Online and offline channels have complementary but currently exclusive benefits. On the internet, consumers can access related products, accessories, comparative price options, product information, communities, social interaction, reviews, simplified purchase, and delivery, while also being able to feedback to others about the experience. Consumers are therefore becoming used to a richer, faster, and more socially interactive shopping experience. What they cannot do is try out products for fit, look, feel, appropriateness and ease of use before buying, or even benefit from the immediacy of collecting the item at time of purchase, which are the core benefits of buying in-store. In-store benefits unfortunately cannot practically be transferred to the online environment, or at least not until virtual reality goes a whole lot further than secondlife.com. However, there is no reason why online benefits cannot be brought in-store today. And that in a nutshell, is what I'm talking about in terms of a vision of the High Street 2.0. To stay competitive against online competition i.e. the pure plays, retailers must start developing a new generation of information and experience rich high street stores.

1. High Street 2.0
Understanding The Next Generation High Street
2008
Authored by: Rizwan Tayabali
Contact: rizwan.tayabali@gmail.com
Retail Blog: www.multichannelthinking.com

2. OVERVIEW: Online and offline channels have complementary but currently exclusive benefits. On the
internet, consumers can access related products, accessories, comparative price options, product
information, communities, social interaction, reviews, simplified purchase, and delivery, while also being
able to feedback to others about the experience. Consumers are therefore becoming used to a richer,
faster, and more socially interactive shopping experience. What they cannot do is try out products for fit,
look, feel, appropriateness and ease of use before buying, or even benefit from the immediacy of
collecting the item at time of purchase, which are the core benefits of buying in-store.
In-store benefits unfortunately cannot practically be transferred to the online environment, or at least not
until virtual reality goes a whole lot further than secondlife.com. However, there is no reason why online
benefits cannot be brought in-store today. And that in a nutshell, is what I'm talking about in terms of a
vision of the High Street 2.0. To stay competitive against online competition i.e. the pure plays, retailers
must start developing a new generation of information and experience rich high street stores.
Table of Contents
THE HIGH STREET 2.0 IN A NUTSHELL ............................................................................................. 2
THE OFFLINE-ONLINE CONSUMER CONUNDRUM................................................................................. 2
FUNCTIONAL REASONS FOR BUYING ONLINE INSTEAD OF OFFLINE ................................................. 2
EXPERIENTIAL REASONS FOR BUYING ONLINE INSTEAD OF OFFLINE ............................................... 3
W HY SHOULD RETAILERS CARE? ..................................................................................................... 4
W HAT IS THE KEY TO SUCCESS? .................................................................................................... 4
HOW DO YOU DEVELOP YOUR NEXT-GENERATION STORE? ................................................................ 5
SHOP DESIGN AND LAYOUT ......................................................................................................... 5
SELF SERVICE INFORMATION....................................................................................................... 6
SIMPLER PURCHASING OPTIONS .................................................................................................. 6
RELEVANCE .............................................................................................................................. 6
VALUE-ADDS ............................................................................................................................. 7
LEVERAGE THE WEB AND EMAIL................................................................................................... 7
SUMMARY .................................................................................................................................... 7
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3. The High Street 2.0 i n a nutshell
Jargon aside, this is primarily a discussion around cross-channel symbiosis, and the evolution of high
street stores from one-dimensional product pushers into broader experience focused outlets. Somewhat
in the way that the static ‘dial-up generation’ websites are now evolving along the rich experience web 2.0
route.
Some are doing this already, but more from the web-space into the offline world, like Etsy, who have just
opened a real world store in Brooklyn; or ZoZa who tried a physical store for customers to try before
buying online only (and failed); or former cosmetics pure play Bluemercury.com who've now set up
physical outlets for customers who want to sample before buying. This shift of bringing the online
experience offline is what I believe could be the start of the next generation high street – or as we call it,
the High Street 2.0
offline-
The offline - online consumer conundrum
To start with let’s look a little closer at the reasons that drive customers to browse offline, only to then buy
online (usually somewhere else) instead of in-store. This is hugely relevant to retailers whose primary
revenue channels are their real world high street shops, not just because of the impact on conversion
rates, but because the trend implies that their offline customer experience needs to be improved to
provide customers with in-store access to the benefits of buying online.
