Tag Archives: retail

Identify the problem

Consumer electronics retailing lends itself like no other as a tool for retailers to be more dynamic in showcasing solutions and brands for consumers.

Retailers are experiencing growth across all categories, including a 1.5 per cent sales uplift in major domestic appliances expected through to 2021, of which 20 per cent of sales are made in the independent sector. Likewise, the UK small domestic appliance market was worth £976 million in 2016, and is expected to grow further this year.

Whether they are looking to upgrade an existing device, enter into a new product ecosystem, or make a ‘distress purchase’ to replace a product that has failed, consumers are looking for a solution to a lifestyle ‘problem’.

As a retailer, it’s within your power to provide this solution, offering consumers the right product for their needs and, in doing so, reinforcing why traditional retail is still the best platform to buy ‘technology’ products. The question is: what is the best approach to take for ‘solution selling’?

The problem

Ensure that sales staff know the products and services inside-out. Having an authoritative voice on the shopfloor to reassure consumers is the first step to completing that considered purchase.

Aside from this, a successful salesperson needs to employ a range of skills, including questioning, listening and demonstrating empathy with the customer.

Identifying the problem is the first step to finding a solution. Sales staff should be asking key questions of consumers to discover their needs, budget and motivations. Find out why the shopper is in the store. Are they looking to buy new, upgrade a device or has something broken down and needs replacing? What do they currently have? What specific features do they require? Where it will be used? How often? Is it a primary or secondary device? What is their preferred price range? Asking these questions will give your staff the necessary information to start the sales process in line with your store sales approach, using the customer’s needs to tailor their approach to products and brands that will suit them and their lifestyle.

It’s often too easy for sales staff to make assumptions about what is best for the customer, rather than asking questions. Equally, applying your own spend versus value opinion is not identifying with your customer, as value is in the eye of the spender, not the salesperson. To avert a hard sell, avoid these pitfalls and ensure your staff are fully qualifying shoppers before moving on to a demonstration.

Offer the solution

Once the customer’s needs have been established, sales staff can advise on the best product and brand specifically for the individual shopper. For retailers, selling the solution is all about the customer experience, and how the customer is introduced and immersed into the product and brand.

Your showroom environment should offer consumers the opportunity to experience a product or brand before they decide to make a purchase, allowing them to immerse themselves in the features and benefits of the product first-hand.

With the assistance of a knowledgeable staff member, your customer wants to be reassured that the product will meet their needs and solve their ‘problem’. To achieve this, have a working demo model to show customers how the device would function in their own home. Even if it’s something simply, like demonstrating the load capacity on a washing machine using a bag of T-shirts, this gives customers an extra bit of information that could make all the difference to their decision to purchase, helping to close the sale.

Above all, ensure your staff are trained on core ranges and brands so that they can explain the benefits to shoppers. Don’t make the mistake of ignoring what the shopper has told you, so that the features link naturally to the customer’s lifestyle or specific needs. Shoppers need to know how the product will solve their unique ‘problem’.

Personalise the sales approach. If your customers can see the product working, imagine it in their home, and be sure that it will fit their lifestyle, listen and tailor your responses accordingly and they’re much more likely to make a purchase.

Upgrade the solution

To upgrade from a standard sales approach to a ‘solution selling’ approach, the sales staff need to identify and enquire about the bigger picture, identifying opportunities and sweeping their customer up with a great shopping experience.

On top of offering a solution during the sales process, staff have the opportunity to ‘level up’ the sale by showing customers how much more they can achieve from their purchase by increasing their budget, in some cases marginally.

Having established the customer’s needs and advised on a product to suit their lifestyle, take them one step further by offering attachment sales that can enhance or protect the product. A good example is TV, where many shoppers will be looking for a perfect set-up to upgrade their home. Having decided on a TV, why not introduce a soundbar to the sale, demonstrating the superior sound quality offered and how that can enhance the user experience.

Gekko is expert in delivering this sort of training to retail staff, achieving an average 33 per cent soundbar attachment rate on TV sales. These sorts of high-value attachments benefit both your customers and your bottom line by increasing your average sale value. With this sales approach, Gekko was able to increase average sale value by 41 per cent over the entry-level smart TV.

