Last updated on March 23rd, 2026 at 09:23 am

For some heritage brands, the word “automation” can sound foreign to the organization’s roots. When a company’s reputation is built on craftsmanship, loyalty, and decades of customer relationships, introducing new jewelry retail technology might feel like tampering with tradition.

At James Avery—a Texas-based jeweler with more than 70 years of history—the brand’s identity has been grounded in the craftsmanship of its pieces and the stories of the people who wear them. So, how can a brand built over seven decades thoughtfully evolve into jewelry retail digital transformation in a way that feels authentic to its legacy?

For Harsha Bellur, James Avery’s Chief Information Officer, the answer wasn’t to introduce more complex software. It was invisible technology.

Bellur focused on simplification and removing friction rather than adding complicated features for associates to learn. The result is a masterclass in scaling a vertically integrated business without losing the human touch that defines it. 

For jewelry retailers looking to thrive in 2026, Bellur’s strategy offers a blueprint for balancing tradition with modern efficiency.

How to Simplify a Jewelry Store’s Tech Stack 

“The best technologies are the ones that nobody sees or feels,” Bellur says. “It has to fit into the workflow of the people that use it on a day-to-day basis.”

This philosophy is the foundation of James Avery’s digital transformation. 

As a vertically integrated company that manages design, prototyping, manufacturing, and retail in-house, James Avery operates a complex ecosystem. In the past, an associate might have used six to eight different applications to complete a single customer request.

Bellur’s mission was clear: uncomplicate the system.

James Avery consolidated scattered systems into a single, intuitive interface. Now, instead of navigating multiple or outdated tools, associates can focus on their craft and their customers. 

Associate Experience in Retail Technology: Why It Comes First

When associate experience improves, customer experience follows. That’s particularly true in artisanal jewelry, where purchases are rarely purely transactional. Often, they mark emotional milestones—birthdays, graduations, engagements, anniversaries—and associates are the brand stewards who ensure the purchasing experience feels meaningful.

“But you can’t expect an associate to deliver an ‘A-plus’ emotional experience if they’re struggling with a “C-minus” back-end system,” Bellur explains. “Customer experience starts with associate experience.” 

At James Avery, where some customers have been shopping for 50 years, the associates sometimes act as historians. When a granddaughter brings in a single 30-year-old earring inherited from her grandmother and needs help finding its match, the associate must be able to access historical data immediately. By unifying existing customer data with the Order Management System (OMS) and Point of Sale (POS), into a unified retail platform, Bellur ensures that those priceless stories and the customer loyalty they represent are never lost.

Jewelry Engraving Automation: Modernizing the Craft 

Perhaps the clearest example of Bellur’s “business-first, tech-second” philosophy is the transformation of James Avery’s engraving process.

In the past, engraving was a manual, paper-reliant process. Customers could design online, but their vision was transmitted onto paper before reaching the manufacturing floor. This led to a slew of possible interpretation errors, slow lead times, and a reliance on highly specialized technicians to manually configure laser machines.

Bellur’s team reimagined the workflow by developing a script that feeds the customer’s digital design directly into the laser engraving machines.

The results were immediate:

• Accuracy: The error rate dropped to near zero.
• Speed: The process became nearly instant.
• Labor: It eliminated the need for special skills to run the machines, allowing artisans to focus more on the jewelry than on the software.

It’s what Bellur calls a “rising tide” effect: optimize one friction point, and efficiency improves across the entire supply chain.

Scaling Change in a High-Tenure Culture: A Lesson in Retail Technology Adoption 

Change management can be one of the most difficult parts of jewelry retail digital transformation, especially in a company with long-tenured employees.

James Avery boasts an incredibly high employee tenure, with some staff working at the company for decades. Introducing a new POS system to someone who has used the same process for 20 years requires empathy.

Bellur credits James Avery’s retail operations team for championing the technology rollout. Rather than a mandated software update, the transition to a unified platform was treated as an internal campaign. Complete with internal marketing, engaging training sessions, and a focus on how the tool would make the associates’ day-to-day lives easier, adoption was collaborative across the business.

The outcome speaks for itself. James Avery maintains an extraordinary Net Promoter Score (NPS) of 93, a figure almost unheard of in traditional retail, where average scores hover around 32. 

When technology is implemented with respect for the user, it doesn’t replace the brand’s culture; it strengthens it.

The future is simpler 

Looking ahead, Bellur sees the end of “Frankenstein tech stacks”—an era of layering apps until the overloaded system weakens and falls apart.

Bellur’s near-future focus continues to be simplification. He envisions AI-driven tools, including internal chatbots that can answer associates’ policy or procedure questions instantly, further reducing the cognitive load on store staff.

As Bellur puts it, the goal isn’t to be a tech company. The goal is to be a 72-year-old artisan jeweler that’s smart enough to use retail technology solutions  to stay relevant for the next 70 years.

