1.

HOW TO INCREASE FOOTFALL OF THE STORE

Positive experiences attract new customers and further solidify existing customers
loyalties. They prompt consumers to turn off the computer and go where they can get
more out of their shopping experience.
This concept is known as experiential retail, and brands can use this idea to build
upon their loyalty programs to motivate their best customers to become avid brand
evangelists. By getting to know their customers and growing a broader relationship
with them, brick-and-mortar retailers can turn their weakness into strengths in the
quest to compete with online stores.

By integrating collected customer data, retailers can find the customers who are most
open to learning about and engaging with their brand. By drawing distinctions in
shopper behaviors and preferences, stores can target customers with experiences that
resonate with their preferences.
Example
The Legos in-store experiences must cater to two audiences simultaneously:
kids, who want to build cool stuff, and adults, who ultimately make the
purchasing decisions. The construction of mind-blowing interactive Lego
displays attract both of these parties and indicate the company knows its
audience well and can attract everyone.

In-store cooking demonstrations, fashion shows, exclusive product sneak peeks and
even celebrity appearances.
Organizing small, exclusive events targeted toward their biggest fans.
Examples
Beach-themed clothing retailer Tommy Bahama holds in-store cooking
demonstrations, teaching shoppers how to make Ahi tuna tacos, for example.
These demonstrations reinforce the brands image through food, which evokes
the spirit, and aesthetic of the apparel and accessories Tommy Bahama is best
known for. And with smaller class sizes, the brand can create more
personalized experiences that incite loyalty.
In 2015, Urban Outfitters bought upscale Philadelphia pizza shop Pizzeria
Vetri as part of a plan to build stores that turn shopping into an event.

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 Similarly, some Tommy Bahama locations have incorporated an in-store
bar shoppers can enjoy before or after they peruse the perfectly folded wares
stacked on high-end fixtures.

Special events can give your most valuable customers a dazzling visual experience to
share via social media.
Example
Urban Outfitters-owned garden store Terrain, are opening up their spaces for
personal events (e.g., weddings) as a way of diversifying their business and
introducing people to their stores.

2. CASES
1. Companies such as Apple have managed to blend the ease and convenience of
online electronic payment with the reassuring comfort of in-store shopping by
eliminating the cash register in their stores and having salespeople handle the
sales transaction on smartphones before sending customer receipts via email.
iPhone owners can even complete the sales process themselves using the
Apple Store app on their own devices. Customers only need to scan the
barcodes of the products they wish to buy with their iPhones camera and pay
for the purchases in-store through the EasyPay option in the Apple Store app
no sales clerk required. Another option available to iPhone owners is the
ability to select and buy the items online before heading to their local Apple
Store to pick them up.
By understanding the changing needs and expectations of shoppers, Apple
stores have adopted a differentiated checkout experience that blends the best
of in-store with the best of online.

2. Walmart, the worlds largest retailer, is moving in the same direction by testing
a Scan & Go app that lets customers scan their items as they shop. The retail
giant is already giving its customers the option to buy products online and pick
them up in-store or buy online and return in-store. In doing so, Walmart is
trying to stay ahead of other stores where self-checkout areas that enable
customers to scan and bag their own merchandise have become commonplace.
3. Tesco, the British multinational grocery and general merchandise retailer, has

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 already started testing new digital technologies that may change the way we
shop in the future. Among the different solutions the company has been
looking into, there is a virtual mirror that overlays a digital image on top of a
normal mirror allowing the customer to see how clothing fits.
Tesco has also tested the prototype of an endless aisle, a new type of digital
signage where all of a stores products can be viewed and purchased on a
single screen, without having to walk around the store. A third project is the
introduction of virtual merchandising that enables retailers to test different
ranges of product organization in different stores in order to ensure an easy
shopping experience for customers in the real world.

3. WHAT CAN RETAILERS LEARN FROM E-COMMERCE?

They can use online user experience research to reap the benefits of prototyping,
testing, learning, and refining new shopping experiences. The lessons learned from
user experience research have been an essential ingredient in improving online
shopping tactics. There is no doubt that the same approach can be used to enhance the
in-store shopping experience as well.
In-store shopping and e-commerce may have more in common than what some
bricks-and-mortar retailers instinctively assume. As consumers have become
accustomed to the convenience and empowerment of online shopping, they expect
their in-store experiences to be consistent with their e-commerce routines. What
retailers used to consider separate business models are beginning to amalgamate into
an omni-channel approach where the key ingredient is consistency and continuity
across the multiple touch points that consumers encounter on their purchase journey.

4. CUSTOMER EXPERIENCE MANAGEMENT

Customer experience management (CEM or CXM) is the collection of processes a
company uses to track, oversee and organize every interaction between a customer
and the organization throughout the customer lifecycle. The goal of CEM is to
optimize interactions from the customer's perspective and foster customer loyalty. To
manage the customer experience, a company needs to create a strategy that
encompasses all customer interactions.
Customer experience management is about more than serving your online customers.