Here are 10 reasons why I believe consumers browse offline but then buy online instead of closing the
sale in-store
Functional Reasons for Buying Online instead of Offline
1. Bargains and cheaper prices (through general search and via shopping bots)
If you just want to consider one primary driver for this trend, then I'd suggest this is it. Consumers
want to know not just that they're getting the best deal, but also that they aren't being ripped off in
any way. The proliferation of shopping bots (price comparison sites) like Bizrate and Kelkoo are
making this so much easier that it is a real threat to any retailer whose customer goes online. It
probably outweighs all the others to the point of making them little more than value-add
considerations. For any product that is sold by multiple retailers, this is a major risk to consider,
especially now that consumers have the internet on their mobiles and can pretty compare
products while actually in-store.
2. Validate product quality and function (via online information and reviews before buying)
For functional products, particularly electronics, I prefer to be sure I'm not wasting my money,
particularly on items I can't really test out. I want to know the realities behind the sales blurb and
the knockdown price, and right now there's no way of finding this or comparing against
High Street 2.0 | 2008
equivalents, except online at review sites like CNET.
3. Avoid in-store cashier queues
I hate queuing and unless I absolutely need the product then and there, I am very likely to just go
back home and order it online from somewhere.
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4. 4. Delivery rather than carry home on buses or trains (convenience)
If it's a hot day, or I've already got things with me, or I'm on my way to somewhere else, or I just
generally am not feeling like trekking around laden with shopping bags, I'm very likely to head
home and make the order online. Ideally from somewhere with free or cheap delivery/postage, or
even somewhere that lets me pick-up in store at some later more convenient time.
5. Search for variant availability in other stores
If the store doesn't have my size, or the colour I want, or the specific variant of the product that's
customised the way I want it, I'm most likely going to leave the store and go online to see if any
other branches have it, or if another shop stocks it instead. As with all the other drivers to online
browsing, the problem is that I may never actually bother with the product any further, or even
bother to go that particular retailer's website instead of someone else's.
6. Leverage online promotions / vouchers
I know that retailers set these up to encourage people to go online, but essentially all this does is
cannibalise offline sales, because the vouchers are not redeemable in-store. Personally I feel this
is a major inhibitor to developing symbiotic revenue channels.
But this is not all. There are other compelling reasons for buying online rather than in-store, related to
usability and social interaction. These are the new behaviours that consumers are taking for granted as
an integral part of the shopping experience and one that offline stores are completely failing to replicate
Experiential Reasons for Buying Online instead of Offline
7. Easier payment through one-click accounts (e.g. Amazon)
Who wants go through the whole business of queuing, waiting for someone else to scan and pack
your product, handing cards over and waiting for it to register chip and pin and so on, when you
can simply select the item, click once and then sit back and wait for it to turn up? Why don't
stores have this facility?
8. Accessories for product listings
I find this very useful online. If I buy a camera in-store at PC World, I get a camera, but absolutely
no information to help me consider useful accessories. If I buy the same product on their website
I get a list of accessories that supplement that product – appropriate lenses, cases, leads, cards
etc.
9. Related product listings and “Other people bought this” type information
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Similar to above, I like shopping for things in spaces where I'm provided with ideas for
complementary items. If I'm buying a badminton racket, then what about related bags, shoes,
apparel, shuttles etc. I don't want to have to walk around some sports super-store to find the
matching bag in the bag section, or shoes in the shoe section etc. If I'm buying jeans I want to
see shoes or t-shirts that might go well – ok so I personally am not enough of a shopper to care
about this on a clothes front, but I can imagine a whole bunch of people who do, and sometimes
knowing what other people bought is excellent fodder for shopping ideas.
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5. 10. Auto-history of purchases – leading to seller recommendations
The problem with buying in-store, even from the same store, is that there is no history of what you
bought. What if you wanted the same item you bought two years ago, but can't remember what
it's called? What if you don't really know what you want to buy, but just feel like a quick bit of retail
therapy? Isn't it great to be able to go onto your Amazon store and see lists of items that might
just be interesting based on things you've bought before? Buying on a website like this is the
equivalent of walking into a shop to buy an iPod, and the shop floor assistant suggesting an
iRiver because it's more compatible with the speaker system you bought last week, and then
handing you a selection of music that you just might like. How convenient, and how much more of
an incentive to check the product out online after seeing it in-store?