The Takeaway for Jewelry Brands Navigating Digital Transformation 

Harsha Bellur’s approach offers a vital lesson for legacy jewelry brands navigating modernization: technology serves the story. 

Whether it’s reducing manufacturing lead times by 50%, or moving online revenue from 15% to 40%, improved metrics are important because they protect what matters most: the emotional bond between the jeweler and the wearer.

The best technology gets out of the way and lets your brand shine. If you’re ready to modernize without losing what makes you, you — we’d love to talk.

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Frequently Asked Questions

How do you introduce new technology to long-tenured retail employees?
Treat the rollout as an internal campaign, not a software mandate. James Avery’s approach used internal marketing, hands-on training, and framed the tool around making associates’ daily work easier. This achieved collaborative adoption even among staff with decades of experience on legacy systems.

How many POS systems should a retail jewelry store have?
Ideally, one. James Avery reduced its fragmented applications down to a single unified interface. The fewer systems an associate has to navigate mid-customer interaction, the better the experience on both sides of the counter.

What’s a realistic NPS score for a jewelry retailer?
The average retail NPS hovers around 32. Anything above 70 signals exceptional customer loyalty. James Avery’s score of 93 reflects years of investing in associate experience, proving that operational improvements compound directly into customer satisfaction.

On Sunday, almost 40,000 retail enthusiasts descended on the Javits Center in New York City. To put that in perspective for you, Madison Square Garden holds 19,500 people. So, enough people to fill Madison Square Garden twice were walking around the convention center. Wild!

These retail professionals represent 19,000 retail experts and 5,000 brands. About 30% of these people are international. That’s one of my favorite parts of the conference. You hear so many different languages in the halls.

So, what were the takeaways? Is everyone still AI-obsessed? What about the people in stores? Did they remember to talk about them?

I’ll answer all those questions right here and give you insight you won’t get anywhere else.

Let’s get into it.

AI’s Impact on Retail

AI is having a huge impact on retail, and it’s not only chatbots and virtual try-on sessions.  Walmart’s investments in AI are empowering the retailer to keep store shelves full. The company uses AI to optimize supply chains with forecasting and logistics.

L’Oréal is using 3D digital twins to create marketing campaigns. This helps them develop campaign ideas rapidly. They can reach customers across multiple channels, including social media.

“A digital twin is a virtual representation — a true-to-reality simulation of physics and materials — of a real-world physical asset or system, which is continuously updated.” – NVIDIA.

Lowe’s is also using this technology to improve merchandising. The company can test ideas with AI and determine the best strategy. The AI allows them to see it on screen exactly as it would be in a store. No more guessing.

All amazing innovations. What about the people?

The Human Element in Retail

Retail is people. Every executive on the stage emphasized the customer journey. Each brand is aching to be not only relevant but also memorable. What’s the secret? The secret is investing in employees. The customer experience is only as good as the company culture and employee experience. 

Target had a prime speaking spot. Brian Cornell, CEO, and Abubakarr Bangura, Group VP, stressed the company’s commitment to its employees. The brand has a clear leadership training strategy. They developed it with the help of their store leaders. Target trains their leaders for the jobs they do today, and helps them map their futures.

This training concept may seem standard, but it’s not. Many companies don’t do it and then wonder why their turnover is so high. Target is developing current teams while building a talent bench for the future. Brilliant!

Retail stores still deliver 80% of revenue for companies. So, training programs for field leaders are a stellar use of resources. 

What else is going on in stores? I’m glad you asked.

The Evolving Role of Physical Stores

Retailers are getting creative with brick-and-mortar. 

Foot Locker highlighted their flagship NYC store. It includes a Kick it Club – a large, curved, communal bench to try on shoes next to other customers. The brand proudly showed off its giant digital display wall. It holds display shoes and shows the latest designs from popular shoe companies.

Louis Vuitton wrapped a NYC corner to look like its signature LV trunks, as it remodels its city store. The wrapped corner itself draws huge crowds. Talk about creating a fantastic advertising moment! Tiffany & Co. recently remodeled their New York location. It’s ten stories and includes a restaurant on one floor. It’s not only New York City locations that are being reimagined.

Kevin Ervin Kelley, an architect and co-founder of Shook Kelley design firm, gave an insightful presentation at NRF. He discussed reviving a sense of community in retail spaces. The Shook Kelley firm recently won numerous awards for its work on the Northgate Market in Costa Mesa, California. 

Kelley highlighted the need we all have as humans for joy, delight, and surprise. He reminded us that every space emits an emotional vibe. Companies must focus on what he calls “bonfire moments” that bring people together. Kelley is also the author of my favorite retail book of 2024, IRREPLACEABLE.

Retail is People

Retail stores are not dying, friends. They’re being reinvented daily.

The NRF convention brings together the brightest minds in retail—all 40,000 of them. From tech to design to people—NRF had it all this year. 

