Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

RetailOasis 6th Annual Big Breakfast Presentations

372 views

Published on

Presentations from:
- Richard Facioni, Alceon
- Anna Samkova, The Pas Group
- Mark Teperson, Accent Group
- Rachel Kelly, AfterPay
- John Mullins / James Johnson, Salesforce
- Pippa Kulmar, RetailOasis
- Steve Kulmar, RetailOasis
- Madeline Kulmar, RetailOasis

  • Be the first to comment

  • Be the first to like this

RetailOasis 6th Annual Big Breakfast Presentations

  1. 1. Welcome!To The 6th Annual BIG Breakfast x
  2. 2. 2 WELCOME Madeline Kulmar Co-Director, RetailOasis
  3. 3. X TITLE subtitle
  4. 4. Richard Facioni Executive Director Anna Samkova Group GM for Digital Mark Teperson Chief Digital Officer Steve Kulmar Founder Pippa Kulmar Co-Director Rachel Kelly Head of Sales John Mullins Area Vice President
  5. 5. Register your interest for our next world tour 2021
  6. 6. 8 THROUGH THE LOOKING GLASS Pippa Kulmar Co-Director, RetailOasis
  7. 7. 9 Why, sometimes I've believed as many as six impossible things before breakfast. TheRedQueen
  8. 8. LET’S START WITH TWO IMPOSSIBLE THINGS 10 Pure Plays Buying Traditional Retailers B&M: a cost effective acquisition tool
  9. 9. OVER THE LAST 8+ YEARS TRADITIONAL RETAILERS HAVE BEEN BUYING UP PURE PLAYS 11
  10. 10. 12 ACQUIREDINVESTEDDIVESTED US $15.86B US $4.9B US $26.5B US $9.38B US $77.69
  11. 11. 13 ACQUIREDINVESTEDDIVESTED US $15.86B US $4.9B US $26.5B US $9.38B US $77.69 US$2.08B US$44.8M US$318M Note: for MessagesYes, BevvyUp, Solesociety + DSCO; As well as Grand Junction, Powered Analytics, Demstore and cook.com assumed amount is based on invested amount listed in Crunchbase. Should be used as an estimate only. US$162.5M US$NA US$NA US$69M US$100M US$757.5M US$333.7M US$2.4B US$162.5M+ US$69M+ US$1.1B US$250M US$250M
  12. 12. THEY HAVE BEEN USING THESE ACQUISITIONS TO CREATE COMPETITIVE ADVANTAGE 14 Lets store associates offer style advice and personalised product recommendations to consumers when they’re not in-store In house stylists at Nordstrom + Nordstrom Local - using both these locations as Trunk Club outlets. Acquired $350M - 2014 Acquired $NA - 2018 Let Nordstrom send personalised text messages and notifications that consumers can easily make purchases from.  Acquired $NA - 2018
  13. 13. 15 Personalised shopping has long been our focus, and it’s something that’s been core to Nordstrom… To continue to be successful into the future, we need to invest in technologies that will enable us to deliver on those qualities and better serve customers in a digitally-connected world. BrianGill,SVPNordstrom
  14. 14. THE ULTIMATE EXAMPLE OF WHICH IS WALMART US $514.5B ACQUIRED INVESTED DIVESTED TOTAL NO. 22 11 2 US$20.4B+ US$ NA US$ NA
  15. 15. TITLE subtitle 17 WHO IN TURN ARE ACTING LIKE A VC + A STARTUP
  16. 16. WE’RE ENTERING AN ERA WHERE PURE PLAYS ARE STARTING TO BUY TRADITIONAL RETAILERS 18
  17. 17. WE’RE ENTERING AN ERA WHERE PURE PLAYS ARE STARTING TO BUY TRADITIONAL RETAILERS 19 ARGUABLY THIS STARTED WHEN THIS HAPPENED
  18. 18. 20 Amazon Bought Wholefoods for $13.7B
  19. 19. NOW WE SEE PURE PLAYS BUYING TRADITIONAL RETAILERS 21 Luxury Fashion Market Place 2015 - $NA 2018 - US$250M 2019 - US$675M (2020)
  20. 20. 22 Browns is Farfetch’s living lab Then rolled out to third party brands like Chanel + Thom Browne
  21. 21. AND THEN THIS…… 23 Luxury Fashion Market Place 2015 - $NA 2018 - US$250M 2019 - US$675M (2020) Clothing rental subscription Pure- Play Department Store (bought from HBC for $100M)
  22. 22. 24 We thought about Lord and Taylor for their retail locations - we planed to do 30-40 retail locations across the US…We want Le Tote to be a utility in every customers life and the way to do that is to interact with those customers daily - to pick up clothes, drop off, try something new...and then buy things around it.  RakeshTondon,FounderLeTote
  23. 23. AS PURE PLAYS MATURE THEY’RE LOOKING FOR STORE NETWORKS TO GROW. PUSHING US FURTHER INTO THIS ERA OF CONVERGED COMMERCE 25
  24. 24. B&M THE SOCIAL NETWORK AD KILLER 26 Pure Plays Buying Traditional Retailers B&M: a cost effective acquisition tool
  25. 25. 27 many online brands attract their first tranche of customers relatively inexpensively, through word of mouth or other low cost strategies. Where things start to get ugly is when these brands have to get more aggressive about finding new and somewhat different customers to scale. Forbes
  26. 26. AS PURE PLAYS LOOK TO SCALE THE COST OF ACQUISITION THROUGH FACEBOOK + GOOGLE GETS UNMANAGEABLE 28 Source: Techcrunch, https://www.forentrepreneurs.com/ecommerce-cac/ Grew revenue + 18% Spent +46% in marketing Spends $305 to acquire a customer to get a $754 sale Spends $196 to acquire a customer to get a $443 sale Spends $75 to acquire a customer who takes 6 months to pay back