Why should retailers care?
The major issue for high street retailers here, is that once the consumer leaves the store and goes online,
the only reason for them to visit the same store's website would be if the product identified is completely
specific to that brand, for e.g. a particular clothing item. In any other case, the user's online journey will
very likely lead them elsewhere somewhere cheaper, with a more fulfilling retail experience. So
understanding and countering these drivers will be key success criteria against online competition.
By highlighting the above drivers behind the trend of customers browsing in stores but then going online
to purchase their items, what I'm alluding to is the need for cross-channel symbiosis rather than revenue
cannibalisation as we currently have it, achieved by improving the offline experience to provide customers
with in-store access to the benefits of buying online.
In other words, a shift towards physical stores offering the customer access to the benefits of browsing
and purchasing online, and vice-versa, rather than developing more avenues for making each channel
independently attractive to the consumer in ways that simply result in cross-channel competition.
I believe that at some point in the near future, forward thinking retailers must recognise the fact that the
existing model of shops as one-dimensional rooms for showcasing products by category is fast becoming
outdated by consumer familiarity with the online shopping experience. On the internet, consumers can
access related products, accessories, comparative price options, product information, reviews, simplified
purchasing, delivery, and bargains, while also being able to feedback to others about the experience.
What they cannot do is try out products for fit, look, appropriateness, or ease of use before buying, or
even benefit from the immediacy of collecting the item at time of purchase; so it is clear that both
channels are not just relevant but highly complementary, and should be treated as such.
However, as far as I'm aware no one has made this leap towards a truly symbiotic, holistic online-offline
customer experience. There is absolutely no reason why customers shouldn't be able to shop in-store
with the same benefits as online. It just needs a little lateral thinking, starting with recognising that while
the Web started out as a separate and independent commerce stream in order that companies could
minimise risk while still learning about its capabilities and user models, it is now a well established and
High Street 2.0 | 2008
experience-driven business and usability model that can and should be leveraged to improve customer
experience across channels in the physical world.
What i s the Key to Success?
The key here is customer experience. Branding online is primarily about the experience, and it is making
the passive, push marketing approach we've lived with since the start of capitalism obsolete. With price
and quality becoming more and more homogenous on the high street, retailers must start moving towards
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6. experience focused outlets that are built around impressing and engaging their customers, rather than the
traditional model of simply cataloguing or showcasing the products or services they can offer.
I feel there is significant scope to achieve this by making the in-store customer experience richer and
more fulfilling by learning from the web experience.
Like Web 2.0 web-sites, the next generation high street store must demonstrate a better appreciation of
the target consumer as a person rather than a product buyer. In other words it must make the shopping
experience person-centric by providing space, comfort, information and social engagement, with easy
points to call for help, and valid reasons to come in and enjoy the in-store experience for browsers; whilst
also providing efficient entry and exit routes for shoppers who know what they want.
Retailers must conversely also appreciate the elements of the shopping experience that make store
customers uncomfortable and look for avenues to cut them out, for e.g. not enough browsing space;
product overcrowding; help not unavailable at the right time and place; and lengthy purchase queues.
So what could the High Street 2.0 physically look like? Well, one route might be where large stores evolve
into experience-focused social spaces with products as a backdrop, while small stores leverage user
computing and web technology to shift towards becoming product information hubs where consumers use
touch screens to choose what they want to see, try, and buy.
Next-
How do you develop your Next - Generation Store?
Anyway, regardless of the avenue of evolution, the following are some high-level ideas that retailers could
start exploring in the battle for effective channel-independent competitive advantage.
Shop design and layout
• Support the social experience. Create shops as places to relax and engage while browsing.
Widen out browsing space by reducing products on display but still allowing consumers to view
more items via screens and have these brought to them on request.
• How about providing comfy sofa seats for customers to relax with built-in pull out touch screens to
browse product listings, or read reviews, or order and pay for items etc. in shop? Or even free
lavatory facilities with interactive product information to capture interest?
• Why not provide changing room tickets so customers don't have to stand around with their items
at busy times?