AI is still at the forefront of the conversation. But now, we’re learning about new use cases. Walmart’s supply chain and logistics are ahead of the game. Lowe’s and L’Oréal’s use of digital twins is revolutionizing the industry today. Target’s leaders highlighted how investing in people and creating a culture of curiosity will set your brand up for success today and in the future. 

Louis Vuitton and Tiffany & Co. are investing in their brick-and-mortar locations, and customers can’t get enough. People are aching for connection in physical spaces. Kevin Kelley reminded us how well-designed spaces can bring us together for bonfire moments.

Each moment at NRF is a small glimpse into a vast industry. The common denominator: people. 

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Kit Campoy is an author and retail expert with two decades of experience leading retail teams. Today, she freelance writes for world-class SaaS Retail Tech companies.

Last updated on December 16th, 2024 at 09:04 pm

As retailers prime their omnichannel strategies for 2024 and beyond, three takeaways from NewStore’s annual Omnichannel Leadership Report should remain top of mind: brands must offer more omnichannel capabilities, invest in native mobile commerce apps, and embed more digital features into their stores.

While an increasing number of retailers have embraced omnichannel strategies over the last few years, they still face opportunities for improvement – especially when it comes to bridging the gap between their physical and digital shopping experiences. NewStore’s 2024 Omnichannel Leadership Report surveyed nearly 700 retail brands’ omnichannel capabilities across three unified shopping channels: mobile apps, online, and stores. The research found that brands must work on enhancing their in-store, online, and mobile offerings by connecting all three of these channels to create a cohesive, customer-centric shopping experience.

Read more about the top takeaways from the report below, and find out how your business can take actionable steps to develop a unified commerce strategy spanning all retail channels.

Takeaway #1: Brands Aren’t Maximizing Omnichannel Capabilities

While some retailers have fully leaned into omnichannel transformations, many are still not leveraging omnichannel strategies to their fullest potential. The report found that brands scored an average of 43 out of 100 when it came to taking advantage of available omnichannel solutions. This indicates that brands are missing opportunities in effectively linking their mobile, online, and physical shopping journeys.

If retailers want to undergo a true omnichannel transformation that results in customer-centric experiences – and builds long-term brand loyalty – they must start by considering several key strategic elements:

• Impact to the customer: The goal of undergoing a transformation is to improve the experience for the end user – in this case, the customer. Therefore, retailers should put themselves in their shoppers’ shoes and think, “What’s in it for me?” and “Which omnichannel features would I benefit from?”
• Changing teams’ mindsets: For a transformation to succeed, all parts of the organization must row in the same direction. Each department will play a critical role in rolling out new omnichannel features, which makes it imperative that everyone aligns on the vision and owns their part of it. 
• Focusing on in-store experiences: If a retailer has a brick-and-mortar footprint, the in-store experience may serve as the customer’s first touchpoint with the brand and set a lasting impression. For instance, if the retailer sells consumable goods, it can offer tastings in stores to entice customers and then later follow up with tailored product recommendations over email.
• Making technology invisible: Omnichannel technology should seem invisible to customers when they’re shopping in stores. Whether a sales associate with a mobile device is reviewing available inventory or a shopper is checking out via a self-service kiosk, the experience must appear seamless. And to build a deeply connected commerce ecosystem and develop better customer relationship management, it’s crucial to partner with the right technology vendors.

Creating a robust omnichannel strategy relies on many elements of organizational change. Read about how top retailers have mastered the art of omnichannel transformation and the lessons they’ve learned along their journeys.

Takeaway #2: Retailers Should Invest More in Mobile Commerce 

Although today’s consumers are more reliant on their phones than ever, many retailers’ mobile commerce capabilities haven’t evolved as much as shoppers would like. Brands with dedicated mobile shopping apps remain in the minority, and even those mobile-first shopping experiences often don’t boast the latest features to facilitate a smooth customer journey. 

The Omnichannel Leadership Report discovered that only one third of brands have a native mobile shopping app, with very few of them having invested in promoting the app. Additionally, most of these mobile apps don’t include interactive features, exclusive content, or built-in rewards programs. Even fewer apps contain capabilities like wishlists, inventory checkers, and live chat – all of which can help drive usage.

According to Statista, mobile commerce sales are expected to account for 62% of all ecommerce transactions by 2027. This makes it essential for brands to up their mobile commerce game – and their starting point should be a native shopping app.