When completing the sale, think about other questions you can ask the customer. For example, to get the most out of this smart TV, the customer will need an internet connection. Do they have good wi-fi in the living room? No, then how about some wi-fi range extenders? That could also include a cover plan or installation service. In this way, you’re demonstrating to the customer why they were right to come in-store and experience the product in a way they could never have done if they had simply shopped online.

This approach to solution selling is positive for both customer and retailer. The customer has a solution to their purchasing ‘problem’, having been advised and immersed in the best product and brand for their needs by a knowledgeable staff member.

Equally, the store benefits from up-selling and attachment sales as a result of this more considered approach to sales. The key focus though is the customer experience – if shoppers are given a ‘glimpse into the future’ – imagining themselves using the product and how it can fit into their lifestyle – they are much more likely to make that decision to purchase there and then.

They may also come back to expand a set-up, buy that matching MDA or simply choose your store for every future ‘technology’ purchase, because they know they will be listened to, offered solutions, given a service they appreciate and will enjoy the experience.

 

Read more at: http://ertonline.co.uk/opinion/identify-the-problem/

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Counting the cost of Brexit

The ERT Turning point Summit held in February touched on the many opportunities that face independent retail.

Like it or not, I refer to these as opportunities, as challenges paints a negative picture rather than an optimistic future in the most dynamic of industries – technology.

One area that we must remain optimistic about, as it’s a certainty, is Brexit and the impact this is having on trading even before Brexit has happened. By the time you read this, the Government will have triggered Article 50, starting the process of extricating the UK from the EU.

When the vote happened, there was much debate regarding the immediate impact in trading. In August, I wrote: “Any price increases will certainly not be absorbed by resellers, and will instead be passed on to the end user”. With the significant fall in sterling against the dollar (10 per cent) and euro (seven per cent), many brands chose to use this as reason to make trading that little bit more difficult for retail, in particular technology.
First to raise the average price of every product by 10 per cent was Dell, later followed by Apple who chose to increase prices by around 25 per cent again across every product, with a MacBook Pro jumping from £999 to £1,249. It wasn’t just hardware, however, as apps all increased from 79p to 99p and £7.99 to £9.99, all on the back of the Brexit vote and currency fluctuations.

Microsoft followed with an 11 per cent increase, and more recently Sonos, with what are now ‘old’ products, increased their pricing by 25 per cent across the entire range which took effect on February 23, taking a Play:1 from £169 to £199 and Play:5 from £429 to £499.

In the MDA category, although not a blanket price increase, many European brands, including Siemens and Indesit, are demanding payment in euros from distributors, pushing up retail prices due to a ‘trickle-down’ effect resulting from the increasingly unpredictable and unfavourable exchange rate.
These brands have something in common: they are category leaders and, to a certain extent, dictate the development of their respective categories through a rigid pricing structure and go-to-market plan. What they perhaps do not appreciate is that consumers aren’t stupid and can choose to opt for other brands with more appealing price points – an opportunity for emerging and established brands and retailers to explore.

The challenge for retail is how to up-skill your work force to continue selling the same products they’ve always sold successfully, but now at a higher price point. Sales teams will have to work harder to close a sale, and perhaps longer, but for no incremental benefit to you. Retailers don’t benefit in the same manner from what some may consider an arbitrary price increase, with only a slight or no increase in margin.

While many who voted ‘out ‘may have never considered that the costs of goods we import would go up, the reality is that it becomes a convenient rationale for many brands to apply an increase, blaming Brexit, and passing the cost on to consumers rather than absorbing this themselves. This is likely to be applied across every category.

Away from tech, others brands, such as Tesla and Lego, have both applied a five per cent increase, stating that this action was taken as “direct result of the continuing devaluing of the UK pound”. We saw what happened when Unilever tried to increase the cost of products such as Marmite by 12.5 per cent – the public made it known that they have a choice and they would choose to abandon a brand for a similar product. You need to have rather good brand equity to successfully manage price increases that impact on your loyal customers’ pockets.

