Category Archives: Information

Jan 31 2025
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Why data is key to maximising potential for the customer experience in 2025

With a new year underway, brands are looking to enhance their digital marketing agility, with data use at the core of their strategies.

So here, Toby Stupples, Client Delivery Director at field marketing specialist, Gekko Group, takes us through some of the essential elements that brands need to bake into their digital plans to maximise customer experience online in 2025…

Retailers and brands invest millions on advertising and marketing support every year to encourage consumers to purchase products or services in a fiercely competitive landscape.

However, the efforts of marketing teams and the crucial spend can be negated in an instant if the customer has a negative experience when they go online. According to research, 78% of online shoppers abandon their carts due to a poor customer service experience.

According to recent reports from the BRC, two thirds of leading retailers in the UK claim that they will be forced to hike prices to cope with the increase to National Insurance costs brought in by the New Labour government this year.

Having worked hard to shield customers from higher costs, with slow market growth and margins already stretched thin, it’s inevitable that consumers will bear some of the burden, so effective sales that lead to ROI are more crucial than ever.

With that, it’s time for brands and retailers to take a more holistic overview to the omnichannel customer journey, particularly when it comes to considered purchase items.

As a new year starts, e-commerce plans for 2025 are seeing many brands seeking to enhance operational agility online to remain competitive to appeal to their desired audiences.

Laying a strong data foundation

With consumers bombarded with deals hourly across multiple platforms, presenting a functional, transactional website is not enough when it comes to the savvy consumer.

Underpinning it all, there needs to be a well-considered data stack as the solid foundation, providing customers with the experience they have come to expect, and to help identify their needs at every touchpoint.

Helping to shape the marketing activity accordingly, brands continue to harness the power of consented first party data, and work closely with third-party sites and stores to gain an in-depth understanding of their customers.

The current reality is that there is low metric transparency from third-party websites to the brands, as they, in turn, seek to monetise their proposition.

When it comes to digital merchandising performance, it’s critical to think beyond consistency, stock levels and presentation, and assess the success of the whole shelf, and how specific products compare to those of competitors.

As many brands find themselves working with more third-party retailers, data and insight models become a crucial part of the marketing mix in order to better serve their customers in a trustworthy way.

Digging deeper into shelf analysis

Everyone wants to get the best deal, but trying to compare products becomes more challenging when descriptions, specifications and images are inconsistent, leading to potential loss of sales to competitors that are better aligned on the finer details.

This is why consistent presentation in digital merchandising is critical for avoiding confusion.

For brands working with multiple retailers, reviewing and tracking how products are presented manually can be a monumental, and an arguably impossible undertaking.

Digital shelf analysis tracks both a brand’s own, and the competitors’ product lines, which can help to create an effective real-time competitor strategy, combining data from web-scraping with retail expertise to respond to activity from the competition with vigour at the optimum time and across the right platforms.

Rather than relying on shared data, an end-to-end web scraping solution could help to marry e-commerce intelligence with insights from bricks and mortar retail to provide visual and actionable trends.

This type of service provides a dashboard that consolidates insights from different websites, allowing brands to track other measurables, like share of voice, availability, pricing, promotion and reviews, and use the data to build more informed strategies.

Unlocking Retail Media Potential

Retail media is a colossal advertising medium, with global revenue from retailer e-commerce sites expected to exceed television revenue by 2028.

For brands, the potential of reaching target consumers while they are already browsing or shopping in the category cannot be ignored.

Combining this type of digital advertising with physical shopping environments ensures that brands are showing up in the right places and at the times across relevant channels.

When this is done well, relying on insights from data and human expertise, this ensures continuity within the purchase journey alongside consistent brand messaging, which will ultimately bring the consumer closer to making a purchase.

However, brands should be careful that they do not de-prioritise data and insight in their rush to play in the retail media space.

As retail media supply increases brands will have to manage campaigns across multiple networks, and it will be those with campaign control and strong insight reporting that will unlock the potential of the data to truly drive innovation in the space.

Getting ahead of the competitor curve

Personalisation drives performance and better customer outcomes, which requires a strong data foundation. Although, brands still need to think about what their insights mean for the digital shelf.

Browsing the digital shelf is the equivalent of exploring products in-store, but they need to be discoverable quickly on listing pages and under relevant search terms.

Benchmarking against competitors for pricing, promotions and presence is critical and this data, along with on-site performance metrics, are incredibly valuable to brands.

