Summary
The buzz on
Omnichannel Retail has been playing since 2005 and it continues unabated even
today after 15-odd years. It is a ‘State of Retail’ that has arrived
successfully – where every organization seems to have checked off all the key
boxes towards being an ‘Omnichannel’ Retailer – from having presence on all
Offline-Online Channels relevant to them to seamless Order Fulfilment to
customers. However, if you ask customers about their Experience with the same
Retailer across (Omni) channels, they will say it is anything but great. They
may reckon that barely a few Omnichannel boxes really tick off on scope
wholesomeness, consistency and quality parameters. Omnichannel Retail Has
Arrived… Or Has It Really? This article tries to analyze the gaps between these
2 views, understand how these gaps come into being and how they can be bridged
– with a focus on Omnichannel Customer Experience (CX) along with OX
(Operations Excellence).
Context
My first paper on
concept of Omnichannel Retail was written in 2005 as a consultant with Patni
Computer Systems. The idea was modestly called Multichannel Retailing then and
a business case was made to translate the idea (and an imminent industry
requirement) into a full-service offering by 2006. And as validation enough
that its time had come, our thought leadership initiative led us to 1st
ever multichannel retailing engagement with Carphone Warehouse in by mid-2006 –
where we created a single view of a customer traversing both the offline and
online channels (store and website). There were no Apps or Affiliate
Marketplaces yet.
My second wave of
writing about Omnichannel Retail (and pushing the initiatives with industry
clients) came between years 2011-2015 – when E-commerce had begun to emerge
strongly in India and Consumers had begun the adoption of digital shopping as
well as digital payments. Thanks to trends from mature global markets like US,
Europe and China, it was a foregone conclusion for the Indian retail industry
that they must become omnichannel now or miss out on consumer’s share of
wallet. After all, studies after studies had indicated that omnichannel
customers exhibit higher loyalty, engagement and spend with retailers who were
Omnichannel. With industry bodies like RAI and FICCI and my erstwhile employer
TCS, I played an instrumental role in driving Omnichannel Retail conversations
in the industry with multiple papers released at FICCI Massmerize and RAI
Retail Leadership Summit. I would have been involved in tens of pitches with
retailers to partner with them on their Omnichannel Journey, but few of them
really converted for the full play. Most of them chose to only pursue
‘elements’ of Omnichannel Retail that they thought had a fair bit of business
merit.
Come 2021, has
Omnichannel Retail become a way of life? It really depends on whom you are
asking: the Retailer or the Customer? Let’s see what they each think below.
Core Elements of Omnichannel Retail
Before we look at how
the Retailer or the Customer assesses the state of Omnichannel Retail, let’s
quickly note down the core elements against which they can evaluate the Experience
themselves. The basic elements of Omnichannel Retail are as below (derived and
refreshed from my TCS-FICCI papers of 2012 and 2013) – keeping in mind a
Customer’s view of what is important:
1. Omnichannel
Everywhere: Across all Markets, not limited by Geography
2. Channels
Variety: Multiple/All Digital formats as an extension of Stores and Web
3. Channel
Proposition Clarity: Unique Engagement proposition for each Channel
4. Brand Customer
Experience (CX): Channel-agnostic CX across all channels
5. Unique
Relationship Identifier: Have a Single view of Customer, based on a Unique ID
6. Value
Recognition: Identify Revenue/Customer/All Channels, leading to Customer
LTV
7. Merchandise
Precision: Channel-wise Clarity on Merchandise
8. Assortment
View: Complete On-demand Access through Digital Channels/Tools
9. Interactive
Tools: Use Tools like Chats, Online Guides, YouTube Videos, Ratings and Reviews
Etc. for Brand Connect, Product Information Management and Engagement
10. Comparison
Tools: Facilitate Product & Price Comparison across all Channels
11. Inventory
Availability: Develop a single view of Inventory across all Channels
12. Single Unit
Delivery: Distribution Models capable of sending a single item to a Customer's
Door
13. Order Delivery
Choices: Allow preferred Locations, Mode of Delivery and Time of Delivery
14. Order History
Availability: One view of Customer Transactions/Orders available to All
15. Uniform
Policy: Uniform Sales, Return & Exchange Policy across all channels
16. Channel-agnostic
Customer Services: For Sales/Service Requests to Associates
17. Consistent
Pricing & Guarantees: Pursue ‘Range-bound’ Pricing across Channels and Offer
Price Match/Offers, in case of any price differences across Channels
18. Personalized
Marketing & Communications: Experience an integrated Annual Marketing &
Transactional Approach and have multiple connect options across
Digital/Traditional Media
19. Omnichannel
Loyalty: Seamless Offline & Online Rewards Accrual as well as Redemption
20. Connect
Programs: Hear me everywhere (Track VOC) on all Digital as well as Offline
Mediums
Identification of Operational Excellence (OX) Levers
for Omnichannel Retail Success
Having identified the
core elements of Omnichannel Retail let me now quickly introduce the levers of
Operational Excellence (OX). When we talk about Omnichannel Initiatives, we
tend to think about it as a Technology Initiative with some Operations thrown
in. It is actually the reverse. Omnichannel Initiatives should be focused on
multichannel OX with Technology thrown in as Enabler. This is really the secret
sauce for establishing Omnichannel retail success.