Call it a ‘Brexit levy’ if you like, but let’s be realistic: it’s not going away. With Article 50 triggered, currency fluctuations could prove to be more negative and incur further price hikes. On the other hand, they could become positive, but if so I suspect we won’t see brands roll back price increases, instead retaining their increased pricing model to establish range pricing.

Whatever the outcome, market economics means retailers of all types must remain optimistic and have a clear vision of hope as they navigate the future. This includes pushing back on brands that make it harder to sell. Perhaps by introducing into your categories new or up-and-coming brands that could offer you more margin and your customers a better product at a reasonable price they are happy to pay.

 

Read more at: http://ertonline.co.uk/opinion/counting-the-cost-of-brexit/

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Take control of your destiny

ERT  has taken the brave step to look at how independent retail can be supported and survive, marking the start of a ‘Turning Point’ in the future of independent electrical retail.

Rent and rates increases and the Living Wage are just a few of the challenges retailers must combat. They can do this with a smart approach and by giving consumers what they desire, either in-store or online as an omnichannel approach.

One of our leading retailers, Robert Hughes, states that “personalisation and localisation is relevant” – sound advice from an independent group that is growing successfully.

Reliance on manufacturers to ‘do more’ is old-fashioned and misplaced. Manufacturers do not have a responsibility to reinvigorate electrical retail – it’s a collective responsibility.

With a falling pound, lower margins and greater competition in crowded categories, waiting for a brand to invest sufficiently in you is unlikely. Retailers need to be in control of their destiny and reinvigorate their model to appeal to all. Get brands to support you on training, promotion and display. Ask your buying group for those valuable generic soft skills that give you the ability to develop the categories that work for you.

Independents need to look for new opportunities for growth. The most obvious is the smart home, which is going to be linked to almost every category within the sector. With Gartner suggesting it could become a global market worth $38.35 billion by 2020 – that’s only three years away – the smart home is the future of electrical retail.

Independents have an opportunity to offer consumers a shopping experience not found in large multiples.

In the TV/AV category, 62 per cent of shoppers are between the ages of 30 and 49. One-in eight are male. This is an increasingly important statistic and, to quote Sony sales director for specialists Roy Dickens, the growth opportunity is “crossing the threshold into the consumer’s home” to install a solution, increasing attachment by offering a service that provides an end-to-end solution.

In domestic appliances, 70 per cent of shoppers are between the ages of 30 and 49. More than half (55 per cent) of shoppers in the category are female. This demonstrates the existence of ‘generation rent’, who don’t own their own homes and would be more inclined to rent MDAs.

Although shoppers with disposable income are in the older age brackets, don’t discount younger audiences. Many categories are more relevant to a younger audience – a prime example being audio. With just over half (52 per cent) of 16 to 24-year-olds regularly streaming music online, increasing your range helps to broaden your store’s appeal.

The omnichannel approach is an important part of the strategy and should be embraced as a method of attracting customers in-store whether, virtually or in person. The experience they encounter is what makes a shopper become a customer.

Retailers must ensure their staff can sell the benefits of high-value products. This can only be done through staff training, display, promotion and experience by retailers, supported by manufacturers, to achieve the combined approach needed to influence that ‘turning point’.

 

Read more at http://ertonline.co.uk/opinion/take-control-of-your-destiny/

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Focus on Streamlining the In-Store Experience for Customers to Return

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Marks & Spencer (M&S) once again is in the news and is poised to close 60 poor-performing stores and increase its food presence due to falling fashion revenues and profit. Let’s not forget, this retailer has never placed itself as a high-fashion retailer, but one with a broad appeal for which it must cater. David Gandy, Rosie Huntington-Whitely, and the latest conscript Alexa Chung, who is yet to be measured for success, are fine brand ambassadors which have attracted new customers to the store — at least once. Therein lies the issue: let’s be honest here, ambassadors are not the problem and in most cases, depending on your taste, the fashion isn’t that bad or of poor quality either — it’s the experience.