  27. 27. 29 As we’re scaling the business instead of investing money on Facebook, Instagram and google...the retail locations operate as a great interaction point. Seeing the brand day in and out. Acquisition of the customer can go down dramatically.  RakeshTondon,FounderLeTote
  28. 28. 30 THE DIRECT TO CONSUMER PHENOMENON IS SHIFTING THE STORE TO BE AN ACQUISITION TOOL Cezanne GlossierVestiaire Collective The Arrivals Matches Fabletics Rockets of Awesome
  29. 29. THIS IS RESULTING IN A RISE OF RETAIL AS A SERVICE OPERATORS 31 Merchandise the product Provide staff Instore Analytics + help building database Access to new customers TURN KEY RETAIL EXPERIENCE THAT’S A MORE EFFICIENT WAY TO AQUIRE CUSTOMERS
  30. 30. TWO IMPOSSIBLE THINGS 32 Pure Plays Buying Traditional Retailers B&M: a cost effective acquisition tool
  31. 31. 33 AN INVESTOR’S PERSPECTIVE Richard Facioni Executive Director, Alceon Group
  32. 32. 34 MILLENNIALS & GEN Z ARE REWRITING THE SPENDING RULES Rachel Kelly Head of Sales & Retail Partnerships, Afterpay
  33. 33. 35 To view this presentation, please contact Rachel Kelly rachel.kelly@afterpay.com
  34. 34. 36 THE EXPERIENCE ECONOMY Anna Samkova Group GM for Digital, The PAS Group
  35. 35. THANK YOU
  36. 36. 1. RETAIL IS NOT DEAD, MEDIOCRE RETAIL IS DEAD. 2. NEW RULES. 3. NEW RETAIL. OVERVIEW
  37. 37. “Strategies which primarily focus on reducing costs will be less effective than those which are based on offering products and services in more innovative ways.” - Klaus Schwab. The Fourth Industrial Revolution
  38. 38. Nordstrom Serving customers on their terms • “More than half of Nordstrom sales have an online component and over a one-third of its online sales involve a store experience.” • “I’m yet to meet a customer who uses ‘channel’ with me but analysts do. The challenge is to define what success is for us, and what it is for the customer.” • Is channel agnostic: they decided to focus on customer, rather than channel. • It ramps up its focus on digital but hardly scaling back on its brick-and-mortar strategy. • “The more we can engage with the customer, the better our business is.” • It’s easy to get old with your customer. A conversation with Eric Nordstrom, Co-President Eric’s advise: “Be a learner, be curious, be humble”
  39. 39. Nordstrom Women’s Flagship Store • Signed the lease for the new store in 2012 and it has taken 8 years to bring to life (last October). • Sits at the base of the tallest residential building in the Western Hemisphere. • Houses the womenswear, children’s collections. • Provides an array of services: – A repair shop – A customisation station – A stylists’ lounge – A beauty space
  40. 40. • Nordstrom continues to be a place of discovery, whether online or in store. • With 7 different eateries, a cocktail bar, face gym and innovative experiences, Nordstrom is raising the stakes for department stores. The new location is the most experiential store Nordstrom has. NORDSTROM continued… ___ • The seven-level, 320,000-square-foot flagship on 57th St is retail heaven for all. Designed to help explore new brands, it features classic and up-and-coming designers, as well as D2C brands.
  41. 41. At the centre of the shoe floor is The Shoe Bar – one of the store’s seven restaurant concepts. “It helps sell things. We think a lot about shoes; I don’t know why it took us so long to put drinking and shoes together, but it’s a great combination.” NORDSTROM The Shoe Bar ___
  42. 42. “To attract shoppers these days, you have to do something different and fun.” It’s the latest attempt by stores to offer shoppers an experience they can’t get online. Retailers say customers tend to stay longer and spend more freely when they’re drinking. NORDSTROM The Shoe Bar continued… ___ Shoe Bar specializes in $17 cocktails with names like Billionaire and Husband Day care. By 4p.m. most days, it’s packed. ‘Gimmick’ or ‘genius’ “From a marketing perspective, it’s genius. It’s a gimmick. Handing someone a cocktail gets them to spend more, but it’s not a sustainable way to sell clothes.”
  43. 43. Nordstrom is the largest employer of Tailors across North America. NORDSTROM Personalisation Studio ___
  44. 44. NORDSTROM Personalisation in action ___
  45. 45. This merchandise-free store focuses on services catered to the NY market: NORDSTROM LOCAL ___ • Styling consultations • Alterations • Pick up orders • Easy returns
  46. 46. Styling appointments on offer & can book online. Digital stylist can help to get the looks together and upload a personalised style board. NORDSTROM LOCAL continued… ___ The company measures the success of each location by the market share it picks up vs. sales by square meter.