I like this definition
by Consulting Company Wevalgo’s definition of Operational Excellence: It
is the pitch perfect execution of your business strategy - including the
implementation of all systems therein - in a way that allows you to adapt and
improve that strategy to keep up with the ever-changing demands of the market
you're trying to serve.
Keeping this essence is mind, let’s quickly note down the broad 6
pillars of OX Initiatives derived from Pan-industry initiatives – which will be
important for aligning on the Omnichannel objective:
1) People Alignment
2) Process Effectiveness
3) Product/Service Innovation
4) Quality Adherence
5) Outcomes
6) Continuous Improvement
State of Omnichannel Retail and Aligning with OX
Levers
In this section, we
will gauge where the Retailers like to believe they are in their Omnichannel
Journey and where do the Customers really think are. We will identify OX Levers
which can potentially help them cover these Experience gaps and learn about how
some of the Industry’s best are doing this well. The State of Omnichannel
Retail is as follows (Sentiments: AYE = Agree, NAY = Disagree, MEH = Indifferent):
1. Omnichannel
Everywhere: Across all Markets, not limited by Geography
a.
Retailer
Thinks: AYE
– We are functional on every possible customer/retail channel that exists today
– Own Store, Shop-in-Shop (SIS), Website, Marketplace(s), Social Platforms,
Contact Centre, Whatsapp, Aggregators, Communities, Etc.
b.
Customer
Thinks: NAY
– Apart from the Top Metros/Tier-1 places, all your channels (and its complete
proposition) are not available everywhere. Example: Whatsapp for Business is
deployed only in select Markets today
c.
OX Levers: Continuous Improvement – While it is well understood that a retailer cannot
open all Channels across all Geographies in a single period, the core issue is
the lack of intent to expand these channels beyond major markets usually on the
argument on high costs vs. incremental gains. Approach here could be having
complete geographical penetration of a single channel rather than have token
presence on all channels spanning limited markets
d.
Illustration: Tesco
Omnichannel presence in the UK – Stores, Website, App, Communities
2. Channels
Variety: Multiple/All Digital formats as an extension of Stores and Web
a.
Retailer
Thinks: AYE
– All customer/retail channels covered – as noted in the point above
b.
Customer
Thinks: AYE – Agree that token presence on all channels
has been well established
c.
OX Levers: Outcomes – Retailers need to evaluate if the goals of being Omnichannel are being
achieved: Cross-channel Buys, Higher ATVs, CSAT, Wallet Share, Faster Cash-flows,
Etc.
d.
Illustration: Bharat
Gas orders via Mobile IVR, Store Call, Amazon, Whatsapp
3. Channel
Proposition Clarity: Unique Engagement proposition for each Channel
a.
Retailer
Thinks: AYE
– Every channel of ours offers clarity on what Sales/Services are available or
not, and provides guidelines on accessing what is not available
b.
Customer
Thinks: MEH – There is clarity
only on available Sales & Services, but little support about how to address
requirements outside of the standard list of Offerings
c.
OX Levers: Process Effectiveness – Address discovery content and transactional
friction/drop-off points in the customer journeys, which may navigate beyond
the standard flows
d.
Illustration: Xiaomi
Stores, Website & Marketplaces for Sales Workflows, Service Centres for
Offline Resolutions and Communities for Online Resolutions
4. Brand Customer
Experience (CX): Channel-agnostic CX across all Channels
a.
Retailer
Thinks: MEH – It is difficult to
build consistent Brand CX, considering the vagaries of resources available in
Offline and Online worlds. Besides, the customer set is usually different
across channels so it is practical to maintain a common CX denominator only
b.