Walk into an M&S and you’re greeted with a confused retail environment akin to a Poundland. There is harsh, bright lighting that bounces off the laminate flooring and awful graphics are festooned across the store. Images of middle-aged men in casual slacks will not make me go deeper into the M&S environment if that’s what I’m greeted with immediately on entry.

The fashion is laid out in a manner that speaks to no one in particular, big and small sizes, man-made and natural fibres, knits, pleats, and high neck lines share rails with garments for a totally different and diverse customer. There is no differentiation between ages and sizing in its merchandising, making it harder for shoppers to buy on impulse and instead expecting you to ‘browse’.

As a nation of shoppers we like to browse, but only for certain items. Or on the rare occasion, we see an item in the window and nip it to buy it there and then. At this point we may be enticed by the environment to stay a bit longer, browse, and become a true customer encouraged to visit again. Unfortunately, M&S has little linger appeal due to its stark and clumsy environment and merchandising, which doesn’t even reflect the 2016 Christmas campaign with Mrs. Clause. The message of a Christmas filled with love is immediately diminished on entering into store.

The solution? Bring them in with great food and great ambassadors to entice them deeper into a store with defined zones and a warmer, friendlier environment that makes customers feel comfortable rather than awkward. Differentiate soft mixed with hard zones, and group fashion by age, audience, and size so you know where you are in the store. Stop arranging shoes on shelves like tins of baked beans, and merchandising must-have fashion items next to shortbread and lavender draw liners.

The traditional M&S shopper has changed, while the new shoppers M&S attract through endorsement and ATL are put off by the environment. It’s imperative that every retailer makes their customer experience appealing, clearly defining where in the store they should be, and not approaching fashion retail as a one-size-fits-all.

Shoppers are intelligent and if you want customers to part with their hard-earned cash, you need to make it appealing, appropriate, and rewarding to your audience. Does anyone you know brag about the ‘joy’ of shopping in M&S due to its in-store experience or similarly about the items they bought? I suspect very few do, therefore by changing perceptions and carrying your ATL message TTL via social and the retail space may facilitate the love M&S desires as a fashion retailer.

 

Read more at: http://www.brandingmagazine.com/2016/12/05/focus-on-streamlining-the-in-store-experience-for-customers-to-return/

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All I want for Christmas…

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Whoop, whoop it’s almost Christmas, and if you haven’t already considered what you’ll be ranging, here is some inspiration to convert shoppers into valuable customers.

Secretly, we love to buy for ourselves when shopping for presents. The truth is out there, it’s no secret, with everyone on average spending £84 on themselves when Christmas shopping – that’s an accessory like a pair of headphones or an SDA to kick-start that New Year’s resolution in healthy eating.

The most popular Christmas gifts are entertainment-based, with 63 per cent choosing these over clothes, food and drink, spending an average of £489.04 on approximately 14.8 gifts for 8.3 people – that third of a person only needs something small.

Appealing

Now, with an identified average spend per person of £61 (in addition to the previously mentioned £84), what do you range that meets that price point? Not much, I’m guessing, thus increasing the importance in making sure that those items that fall within this price point are clearly visible and appealing to shoppers in your store.

New technology is still available to buy, think Ring’s video doorbell, which also won the Editor’s Choice category at this year’s T3 Awards. At £159, its innovation and functionality can be justified by ease of installation and potential as a household gift. Speaking of innovation, think Jabra’s range of wireless headphones, leading the way in the ‘hearables’ category, merging high-quality audio increasing through the range with fitness tracking via your ears.

Equally, on the back of the phenomenally successful and much discussed The Great British Bake-Off, there’s an SDA at a range of prices that every fan of the show desires to grace their kitchen or make them a better baker. These include the Kenwood mini choppers, AEG blenders and the KitchenAid hand mixer or, if you’re really generous, the Artisan stand mixer and Magimix 5200XL food processor. With SDAs helping the 41 per cent of Brits cooking from scratch, the opportunity to develop your sales, across the SDA category, can be linked to a gift purchase.

With two-in-five shoppers stumped on what to buy their friends and family, they can be swayed as 68 per cent buy based on deals and 62 per cent on convenience. By highlighting the deal, its USP and suggested target audience, closing a sale among the 40 per cent who are undecided could be simpler than you thought.