Several outcomes of having a native mobile app include:

• Reaching customers where they are: Data.ai’s State of Mobile 2022 report found that many people spend one third of their time awake looking at their mobile device. Consumers also spent 100 billion hours in shopping apps, which underscores the unparalleled convenience of browsing and buying on mobile devices.
• Direct-to-consumer sales become easier: If a retailer wants to sell directly to consumers and bypass brick-and-mortar stores and wholesalers, a native app is the easiest option. Brands can leverage push notifications and personalized content to connect with their target customer – with minimal advertising needed.
• Increased conversions: Since mobile apps typically deliver less clunky experiences than a mobile site, consumers may spend longer amounts of time browsing, without encountering unnecessary pop-ups and ads. If they make an account for the app, it will also remember all of their information and provide a faster checkout experience. As a result, users may be less likely to abandon their carts.
• Customizable features: Retailers that build their apps from the ground up can choose from a slew of customizable features that will foster better connections with customers. These can include creating lookbooks for apparel and accessories, built-in loyalty programs with redeemable points for special perks, and free shipping just for app users.

To discover more ways your brand can boost mobile commerce sales, read all 7 Reasons Why You Need A Shopping App.

Takeaway #3: Stores Need Additional Digital Features

To stay competitive, retailers must embed more digital features into their brick-and-mortar stores. According to the report, buy now, pay later checkout options are only offered in a third of stores. The same statistic applies to stores that equip their sales associates with mobile devices to assist shoppers as they browse. If retailers want to increase foot traffic in their stores and appeal to time-strapped customers, they must find strategies to bridge the gap between their digital and physical experiences. 

If done right, the potential rewards – like increased sales, competitive differentiation, smoother customer experiences, and adaptability for shoppers to engage with brands on their preferred channels – are massive.

Several of NewStore’s top ways to create an omnichannel strategy include:

• Auditing current channels: Map out all your existing channels (including website, store, mobile app, email, and social media) and try to identify any gaps in communicating with customers, especially with those who prefer to toggle between online and physical shopping platforms. 

Afterward, brainstorm the ideal customer journey and consider adding new omnichannel features to connect online and brick-and-mortar shopping experiences, whether that’s offering ship-to-store pickup options or adding mobile checkout capabilities in stores.

• Combining digital and physical experiences: A strong omnichannel strategy ensures that shoppers can start their journey on one channel and end it on another. To better bridge the gap between physical and digital shopping experiences, retailers should offer features like BOPIS (buy online pick-up in store) and universal shopping carts that let consumers add to their carts from any channel. 

Other valuable omnichannel features include inventory visibility, which allows sales associates and customers to view real-time product availability across all retail locations, and clienteling, which gives staff access to valuable customer data that can help increase shoppers’ average basket size.

• Examining your retail ecosystem: To ensure brands are equipping sales associates with the best technology to drive sales and personalize customers’ experiences, they should consider investing in an order management system, mobile point-of-sale (POS) solutions, and customer relationship management platforms.

The best part about creating an omnichannel strategy? It’s completely customizable, which forms the basis for composable commerce: giving companies the opportunity to select from a variety of vendor and commerce options that work best for them.

More Takeaways: BOPIS, BORIS, and BNPL Gain Traction

The modern omnichannel experience now counts BOPIS and BORIS (buy online return in store) as key components. While many shoppers prefer the ease of making purchases online, the convenience of retrieving their items or returning them in a brick-and-mortar store is still important. According to the Omnichannel Leadership Report, 60% of retailers’ websites offer BOPIS options, while 68% offer BORIS capabilities. 

Buy now, pay later (BNPL) also experienced adoption growth – 69% of websites now offer this short-term financing option to customers. 

Other parts of the commerce ecosystem that continue gaining popularity include loyalty rewards and free shipping. Not only do loyalty programs foster longer-lasting relationships with consumers, but they also provide retailers with more personal data to improve shopping experiences – and drive higher sales. In fact, over 80% of consumers claim they would provide more personal data in exchange for a better customer experience.

One increasingly important factor of the customer experience is free shipping. With Amazon – and its one- and two-day shipping options – capturing a large portion of the ecommerce marketplace, retailers must stay competitive by also offering free shipping. However, even free orders should arrive within three business days to meet consumers’ expectations.

Research in the Omnichannel Leadership Report found that 87% of websites offer free shipping in North America and internationally, with two-thirds of brands requiring a minimum purchase threshold to receive the free shipping perk. 

For retailers breaking into new markets and working to retain existing customers, offering loyalty programs in addition to free and fast shipping options will become must-have omnichannel strategies. 

The Case for Unified Commerce

Ultimately, omnichannel shopping will continue its rapid growth trajectory, especially as brands attempt to reach untapped markets and compete with today’s ecommerce behemoths. The biggest indicator for omnichannel success is implementing a unified commerce system that reaches shoppers on all platforms and offers a seamless customer journey, regardless of the starting point.

Brick-and-mortar experiences are still a pillar of the retail ecosystem, and brands must work to bridge the  gap between their physical and digital channels. The good news? The options are vast – and retailers can cherry-pick the vendors and solutions that best fit their needs to create a robust omnichannel strategy that will cement their stake in the marketplace.

Download NewStore’s 2024 Omnichannel Leadership Report for a deeper dive into these takeaways, and speak with one of our experts about choosing the right omnichannel solutions for your business.