  47. 47. Living in an Amazon world: New Rules! __ • What makes Amazon unique is its obsession with customers, passion for innovation, and long-term vision. • Let’s leverage something that Amazon is doing because it is touching so many parts of commerce, business, society and culture.
  48. 48. NIKE: SOHO APPLE: Union Square NEW RULES ___ Nike + Basketball Trial Zone: customers are able to shoot hoops, test basketball shoes and do custom drills with the guidance of in-store certified athletes.
  49. 49. Customers expect more than just transacting. • Offers an immersive theatre experience that bridges art and retail: you can touch, smell, eat and test all products and artwork onsite. • Celebrates brand individuality by featuring each brand’s unique story within the larger store curation. RULE # 2 – DIVERSITY SHOWFIELDS: The most Interesting Store in the World
  50. 50. • The new RH store is 90k square feet spread across an impressive six floors. • Employees are armed with tablets to offer an in-depth look at inventory and display different finishes. RULE # 2 - DIVERSITY RESTORATION HARDWARE // not just a furniture store ___ RH: WEST PALM BEACH Opened a restaurant inside, that just happened to be a furniture store?! How can you re-imagine your stores? Should be top of mind. It doesn’t have to be a purchase destination but rather an experience.
  51. 51. ‘Create partnerships that make you uncomfortable’ CRATE & BARREL The furniture and home goods chain ___ • C&B partnered with Cornerstone Restaurant Group to launch a restaurant inside one of its stores. • His effort resulted in “double-digit growth” and traffic to the store.
  52. 52. GUCCI The House’s new concept space in Soho • A new way to experience the eclectic and creative philosophy of the House. • Theatre in store (with headphones). • Curated bookstore. • Carefully designed interiors.
  53. 53. GUCCI continued… Comfortable sofas give a homely feel A theatre / presentation space integrated into the floor area.
  54. 54. NEIGHBOURHOOD GOODS A department store for the modern age ___ • The store places a high value on storytelling and believes that the story behind the brands are as important as the products. • NG is a new type of department store, featuring an ever-changing landscape of thoughtful, exciting, and contemporary brands, stories, and events.
  55. 55. “We strive to be a place for community, bringing people together to shop, eat, discover, and learn across our growing number of stores throughout the country.” NEIGHBOURHOOD GOODS continued… ___
  56. 56. A ‘magical’ and ‘immersive’ experience, this first-in-the-city vision of the legendary purveyor of luxury goods anchors the Mall in the Sky at Hudson Yards. • 110 years old, 2k square meters. • Opened in March’15. • Located in the new Hudson Yards Mall, provides a competitive edge with new digital and personal customer experiences. NEIMAN MARCUS Our Vision: Ignite the extraordinary in every individual ___
  57. 57. NEIMAN MARCUS continued ___ • Modern, bright, with a serious investment in branded concessions, display and visual merchandising. • Quiet air of service, good digital integration and a sense of fun.
  58. 58. • Request an associate’s help • Request sizes & colours • Change the lighting • Check out faster TAP TO GET STARTED NEIMAN MARCUS Fitting Room Assistant ___ STEP 1: Use the scanner below to add items to your shopping bag. STEP 2: Request additional sizes or colours. STEP 3: Send your picks to the register for a faster checkout. NEIMAN MARCUS FITTING ROOM ASSISTANT
  59. 59. NEIMAN MARCUS Personalisation ___ Personalisation services: Partnering with Google and doubling down on personalisation initiatives targeting those spending under $10k in stores and online
  60. 60. NEIMAN MARCUS ___ Have customers that spend around $1m a year: private fitting rooms, lunches provided
  61. 61. • It has a strong brand DNA, even though it’s housing multi brands. Well known for women’s fashion. • Have around 30% of exclusive brands, including P.E Nation. • A business that has chosen to appeal to their local left bank (an expensive area), customers and tourists. It has everything in it. • The average client is 40-45 years old, local. Asians, Americans, plus international buyers. • At the cutting edge of services from musical classes, graffiti to a mini kindergarten. PARIS // LE BON MARCHE ___
  62. 62. • Balthazar is a private label that works very well as it’s less expensive. • Famous for a personalised Champaign area. • Water wall, from everywhere in the world. • Most brands will be successful if they sell there. LE BON MARCHE continued… ___
  63. 63. • More than double their business in the last 7 years: from 350m Euros to 760m. • Only focus on operating profit, not sales. • 10% comp growth a year. LE BON MARCHE continued… ___ • Focused on team and customers. First, invested in people, then spoke about the customer. • What makes a department store successful: to bring something new and something emotional. • Concentrate on the need of a French customer because even when you travel, you want to experience what locals do. A private room for personal shopping experience.
