Showrooming: how to make it an ally when it comes to selling

The shopping experience has changed a lot in recent years, because during that period values ‚Äč‚Äčthat until now were not part of it have entered the equation of why we buy and how we do it. Consumers remain the same, in theory. In practice, things are very different and their interests are too. In the last decade, ecommerce has taken hold and it has become increasingly common to buy through the internet.
And, once that frontier has fallen and consumption through the network has become more recurrent, new behaviors have appeared. One is to use the network as a key element to establish what to buy. The Internet offers a lot of information and consumers have in it the key to investigate about the things they are going to buy, comparing here and there and drawing conclusions that will later lead to the physical point of sale.

Another is to use the physical universe of consumption as an ambassador for what will be done on the Internet: the buyer goes to a physical store, looks at the product, compares it, tries it and then decides to buy it on the Internet. It is what is known as how to find phone number in singapore and it is one of the great headaches of retail firms.

Why do they hate showrooming? The practice isn’t really that different from what consumers have been doing for years, decades, and centuries. The potential customer circulates among the different sellers who have a product that he likes. You look at it, compare it and then decide where to buy it. Decades and centuries ago the place where you would buy it would be one of those you visited on your shopping circuit. Now the place where you are going to buy it can be the network.

The (physical) stores hate the practice because it does not bring them any benefit. They have to assume the burden of having a physical space open to the consumer, with all the associated operating costs and the resulting personnel needs, so that afterwards the cashier is an online competitor, who plays with completely different cards.

The practice is also recurrent. According to a study by InRetail , 53% of those surveyed like to see things in a physical space before buying them online. In the case of millennials, the percentage is even slightly higher. The practice is also especially notable in appointed times. On certain specific dates, the situation worsens . At Christmas, for example, stores suffer an avalanche of consumers determined to finalize their last purchases. Many of them however are not directly buying. They are looking at the product they want to buy and which they will later purchase on the web.

That is therefore the reality that companies face today. Consumers have become onlookers , who want to see and touch the products that interest them but without that marking where they are going to buy it.It’s not the end: you just have to change your strategy

The situation may seem complex, negative even if you look at it from the point of view of retail firms, but the truth is that it is not that bad. Or at least: it is not the end of the stores and it is not the death ax that will make all of them disappear, giving way to a world in which all purchases can only be made online. The truth is that physical stores still have a great future and not only as a showcase for electronic stores. The important thing is to know how to see how the playing field has changed and to adapt to it.

The secret to surviving this new situation is to understand that brands and their distributors today have to be true all-rounders. It is not worth just staying in one field or another. Consumers no longer do it: they are now online, offline and in every new space you can imagine or create. Companies have to go with them. The only secret to not getting carried away by the new situation is to understand that it is now necessary, almost mandatory, to establish a multi-channel strategy and that, therefore, stores, those ‘poor victims’ of De Phone Number, cannot stay in their physical space of crossed arms. They have to go after the consumer wherever they go.What recommendations can be followed so as not to lose consumers in this hyper-competitive world that distribution has become? In a column in The Drum , they remember that one of the first points that must be fulfilled is to use new technologies.

Store experience may increase considerably and push thanks to tech to the consumer to close the purchase there. Smart fitting rooms and smart mirrors are some of the tools that can be used, as well as providing store personnel with mobile devices that help them access information at all times and therefore anticipate consumer needs.

In addition, stores can play with each other’s weapons and equip themselves with solutions that direct the consumer to their own online presence. Understanding that consumers always carry their mobile phone with them and trying to make showrooming a first step for m-commerce can be a smart option.

But, on the other hand, how can physical stores compete with online stores once the consumer leaves their sphere of influence and enters the wide world that is the internet? The truth is that it is possible. Stores can continue to win in the terrain where their competitors are native by using other weapons that the latter do not have on hand. On the one hand, they can unify the experience. They can make the internet as attractive as their own store.

On the other, they can play with an element that the others do not have: physical stores have physical spaces. That is, they can play with that question to offer value-added services that their competitors cannot offer. Zara or Mango, for example, do very well: their consumers’ online purchases can be picked up in stores with the same customer experience as their other physical store consumers.

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