This can be a complex and time-consuming process, but with an automated solution like web scraping, brands gain the same knowledge that can be used to form campaigns, and free up time for sales and marketing teams to focus on other priorities.

What’s to come in 2025 for brands and retail?

With the continued evolution of how we track and manage consumer data, brands should be prepared to optimise their own tracking data and work closer with third party retailers.

As retail media grows in years to come, keeping track of metrics across the board becomes vital for maintaining consistency, managing campaigns and influencing presence, and also performance on partner sites.

2025 provides opportunities for brands and retailers to equip their teams with the best actionable information that will influence change in the relevant e-commerce channels.

The unpredictability of pricing trends underscores the value of retail monitoring tools, helping provide smarter insights to understand shifting consumer demand, and adapting strategies to remain competitive in an increasingly fragmented and challenging environment.

To read the published article by Toby Stupples, Client Delivery Director please visit Mediashotz

Photo by Mediashotz

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Nov 02 2023
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Are pop-up shops marketing gold or is it time to fold?

Pop-up shops are literally popping up everywhere and they’ve been hugely popular with consumers, but can you have too much of a good thing?

And does it still work as a good use of marketing spend or is consumer fatigue setting in?

The Guardian today reported that pop-up shops have increased by 18% this year, no doubt fuelled by the plethora of empty shops around the UK and available at accessible rates.

But are they still working for brands? When there’s so many, do they drive intrigue, awareness or bring in incremental revenue, or have we reached a point of consumer fatigue?

Pop-ups require significant investment, so it’s crucial to think about the objectives you need it to deliver. If it’s purely an exercise in increasing sales, you may be sorely disappointed.

If your pop-up is in a high footfall area, it’s more likely to increase brand awareness and if your business doesn’t ordinarily have a high street presence, it can elicit valuable feedback on your product or brand.

And of course, pop-up shops are also a great way to create talkability and shareability on social media, offering consumers and influencers the ability to create eye-catching content that will see your brand splashed across their channels.

But to achieve this and avoid consumer fatigue, your pop-up needs to be more than just a shop. It needs to be creative and novel, relevant and aligned with popular culture, and add value to the everyday customer experience.

Inspired creativity

Think about how to pack a punch for your brand with collaborations that are creative, add that novelty factor and give customers an experience they can’t get elsewhere.

We saw this in the Summer with Anya Hindmarch’s The Ice Cream Project. Instead of hosting a pop-up shop to sell handbags, Anya Hindmarch came up with the idea of creating exclusive ice creams using her favourite cult food brands including Heinz Tomato Ketchup, Lea & Perrins and Coca-Cola.

Linking back to her village and café, it was clever, novel and had people queuing round the street. It had that all-important talkability and shareability, which raised awareness of the Anya Hindmarsh brand in general and the creativity at its heart.

Link to popular culture

In June we worked with sports lifestyle brand ’47 on a pop-up in Soho, just in time for two Major League Baseball (MLB) games coming to town.

With the increased awareness of the MLB, ’47 was perfectly primed to welcome fans of the US sport, giving them another way to soak up celebrations beyond the ballpark.

With no UK store, it was timely, relevant, and it fulfilled the unmet appetites of US fans living in the UK as well as Londoners intrigued by the spectacle coming to their city.

Plus, with the start of the NFL season in September the ‘47 pop-up is getting a fresh surge in custom.

Be timely

Ensuring that there is appetite for the type of pop-up shop you have in mind is essential. Do you have customers who will come out specifically for your pop-up?

Does the trend or pop-culture moment you are linking with have enough fans? If your audience will not be excited by your pop-up, it’s time to think again.

Recently, we saw SHEIN, the global fashion brand, opening a pop-up shop in Birmingham with queues weaving around the Bull Ring.

The brand has exploded in popularity, and it was the first time that consumers had been able to physically engage with the brand in the UK, offering them something new, and the added awareness and talkability created demand from new customers – the hype was immense.

It is particularly sad to see an empty pop-up shop – and if you don’t have the audience or creative for the experience to go viral, then you need to invest in creating the demand yourself with additional marketing.

This adds to the cost, so it is important to understand what you are trying to achieve and what success would look like in terms of ROI before you commit.