  64. 64. • Reduced the Home department by 30% and profitability went up. • Created a lot of natural light: the average stay went up by 1 hour. • Positioned Men’s wear on the ground floor as it’s difficult to drag men upstairs. • Created many events: meetings with artists, exhibitions, musical shows – a reason to visit the store. • The biggest KPI is a happiness index of the customer and how to create an emotion, then people will open their wallets. • Being present makes a difference as the head office is on the top floor. • To make it work, you make it an event for the day. A kindergarten where you can drop off your kids off for 2 hours whilst you’re shopping. LE BON MARCHE continued… ___
  65. 65. “To be a good retailer, it’s not enough to focus on experience or product, you need to create the reasons for customers to come and visit.” Selfridges An iconic part of retail
  66. 66. GLOSSIER Beauty products inspired by real life • Glossier is a back-to-back basics, digitally native brand that has built a cult following, mainly millennials. • Grew out of its millennial founder Emily Weiss’s beauty blog “Into the Gloss” in 2010. • Narrow product range 40 SKUs focus on skincare. • Glossier’s success is credited to 5Cs: 1. Consumers 2. Content 3. Conversations 4. Co-Creation 5. Community
  67. 67. • Décor is distinctive and on-brand. • Men can wait in the ‘mobile crèche’ if they’re not trying the makeup themselves… • There is a mirrored ‘Instagram area’ for the all-important selfies and social amplification. GLOSSIER continued… “We believe that beauty is about having fun, wherever you are in your journey.”
  68. 68. TARGET ‘Like Me’ 51K Likes | 1.6K Comments | 35K Shares • Gives you chills, no? • “Today Oliver stopped me dead in his tracks and turned back around to see this picture that he spotted! He just stared at it in awe! He recognized another boy like him, smiling and laughing on a display at Target. Oliver sees kids every day, but he never gets to see kids like him. This was amazing!” • It’s a great reminder of how much reflecting your customers in all your marketing channels can be.
  69. 69. The Rise of Sustainability • Online resale site ThredUp is partnering with Macy’s, J.C. Penney and Madewell to sell second-hand merchandise in stores. • Nordstrom began selling second-hand apparel, shoes and accessories online and in its New York flagship store. • Nordstrom launches the See You Tomorrow initiative. A new way to attract customers: Used clothing
  70. 70. The Resale Business as an Emerging trend The $7b resale market is expected to triple in 2023. • Neiman Marcus collects “preloved” handbags and jewellery. • The Kardashians have gotten into the game: they offload designer apparel on Kardashian Kloset. • A limited-edition Adidas by Stella McCartney sweatshirt, the Infinite Hoodie. • Adidas says in 2020 more than half of the polyester used in its products will come from recycled waste. By 2024, it expects to be a 100%.
  71. 71. 1. A shift from selling products to staging experiences. 2. Keeping customers engaged – and coming back. 3. Provide a solution for consumer’s biggest concerns. 4. Malls will become true community centres with retail playing a less important part. What would be the biggest shift in retail in the next few years?
  72. 72. • What useful / engaging services will encourage customers to buy more? • What’s the second business that could help fuel the first? • How can an adjacent service help solve more customer problems? NEW RETAIL You are in the services Business:
  73. 73. You are in the time & effort-saving business: • Obsess over hunting out moments of waste or frustration • Design innovative solutions to remove friction and hurdles • There is no industry you can’t enter in this pursuit. NEW RETAIL Shrinking the thinking 62% of shoppers prefer self-service & self-checkout to human interactions.
  74. 74. • Find out what fascinates customers about your product. • Align a learning experience to your brand promise. • Invite the customers to purposefully slow down. “The true purpose of a business is to create and keep customers.” NEW RETAIL You are in the Education business
  75. 75. CONCLUSION • The retail space will be less about retail. • Stores need to be more experiential and not just about picking up an item. • It’s agility, not scale, will define a winning retailer in the future. • The biggest change will be the switch to AI. • Price, convenience, speed or try to distinguish yourself on service and become remarkable.
  76. 76. 79 THE CHANGING ROLE OF THE STORE Mark Teperson Chief Digital Officer, Accent Group
  77. 77. ODE TO STORE
 