Last updated on March 23rd, 2026 at 10:52 am

Establishing long-term customer loyalty is at the top of every retailer’s wish list. To achieve this, retailers should segment their customer relationship management frameworks by regional audience and pinpoint what their loyalty objectives are trying to solve for. Not only will this help them stand out in the competitive marketplace, but it will also drive greater customer retention.

Gianfranco Cuzziol, International CRM and Personalization Lead for Natura & Co’s Avon brand until February 2024 (and current Business Lead at Dr. Martens), recently discussed the thought process behind developing a global customer relationship management (CRM) framework during an Endless Aisle podcast episode with Marcus LaRobardiere, NewStore’s Vice President of Marketing. Gianfranco and Marcus also defined various types of customer loyalty – including advocacy and retention loyalty – and addressed how those impact consumers’ long-term relationships with brands.

Read below for several key takeaways from Marcus and Gianfranco’s conversation, and click here to listen to the full podcast episode.

Creating a Global CRM Framework 

As the global marketplace grows more crowded, retailers must evolve their CRM frameworks to better reach audiences around the world. According to Gianfranco, retailers should begin this process by developing a common framework and then allowing teams in regional markets to adapt the framework according to their specific needs.

“There is often a need to say, ‘Look, let’s draw a line under this,’” Gianfranco said. “Let’s create this common framework across the globe so we’re protecting the brand. Then, we’ll bring you all up to a certain degree of maturity [to] understand the way we do CRM, automation, personalization…

“That allows you to have some flexibility within the framework to deliver to your requirements, because you have your own objectives, depending on the business unit or the market you’re sitting in.”

This results in retailers needing to create segmentation models based on how customers in various parts of the world prefer to shop.

“We created this segmentation model and a customer lifetime value model for the globe,” Gianfranco said. “But it became apparent that having a global customer lifetime value model didn’t really work. 

“The way that customers transacted and shopped in the far east was completely different to how they transacted in Australia. We then had to drill down and provide a segmentation model that was fit for purpose for each of the four regions.”

CRM Implementation with Cultural Differences

A key piece of developing a strong CRM framework stems from incorporating cultural nuances and ensuring that regional teams understand the rationale behind all decisions.

“Part of the new tech vision data implementation also involved a certain amount of cultural work,” Gianfranco said. “We needed to make sure that we took the regional retail and marketing teams – and digital teams – along the journey, and make sure they were fully bought into that vision. 

“We had consultants in store who were slightly reticent about collecting customer information,” he continued. “So we needed to go through a training exercise to prove to them that there was value in collecting a customer email address and name.”

If sales associates understand the objective behind each step of the framework – and how it impacts them personally – they will be much more likely to develop better customer relationships, which in turn will drive stronger customer loyalty to the brand.

“The welcome journey we implemented was from the store you made your first purchase in,” Gianfranco said. “We want you to have that relationship with the store, if not the consultant as well.

“You spent that time converting that prospect into a customer, and we want to reward you by making sure the customer comes back to you. We did the very simple thing of saying, ‘We can prove to you that for a customer for whom we have an email address, here’s the incremental value it brings back to the business, and hence to your store, by you collecting that.’ And so there was part of that cultural education piece we needed to deliver.”

Defining Customer Loyalty

In addition to developing adaptable CRM frameworks, retailers seeking to prioritize retention should focus on fostering long-term customer loyalty. Part of this strategy includes defining the end goal of driving customer loyalty – whether it’s trying to increase customers’ average basket size, creating brand advocates that will spread the word among friends and family, or retaining existing customers with retail promotion strategies.

“[There are] many definitions of what loyalty is,” Gianfranco said. “It doesn’t matter which organization you work in – try and work out what you mean by loyalty and identify what loyalty means to your customer. [As an example], there’s behavioral loyalty. I shop every day at my local mini-mart. I’m not necessarily loyal to them; it’s just that they happen to be about 50 yards from my house.

“And then you’ve got advocacy loyalty,” he continued. “If you come up to me and say, ‘Would you recommend a BMW as a car,’ I would say yes. I don’t own a BMW, but I have owned [a] BMW, and it’s an amazing driving experience. 

“And then there’s retention loyalty [where] lots of freebies come my way. You need to make sure you think about loyalty, what it means, and whether you’re trying to drive loyalty, [or] whether in reality what you’re trying to drive is more frequent purchase.”

Developing Customer Personas

Gianfranco also noted that developing customer personas yields better personalization opportunities. A customer persona refers to an archetypal profile of a target customer, complete with behaviors, needs, and motivations.

“I think personas have their place and often [are] the starting point to more refined personalization,” Gianfranco said. “For example, when a customer first comes to your website, you know nothing about that customer. You might know where they’ve come from because you’ve tracked where they’ve clicked in from. You start to understand the product they’re looking at. 

