redundant or duplicate tasks required by a multi-channel system.
- Both structured and unstructured data are more successfully and easily integrated across the company than with a multichannel operation.
- IT departments can retire older technologies that are no longer performing at their previous levels of efficiency.
- Consumer impacts on individual channels can now be identified almost immediately and the channels adjusted accordingly.
While many businesses may be cautious about taking the next step, the shopping characteristics of today’s consumer are rapidly changing. Customers are moving into an omni-channel world, whether the retailer is ready or not. This means that the business might be forced to play catch-up to their customers, and perhaps sooner than they might like. Omni-channel initiatives simply reflect, improve and realize the value of this customer behavior. Omni-channel initiatives are about making the individual consumer the main focal point of the business model.
Our blog frequently provides best practice stories of our customers using product information management (PIM) for their business model. This case is about the “long tail strategy” at Kramp.
Tines, hand tools, spare parts for agricultural machines and hydraulic motors are the order of the day at Kramp. Kramp, based in the Netherlands, is Europe’s largest wholesaler of accessories and spare parts for motorized equipment, agricultural and construction machines. The company’s business model and e-commerce strategy is exemplary. Kramp is using product information management (PIM) for their long tail strategy in e-commerce.
Kramp’s Value Proposition: “It’s that easy”
“We want to make it easier for our customers, partners and suppliers. We believe in the future and the power of e-commerce”, said CEO Eddie Perdok. Kramp grew the product assortment from about 200,000 to 1,000,000+ items from about 2,000 suppliers.
Previous stock policies in mail order retail always meant having limited space. In the catalog there were only a certain number of pages available. Even the logistics were limited – warehouse storage limited the possibilities so much that the majority of companies tried to find the “perfect catalog range” with the largest number of bestsellers.
The Digital Assortment Has No Limits
“Compared to other sales channels, the internet gives us significant cost advantages”, says Eddie Perdok. The digital department store consists of servers that can be easily extended at any time.
Adding a new product requires no more than a few additional entries in a database. The challenge is that the product data must be obtained from the suppliers and then distributed before products can be presented in a shop. The range is therefore often limited because the product data cannot be efficiently updated and sale is lost to other vendors are retailers.
Europe’s largest wholesaler of spare parts for agricultural machines and accessories focuses on managing all product data from a central data source for all sales channels and languages.
Customer and supplier feedback is an important factor
“We want to bring customer opinion and supplier knowledge together”, explains Eddie Perdock. “Online customer evaluation combined with the knowledge of the manufacturer puts us in the position of being able to optimally control our stock”. In e-commerce, vendors, retailers and customers are coming closer and closer together.
Benefits Kramp realized with PIM on their long tail strategy
- Quick ROI due to short implementation phases
- Better customer satisfaction due to optimal data quality
- Higher margins and turnover in e-commerce due to niche items in long tail
- Easy, professional handling of mass data lowers process costs
- Short product introduction times to new markets
You can learn more on using PIM for long tail business on the entire case study or hear Ronald Renskers, Manager Product Content at Kramp, and others talking on the latest video.
Massively increasing the assortment is one of the top trends retailers and distributors focus on, according to Forrester Principal Analyst, Sucharita Mulpuru. Forrester’s research shows that retailers’ biggest competition are brands that sell directly to consumers. Marketplaces like Amazon result in higher margins, according to Forrester and www.pim-roi.com.