To read the published article written by Dan Todaro, Managing Director please visit MediaShotz

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Oct 25 2023
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The collaboration advantage: A new frontier for competitive businesses

When the going gets tough, the tough get going and businesses are having to dig deep right now. Whether it’s big businesses like FANGs (Facebook, Amazon, Netflix, Google) or start-ups – we’re seeing the business economic model in full swing. Lay people off, put more pressure on those staff that remain because of squeezed costs and paddle as hard as you can to keep your head above water.

As the saying goes, a problem shared is a problem halved, so why aren’t we tackling more of these challenges collaboratively? Collaboration is nothing new, but when we think about it within a business context, it’s often talked about as a people strategy – how do we get people to work better together to improve our outcomes?

So how can we work better together as businesses to do the same, especially within SMEs? If we look at this cross-sector – retail, FMCG, technology etc – there will be thousands of businesses investing money in the same things, whether it’s R&D, resource, product innovation, supply chain, marketing, national/international expansion, or business process.

Change the narrative

We need to encourage collaborative discussions to happen and change our language. Often when businesses meet, it’s one selling to the other, rather than enhancing the narrative of how can we help and elevate each other.

If we look at the way we physically work these days, with so many more shared offices, there’s never been more of an opportunity to collaborate. According to Statista, the volume of flexible office workspace in the United Kingdom is expected to have nearly doubled between 2019 and 2023, reaching 167 million square feet in 2023.

However, if you walk into a WeWork, TOG or similar managed building, I wonder how many businesses are collaborating rather than just sharing a physical space? We need to be bold and brave – if you don’t ask, you don’t create opportunities and facilitate a group culture that goes out and gets.

Never rely on Government

We’ve seen how ineffectual the Government really is at supporting businesses to flourish, particularly SMEs, including the hike in corporation taxes, failure to reduce business rates or even introduce an online sales tax to level the playing field with the likes of those registered offshore.

So where do we look and how do we take the initiative? Perhaps industry trade bodies can do more to support and, let’s be honest, almost every sector has one. Many are great at celebrating success, offering training courses and providing a forum for solving industry problems but they could play a far greater role in bringing organisations together in a commercial, rather than a ‘club’, approach to help solve their individual problems.

Ask your trade body to create a collaboration work stream and be the one to set it up. You may only need to ask one question and there might be someone right there, right now, that could save you a lot of money. It’s a way of moving from a competitive advantage to a collaborative advantage. We can all learn and win that way.

Start simply with finance and marketing

Sharing just one thing could make a big difference so start simply. Sharing financial and admin resources is an easy route into collaboration. But I really think SMEs are missing a trick when it comes to sharing marketing costs. Marketing is the budget that SMEs always wish they had more of – more visibility often means more sales – yet it’s the one that gets squeezed the most in turbulent times. I think there are so many ways for businesses to do this.

Social media brand collaborations on platforms like Instagram have opened new audiences for SMEs. Think about how you could partner up with a like-minded brand for a ‘real-world’ marketing campaign. It will make media far more accessible if you share the cost, for example, of an out-of-home campaign.

An SME doing this really well is the cereal brand Surreal. The brand is looking to disrupt the cereal space and recently partnered with like-minded businesses Numan, Cheesegeek and Gymbox for a throwback to Daft Punk in an online mock-up ad. Four simultaneous ads read ‘Harder, Feta, Faster, Stronger’ for those in the market for erection medication, online cheese, high-protein cereal, and an unconventional gym brand. It was super fun, and engaging, created a huge amount of talkability and was cost effective too!

If you’re purely an online brand, think about creating a collaborative pop-up shop that will drive in-person trials for your brand and product. Do it collaboratively with complementary brands that alone could never afford to be on Oxford Street. Yes, the busiest shopping street in the UK, is achievable.

If you’re on the high street, why not create a marketing committee that maybe works alongside your local Business Improvement District (BID) and challenge them to do more than just turn on the Christmas lights? Retail is 365, not just for the holidays. Get everyone to work together to fund a local marketing campaign, it could be a discount Wednesday or a 10% off day every month at every door irrespective of the retailer, independent or multiple.

There’s no doubt that collaboration comes with challenges but, if you pick partners wisely, with the same goals, culture, and values, it could be just what you need to develop and thrive in today’s tough economic climate.