“But as you start to acquire data points about that customer, as they spend time on that website, as they perhaps register [for] a newsletter or talk to your agent online – that’s when you can start moving into more sophisticated, relevant conversations with that customer,” he continued.

“[For example], in the beauty space, you’ve bought a cleanser and a toner. Here’s the hydrator that goes along with that. You need to make sure the information you’re giving a customer is relevant to that particular product – how to use it; when you should be replenishing that product; what’s an alternative if it’s not right for you.”

Balancing Customer Personalization with Privacy

While customer personalization is key to attaining and retaining shoppers, it’s also imperative to keep in mind that privacy is a top concern for many individuals, especially as AI in retail continues gaining momentum. Therefore, retailers must be forthcoming about their privacy policies and remain compliant with them in order to maintain customers’ trust.

“There’s this privacy personalization paradox – customers want a personalized, relevant, connected experience, but they also want you to be mindful of their privacy,” Gianfranco said. 

“What I found is that upfront, if you can be as transparent and honest as possible with customers, they’re more likely to trust you with their data. Be consistent with the way you apply that – don’t all of a sudden change the way you use the data without having talked to the customer.”

Connected, Adaptive, and Relevant Shopping Experiences

Gianfranco also discussed the components of an ideal shopping experience, which hinge on retailers’ understanding that all customers begin their journeys with a specific mission in mind.

“With all this data and technology around at the moment, we have to remember that customers are on a mission,” Gianfranco said. “It could be, ‘I want to buy something really quickly. I’m going to do some research. I want to provide some feedback.’ So that’s the core piece we need to think about. What is the customer trying to do, and then how do we spin out the technology data and experience to deliver on that in the way the customer wants?

“I often talk about the ideal shopping experience…I call it CAR,” he continued. “It needs to be Connected, Adaptive, and Relevant. Because the customer’s trying to get from A to B, and that’s what CAR is there for us to do. You have to adapt that experience to meet [their] need.”

Prioritizing Customer Retention

Once retailers determine the type of customer loyalty they’re aiming for, they should then brainstorm strategies to prioritize customer retention. While reaching new audiences should always be a priority, the benefits of fostering long-term relationships with consumers can’t be overstated.

“We should be thinking about retaining customers more – treating our customers better,” Gianfranco said. “There are lots of numbers around how much more expensive it is to acquire new customers than retain an existing one. The one thing to bear in mind is that good acquisition makes good retention. 

“If you nail [retention loyalty], [it] then reduces your advertising costs, acquisition costs,” he continued. “And by nailing that and understanding what makes a good customer, it allows you to be smart in the acquisition space. You spend all that time and effort getting a new customer on board…don’t lose them.”

Interested in learning how your business can foster stronger customer loyalty and drive retention? Speak to one of our experts today.

Last updated on July 30th, 2024 at 01:36 pm

As retailers aim to streamline in-store shopping experiences and appeal to digitally-savvy consumers, offering self-checkout POS (point of sale) options is an often-used strategy.

Self-checkout is gaining  more popularity among retailers in a variety of sectors – spanning apparel to groceries – due to its convenience and efficiency. Brands seeking to drive more sales, especially during the busy holiday season, should consider investing in self-checkout POS systems to create better experiences for shoppers and sales associates alike.

What is Self-Checkout?

Self-checkout is a point-of-sale system that enables consumers to pay for their purchases via an in-store kiosk or retailer’s mobile app in lieu of visiting a checkout counter. Customers can either scan their desired items’ barcodes, stand near the kiosks if the items are equipped with RFID technology, or look up the items to add them to their digital shopping carts, depending on the type of system. They can then use a digital payment method, such as Apple Pay or a saved credit card in their account, to complete their purchase.

Some retailers may place self-service kiosks around their brick-and-mortar stores, while others may offer self-checkout choices via their mobile apps. Both options allow shoppers to check out at various points in the store and avoid waiting in long lines.

Rising Consumer Interest in Self-Checkout Services

Convenience is a top priority for most shoppers these days, regardless of whether they’re shopping online or in stores. Consumers who prefer the in-store route are growing more interested in using self-service checkout options to save time and maximize efficiency during their shopping trips.

According to PYMNTS’s 2023 Digital-First Banking Tracker Series Report, 84% of U.S. shoppers like using self-service kiosks. Furthermore, 82% of consumers reported that they will avoid retailers with lines of any kind.

While certain generations are more partial to self-checkout POS systems – for example, 84% of Generation Z consumers prefer self-service options – retailers must adapt to this growing demand in order to provide more seamless checkout experiences.

Read below to find out more about the popular types of self-checkout POS options and how they offer advantages for both retailers and shoppers.

Examples of Self-Checkout POS Options 

RFID-Enabled Kiosks

Some retailers leverage RFID-enabled kiosks in their brick-and-mortar locations. RFID technology lets companies track products from initial shipment to the point of checkout. They can use wireless communication to assign a unique identifier tag to each item. 