Customer
Thinks: NAY
– My relationship is with the Brand, not the Channel. We need to be on the same
page at all times
c.
OX Levers: Quality Adherence – Establish nuances of Brand Guidelines that stays
consistent in its Proposition to the Customer – overcoming operational
constrains of each Channel
d.
Illustration: Dominos
30-minute Delivery promise holds true irrespective of Order Channel
5. Unique
Relationship Identifier: Have a Single view of Customer, based on a Unique ID
a.
Retailer
Thinks: AYE
– Yes, we know all our customers by their Mobile Number as ID
b.
Customer
Thinks: AYE
– Yes, we can simply quote our Mobile Number and they will know who we are
(though not necessarily about what we did with them)
c.
OX Levers: Outcomes – Pursue the depth of Customer Information that is available with this
Unique ID – going beyond Transactional towards Relationship Building
(Anticipating needs, Driving subscriptions, Proactive services, Etc.)
d.
Illustration: All
retailers today can recognize their Customers accurately with the help of their
Mobile Numbers. This is probably the biggest win on everyone’s Omnichannel
Agenda yet
6. Value
Recognition: Identify Revenue/Customer/All Channels, leading to Customer
Lifetime Value
a.
Retailer
Thinks: NAY
– We do not have the tools/capability today to measure Revenue at a
Customer-level, spanning all Channels
b.
Customer
Thinks: NAY
– They do not have a measure of how valuable I am to their business and it
shows how they treat me just like everyone else
c.
OX Levers: Outcomes – Need to have an estimate of the ‘Customer Value Score’ that permeates
every interaction – transactional or otherwise – with the said customer/segment
d.
Illustration:
Most Airlines maintain a Customer Value Score that drives their Offers/Services
to the Customer. This practice can be adopted in Retail
7. Merchandise
Precision: Channel-wise Clarity on Merchandise
a.
Retailer
Thinks: AYE
– We are clear on exact Merchandise by Channel
b.
Customer
Thinks: NAY
– No, we are not clear on exact Merchandise by Channel. Often Exclusives are
available in Stores, when I am looking Online. And vice-versa. Also, there was
a trend of getting only outdated/old Merchandise online till we started making
noise about it. Now, we are just not sure about it all
c.
OX Levers: Process
Effectiveness – Retailers need to be very clear about their merchandise mix by
channel, with distinct role attribution & precise customer proposition for
each
d.
Illustration: Decathlon
does very little advertising but customers are well aware about what is available
at Store and Online and they will make either available for you at Home
8. Assortment
View: Complete On-demand Access through Digital Channels/Tools
a.
Retailer
Thinks: AYE
– We have the ability to give customer full access to our Assortment
b.
Customer
Thinks: MEH – Not always. And, it
needs multiple Calls/Trips to various stakeholders to get a handle on what’s
available or not. It is a time consuming process
c.
OX Levers: Continuous Improvement – While decent strides have been made on this front, there
is need to polish the entire Experience which needs fewer calls/trips between
the Retailers and Customers
d.
Illustration: Firefox
makes goods available for the customer irrespective of the Channel of his
Discovery, Exploration, Transaction and Delivery
9. Interactive
Tools: Use Tools like Chats, Online Guides, YouTube Videos, Ratings and Reviews
Etc. for Brand Connect, Product Information Management and Engagement
a.
Retailer
Thinks: AYE
– We have done a good job at building customer-relevant content related to our
category and help maintain an ongoing brand connect with our customers
b.
Customer
Thinks: MEH – Barring a few
exceptional retailers, most of the others have vanilla tools for interaction
and engagement. We usually rely on 3rd party subject matter experts
(SMEs) and Influencer to help us explore and decide on our Shopping Ideas
c.
OX Levers: Product/Service Innovation – This element of Omnichannel probably hosts the most
potential to create immediate and lasting impression on Customers. And, half
the battle is won already with a series of Initiatives by most retailers. All
that is need now is polish and next-generation thinking on Product &
Service delivery
d.
Illustration: Nykaa
has a host of beauty advice offerings for all its customers which cover a Beauty
Book (Magazine), TV (Master Classes by Experts & Vloggers), Buying Guides,
Routine Finders, Chat Assistance, Nykaa Community Network – which
comprehensively covers everything we would expect on this element of
Omnichannel
10. Comparison
Tools: Facilitate Product & Price Comparison across all Channels
a.
Retailer
Thinks: AYE
– Yes, these Options are readily available to our Customers
b.