 the Store is the physical manifestation of your brand, 
 the experience centre for your customers

  78. 78. PARADIGM SHIFT PARALYSIS the inability to think beyond the current framework a fundamental change in approach or underlying assumptions
  79. 79. STORE AS ACQUISITION VEHICLE STORE AS LAB MEASUREMENT FROM CHANNELS TO MARKETS STORE AS DISTRIBUTION CENTRE
  80. 80. STORE AS ACQUISITION VEHICLE The problem (DTC) brands are trying to solve; ▪ Acquisition costs (CPA’s) growing faster than sales = driving up CODB. ▪ Competition intensifies on google & facebook, channel efficiency being disrupted. ▪ The hidden cost for DTC brands is the FREE freight & returns provided to acquire consumers.
  81. 81. STORE AS LAB INTELLIGENT RETAIL LAB
  82. 82. STORE AS DISTRIBUTION CENTRE
  83. 83. NORDSTROM LOCAL – WEST VILLAGE
  84. 84. MANHATTAN WOMENS FLAGSHIP 57TH & BROADWAY 30,000 M2 LOCAL - WEST VILLAGE 250 M2 LOCAL - UPPER EAST SIDE 250 M2 MENS FLAGSHIP COLUMBUS CIRCLE 4,300 M2 RACK – UNION SQUARE STORE AS DISTRIBUTION CENTRE
  85. 85. WOMENS FLAGSHIP MENS FLAGSHIP WEST VILLAGE LOCAL EASTSIDE LOCAL MIDTOWN OUTLET DIGITAL MEASUREMENT FROM CHANNEL TO MARKET ▪ Sales (Channel to Market) ▪ Gross Margin (Allocation leverage) ▪ Acquisition / Retention & Attribution ▪ Supply Chain / Delivery ▪ Salaries & Training ▪ Investment & Depreciation MANHATTAN
  86. 86. WE MUST CREATE ALIGNMENT DELIVER EXCELLENCE FOR CUSTOMERS DRIVE SUSTAINABLE PROFITABLE GROWTH
  87. 87. ODE TO STORE
 