As soon as consumers pick up these items in a store, the RFID technology will track the items from the shelf to the checkout kiosk. When shoppers approach a kiosk, its sensors will read the tags. Shoppers will then confirm that their digital cart is accurate and proceed to the payment process.

Apparel retailer Zara was an early adopter of self-checkout kiosks, which guide shoppers through the checkout experience via touchscreen instructions. Consumers can simply carry their desired items to the kiosk, which automatically detects the items and rings them up. 

Grab and Go

One of the largest retailers in the world, Amazon, offers grab-and-go self-checkout options in its brick-and-mortar Amazon Go stores. Grab-and-go services eliminate the checkout process entirely. Consumers can walk into the store, retrieve items from the shelves, and leave the store without having to open their wallets. The grab-and-go technology detects when items are removed from their shelves and carried out of the store, and it charges shoppers’ accounts for their purchase upon leaving the premises.

Mobile App-Enabled Checkout

Some brands offer in-store shoppers the ability to check out via their mobile app. For example, Walmart shoppers can open the Walmart app on their phones when they’re ready to check out, navigate to store mode and select the scan-and-go feature, and enable location access. 

Then, customers can use their phones to scan the items’ barcodes and verify that the app captured everything correctly. Once they confirm their cart is accurate, they can head to a self-checkout station and scan the in-app QR code to complete their purchase.

Self-Checkout Advantages for Shoppers

Self-checkout POS options also provide many perks for shoppers. Several major advantages include the following:

Convenience: Self-checkout POS options offer several types of conveniences. Firstly, consumers can enjoy much faster checkout experiences. Secondly, those opting to use self-checkout services do not need to carry their wallets with them, as they can leverage digital payment methods like Tap to Pay on iPhone. 

Privacy: Consumers who want more privacy over their purchase may choose to use self-checkout POS options. This way, they will not interact with any store associates or other shoppers, and they can complete their purchase via app or self-service kiosk with anonymity.

Efficiency: Self-checkout is very efficient during peak shopping periods, such as the holiday season, as consumers can avoid long lines. Time-strapped shoppers planning to make small purchases may choose to visit a particular retailer’s store if they discover self-checkout options are available.

Self-Checkout Advantages for Retailers

Similarly, self-checkout POS provides many advantages for retail brands, including the following:

Better Associate Productivity: Thanks to self-checkout POS systems, store associates can spend more time walking around the sales floor and assisting customers, rather than staffing the checkout counter. This allows for customers to receive more personalized experiences, which may inspire them to purchase more items. Additionally, associates that have flexibility to interact with shoppers can engage in upselling and cross-selling to increase the shoppers’ average basket size.

Higher In-Store Foot Traffic: Consumers with limited time to spare may be willing to visit a brick-and-mortar location boasting self-checkout options in a bid to avoid long lines. Additionally, as mentioned above, self-checkout POS options attract more privacy-driven customers who prefer to keep associate interactions to a minimum. These guarantees of convenience result in higher foot traffic in stores, where drop-in shoppers may spot items they decide to add to their carts at the last minute.

Enhanced Store Displays: Retailers that invest in self-checkout POS systems will need to dedicate less square footage to cumbersome checkout counters and areas for long lines. This frees up space on their sales floors to showcase more inventory, which may attract more shoppers and help fuel sales.

Promoting Self-Checkout POS Options to Customers

Retailers that choose to invest in self-checkout POS systems should market them to customers by highlighting the major advantages of convenience, efficiency, and privacy. Some promotional tactics can include:

• Sending push notifications in their mobile apps to inform users about shopping in “store mode” and leveraging self-checkout options
• Placing signage around brick-and-mortar locations to indicate where self-service kiosks are stationed
• Encouraging store associates to spread the word about self-checkout options, especially during peak shopping periods
• Promoting self-checkout when customers shop in the app or on the website and select a reserve online pickup in-store (ROPIS) fulfillment option

Ultimately, with consumer interest in convenience-driven shopping options reaching an all-time high, retailers should consider deploying self-checkout POS systems in their brick-and-mortar stores. Not only will this help associates spend additional time with customers, but it will result in a true omnichannel-friendly shopping experience. The opportunities for self-checkout are vast – and today’s available technology makes them all the more attainable.

Interested in learning how your business can take advantage of self-checkout POS options? Reach out for a demo today.

Last updated on July 31st, 2024 at 08:20 am

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Advancements in technology aren’t only driving omnichannel retail – they’re also impacting how brands can enhance their in-store experiences. From equipping sales associates with mobile devices containing customer data to installing technology that scans shoppers’ bodies to determine which products fit them best, the possibilities are vast. However, customer-centricity should be at the forefront of all retailers’ efforts to personalize their shopping journeys. 