Customer
Thinks: MEH – We have tried these
Tools, but most of them are half-baked lacking in depth – not going beyond the
basic details. We have to rely on 3rd party platforms like
91mobiles.com (for mobiles) to decide on our choices which adds to the labour
of shopping
c.
OX Levers: Product/Service Innovation – Make Product & Price comparison (and thereby
Recommendation) elements part of a customer’s journey itself, to reduce the
choice friction. Done right, it can lead to higher conversion due to enhanced
Trust
d.
Illustration: Best
Buy proactively facilitates Product & Price comparisons across all its
Channels – Stores, Website, App, Contact Centre – and guides you towards making
an informed decision about your Purchases
11. Inventory
Availability: Develop a single view of Inventory across all Channels
a.
Retailer
Thinks: AYE
– We have detailed information about our Stocks – Available, Out-of-Stock,
Transit, Bestsellers, Traffic Drivers, Ageing, Complements, Substitutes Etc.
b.
Customer
Thinks: MEH – We only need to
know whether or not the Product of our Interest is available to Buy or not.
Even if unavailable, can it be procured and delivered to me at Home?
c.
OX Levers: People Alignment – Specialist People and Allocation Tools are needed
to not only fulfil current demands of channel-wise Inventory, but to even
manage goods flows across channels on an Ongoing/Anticipatory basis
d.
Illustration: Most
retailers have a fair view of Inventory across all their Channels today.
However, they are still struggling with the decision/allocation process of the
said Inventory across multiple channels. Nike has specialist ‘Allocation
Analyst’ roles to manage Inventory flows across channels, depending on various
Sales and Supply Chain insights
12. Single Unit
Delivery: Distribution Models capable of sending a single item to a Customer's
Door
a.
Retailer
Thinks: MEH – We need a minimum
size/value order because our unit economics do not allow us to deliver a single
Item to a Customer’s Door
b.
Customer
Thinks: NAY
– If the likes of Amazon, Swiggy and our Local Kiranas can manage this single
item delivery, why can’t you? It is high time you made it work, else you
continue to lose my Share of Wallet
c.
OX Levers: Process Effectiveness – Retailers have to figure out a variety of ways to
deliver even a single item to a customer’s door – Nearest Store Delivery,
Hyper-local Tie-ups, Dark Stores in multiple places, Uber Delivery, Etc. And,
it can be a Paid Service.
d.
Illustration: Wal-Mart
Express Delivery uses 74000 ‘Personal Shoppers’ to pick orders from its Stores
and deliver to Customer’s Door – available for additional $10 fee to Delivery
Charges
13. Order Delivery
Choices: Allow preferred Locations, Mode of Delivery and Time of Delivery
a.
Retailer
Thinks: MEH – Not possible in a
complex ecosystem of Indian Markets
b.
Customer
Thinks: NAY
– Hyper-local Kiranas are able to do this. Why can’t the Retailers do it? It is
the same market they all operate in
c.
OX Levers: People Alignment – Most of the back-end Order Management is already sorted
for most retailers. What needs focus is the last mile delivery from Store/Hub
to the Customer’s Door which can be managed at a Pincode Level
d.
Illustration: Wal-Mart
Express Delivery aligns the availability of ‘Personal Shoppers’ by Pincode to
ensure Deliveries within 2 Hours of Order Pick-up
14. Order History
Availability: One view of Customer Transactions/Orders available to All
a. Retailer
Thinks: AYE
– We have one view of all Customer Transactions
b.
Customer
Thinks: AYE
– Agree, they have one view of all my Transactions
c.
OX Levers: Process
Effectiveness – One view of
transactions/orders was probably the first use case every retailer chased and
achieved – in their Omnichannel journey. With rising volumes and increasing
channels, the next challenge is to sustain this achievement
d.
Illustration: All retailers today more or less have one view of
Transaction/Orders/Transit Status and information is available across the Value
Chain for validation, redressal and resolution. This is probably the 2nd
biggest win on everyone’s Omnichannel Agenda
15. Uniform
Policy: Uniform Sales, Return & Exchange Policy across all Channels
a.
Retailer
Thinks: AYE
– We have uniform Policies across all our Retail Channels
b.
Customer
Thinks: NAY
– Only the Sales policy is uniform and functional. The Returns and Exchange
policy (and thereby the Process) is broken. Most common push is to connect back
with the Channel of Sales, which isn’t always an easy process since Store is likely
to be far from a customer’s Residence who would prefer an Home Pick-up even for
Store Items
c.