 the Store is the physical manifestation of your brand, and experience centre for your customers, the laboratory for your innovation and distribution centre for your products.
 
 It is the amplifier of digital reach, 
 measured by impact per mile2, not m2.
 
 Mark Teperson
 Chief Digital Officer

  88. 88. 91 MAKE 2020 THE YEAR OF RETAIL John Mullins Area Vice President, Salesforce
  89. 89. Make 2020 The Year of Retail John Mullins - Vice President, Commerce Cloud, Asia Pacific.
  90. 90. The Taps, Clicks & Preferences of 500M+ Consumers >500M Shoppers Global surveys & mystery shoppingAcross channels and devices
  91. 91. Sleigh Your Christmas Trade $10.7B GMV 22% YoY 120M Orders 28% YoY 3.86B Shoppers 29% YoY 162B Messages 17% YoY* 9.75% Revenue impact of AI** 55% of all orders placed on mobile 10% YoY 73% of all site visits made on mobile 10% YoY *For customers using Marketing Cloud **For customers using Commerce Cloud Einstein Unrivaled scale and growth during November and December 2019 164B Einstein AI Predictions 192% YoY 4.6M peak orders per day
  92. 92. Salesforce 2019 Holiday Insights November > December?
  93. 93. SHOPPING JOURNEYS ARE MORE DISTRIBUTED AND MOBILE Today’s Retail Reality - Shopping Moves to the Edge of online purchases are made on emerging digital purchase points like voice and social media * “State of the Connected Customer,” Salesforce Research, June 2019. of consumers use multiple channels to complete a single transaction* of consumers feel it’s easy to buy from a mobile site Gen Zers are more likely than silents/baby boomers to use emerging digital purchase points millennials and Gen Zers are interested in shopping with gaming consoles Consumers have mobile apps, on average, to shop 9% 67% 2/3 3 1in 4 3.5x
  94. 94. All Wrapped Up... The Store Is Key The Store Is Everywhere AI Is Ready For Prime Time Deliver a great experience. Bring the shopping to your customers. Right products, right shopper, right time. 
 At scale. Digital has extended bricks & mortar. Focus on seamless experience. Differentiated | Personalised | Nimble
  95. 95. Make 2020 Your Year of Retail Salesforce Holiday Insights>>
 Connected Shoppers Report>>