Moving up the generosity scale, a premium audio device is the perfect gift for any audiophile or music-loving household. Consider an expert in the audio category, such as Naim – also a T3 winner. The Mu-so wireless speaker combines stylish design with unrivalled sound quality filling your home with your favourite tunes compatible with all the popular streaming services – very appropriate for the Christmas period.

With premium audio sales growing by 22 per cent year on year, it’s a great opportunity to increase your average basket value. Perhaps use a showroom style approach, allowing customers to see the speakers in a living room setting, perhaps even syncing their phones to the speaker to test the wireless connectivity. Creating some in-store theatre is key to selling these premium items.

Addressing those entertainment shoppers, the huge media coverage enjoyed by the exciting Virtual Reality category – expected to exceed $2 billion globally this year – means it could be the time to start stocking a VR or AR proposition within your line up. The eagerly anticipated PlayStation VR is an accessory for the vastly popular PS4, of which there are over 1.5 million in homes across the UK. This is due to launch on October 13 and expected to RRP at £349.

Exciting

Now, this may be more than the average spend, but it’s an exciting, innovative product with a forecasted 50 games available by the end of the year, with highlights such as Batman Arkham VR and EVE: Valkyrie. It’s going to be huge and a welcome gift for any PS4 user or their family. If this is beyond your ranging, think Google Cardboard. With an RRP of £15 and thousands of available apps, it’s the ideal stocking filler for anyone of any age with any brand of smartphone. With Sky and Freeview experimenting with VR as well, entertainment platforms are taking the technology mainstream.

Take some comfort in knowing that only 14 per cent of shoppers surveyed return an electronic gift. If sold correctly, return rates should be negligible within your store especially if you’ve trained your staff. Remember ranging is one thing, but if your team doesn’t know what you range, what your core Christmas items are, how to sell these correctly to the right customer by identifying what they want and matching USPs and how to close a sale, there’s no guarantee of success.

Perhaps consider incentivising your staff to attach your lower-priced items to higher-priced transactions, assisting an increase to your average basket value.

Santa Baby may be coming down the chimney with some great tech, if you get your ranging and training right.

 

Read more at: http://ertonline.co.uk/opinion/all-i-want-for-christmas/

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High street sales are booming, say new retail figures

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Recent figures from the Office of National Statistic suggest high street retail is booming this autumn, with retail sales up 7.4% year on year in October. With an increase of 1.9% over September, this October saw the highest rate of sales growth since April 2002. Contrary to many who predicted an economic slump after the Brexit vote, and while the UK remains in Europe, retail appears to be in a good place leading up to the most important sales periods of the year: Black Friday and the Christmas Peak.

More good news for retailers is the increasing amount spent in high street stores, with consumers spending 6.6% more in October 2016 compared with last year, and up 2.1% on September. Retailers will be hoping this upward trend continues, increasing consumer spending during the peak sales period. The average weekly spend in October was £7.7 billion, an increase of £500 million year on year, clearly showing consumer confidence in the UK economy has not diminished despite warnings. Furthermore average retail prices fell 0.7% in October year on year, demonstrating how high street competition is dampening the effect of the decreased value of Sterling. Some have intimated that spending may be spiralling out of control, creating the bubble which forced the previous recession. However the lessons learned from back then may be applied.

The ONS report has even more good news for department stores and consumer electronics brands. The report found that 43% of retail sales in October 2016 were in non-food stores, encompassing department stores and household goods. Sales volume for non-retail stores was up 2.8% year on year, highlighting the growing consumer confidence in buying household goods. These figures are perhaps inflated by the weak Sterling which has increased international spending in particular on luxury goods, making that Hermes bag a steal in comparison to the price back home in its native France.

Overall, the ONS report suggests shoppers are ready to spend this Christmas. Of course, brands should not take these figures for granted, as in a highly competitive marketplace it’s still vitally important for brands to make an impact in store and be seen. Millions have been spent by retailers on this season’s Christmas adverts; they are now reliant on the products and brands they range to entice and convert shoppers into customers.