To read the published article written by Dan Todaro, Managing Director please visit Business Leader

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Sep 05 2023
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Display Systems

Over the years, retail display systems have undergone significant transformations, driven by advancements in technology, evolving consumer preferences, and the need for retailers to create immersive shopping experiences. In the past, retail display systems primarily consisted of basic shelves and counters where products were neatly stacked or arranged, but lacked the ability to capture consumers’ attention. In today’s world, retail displays aren’t just about enticing shoppers to come in-store. Instead, they’re about drawing attention, displaying information, and setting products apart from the competition. With fewer people watching traditional TV, in-store displays also need to do the extra work of informing and selling to potential customers.

Retailers can integrate digital displays, interactive screens, and even augmented reality (AR) elements into their fixtures, which allow for dynamic content presentation, enabling retailers to communicate the unique features and benefits of a new product or brand in a more engaging manner. They can showcase product videos, customer reviews, and engaging content, fostering a deeper connection with consumers.

In the world of considered purchases, using tech well can add to the experiential and immersive experience that shoppers increasingly expect from their high street visits, helping to engage and excite consumers. Retailers such as John Lewis are striving to meet this need, with new concepts presented at their Horsham store earlier this year, including a “wonder trial” interactive treasure hunt and a Clarins express skin service, to provide a ‘multi-sensory one-stop destination for fashion, beauty, tech and home design’. Visually appealing and shareable displays are also highly effective for generating ‘hype’, allowing retailers to capitalise on social media and influencer marketing to amplify the excitement around a new product or brand. Shoppers are more likely to capture and share their experiences on social platforms, effectively spreading the word and generating organic buzz.

To read the full article by Rupert Cook, Business Development Director please visit A1 Retail

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Aug 02 2023
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Creating a Positive Candidate Journey: From Application to Onboarding

Job searching can feel like a full-time job itself at times, scrolling through the various portals/sites and trying to unravel the jungle of buzz words and business jargon to be able to understand what the job is all about and what it actually involves doing day to day.

Gekko believes that it’s crucial to be clear from the very first contact point with candidates. This initial contact is typically a  job advert, having a structured format to show what the role is, what they as an employee will get in return, and what you will need to be able to demonstrate in order to successfully join the team.

Let’s be honest, the common denominator of why everyone goes to work tends to be linked in some way to the remuneration/compensation package. We believe it’s important to be transparent throughout the whole process as to what this would look like and be discussed at every stage of the recruitment process, from interview through to confirmation at the offer stage.

As part of Gekko’s commitment to our clients and our own values, we ensure that all candidates have the same treatment and experience during any recruitment process. This is from the moment we place informative job adverts, through to the interview and selection process, to offer stages and onboarding.

All candidates who apply to Gekko are asked to submit their CV for the role they wish to be considered for. Every application we receive is reviewed and replied to keeping the candidate informed on their progress.

Every candidate who has taken the time to apply to a role is honoured the time for a reply, whether this is to discuss the application further and be advised of the next steps, or be given closure that the application will not be progressing further.

Gekko strives to keep the selection process as streamlined as possible to avoid delays in feedback being received by candidates.

Once the selection process is complete, the new team member is consulted with regards to their onboarding schedule to ensure this is suitable to their own personal commitments (such as travel arrangements, accommodation, dietary requirements, and start/finish times).

A new role can be a daunting time for some, and everyone learns at a different pace and can be more receptive to various teaching/mentoring methods. It is key to ensure you understand how your new team member thrives and to adapt the onboarding and induction process to ensure that knowledge is embedded in the best possible way.

Having a positive candidate journey and offering candidates a high-quality experience, in turn, sets the expectation of the standards Gekko prides itself on.

Written by Rachael Stevenson, Recruitment Manager

Photo by Tima Miroshnichenko on Pexels

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May 24 2023
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How Luxury Retailers Can Boost In-Store Sales This Spring

Despite ongoing inflation, the retail sector in the UK is showing improvement, with like-for-like sales rising 4.9% in March, according to BRC/KPMG. With this extended bank holiday season upon us, there is more of a spring in the step for retailers. A recent survey we commissioned of 2,000 consumers found that 13%, equating to 9 million adults, are definitely planning to hit the physical shops, presenting luxury retailers with a meaningful opportunity for sales uplift

To take advantage of this opportunity, retailers need to create a shopping experience that is truly focused on the customer. 60% of respondents in the survey cited a pleasant environment as an important factor in a great retail experience. Luxury retailers should, therefore, ensure that they offer a pleasant in-store experience, starting from the moment the shopper walks in. 