OX Levers: Quality Adherence – There are variations with most retailer
Returns/Exchange policies for Online and Offline purchases on variables like
Return Days Allowed, Channel of Service, Card Refund vs. Credit Notes, Offline
Receipts vs. No Online Receipts Etc. These need to be streamlined at a
Chain-level and not at a Channel-level
d.
Illustration: Nordstrom
has no return time limits, no receipt requirements and no paperwork. For
Offline or Online purchase, store provides free return shipping or collection
at Store
16. Channel-agnostic
Customer Services: For Sales/Service Requests to Associates
a.
Retailer
Thinks: MEH – We are doing our
best to align Sales/Services requests to Sales and Customer Care across
Channels. But, the sheer complexity of issues overwhelm what we can achieve
during the day
b.
Customer
Thinks: NAY
– Irrespective of the channel, any Sales/Service issue raise with a Retailer
becomes a project – which moves from Denial, to Fault Allocation, to
Escalation, to Resolution after X Days. If it is a cross-channel issue, it
eventually gets allocated to some specific channel Associate rather than a
Joint-resolution Effort
c.
OX Levers: People Alignment – The primary reason so many Sales/Services requests
stand unresolved and/or get escalated is that the front-line Sales/Service
Associate is simply not empowered to do the right thing for the Customer. Make
this change – spanning all Channel functions – and 80% of Customer Service
issues will be FTR (First-Time-Resolution) closed
d.
Illustration: Best
Buy’s Geek Squad has its own App to address omnichannel customer requirements
related to Warranty, Repairs, Agent support Etc. This facility is available via
Call, E-Mail, Store Appointment, App Chat, Service-at-Home
17. Consistent
Pricing & Guarantees: Pursue ‘Range-bound’ Pricing across Channels and
Offer Price Match/Offers, in case of any price differences across Channels
a.
Retailer
Thinks: AYE
– We have single/consistent Pricing across all Channels
b.
Customer
Thinks: AYE
– Yes, we agree with the above
c.
OX Levers: Quality Adherence – Ensure this good practice sustains even with the
addition of new Geographies and new Channels
d.
Illustration: All
retailers offer consistent Pricing across Channels and have Tools to
effectively address any gaps. This is probably the 3rd biggest win
on everyone’s Omnichannel Agenda
18. Personalized Marketing
& Communications: Experience an integrated Annual Marketing &
Transactional Approach and have multiple connect options across
Digital/Traditional Media
a.
Retailer
Thinks: AYE
– We deliver highly personalized, highly contextual and exciting Marketing and
Communications matching our customer’s Interest intimately
b.
Customer
Thinks: MEH – We are mostly
bombarded with tens of ‘mass customized’ Marketing Offers and Communications –
which sometimes turns out to be relevant for my Interests – more out of chance
rather than Intent
c.
OX Levers: People Alignment – With one view of a Customer available, there are
multiple contenders, with varying agendas, within an organization to connect
with the Customer – Merchandise team wants to push new launches, Operations
team wants to offload old inventory, Marketing team wants to deliver
Experiences, Brand team wants to build a Brand Loyalty and so on. An alignment
needs to be achieved between all this Stakeholders – maybe by the CX team –
such that only the ‘Best Fit’ Marketing/Communication goes out to the Customer
– 12 Times/Year vs. 52 Times/Year
d.
Illustration: Starbucks
delivers outright personalized Campaigns basis your Consumption Patterns, to
encourage Patronage and Loyalty, with validity lasting several Months rather
than ‘Limited’ Time
19. Omnichannel
Loyalty: Seamless Offline & Online Rewards Accrual as well as Redemption
a.
Retailer
Thinks: AYE
– Our Loyalty Program benefits extend to all Channels and Partners we operate
with
b.
Customer
Thinks: NAY
– Most retailers do not have integrated Loyalty Programs whereby all my
shopping transactions can help me earn and burn rewards interchangeably between
multiple Channels
c.
OX Levers: Outcomes – This is probably an area of most dissonance when it comes to
delivering an Omnichannel Experience. There is lack of flexibility in earn/burn
of points, limitations of Online/Offline-only Offers, few options to spend
outside of current Retailer ecosystem and so on. Instead of being a key
differentiator, most Loyalty programs are rendered as meaningless by Customers
as well as Retailers themselves. This element of Omnichannel can deliver
maximum impact, if done right
d.