In order to successfully achieve this, all brands should be considering their retail execution at this busy time, especially focusing on education, merchandising and promotion to ‘wow’ shoppers looking for the perfect Christmas gift for themselves or another.

 

Read more at: http://www.innovativeelectricalretailing.co.uk/index.php/high-street-sales-are-booming-say-new-retail-figures/

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Smart staff for a smart sale

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The smart home has arrived, the Internet of Things is gradually making its way into everything from kitchen appliances to thermostats, and you’ll soon be able to control most things in your house from your phone.

The global market for smart-home appliances is expected to be worth $38.35 billion (£28.9bn) by 2020, and is only expected to grow further as our homes become more and more ‘connected’.

In the UK, sales of smart-home technology have increased by 81 per cent year on year, according to John Lewis. Although 66 per cent of UK consumers agree that the smart home is an appealing concept, many retailers are experiencing problems when trying to train their staff to sell this category, which presents some major challenges.

Despite technologically aware customers showing interest, there is still a lower level of demand for smart-home products over conventional ones, meaning that sales staff have limited opportunities to talk ‘smart home’. In some cases, this leads to apathy when it comes to investing time into training. This is not helped by the fact that many staff still believe that this type of technology is the future rather than the present.

It is critical that sales staff understand that they need to educate themselves and develop an interest in this emerging category.

As predicted, virtually all products will become connected over the coming years, so any purchase of a smart product is a safe bet for the future. With 3,427 smart products on the market (from 439 brands) – an increase of 61 per cent – the market is growing.

Another major challenge for retailers is that many consumers struggle to understand the concept of the smart home and its benefits. A quarter of UK consumers cite a ‘lack of knowledge’ as their main reason for not purchasing a smart-home product. Many customers, once given an explanation, understand how the smart home works, but still struggle to see how it will improve or enrich their lifestyle.

Staff need to be trained on how to sell the benefits of the smart home, giving shoppers some context as to how the technology may fit into their lives. A lack of hands-on experience with smart-home products means it is hard for store staff to explain the real-life uses for this technology. It’s no coincidence that higher sales come from those staff that own the product, as they are able to give practical examples of how the connected home has benefited them.

To overcome these barriers, it is perhaps helpful for retailers to move away from selling the ‘technology’ itself and instead outline for customers how the tech interacts with their lifestyle and delivers real, tangible benefits.

Sales personnel should ask more pertinent questions of the customer to establish their wants and needs in order to demonstrate the relevant connected-home product that will enhance and improve their life.

Currently, sales colleagues tend to focus too much on the broadband internet connection, app or other technology involved, which for many shoppers, while essential to know, is still a baffling science and serves to create unnecessary confusion.

A change in approach is vital for retailers to sell the smart home – focus on the benefits rather than the technology itself. Early adopters already understand the technology, but if these products are going to become truly mass-market, it is necessary to make the category simple and relevant to every consumer.

The smart-home landscape is changing as it becomes more sophisticated and reliable. More products will be smart-enabled, as demonstrated by SoftBank with its recent purchase of semiconductor IP company Arm Holdings.

IFA 2016 will without doubt exhibit significantly more innovation from more brands for the smart category. It’s the brave that will survive in this ever-changing market.

 

Read more at http://ertonline.co.uk/opinion/smart-staff-for-a-smart-sale/

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It’s not too late to take on wearables

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When it comes to wearables, many retailers may lack the knowledge needed to make them a success in their stores. As a developing category that’s creating a lot of interest in the media and among shoppers, expanding the knowledge base of your staff will help to develop it as a mainstay category in your store.   

Firstly, educate your staff on how wearable devices can make a positive impact on a customer’s health and lifestyle. Whether you ask a supplier to assist you with extra training, or run a training session yourself, it’s important for your staff to understand the category. Encourage your staff to use a wearable device themselves, helping them to understand wearables and become brand advocates. Their knowledge will help to improve in-store education and awareness of the category. Make it part of team building by creating store challenges on the number of steps, etc.

With your staff knowledgeable and ready to assist, educate your customers on the same health and lifestyle benefits by giving them an opportunity to see the device in action through a demonstration, using the team dashboard to aid the process.