This can be done by creating an immersive journey towards the checkout with creative displays and merchandising. All of this should be backed by product availability, highlighted promotions, and all-around first-class customer service. Staff should be readily available on the shop floor, and queues at the till should be kept to a minimum.

To combat inflation, promotions are vital, with 59% of respondents in the survey agreeing. Luxury retailers should ensure that they are competitive with online channels and have promotions visible and clearly marked up to entice hard-pressed consumers to open their purses and wallets.

In our survey, 42% of respondents cited engaging with knowledgeable shop staff as a key reason for their visit. Luxury retailers should, therefore, ensure that staff is well-trained and ready to answer questions. A well-trained expert can be worth their weight in gold, particularly with considered purchases. This will leave a positive imprint encoded on the memory of customers.

One of the top reasons given for in-person shopping versus online is to try before you buy (47%). Luxury retailers can play to their strengths here by effectively merchandising their products and encouraging customers to engage in a tactile journey of discovery. It is crucial to have the right expert on hand to assist the process, with all the senses of the shopper engaged in a truly immersive physical experience that will lead them towards the checkout.

The modern retail experience is underpinned by sociability, combining a trip with meeting friends and dining. Retailers and brands need to complement this by providing an environment that is sociable and luxurious, offering dining experiences, and other events that are relevant to their luxury brand. 

By creating a luxury experience that extends beyond the purchase, retailers can build customer loyalty and enhance the overall shopping experience for the customer.

To read the full article by Dan Todaro, Managing Director please visit Luxury Advisor

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Apr 11 2022
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How to create the ‘Feel Good’ retail we all need right now

While the economy has fully opened up after the end of pandemic restrictions, we are faced with fresh challenges. Soaring inflation, ongoing supply chain disruption and the implications of a war in Europe loom large. Against this worrying backdrop many are looking for positive experiences to help us feel good and distract us from the news.

Indeed, the whole concept of well-being and self care is far more prevalent amongst consumers now given the torrid time we have all faced. It is no doubt with this in mind that Selfridge’s recently grabbed headlines by announcing it would offer customers a series of experiences including sex counselling and therapeutic sessions. 

Its ‘Super Self’ initiative is aimed at putting “inner well-being” at the heart of the shopping experience and intended to tempt shoppers back into its store. The immersive experience includes bookable confidence coaching and empowerment sessions, as well as inviting DJs to create “feel-good sounds”.

It’s a well thought through initiative, enabling Selfridges to set the agenda in creative retailing. Positioning itself at the forefront of a retail revival, this service is one of a number to get shoppers ‘back in the habit’ of visiting stores. 

After two years of restrictions, city centres have struggled with the upheaval of lockdowns, stay at home workers, minimal tourism and staffing issues. However the figures for January showed Gross domestic product (GDP) bouncing back in January 2022, increasing by 0.8%. The Wholesale and retail trade grew by 2.5% in January 2022 and was the main contributor to January’s growth in services.

Need to recognise changed behaviours

The lockdowns and restrictions have been long and painful, but a survey we recently commissioned on consumer shopping intentions indicated a strong appetite to return and shop in-store. Only 2% said they wouldn’t be returning to the High Street. But it would be naive to just act as though it was still 2020 in returning to the same plan. 

It is incumbent on retailers to recognise how consumers have changed their shopping behaviours. Successful retailers have always understood the motivators and triggers for different customer groups and then offered an appropriate, tailored approach. This needs to be recognised and acted upon. It is certainly something Selfridge’s have recognised. We are changed and therefore retail needs to change to remain relevant in this new and uncertain world.

Connect with shoppers on a more personal, emotional level

Physical retailers need to emphasise the instore user experience to provide that differentiating factor from the online realm. A good customer experience means your customers will spend more and is something that is a key brand differentiator. The positive approach embraced by Selfridges is an opportunity to connect with shoppers on a more personal, emotional level. 

Positivity provides a welcome break and will help with loyalty and sales. Positivity is an important part of the customer experience mix but it’s more than just that. It’s about appealing to the senses. A sensory buzz of a considered purchase and the need to reconnect with the consumer in this category/space that just can’t be provided online. 

In our survey the top factor in people making a considered purchase was the ability to see and touch a product, according to 58% of respondents. This tactile ability to interact with a product and try before they buy gives people a reason to head into town. 