  96. 96. 100 SURVIVE OR PERISH Steve Kulmar Founder, RetailOasis
  97. 97. The world of retail is full of newness
  98. 98. EQUINOX HOTEL NYC, HUDSON YARDS
  99. 99. THE WELL NYC, FLATIRON DISTRICT
  100. 100. NEIGHBORHOOD GOODS NYC, CHELSEA MARKETS
  101. 101. X
  102. 102. SAKS NYC BUT THE REAL LEARNING IS IN THE EXISTING AND HOW IT IS EVOLVING…
  103. 103. IT IS NOT THE STRONGEST OF THE SPECIES THAT SURVIVES NOR THE MOST INTELLIGENT THAT SURVIVES. IT IS THE ONE THAT IS MOST ADAPTABLE TO CHANGE. CHARLES DARWIN
  104. 104. IF IT WERE THE STRONGEST OF THE SPECIES TO SURIVE THEN MACYS & JOHN LEWIS WOULD BE SURVIVING…
  105. 105. YET MACY’S IS FRANTICALLY DOWNSIZING/RESIZING
  106. 106. AND JOHN LEWIS STALLED IN THEIR DIGITAL STRATEGY
  107. 107. IF IT WAS THE MOST INTELLIGENT THEN J.CREW (MICKEY DREXLER) & VICTORIA SECRET (LES WEXNER) WOULD SURVIVE! 111
  108. 108. WHAT THEIR CUSTOMER REALLY WANTED… BUT J.CREW MISSED THE SHIFT TO ATHLEISURE/URBAN WEAR J.CREW OFFER
  109. 109. WHAT THEIR CUSTOMER REALLY WANTED… AND VICTORIA SECRET MISSED THE SHIFT TO EMBRACING ‘ME’ VICTORIA SECRET OFFER
  110. 110. IT IS THE MOST ADAPTABLE THAT ARE THRIVING... 114
  111. 111. LE BON MARCHE, PARIS
  112. 112. WALMART’S INTELLIGENT RETAIL LAB, LEVITTOWN NY
  113. 113. NORDSTROM LOCAL NYC, WEST VILLAGE
  114. 114. 118 STARBUCKS ROASTERY, NYC
  115. 115. SELFRIDGES, UK
  116. 116. WHAT DO ALL THESE ADAPTABLE RETAILERS HAVE IN COMMON? 120 They move quickly and decisively, open to change They’re constantly moving - non stop shifting They think customer first They think Omni channel - always They know how to build strong brand ID CONSUMER- LED OMNI EVOLVINGAGILE BRAND LOVE Multiple big plays running simultaneously BET BIG
  117. 117. TO ADAPT IN OUR RETAIL WORLD YOU MUST… BeFlexibleCollaborateExperiment
  118. 118. IT IS NOT THE STRONGEST OF THE SPECIES THAT SURVIVES NOR THE MOST INTELLIGENT THAT SURVIVES. IT IS THE ONE THAT IS MOST ADAPTABLE TO CHANGE. CHARLES DARWIN
  119. 119. GroupQ&A x
  120. 120. Thankyou! Register your interest for our next world tour enquire@retailoasis.com +61 2 9976 6222

×