How omnichannel can rescue retailers in a mid and post-pandemic world : Part 2

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3. How to put it into practice

Understanding the power of omnichannel is one thing, executing it properly is another. The same report that illustrates the demand in Click & Collect also found that 50% of customers experienced some sort of problem. Whilst the examples listed above highlight the shiny success stories, it can be easy to underestimate the work needed to deliver best in class omnichannel. As these solutions require an entire business to align on your end-to­ end customer journeys, they incur large and complex transformations. It may sound simple in theory but many businesses struggle to achieve it at speed in the current climate.

Here at Publicis Sapient we apply the HOW methodology to get from a blank slate to a desirable, viable and feasible solution live to customers in as short a time frame as possible. We bring together product, experience, design and engineering across a diverse range of stakeholders in order to approach business problems with open minds to arrive at truly innovative fit-for-purpose solutions. The delivery approach is based around the following 5 phases.

1.Ignite- WHY should we change? In what way has COVID-19 been the impetus to re-assess our omnichannel experiences?

• First you need to align on the core need or problem which usually comes from reviewing financial performance. High-level validation of this review can come from a first round of customer and business interviews.
• Then a high a level vision is created to tackle the problem. This doesn’t solutionize precise details but instead identifies opportunity areas to be explored to reach that vision. Here’s an example of how to keep an omnichannel initiative goal based and not feature based.

• Next you create the initial business case by first calculating the cost of doing nothing. Publicis Sapient worked closely with a [g lo ba l jeweller la t the start of the pandemic to forecast a substantial drop in their peak sales from Q4 2019 to Q4 2020 if no action was taken. Benchmarks need to be carefully estimated based on various scenarios from l. The pandemic is over to 5. The whole world enters lockdown. The assumptions and unknowns must be carefully considered enough to then kick-start the next phase

2. Hunt- WHY should we change? What has been the impetus to re-assess our omni channel offering (or lack thereof)?

• Once the first phase has ignited the initiative for change, the second is about validating the assumptions and creating a more rigorous business case.
• Design Thinking methodologies are used to get a deeper understanding of your customers; the channels they use and how; and how their needs have changed as a result of the pandemic.
• This is when you cast the net wide for blue sky ideation.

• A prioritization framework will then aid in narrowing down the list from what’s desirable into what’s feasible to deliver to create a shortlist of possible solutions & value pools

3. Shape- WHERE exactly should we invest in expanding existing omnichannel services or creating net new?

• With shortlisted solutions the next phase is on building this out through definition & design
• A Product Canvas creates the one aligned view of what the omni channel solution is, why and how it’s being delivered.
• Similarly, a service blueprint details out every step of the new omni channel journey per user type. This details out how each part of the business supports this new changed omni channel experience end-to-end

• The SHAPE phase also clarifies scope leading to an updated business case with more accurate forecasts and cost assumptions.

4. Incubate- WHAT opportunities will likely provide the best return on investment?

• With a defined sense of omnichannel experience the next step is to get to market quick to release fast; test fast and learn fast in a controlled way.
• Testing can be run in a variety of different ways, from showing a prototype to a select focus group, to launching an MVP on a A/B testing tool.
• Your hypothesis can prove your assumptions on a product canvas or service blueprint
• With many touch-points across an omnichannel journey, it can be hard to pinpoint exactly what was the turning point for the customer that resulting in the delivery of value. A mix of quantitative & qualitative data will give the why behind the what.

5. Build & Scale- HOW should this new omnichannel experience be implemented and ran long term?

• With a tested & validated solution, it is time to scale live to all customers and perhaps additional markets. How are different markets and consumer types responding to the pandemic? What are the possible lockdown regulations that could affect the service?
• Once a roll out plan is identified, leverage Agile methodologies to release value at speed. Omnichannel requires a more hybrid approach as there are many different delivery methods across retail, ops and supply chain that make true Agile not fit-for-purpose
• Create an analytics framework based on your value drivers that are assessed in a real-time dashboard. This data will drive optimising the experience, or if the market indicates, discontinue the experience and start again

In summary, the world we live in is transforming- and sometimes quicker than we can keep up with. People’s desires, needs, behaviours and fears are more diverse than ever. Whilst the world and people evolve, so must the services we offer them. Omnichannel connects experiences across each and every channel in a way that utilises data to make each step minimal effort. Omnichannel services both the customers that feel more comfortable staying at home and those keen to get back to normality and shop in store. Whilst technology and trends advance, there’s no telling what might happen with the pandemic.

2020–21, taught us all to rethink our tracks, no metric or benchmark we set was as certain anymore. Customer behaviours became even more unpredictable as the responses to the pandemic stretched across a large spectrum. Therefore, customer journeys must be reinvented to service each and every one of your customers on that scale. Whilst we don’t know what the future of the pandemic holds, remaining agile and responsive with the experiences you offer your customers is even more critical in today’s climate.