First published by Retail Week on 4th August 2016
While I spend most of my working life looking to the future, I’m not afraid to take inspiration from the past.
I still occasionally dance around to my 1980s alternative singles and remain fond of classic movies such as The Belly of an Architect.
The return of a 1990s phenomenon in the format of Pokémon Go illustrates the point nicely, showing the power of brand affinity, of past associations, to engage a vast audience.
More importantly for retailers, the craze demonstrates that it’s possible to drive engagement very quickly if you get it right with mobile innovation.
French retailer BUT has already used the popularity of Pokémon Go to drive store Traffic and offer discounts to shoppers.
While the rise of the game is set to benefit retailers greatly, through sponsored locations, promotions and merchandising, what it says more broadly is that consumers crave fantastic and entertaining experiences alongside a sense of community and adventure.
Perhaps the best use of innovation applicable to retail was the Sydney Opera House’s #comeonin, using social platforms and location data to create and then invite people to a personalised experience.
Retailers that understand the need to build human connections into their technology innovation have a greater chance of success.
However, when Cheil spoke recently to more than 150 senior global retailers we revealed a disconnection between the focus of their technology innovation and the delivery of better customer experience.
It is very clear that consumers want innovation in technology to be rooted in delivering customer benefits. Yet the conversations with retailers highlight that innovation budgets are not primarily focused on meeting unfulfilled consumer need.
A majority are confident that they have a world-class innovation culture. And, in many cases, this is driven by new technology. That sounds encouraging.
The issue that emerges, though, is that technology displaces meeting unfulfilled consumer need as the driving factor in innovation.
Meeting consumer need was identified by just 18% of retailers as the main reason for innovation, indicating a danger that retailers are losing sight of the consumer.
Consumer research shows that this is an issue for customers. Amazon emerges as the most innovative retailer because it uses technology to make it quicker to find, pay for and receive products.
Where Amazon is identified as less strong is in providing a ‘human service’, but it has maintained customer perceptions in this area at acceptable levels while more traditional offline rivals struggle to deliver against even this hygiene factor.
Retailers could gain greater competitive advantage by using technology in ways that improve perceptions of human service, with a big opportunity in focusing on the greater personalisation of the shopping experience.
This is where they can learn from the success of experiences such as Pokémon Go and brands that use mobile not only to bombard people with messages and offers but to entertain and delight.
In doing this, retailers shouldn’t lose sight of the need to improve the customer experience by using technology to simplify and accelerate the retail experience.
This should be the main focus of retail innovation budgets, rather than investing in mobile and other tech merely for its own sake.