eCommerce after lockdown Featured Image

Are you certain eCommerce will grow after lockdown?

Reading Time: 5 minutes
Luigi Matrone
Luigi Matrone

CEO & Founder

In an article first published by Forbes Agency Council, our CEO & Founder Luigi Matrone asks if the popularity of eCommerce will continue after the COVID-19 lockdown has passed – and looks to an historic precedent for answers.

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There’s a big question for business leaders to be evaluating right now: how certain are you that the popularity of eCommerce will continue after the global lockdown is over?

The popularity of online retailing was rapidly on the increase before the advent of COVID-19, reaching 16 per cent of all retail sales in 2019[1] – and expected to rise further. 

Since the pandemic reared its ugly head, demand for online shopping in FMCG categories like groceries, over-the-counter pharmaceuticals and clothing has skyrocketed.

Global eCommerce spending has gone through the roof during the COVID-19 pandemic – but will this trend continue after lockdown? – Image source: eMarketer.com

But what happens when life goes back to ‘normal’?

Will online shopping habits formed during lockdown continue afterwards and become long-term behaviours? 

What the early-2000s SARS crisis teaches us about online shopping behaviours

The SARS crisis in China in the early-2000s became a real watershed moment for the likes of Alibaba on their way to becoming the eCommerce behemoths that they are today.

eCommerce was still in its infancy when SARS struck China and threatened a global pandemic. 

Would Alibaba and other eCommerce players like it survive?

Do we know ecommerce example 2
It was ‘make or break time’ for eCommerce players like Alibaba during the early-2000s SARS pandemic – and fortune favoured the brave – Image source: Charged Retail

Alibaba put its neck out during the lockdown and boldly continued to innovate (against all the odds, it built Taobao as a rival to eBay during the quarantine) – and it would reap the rewards of its boldness[2].

Chinese consumers confined to their homes turned to the internet to order items. 

The internet became essential for doing business during SARS, as businesses and consumers alike were driven online to buy and sell goods. 

This way of doing business and buying products caught on in a big way. And, as people looked to source goods, Chinese suppliers had little choice but to heavily invest in online marketing on platforms like Alibaba. 

The popularity of online shopping ballooned during SARS and, importantly, continued afterwards. What might have been temporary new buying and consumer behaviours solidified and became permanent. 

Management is about evaluating probabilities

Right now, it is highly probable that the current crisis is going to amplify an already existing trend. 

Nothing is certain as we move forward into a new post-COVID world, so management will have to use the power of probabilities to plan the way forward – Image source: Shutterstock

The popularity of online shopping was rapidly on the rise before lockdown and has skyrocketed during it.

The likelihood is that people who had been reluctant to shop online before quarantine will recognise the benefits of continuing to shop this way in the future.

It is almost certain that people will shop online more going forward.

But – and it’s a big but – that doesn’t mean that they will shift completely. It might be that some people aren’t satisfied with online shopping.

So, how do organisations adapt to this new uncertainty and mitigate risks when it comes to planning their future sales strategies?

Retailers must embrace the Omnichannel

Research conducted by AdColony[3] relating to changing consumer behaviours during lockdown shows that nearly half of all the people surveyed would shift to more online purchases in the future. 

On the flip-side, more than half of people are keen to shop in physical stores again. 

So, how do you strike the right balance?

The Omnichannel — that is, ‘a sales approach that provides the shopper with an integrated shopping experience across all channels (physical and digital)’ — is no longer an option for retailers, but an absolute necessity.

Retailers should be thinking about how they can seamlessly combine their physical and digital channels to create the best possible omnichannel experiences for their customers. 

For instance, how can brands use customer data generated online to tailor personalised customer interactions in-store to deliver an incredible experience?

An example of omnichannel leveraging digital tools and eCommerce to elevate physical shopping experiences: sales assistants making personalised recommendations to customers based on their online behaviours and preferences – Image source: Shopify

One shining example is digitally native lingerie brand Adore Me, which – though it has a very strong online presence and eCommerce store – offers an exclusively in-store body scanner that shoppers can go into to get an idea of the underwear or sleepwear that will suit them. 

Adore Me’s staff are trained to be able to then offer the customer a consultation on the best options for them based on the measurements provided by the scanner.

Sporting goods retailer Orvis is another brand that enhances shopper experience through the omnichannel. 

They know that its target audience of affluent over-50s understands the benefits of eCommerce tools, but prefer to shop in-store. 

To combine the strengths and benefits of physical and digital channels, Orvis gives its employees tablets with pre-installed CRM and eCommerce tools. Employees can use these tablets to order out-of-stock products and bill customers for sales (both in-store and online). The tablets also allow staff to show customers similar products and make recommendations. And the tablets tell employees whether someone entering the store is a new or loyal customer. 

For this omnichannel approach to be successful, Orvis has had to ensure that its employees have developed the skills to allow them to play their part in enhancing shopper experiences. This can only be achieved through capability building (or training). 

In conclusion – be prepared for change

Management has to use the power of probabilities to work out what to do next and plan a way forward for their organisations. And use tools at their disposal like Big Data & AI to monitor consumer behaviour.

To strike the right balance in the future, retailers should be thinking about how they can seamlessly combine their physical and digital channels to create the best possible omnichannel experiences for their customers.

As with all new approaches, staff will need to be upskilled. Organisations must invest in training that will give teams the skills and capabilities to adapt to the omnichannel and play an active part in greatly enhancing these new shopping experiences.  

This article was created and written by Luigi Matrone for Forbes Agency Council, and is reproduced here with their kind permission. 

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Sources

[1] https://www.digitalcommerce360.com/article/e-commerce-sales-retail-sales-ten-year-review/

[2] https://www.cnbc.com/2020/03/26/chinas-2002-2003-sars-outbreak-helped-alibaba-become-e-commerce-giant.html 

[3] https://www.thedrum.com/profile/modo25/news/why-you-should-continue-with-your-marketing-efforts-during-the-pandemic

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