Chris Rigg, Retail Director at Ellis Brigham Mountain Sports, recently discussed the importance of brands maintaining a brick-and-mortar footprint during an Endless Aisle podcast episode with Marcus LaRobardiere, NewStore’s Vice President of Marketing. Chris and Marcus also addressed how technology can elevate in-store experiences for shoppers and demonstrate retailers’ commitment to customer-centricity.

Read below for key takeaways from Marcus and Chris’s conversation, and click here to listen to the full podcast episode.

Why In-Store Retail Experiences Remain Critical

Although many consumers opt to make purchases via online or mobile channels these days, a true omnichannel experience also encompasses in-store shopping. Some retailers may have believed that the pandemic’s effects would result in consumers moving away from wanting in-store experiences, but that has not been the case.

Shoppers still want to experience the adventure of finding new items in a physical location and then walking out with those products after paying. To reach the widest audience possible, retailers should ensure they keep up-to-date stock in their physical locations and maintain their brick-and-mortar presence.

“People still want to walk into a store, have a great experience, pay, and walk out with that product – and there’s a reward and value in it for them,” Chris said. “There’s a real desire to do something you are passionate about, and part of that journey is coming into a store and [experiencing] it.

“One of the great learnings after the pandemic was that things are different, but things are still pretty much the same as well,” Chris continued. “We came out of the pandemic and our strategy was…it’s going to move into the full omnichannel world. Stores will be experiences; there’ll be less product in there; it’ll be more showrooming and showing the great brands we’ve got and people will be happy to purchase through technology in store or purchase at home on their app.

“That hasn’t not happened, but what the last six months has shown me [is] a lot of people want to walk into a shop, drop their cash, [and] walk out with their latest jacket or snowboard. We got slightly caught out by that because we had to work very fast to make sure our stock holding was where it [needed] to be [and] make sure we had the right people in the shops to sell those products. Going forward, we are probably more positive about brick-and-mortar retail than we were two years ago.”

Evolving the Customer Journey

Brands should ensure they evolve their customer journeys to adapt to both digitally savvy and more traditional shoppers’ needs. However, they must also keep in mind that there is no one-size-fits-all approach to maximizing the customer journey, as each shopper has different needs.

“I think we’ve seen evolutions of shoppers’ journeys,” Chris said. “A shopper that is time poor, maybe cash rich, wants to walk into a shop and buy something because they need it tomorrow. 

“If someone’s thinking about a longer-term purchase, they might research that online. They might actually buy it online and get it in two weeks. We can’t say what a consumer’s behavior [is] because everyone is vastly different than how they shop.”

Retail and Technology’s Symbiotic Relationship

Retail and technology will always maintain a symbiotic relationship, especially as brands seek to attract consumers around the world. Not only does technology allow for brands to compete in the global marketplace, it also enables retailers to further personalize in-store experiences with innovative features, like virtual try-on options.

“I think retail is going to be intrinsically linked with tech forever, and that’s only going to grow,” Chris said. “There’s some great innovation out there, which we continue to look at. We’ve recently been trialing foot scanners within our stores – partly from a customer experience point of view – but partly from a CRM data collection point of view.

“The logical step would be that you’ve been in our Ellis Brigham store, and you’ve had your foot scanned, and you have a 3D avatar of your foot. Now we should be able to apply that to any model on our website and get something that fits your foot. The technology’s not quite there yet, but it’s pretty close. And your ability to scan a body or a foot and apply ‘perfect fit’ to it is going to be [a] massive jumping forward in retail.”

Why Understanding Customers’ Needs is Critical

One pitfall that retailers should avoid is adopting certain technologies because their competitors are doing so. Any new technology vendor or platform should address customers’ current needs. If customers feel that their needs are being solved, they will be much more likely to increase their average basket size with the retailer.

“Understanding your customer’s needs is really key,” Chris said. “I could go and spend millions now, just phone up various companies, put retail tech solutions in, but without a need to do it. And that’s how we’ve always challenged it as a business. We will go out and we’ll talk to people about what’s out there and then we’ll look at it and go, ‘Well, actually, does that satisfy you?’

“The business has to accept that things have to innovate. And then you’ve got to find a way you can test it. You have to go back to your customer, back [to] what is the customer journey…what do they gain from this? If they’re gaining something from it, they’re going to spend more money with you.”

How Clienteling Drives Better Retail Experiences

If retailers choose to integrate the right technologies for their audiences, they will eventually gain a more holistic understanding of each customer. In turn, this will help sales associates do their jobs more efficiently and engage in better clienteling. Clienteling enables sales associates to provide more customized shopping experiences as a result of seeing a 360-degree profile of each consumer.

By investing in engaging in-store experiences and equipping staff with technology to further personalize the customer journey, retailers will be able to grow their existing client base and attract new audiences. Ultimately, leveraging technology to facilitate stronger customer connections is key – while ensuring that the human element remains present.

“I’d like to believe that human interaction will stay with us in some way,” Chris said. “Our job at the moment is to use tech to make that experience as good as possible.”