Stimulate the senses

Retailers should be stimulating the senses and having the right experts instore. Product knowledge and brand advocacy amongst retail sales staff are crucial components to success in retail. It starts with effective product launches and is something that traditionally relies on. Face-to-face engagement and hands-on time with new products. People who truly understand the product, can answer questions and can close a sale. This is something the online world again can not replicate.

To complement the expert, think about presenting those products in an appealing way. You will want to focus on products that have increased in popularity during the pandemic – those supporting lives now more centred at home. Make them visually appealing with great displays and demos. Ensure you have clearly labelled product details, features and benefits and ensure any promotions are clearly highlighted, ie. what it integrates or works well with.

Brand ambassadors are game-changers

The positive engagement with a brand ambassador or retail sales advisor is the game-changer that increases conversion rate and average basket value, achieved either through a higher purchase price or connection sale and, perhaps, an advocate of both brand and retailer. In an environment where inflation is likely to start to bite, people will be more conscious of what they are spending money on and therefore raises the importance of the skill of an expert in helping to guide a sale. 

This is much harder to achieve online and never as gratifying for the end-user as a customer journey that enhanced the individual’s perception of the brand. 

On a bumpy road to recovery and with challenging ongoing news, we all want to feel good. Brands that recognise our changed needs and create the right experience led by the right expert can succeed. 

To read the full article by Rupert Cook – Marketing Director Gekko Group, please visit  Retail Sector

Photo by Tim Douglas

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Dec 07 2021
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The £15bn Question – Are You Still Investing In Instore Expertise?

With the Golden Quarter in full swing and the risk of another lockdown receding, it feels like physical retailers can finally focus on the future and doing what they do best. Namely serving the varied interests and needs of our nation of shoppers. While the terminals are processing payments, amidst the buzz of a seasonal discounting season, it may feel like we are back to 2019 normality. However, there is no escaping the pain that has occurred. 

According to research from the British Retail Consortium (BRC) retailers lost some £22bn in lost in store revenue in 2020. Meanwhile the now (finally admitted to not be) temporary inflation spike, wage rises and supply chain challenges are further going to erode the potential for the sort of returns needed to get UK retailers fully back on track. Indeed the economic growth that has been so impressive this year will fall away to more palatable levels in 2023.

The financial cost of poor advice

Against this backdrop, there is new evidence some retailers are losing sight of one of the most crucial ways of keeping sales where they need them. Research we unveiled last week found that retailers missed out on billions in instore revenue in the past year due to poor in person advice in the ‘considered purchase’ space. These are purchases that are made with significant financial or emotional thought. 

The study of 2,000 consumers, conducted by OnePoll, looked at what influences shoppers in making a ‘considered purchase’. It revealed 1 in 10 shoppers said they had walked out of a shop due to poor advice relating to a product they were definitely going to buy. This equates to some £15bn in revenue overall over the past year. The experiences do vary across categories and age groups. The 1 in 10 figure was broadly consistent across several key retail categories including: Consumer electronics, homeware, baby & child, gaming, home improvement, clothing & apparel. 

Customer service first approach

Now this is not to say that all retailers are doing it wrong. Those with a real customer service first mentality are doing it amazingly well. Overall 59.8% said they had received ‘excellent or good advice in store’, highlighting the benefit of human interaction and face to face sales. But the point is in a world where profits are likely to be squeezed – these numbers matter. Slight improvements can make dramatic differences. Even if just 1 of the 10 shoppers in every 100 who are walking out dissatisfied could be persuaded to stay, this would mean £1.5bn pounds worth of sales would be saved. 

To put that into context that is more than Rishi Sunak has just announced in the Budget to encourage foreign investment into UK businesses and attract overseas talent!

Thirst for interaction

Every person that walks through the door should be viewed as a potential customer or an influencer. Someone who will talk about you positively following their experience and tell others in person, online or on social media and is not viewed as just another body to ‘deal’ with.

Indeed the £15bn could be a drop in the ocean of additional revenues that could be accrued with better advice. 37% of shoppers in the consumer electronics category revealed they would be prepared to spend more if they received excellent and knowledgeable in store advice, indicating a golden opportunity for retailers. This compared with 30% of shoppers in the home improvement category and 27% in homeware/ home furnishings and 21% in clothing and apparel. There is a clearly identified thirst for the interaction and expertise that has so been missed in the pandemic. 