• Provide non-product specific reasons for consumers to enter and walk around. Collaborate with
social networking enablers like coffee shops or bars, and design the space around this, rather
than shoe-horning a coffee point into some corner of a shop as we see with Costa.
• For multi-brand retailers, make shopping easier by mixing brands together by product category
rather than cordoning off areas by brand as is the current norm.
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• Place directly related product families together e.g. A Canon camera plus its case, plus leads,
lenses, memory card and batteries displayed as a group next to each other, or via a touch screen
or at least a printed card next to each major product item displaying accessories available in-store
and where to find them.
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7. Self service information
• Provide self service capability through touch screens, kiosks, or even actual PCs if you want to
make the experience familiar for the customer
• Provide customisation capability for customers to select size, colour etc, with order and payment
capability for immediate collection or delivery, or even simply to find which store has the required
version and the option to place it on hold
• Provide review capability for consumers to browse store and/or product ratings and reviews
• Provide browsing capability for customers to interactively scan through products available, related
to an interactive map to find the item in-store
• Allow customers to use these screens to select and request items to try, with in-store sales
assistants tasked to put the selection together at changing rooms or tryout points
• Allow customers to create visualisations of outfits, with workflow that suggests other options, and
then be able to select to get the whole ensemble provided by a sales assistant for them to try on
directly at the changing rooms
• If you are really brave and/or price competitive, why not be open and allow direct in-store price
comparison against competitors. Frankly this could even be a business idea in itself to set up stop
off points on the high street where shoppers can pop in and run quick price comparisons or read
product reviews of things they're about to buy in a nearby shop. Maybe this could be combined
with a bar or sandwich space, with this service as a free value-add and supported with revenue
through the advertising opportunities it would create.
Simpler purchasing options
• Provide self checkout terminals
• Allow customers to create ‘one-click' style accounts in-store using self-type pin or password
verification synchronised with online services and vice-versa, i.e. recognise one-click accounts
created online.
• Incentivise buyers to go online and register one-click accounts and credit cards, like Amazon
have online. Maybe provide offers or free credits that are only validated once this is complete, but
which are redeemable across any channel
• Use these accounts to create and maintain purchase histories that can be accessed in-store and
leveraged to create value for the consumer.
Relevance
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• Ensure one consistent view of each registered customer with seamless multi-channel integration
across both billing accounts and product history
• Use buyer history to recommend other items worth looking at, or suggest items other people
bought – maybe even provide these as a printout when handing over purchased items?
• Recommend complementary products when making a sale – again this could automatically be
printed out on item scan and handed to the buyer
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8. • As with the previous point, consider suggesting related accessories for products being
purchased. Complementary and accessory products could alternatively be highlighted at point of
display through item grouping, touch screens, flip-cards etc.
Value-adds
• Allow online vouchers to be used in-store and vice-versa. Avoid promotions that result in one
channel cannibalising sales from another, for e.g. single channel discounts
• Ensure that online and offline prices are consistent for the same type of purchase, for e.g. if
ordering for home delivery in store, the consumer should be able to pay online prices. This could
be made viable by ensuring that the item will be delivered from a warehouse with cheaper
overheads allocated to it.
• Allow customers to specify delivery, and ideally time-slots, while paying for items in-store
• Provide try and return policies with free return postage or easy access PUDOs (pick up and drop
off points)
Leverage email and the web
• Capture email address at point of purchase and use it to auto-create user accounts on the store
website. Email log-in details straight to the user, along with purchase, receipt and product
guarantee details. Auto link product details in the email to review capability.
• Design the website to support the in-store experience, rather to compete as a separate and
unique online entity
• Collaborate/tie-up with online social networking sites and bring elements of these in-store – e.g.
say Zara advertising on MySpace online, while creating a range of MySpace branded clothing for
sale in-store
• Create and develop free but branded popular culture spaces to embed brand and create new
target audiences – e.g. Gap creating a free and open clothing review and discussion site that is
only minimally branded to Gap, but effectively creates a new audience.
Summary
To summarise then, I see the High Street 2.0 comprising information and experience rich stores, where
consumers can enjoy the benefits of both web and in-store shopping; developed by retailers with a
channel-unified approach to pricing, marketing and consumer relationship management, and supported
by seamlessly integrated information about target audiences across both online and offline channels.
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