It's all too common for consumer product names and logos to accidentally offend a particular gender, race, religion, or age because the ISMs are a plenty. When a single consumer complains, we have to assume they are the tip of the iceberg and many more feel similarly offended. Aunt Jemima and Uncle Ben are easy examples of unintended racism, and the potential list is long. Does the Eskimo Pie logo offend Arctic aboriginal people?
One of the unexpected windfall gains for many chain store retailers with ecommerce and BOPIS capabilities is their acquisition of CRM data acquisition has surged. Traditional retail in-store shoppers who never previously self-identified or opted into digital marketing opportunities are now having to do so in order to complete their purchases. The future marketing value of these customer names and addresses is yet to be determined, but if managed well it will be substantial!
Retirees working part-time for essential retail business are declining to work. Those in the older ages range with underlying issues like cancer, hypertension, diabetes, heart disease don't want to work face-to-face with the public if it puts them at greater risk of Covid-19.
The only technology idea I can suggest is to expand the customer reviews model and facilitate more online discussion by customers about sizing and fit. For clothing apparel it’s just too difficult to predict how the size fits and retailers don’t seem to want their customers discussing this for fear of too much chatter about poor fit, poor construction, poor materials (sheer, scratchy, or actual colors not matching the display photos), etc.
When I buy hard goods it’s often difficult when shopping online to obtain basic facts about products like the size, weight, construction material, and various other specs that should be available depending on the item. Many retailer’s web sites are capable of disclosing this information, but it’s very inconsistent and often unavailable. I’m pleased to see more online grocery retailers are showing more images of the product, including the nutrition facts table.
I fully believe an app can help consumers make the best decision quickly on what tires to buy, but the problem will be is that tire retailers actually make more money by selling you more expensive tires than you need plus additional cost services (tire re-balancing any time during life of tire), warranties (puncture & blowout), etc. Upselling the customer takes time and requires skill, the app likely won’t do that as well as skilled humans without it being obvious the app is padding the retailer’s wallet.
The answer to these questions has always been about what does the customer want! An increasing number of consumers prefer to do it themselves; I am one of them. For a big shop, it’s not convenient because the space to scan and continue isn’t adequate, but for a half basket or less merchandise, it’s preferable.
I admire the creativity and think it's an idea well worth trialing in a market like NYC. $6-12 will be fine as an occasional experience, but not likely to become recurring dining.
What I'm really curious about is if the kitchen is human food grade; will pet owner and pet order and eat their meals? Perhaps there are many pet owners cooking for the pets at home already and I just don't know it?
If they are wise they will accept cash at their “retail” locations, save the cash balance on account for the customer and then allow in-store and online shopping for those without digital payment accounts.
When you imagine the Amazon Go store is just a giant vending machine it becomes easy to understand why accepting only digital payments is a non-starter, even without the regulations It's just too easy to accept cash in a machine and save the cash balance on account for the customer. Kiosks are already doing this in micro markets all over the country. Kiosk and smartphone based micro markets are appearing in more locations replacing traditional vending machines. Most of these micro markets accept cash and manage the customer's balance on account.
The problem addressed by this legislation is easy to solve with a kiosk device accepting dollar bills and loading value on a customer’s personal account. The stored value can reviewed, consumed, or supplemented using only a barcode paired with private PIN, unique fingerprint, or an UID identified smartphone as customer credentials. The popular kiosk equipped micro-markets found in the break rooms used by many employees working in many office buildings, factories, and warehouses are examples of cashier-less retail stores that have been in operation for many years. Accepting cash is easy enough, returning change is a bigger headache.
I don’t see this legislation being a significant deterrent to the industry trend towards self-service checkout and growing use of electronic payments, but I can understand why Amazon might lean in with political pressure to help curb any legal requirement for a device costing $5-10K each location.
Taken to the ridiculous extreme, customer-friendly BOPIS will evolve to being a parking space(s) outside the Amazon distribution center(s) that are located around every major metropolitan (high population density) area. Customer buys online, drives to designated location, uses phone app to activate direct-to-car delivery thereby eliminating the delay and cost of waiting on third-party logistics. When Amazon’s much talked about drones finally work, customers will no longer even drive to the DC, but instead await “dronemail” delivery of packages.
IMHO retailers who have decided the “pick up in store” part of BOPIS is key to their solution have already decided to ignore what customers want and instead are choosing what they think is best for themselves. In the long run this is a fool’s strategy, but it may be necessary to survive another day with a mediocre solution until a real competitive answer is available.
As a customer population of one, I feel the biggest problems with BOPIS are the unfulfilled customer expectations. 1.) I order online, go inside the store, wait in the queue at the register or special desk but learn my order hasn’t been picked. It takes just as long to wait for my order to be picked in real-time as it would for me to just shop and buy it myself. 2.) I order online, arrive at an outside parking space, signal via my mobile app that I’ve arrived and am waiting, but athe ssociate delivers order incorrectly, e.g. missing items due to out-of-stock, unacceptable substituted items, incorrect item quantities picked, etc. It takes just as long to wait on resolution(s) as it would for me to have gone inside and shopped myself. In the case of out-of-stock or unacceptable substitutes it’s quite possible my whole trip to the store for pickup is a wasted effort, because now I have to go somewhere else anyway.
Too many retailers have notoriously bad perpetual inventory counts and/or carry inadequate inventories (safety stock) to guarantee an acceptable BOPIS service level. As Dave Nixon mentioned above, it’s not acceptable to sell products online and then when the picker goes to pull the order there isn’t adequate stock. The customer may already be driving towards the store and therefore disappointment is guaranteed!
I have tried BOPIS with many retailers and to date my anecdotal results are about 60/40, mostly good, some bad! In truth the statistics may be biased on the good side because I won’t even bother to try BOPIS if I suspect the inventory levels are razor thin or I know from experience incorrect substitutions are probable.
A 1% reward for getting customers to provide their contact info, accept direct communication for sales and promotion, and permit tracking/storing their personally identifiable transaction data is a huge bargain for Target. 1% is not enough to have a real impact on changing customer behaviors or creating true loyalty, but this program is a no-brainer in terms of being easy to generate a positive ROI. At the very least, every chain store retailer should have a similar loyalty program, otherwise they are overspending on their marketing and leaving profits on the table!