‘Gen Said’ 

A common cause for concern among retailers is on the younger generations turning away from bricks and mortar. However there was encouraging news in the survey for this audience segment. Gen Z are most likely to seek out great advice in store (45%) versus an average of 38% and are more likely to find staff knowledgeable across categories. They are also the most likely out of all ages to appreciate product demos (39%) against a 29% average across all ages. 1 in 2 Gen Z’ers  (52%) and 38% of Millennials will spend more for a good experience in store across all categories – crucial for the development of experiential retail. 

This is good news for the future of bricks and mortar retail, but it doesn’t mean retailers don’t need to adapt. Our survey also shows that a joined up and seamless experience online and offline is also now expected. Older generations are also more likely to research online first. Brands already know the need to embrace experts and adapt to survive in a changing market, it’s now about making the investment to do so. 

There is no going back to a sort of idealised 2019 experience. We are all changed from the experiences we have gone through. Retailers need a modern, experience-centric playbook and at the heart of this needs to be the timeless appeal of the instore expert. When we look at the missing billions and the pressures on the bottom line, they have never been more needed.

By Daniel Todaro, Managing Director, Gekko Field Marketing 

Article originally published by Retail Sector

Photo by Rachel Claire from Pexels

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Sep 03 2021
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How retailers can maximise sales in a Golden Quarter like no other

Photo by Pixabay on Pexels.com

From a retail point of view, whether we are ready or not, September means all eyes start looking towards Black Friday and the Christmas Peak period. The importance of this period can’t be underestimated, particularly in 2021 on the back of shops being shut for such long periods during the various lockdowns. Finally we return to a more “normal” period of retail behaviour and holiday festivities with some strong indications the bounce back could be like no other. Let’s explore what some of the forecasts are predicting and how the season is expected to play out this time.

Consumer confidence has been consistently rising through this year and should be closing in on positive territory as we get to the golden quarter. GfK’s trusted Consumer Confidence Index is already up to -8 from the latest August reading, putting it ahead of pre-pandemic levels, and barring any serious economic or public health issues it should keep its momentum.

Absence makes the wallet grow stronger

Within this, there have been big jumps in major purchase indexes too, with shoppers seemingly ready to spend on the right products at any price point. UK consumers are estimated to have saved around £200bn in the various lockdowns, while 54% of those savers are ready to spend it on Black Friday and Christmas according to a recent survey by Future plc.

A big draw for spending that money for most people this year will be the fact that we all missed out in many ways last year. Whether it be seeing more loved ones, a family holiday or a trip to an atmospheric high street to do the Christmas shopping. Those returning will be expecting a positive experience from brands and retailers, and it will be important to consider both shoppers that are part of this group, along with those that remain cautious with the virus still circulating.

Whichever way people behave, it looks like certain patterns are going to come to the fore. Home improvements, fashion, health & beauty, and toys of course are all set to be categories of real growth this season. Although there could be a whole series of sectors that could benefit when it comes to potential sales growth due to pent up demand.

All of this confidence is pointing to optimism for the festive period when it comes to sales forecasts for 2021. Although a slight drop is predicted in total retail terms due to less food sales this year, Retail Week research predicts a 0.5% increase in non-food sales vs Q4 2020, and a 1.7% improvement figure in comparison with 2019. The two year increase largely comes as a result of consumers spending more time at home, and subsequently spending more on home improvements and entertainment.

Retailers primed for the discount season

So when will the spending begin? Last year marked a change for the season and its normal pattern with a much longer promotional season. Consumers were urged to shop early due to the strain on the supply chain, and significantly Amazon positioned its Prime Day in October, a month earlier than Black Friday in November.

Amazon moved Prime Day back to its regular summer slot this year, and it remains to be seen whether they will launch another promotion in October to match its 2020 position. I wouldn’t bet against the ecommerce giant pencilling in another sale for that valuable slot again, whether it is another branded Prime Day or otherwise. If it does, then other retailers will follow suit and we will get another lengthy promotional period like we did last year.

Christmas shopping starting earlier this year

There are some warnings of issues that could dampen the mood this year however. Pandemic related problems could arise of course, along with truck driver shortages and global supply chain disruptions that may delay goods arriving to the UK at all. Reporting by The Observer found that retailers are already warning consumers to get thinking about shopping for Christmas to avoid disappointment. It’s the second year in a row where such implications have been highlighted. It is becoming clear that consumers are hearing that call, a recent Ebay survey showed that 41% of shoppers are aiming to get their Christmas shopping done before December even begins, as opposed to just 25% last year.

