5. cor@cormolenaar.nl
Lower margins
Lower turnover
Decreasing loyality
Demanding customers
Well informed customers
Lack of knowledge and
information governmen
Lack of skilled staff
Lack of “agile” organisations
Tunnel vision councels
Rapid development technology
New constraints and vision
New business models
Different objectives
New buying behavior
Different buying motives
Freedom of choice
Personalisation of demand
11. Old technology, old structure,
old paradigm: supply based
2000 2020
Separate
development
internet
cor@cormolenaar.nl
12. Old technology, old structure,
old paradigm: supply based
New technology,
New structure,
New paradigm:
Customer based
Buying moment
Discontinuity
disruption
Paradigm
paralyzed
Individual
Needs
based
Market/
Supply
based
1990 2000 2010 2020cor@cormolenaar.nl
13. Old technology, old structure,
old paradigm: supply based
New technology,
New structure,
New paradigm:
Customer based,
Buying moment
Discontinuity
disruption
Paradigm
paralyzed
Individual
needs
based
Market/
Supply
based
1990 2000 2010 2020
internet
cor@cormolenaar.nl
32. Burberry’s New Look
As soon as e-commerce showed signs of eclipsing traditional store sales,
retailers altered design strategies, making stores smaller and replacing posters
with digital signage. Then, high tech POS systems linked supply chain to in-
store customer service reps and roaming Apple store attendants started
completing transactions via iPhones. Now Burberry has turned its Regent
Street store, housed in a 192-year-old London building, into a futuristic model.
The historic store, near renowned Savile Row and Bond Street, is a one-of-a-
kind digitally advanced operation that many consider emblematic of the next
wave of stores to compete in an online and increasingly mobile world.
cor@cormolenaar.nl
47. Klassieke
Retailers
Pure Players
Shops with a webshop
Traditional Sales/online sales in shop
Traditional Sales Internet Sales
Offline Online
Webshops with real shops/
pop-up stores
cor@cormolenaar.nl