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Its about more than knowing where customers shop and what brand of dog food they
buy. It's about knowing your customers so completely that you can create and deliver
personalized experiences that will entice them to not only remain loyal to you, but
also to evangelize to others about you and thats the most valuable form of
advertising there is.
Gaining this depth of knowledge about customers isn't something that just happens. It
comes from extracting insight from all customer touch points and channels across
your entire organization. It's about harnessing mountains of customer data from online
channels and beyond, and extracting valuable insight from that data with speed and
precision.
4.1 WHY CUSTOMER EXPERIENCE MANAGEMENT IS IMPORTANT
The concept of customer experience may sound idealistic or touchy-feely, but anyone
who dismisses it as such is woefully out of touch. In fact, customer experience has
become a critical differentiator in todays hyper-competitive, hyper-connected global
marketplace. Theres tangible business value in managing the customer experience
effectively. Good customer experience management can:
Strengthen brand preference through differentiated experiences.
Boost revenue with incremental sales from existing customers and new sales
from word of mouth.
Improve customer loyalty (and create advocates) through valued and
memorable customer interactions.
Lower costs by reducing customer churn

4.2 CHALLENGES MARKETERS FACE

1. Creating consistent brand experiences across channels. While customers
may be willing to accept different service levels from different channels, they
expect your brand value proposition to remain consistent. But channel
proliferation makes it difficult to ensure such consistency across all channels.
2. Integrating channel and brand experiences. An integrated channel
experience is highly desirable, but hard to achieve. Technology, legacy
processes and organizational territorialism can all be barriers.
3. Consolidating data into a single view of the customer. Having a single view
of the customer across interactions, channels, products and time would
facilitate creating unified, coordinated customer communications.
Departmental silos, fragmented data and inconsistent processes make this

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 challenge seem insurmountable.

4.3 THREE STEPS TO GETTING CUSTOMER EXPERIENCE

MANAGEMENT RIGHT
So many things can affect the customer experience, how do you know where to start?
Here are three steps to successful customer experience management:
Create and maintain complete customer profiles.
Personalize all customer interactions.
Get the right information to the right place at the right time every time.

4.4 CREATE AND MAINTAIN COMPLETE CUSTOMER PROFILES

To deliver a stellar customer experience, you have to know your customer better than
ever before. That means creating and maintaining complete customer profiles that
help you understand and measure your customers' journeys at every touch point
across multiple channels. The more you know your customers, the more effective
youll be at delivering relevant offers to them. The more relevant your offers are, the
closer the relationship between your business and your customer becomes driving
metrics like loyalty and retention.
Historically, companies have used structured data e.g., demographic, transactional
and log data to construct customer profiles. Today, you must include emerging types
of data social media, video, RFID, sensor, geolocation, etc. tied together with
cross-channel coordination. And add contact, response and transactional history
interspersed throughout the customer life cycle, as well as customer value,
profitability, behavioral analysis and propensity scores.
By analyzing traditional, structured data in conjunction with newer types of data, you
can:
Learn how to improve the customer experience at specific touch points.
Understand what your customers want and expect you to do for them.
Make better decisions faster.

4.5 MAKE IT PERSONAL

Once you have a thorough understanding of the customer, you can use that knowledge
to personalize every interaction. Remember to not only focus on the customer, but

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also on the context in which the customer operates. Your data can help you maintain
that focus, particularly if you continue to enrich existing (core) data with new sources.
By adding context to your customer focus, you can deliver relevant; insightful offers,
recommendations, advice and service actions when a customer is most receptive.
Remember that customers have more presence, power and choice than ever before. If
you dont provide a personal, relevant, timely and insightful message, you will
alienate them immediately. But if you do, you will drive brand loyalty.

4.6 RIGHT MESSAGE, RIGHT PLACE, RIGHT TIME EVERY TIME

To deliver the most value at each customer touch point and improve the customer
experience you need to map analytics to specific stages in the customer life cycle so
you can deliver the right message to the right place at the right time. Each life cycle
stage is important from initial consideration, to active evaluation, to the moment of
purchase and even to the post-purchase experience. Each stage is an opportunity to
improve the customer experience. And each stage is an opportunity to gain more
insight that you can feed back into your marketing processes to draw from the next
time.

5. REFERENCES
http://www.mytotalretail.com/article/how-retailers-can-rethink-in-store-
experience/
http://www.nurun.com/en/our-thinking/future-of-retail/building-a-better-
shopping-experience/

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http://searchsalesforce.techtarget.com/definition/customer-experience-
management-CEM
https://www.sas.com/en_us/insights/marketing/customer-experience-
management.html