Arming staff with a device and a synched smartphone will allow them to demonstrate the product’s functionality. Each customer will have a different reason for inquiring about a wearable device, so have your staff training focus on communication skills so they can offer tailored advice to individual shoppers.

If you’re concerned that your customers will not be interested in purchasing a wearable product, having a staff member speak passionately about how a device can help improve a customer’s health and fitness may change their perception of the category. Don’t forget the compatibility factor and ease of use, as all devices sync with almost any make of smartphone.

It’s not too late to consider ranging wearable technology. The category is continuing to grow and won’t be fading anytime soon. Get over your fears, educate your staff and start with a range that offers choice for each user at a price and functionality level that meets their needs.

Read more at http://ertonline.co.uk/opinion/smart-move/

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With 23 days to go until the EU Referendum, Gekko research has identified that a possible Brexit vote is not hindering shopper confidence

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A new survey from Field Marketing agency Gekko has revealed that consumer confidence is stable in the face of stark warnings from both sides of the EU debate. Asking 2,000 UK shoppers whether they were worried about the threat of Brexit when making a purchase decision, the survey found that over half (51%) of consumers do not feel the need to put off making an important purchase until after the referendum result. This is especially relevant for older generations, with the survey finding that 60% of those 55 and over are confident in the state of the economy leading up to June 23rd. Thinking about the results of the referendum, a significant 73.5% of UK consumers stated that their decision to make an important purchase would not be affected by the result. In fact, only 6.4% of consumers felt a vote to leave would dissuade them from making a considered purchase such as a consumer electronics or domestic appliance product, which are rarely purchased on impulse.

The survey also found that, despite many brands coming out in favour of either side of the referendum, a high proportion (61.3%) of UK consumers feel that brands should stay out of politics all together, instead leaving the argument to the politicians. This is strong message for many big brands which have come out in favour of either side of the referendum, including Unilever, Ryan Air, EasyJet, HSBC and Marks & Spencer. However, these brands shouldn’t fear any consumer backlash from their stance – whilst the majority feel they shouldn’t get involved in politics, 49% don’t change their opinion of a brand depending on their stance, and only 21% have indicated that they have a negative opinion of brands that do not share their view. Most consumers will still buy a brand regardless of their political leanings.

Daniel Todaro, Managing Director Gekko Group, said: “what’s clear for brands is that consumers are currently very apathetic towards the possible economic impact of Brexit. Brands warning people against leaving the EU are failing to get the economic message across as 32% of consumers polled remain unsure or unaware of the impact of import tariffs being imposed post Brexit.”

“Looking at the high street, brands and retailers should not be putting off any product launches or promotions, as consumer confidence looks to remain high. However brands should avoid entering into political debate where they can. These results are good news for retailers who might have otherwise expected a dip in sales depending on the result.”

Read more at: http://fieldmarketing.com/news/gekkos-2000-shopper-survey-finds-brexit-vote-isnt-hindering-shopper-confidence/

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The main event

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As we approach what promises to be another ‘Summer of Sport’, retailers should remember that John Lewis saw revenues increase 8.6 per cent in the quarter including the 2012 Olympics, thanks both to its own sponsorship of the event and increased sales of third-party brand products who were also sponsors.

Whether large or small, all retailers have an opportunity to use a major sporting event to drive shoppers into store and convert them into customers. Be creative.

Here, I would like to suggest five steps to ensure your store is ready to get the most from this year’s sporting festivities.

Prepare

  • Find out who the sponsors are and which of your product categories will be seeing a potential boost, helping you to prepare by prioritising your planning to focus around the key categories.
  • Although there will be a lot of above-the-line (ATL) campaigns running during the summer, 44 per cent of consumers are not convinced by ATL alone, preferring instead to buy tech and CE products they have seen advertised, in store.
  • Brainstorm ideas to think of innovative ways to engage shoppers, and potential in-store events. Engage your staff with this, as they will likely have some great ideas from their time already spent with customers.
  • Think about asking brands for extra staff in preparation for the busy summer period – will you need more people to run your in-store events and create the customer experience you desire?
  • It seems obvious, but make sure you have enough stock of your main items. None of the events you plan will mean anything without the right stock.
  • Get ahead of the game – rather than waiting for the events to begin, make sure you’re prepared in terms of p-o-s etc. If needed, ask for support from your suppliers who will be running promotions of their own.
  • Use your event sponsor brands logos in your local advertising as an eye-catching link to your promotions and in-store experience.

