2. 情境店体验——巴宝莉的首席执行官从来没有失败过发布转变和发人深思的声明，可以创新店内体验。实际上，零售商店里都是大屏幕，t台秀是现场直播的。所有产品都有相应的RFID标签固定(Shackleton, 2016)。视频屏幕展示了工艺、品牌历史以及适合店内顾客的时尚建议。这对独立的零售商是有益的，因为他们可以在有趣和革命性的商店环境中建立这样的环境。产品信息和优惠完全填满了店铺的内部环境。
Amazon has rather frightened other retailers through its merchandising concept. The displays, design and layout are ravishing and they instantly crack the targeted audience with necessary information. Be it food marketing or grocery marketing, the onsite and offsite marketing strategies seamlessly deliver the contents with emphasis on competitiveness and affordability with quality. There are numerous in built warehouses to store the materials but the design thinking strategy and promotion via technologies are sustainable. Amazon Go is a testimony to their strategies.
Upon implementation of this Amazon Go, it can replace the conventional retailers and encourage people to ease their shopping further with the application. The shelf life of products at Amazon is productive and the hypermarket guarantees sales of more than 500 million products in the region of United States. This brand has greatly benefited due to the technology and has acquired large volumes of customers.
Burberry is a fashion retailer that has created a global revolution with its retailing strategy combined with technological innovation. Burberry initially had a street presence and lost its image due to crisis in the mid. Then, it was decided that digital revolution can change the retail segment of Burberry (Shackleton, 2016). There are 3 major outcomes of Burberry’s initiative to bring a change in the retailing segment with a proper application of technology.
1. Social uniqueness – The brand, since 2009, has continued to utilize Facebook and other social media in the best way to become a luxury brand and a market leader in fashion segment. It is identified that it is one of the first to sell the products via Twitter. As the customer understanding is thoroughly done, it was possible for Burberry to engage constantly with the customers without any intermediate lags.
2. Contextual store experience – The CEO of Burberry has never failed to issue transforming and thought provoking statements that can innovate the in store experiences. The retail stores are actually filled with large sized video screens and the catwalk shows are live streamed. All the products are fixed with corresponding RFID tags (Shackleton, 2016). The video screens display the craftsmanship, history of the brand and fashion suggestions to suit the customers in the store. This is beneficial to the independent retailers as they can build such in store environments that are interesting and revolutionizing. Product information and the offers are completely filling the internal environment of the stores.
3. Personalization – There is no doubt that Burberry makes use of a range of technologies to assist customers in their shopping experiences. For instance, the store is fitted with a digital POS system that is meant to list customer details, consumer preferences and purchase history. The sales assistants are provided with tablets to assist the customers and offer relevant product information.
All these reasons make it clear that independent retailers need to update in terms of technologies and customer interests. A digital POS is very much important to give customers a personalized service approach and a fulfilling in store experience (Sokol, 1989). The interaction of brands with the customers is the key to a successful existence in the market.