Retail as ever will continue to rise to any challenge. 86% said they will enact the in-store safety and hygiene measures they relied on during 2020 in order to protect their customers. Meanwhile businesses are acting now to ensure they have the stock they need for a successful Christmas period. With more consumers in store this year, retailers will need to ensure they are managing any issues behind the scenes. They will also need to ensure that customers on the shop floor are getting the purchasing experience they have looked forward to.

As we approach Christmas 2021, consumers are certainly going to have plenty of choice as to where to spend their budgets, and retailers will have to do all they can to make sure they stand out from the crowd. Engaging marketing, whether it be store representatives, training or merchandising activities, can ensure that the consumer knows who you are and why they should be choosing your products. Once that is achieved then loyalty and success will follow, and not just for Christmas.

By Tom Harwood, Data and Insight Manager, Gekko Group

Article published by BDaily

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Jul 25 2019
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What do the Tory candidates policies mean for the high street

Gekko Retail Marketing Tech Wearable

In the blizzard of spending splurges promised by the two candidates to be our next Prime Minister has been some announcements that could be very significant for High Street retailers. Boris Johnson, the clear favourite, has announced that he wants to introduce 100% business rate relief on free-to-use ATMs to keep as many as possible open in town and city centres to ensure shoppers can withdraw money. He has declared that he wants to curb the closure of Automated Teller Machines (ATMs) that has followed the surge in contactless payments.

While this may appeal to shire Tories of a certain vintage the trouble is the Boris approach is as feasible as owning a unicorn. In a contactless world, less and less people are drawing out cash when you can tap a card or your phone. The subsidies he is proposing would not allow for the cash machine to be free as it still needs to be maintained, filled, connected and bank charges apply which make the model loss making for any operator especially if it is used infrequently. More poppycock from the master of poppycock.

Johnson also talks about wanting ‘a range of bureaucratic and legal barriers to business to be swept away’ to allow high-street shops to flourish. This includes an ‘overhaul of town and country planning laws that mean converting one form of premises ie. a shop, cafe, pub or hot-food takeaway, to another can be a lengthy process’.

One option being considered by Johnson’s team is introducing a new “A” class business category covering shops, financial and professional services, restaurants and cafes. The measure would allow existing shops to easily offer additional services.

He also called for the immediate unlocking of a £675m government fund earmarked for sprucing up high streets around Britain. If he becomes prime minister, he plans to announce this summer the towns that have been successful in bidding for shares of the cash.

Although on paper the overhaul of planning laws looks attractive, the problem is planning laws relating to change of use are not in his power to change, neither will £675m go far and how does he propose to choose which towns are more worthy of the fund? As ever with Johnson’s announcements rhetoric trumps reality.

Meanwhile Jeremy Hunt has pledged to exempt hundreds of thousands of small businesses from business rates if he becomes Prime Minister. Hunt intends to scrap taxes for nine out of 10 high street shops in a bid to save the high street. The claim is the move will save newly exempted businesses up to £6,500 each and will scrap taxes on 24,500 businesses based in Birmingham (5,000), Manchester (8,000), Leeds (6,000), Newcastle (2,000) and Bristol (3,500).

Hunt said that his government would reform the current Retail Discount rate, so that businesses which qualified for the discount would see their entire business rate bill cancelled. At present, those with a ratable value below £51,000 are eligible for their bill to be cut by one third.

Additionally, one of Hunt’s best trailed policy announcements has been a promise to cut corporation tax from 19% to as low as 12.5%, a policy which has been costed at £13bn a year. His generous spending pledges have seen him receive some flak from the Institute for Fiscal Studies (IFS).

Hunt the self-proclaimed entrepreneur is certainly more progressive in his thinking and his ideas may just work to support independent traders on the high street who are being strangled by inflated taxes. The corporation rate cut will pay for itself making Britain an attractive base and undoubtedly bring more corporates to base themselves in the UK and with a No Deal Brexit in site, more initiatives like this is what the UK needs to survive.

The trouble is according to all the polling, Hunt has little chance of getting in. Just like the rest of us, it seems High Street retailers had better batten down the hatches as Tory Party members take the ultimate gamble in installing Johnson in to Number 10.

To read the full article please visit London Loves Business.

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