Train

  • Make sure your staff are knowledgeable on your key product ranges, which may see a boost around the event. With 87 per cent of shoppers commonly asking for assistance in-store, and 36 per cent regularly influenced by advice offered by a staff member, your promotions and product demonstrations will only be effective if your staff can confidently speak to customers about the products and how they meet their needs.
  • Just as you’ll be using demonstration models to engage with shoppers, let your staff have a play with the products, allowing them to understand the unique features and selling points first-hand.
  • Make sure your staff are trained to support all customers coming into your store, regardless of their interest in the sporting events. The last thing you want is for a non-sports fan to be put off by the football-centric sales pitch of your staff. A general approach with good product knowledge will assist sales across all demographics, and aim to sell through the range to match budgets and needs.

Set targets

  • Work out what return of investment you want and set your sales priorities accordingly. Putting on a variety of events and promotions is a great way to engage with shoppers, but most importantly it needs to make financial sense before committing any funds.
  • Make sure your staff know what target they should be aiming for. Without cooperation between the sales office and the shopfloor, you’re not going to see the results you’re aiming for. It’s a team effort.
  • An incentive for increasing sales may help to motivate staff. Perhaps a sales league or a prize for most attachment sales will encourage your staff to join in with the promotions. It’s not just about exciting your customers – get your staff involved to build team spirit and make your store a fun and engaging environment for consumers. Ask brands to support your incentives.

Promote

  • Make window displays and p-o-s visible and branded to reflect any brand ATL campaigns. Brands increase their use of outside advertisement around large sporting events. For example, it increased by 25 per cent during the Olympics in 2012, according to Media Week. This is especially the case for sponsors of large events, so use the brand recall created by these adverts to your advantage, especially if a large outdoor ad space is in sight of your store.
  • Vary the offers you’re running across a sporting event. If there’s an important stage of the competition, such as Super Saturday at the Olympics or a Home Nation match, tailor your promotions and p-o-s to reflect this, rather than just having a generic message. Some variety will help keep your promotions fresh and will continue to entice customers into your store.
  • Get involved on social media. Virtually all the big brands will be getting involved with the official hashtags and messages. Join in online to further engage with customers away from the shopfloor, quoting brand tweets with your store details and promotions. During the 2012 Uefa tournament, 61 per cent of all the social media engagement over the group stage was with the top three sponsors, including the mobile network Orange.This is a huge following that you can tap into. Likewise, although not a sponsor of the 2014 World Cup, Nike was still able to reach more consumers through its social media offerings than the official sponsor Adidas – mainly because of Nike’s smart strategy of jumping on the back of the official hashtags with their own clever campaigns. You can do the same, tweeting and using Facebook to join in with the official social media campaigns.

Customer experience

  • Create engaging demonstration areas to inspire the consumer and allow them to interact with your products. Almost three-quarters (74 per cent) of consumers like to shop in-store because it allows them to experience the product before buying – a service they cannot get online. This first-hand product experience allows consumers to imagine it in their home and converts them from interest shoppers into buyers.
  • Make your store part of the wider experience – make the customer a part of the action by involving them as much as possible, whether through demonstrations or competitions and the like. Having some relevant p-o-s isn’t enough to excite shoppers, but building on their excitement by creating an engaging shopping experience will complete the customer journey through from above-the-line adverts to the shopfloor.
  • Ensure that any demo units are fully working. Shoppers need to see how devices work to know if they’re right for them, so ensure they are web-enabled and linked to other products to provide a truly complete demo. With 70 per cent of consumers saying a demonstration could tempt them to spend up to a third more. This could mean the difference between an entry-level and higher-price-point sale.

For more please visit: http://ertonline.co.uk/opinion/the-main-event/

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