Illustration: Tesco’s
Clubcard Program has seamlessly blended both its Offline and Online worlds towards
being an ‘Experience-based Program’ and has even opened up to outside ecosystem
Partners (like Zizzi and Pizza Express) which is focused allowing families to
spend quality time together and treat themselves (and deliver more meaning than
Vouchers)
20. Connect
Programs: Hear me everywhere (Track VOC) on all Digital as well as Offline
Mediums
a.
Retailer
Thinks: AYE
– We have presence across all Customer Listening Posts and we are quick to
respond with whatever the Customers need
b.
Customer
Thinks: NAY
– The quick approach is more like “Your business is important to us. We have
noted down your comments/feedback. (Or kindly DM your Number so we can
connect). We will connect with you shortly with our Inputs/Resolution – which
never arrives
c.
OX Levers: Product/Service Innovation – Tens of Listening Tools are now available in the
market, which allow you to listen to the customer on any channel of their
choice and engage with them right there in real-time and/or capture these on
internal Collaboration Platforms
d. Illustration: Let’s recap the famous Zara ‘Pink
Scarves’ Story – In 2015, a lady named Miko walked into a Zara store in Tokyo and
asked the store assistant for a pink scarf, but the store did not have any pink
scarves. The same happened almost simultaneously for Michelle in Toronto,
Elaine in San Francisco, and Giselle in Frankfurt, who all walked into Zara
stores and asked for pink scarves. They all left the stores without any scarves
– an experience many other Zara fans encountered globally in different Zara
stores over the next few days. 7 days later, more than 2,000 Zara stores
globally started selling pink scarves. 500,000 pink scarves were dispatched –
to be exact. They sold out in 3 days. Point noted
In Conclusion – Omnichannel Retail is ‘Still
Arriving’…
Retailer Thinks have
collected 14
AYEs, 4 MEHs and 1 NAYs.
Customer Thinks have
communicated 4
AYEs, 6 MEHs and 10 NAYs.
There are 4 elements
of Omnichannel where there seems to be an alignment between Retailer’s efforts
and Customer’s Experiences:
·
(2) Channels
Variety: Multiple/All Digital formats as an extension of Stores and Web
·
(5) Unique
Relationship Identifier: Have a Single view of Customer, based on a Unique ID
·
(14) Order
History Availability: One view of Customer Transactions/Orders available to All
·
(17) Consistent
Pricing & Guarantees: Pursue ‘Range-bound’ Pricing across Channels and
Offer Price Match/Offers, in case of any price differences across Channels
Apart from these areas
of agreement on the State of Omnichannel Retail, there is a considerable gap
between these 2 sentiments highlights the difference between Omnichannel Retail
‘having arrived’ and ‘still arriving’. This gap can be bridged effectively
using some of the OX Levers noted in this article with Industry Illustrations
for reference and validation. As the famous quote from the movie The Matrix
goes – There is a difference between knowing the path and walking the path.
Let the walking
continue, Onwards and Upwards.
Paper References
1.
TCS-FICCI Paper on Omnichannel Retail at Massmerize 2012: http://www.ficci.in/events/20995/ISP/Driving-Indian-Consumption.pdf
2.
TCS-FICCI Paper on Omnichannel Retail at Massmerize 2013: http://ficci.in/spdocument/20296/massmerize-report.pdf
3.
The Wevalgo Operational Excellence Model: https://www.wevalgo.com/know-how/operational-excellence#:~:text=What%20is%20Operational%20Excellence%3F,you're%20trying%20to%20serve.
4.
6 pillars of Operational Excellence (OX): https://outsideinlens.substack.com/p/the-pursuit-of-dynamite-experiences
5.
Airlines
Customer Value Scores: https://www.economist.com/gulliver/2018/11/08/flyers-should-worry-about-customer-lifetime-value-scores
6.
Tesco’s
Clubcard Experienced-based Program: https://outsideinlens.substack.com/p/the-pursuit-of-dynamite-experiences-087
7.
Nordstrom
Return Policy: https://www.retailmenot.com/blog/stores-with-the-best-return-policies.html
8.
Walmart
Personal Shoppers: https://www.supermarketnews.com/online-retail/walmart-bring-two-hour-express-delivery-2000-stores#:~:text=To%20use%20Express%20Delivery%2C%20customers,items%20they%20need%2C%20Walmart%20said.
9.
Zara – A Culture of Customer Co-creation: https://martinroll.com/resources/articles/strategy/the-secret-of-zaras-success-a-culture-of-customer-co-creation/
10.
Best Buy Geek Squad App: https://www.mobilemarketer.com/ex/mobilemarketer/cms/news/software-technology/22341.html
