According to data from the sector, online food sales in Spain in 2016 were around 1.2%, a very low figure compared to other European countries such as the United Kingdom, where it reached 5%. Until now, the objective of consumers buying through the online channel more frequently and for higher amounts has not been achieved. In the case of the food sector, the increase in volume must report an increase in the efficiency of the processes that increase profits and market share. Due to the low percentage of online sales over the total, the cost of the structure means that today it is not a profitable format.
The growth forecasts of the online business and the rapid changes in customer behavior, which seeks a comprehensive online and offline experience, mean that the retail sector is innovating rapidly. This evolution has resulted in Retail 4.0, in which it goes from having multiple channels (multichannel) to having a unification of the channels (omnichannel) to facilitate the customer experience and make it unique, identifying the customer only once and being able to move through the different channels as a single customer.
In this context, the star projects are in the line of omnichannel to transform the relationship with customers: points of contact, personalization of content and experiences. For this reason, organizations are demanding the figure of a person in charge of digital transformation or omnichannel who accelerates the change. This new figure has a fundamental role to boost online sales through the following points:
First of all, it is essential to consolidate a global strategy that aligns the attributes of the brand at all points of contact with customers. To do this, this person will be in charge of maintaining a unique company image through store formats, including the online store, defining the guidelines in all aspects of communication that ensure consistency within the loyalty program, the plan of campaigns, as well as the management of social networks and blogs.
Second, you need to ensure the right assortment across all channels. On the one hand, to control a selection of the product mix at the on/off point of sale that meets customer needs through the management of categories and brands and, on the other hand, to balance the distribution of private label and manufacturer on the shelf . In addition, with new technologies, customers can now be given the opportunity to purchase any item, even if it is not available in a physical store, with a subsequent delivery. Thus, the size of the physical store does not limit the product offering.
Also, it must complement the customer experience with digital innovation in the purchase, since the ease of access to content and products in all channels is the main factor of success or failure in customer satisfaction. In addition, consumers, by handing over their data, expect to obtain greater personalization of content and offers in return. For their part, retailers must improve service with faster deliveries, at flexible hours and at home or at collection points, optimizing service costs.
Another important function is to build a community of clients, since having our own community of users where our brand’s followers participate and interact is the best way to strengthen our relationships and bonds with our clients.
Finally, its mission will be to increase integration with franchisees, suppliers, manufacturers and collaborators. Integration in the value chain and processes allows direct and indirect income to be increased from the sale of sales reports, the search for efficient inventory and the support of manufacturers in the cost of promotions.