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Industry Expert David Nagy Discusses Building an Ecommerce Business: Feature Interview

In this age of digitization or, at least, digital acceleration, it’s easy for some to start making assumptions about the world around them. Driven by the ways in which communication and the transfer of information is evolving, some technology devices, like smartphones, seem necessary to own and use, becoming almost ubiquitous in our daily lives. For business owners, the same truth applies. It’s obvious that they need to be where their customers are gathering to engage, explore and shop. And, given the recent shift in consumer preferences and behaviour toward online channels, it’s just as easy for merchants to determine that they need an online store in order to reach more customers and increase sales. However, according to David Nagy, digital pioneer and Founder of eCommerce Canada, there are some considerations that need to be made before investing time, money and effort into building your ecommerce presence.

“Most retail businesses are online today,” he says. “If they weren’t before the onset of the pandemic, they most certainly are now. The digitization of everything and store closures associated with the pandemic, along with consumer shopping behaviour that shifted somewhat away from physical brick-and-mortar stores toward online channels, precipitated an obvious spike in ecommerce sales over the course of the past couple years, as well as the idea in the minds of most merchants that they have to be selling online today in order to grow their business. And, although that may be true to an extent, there are a number of different paths that businesses can take to become a success online. And, there are a host of considerations that need to be made before investing anything into digitizing a business.”

Expansion of ecosystem

All-too-often, Nagy says, small- and medium-sized businesses that are without the resources of the bigger players in the industry tend to rush into investing in digital tools that are, in the end, not likely to benefit their operations, improve efficiencies or enhance the customer experience. They are usually investments made in haste as a result of a fear of getting left behind or missing out on the online boon. However, in order to optimize their digital efforts and capitalize on the opportunities that are available to them through ecommerce, explains Nagy, merchants have got to define their online business. To do this most effectively, he says that a thorough understanding of the brand and its consumer have got to be developed and leveraged.

“Business owners have got to understand that establishing an ecommerce presence doesn’t simply mean putting your products online and waiting for the sales to start happening,” he asserts. “When a business puts their products or services online it represents an extension of the ecosystem of channels by which their consumers can shop and engage with them. It also represents a massive step toward creating a truly omnichannel offering. So, in order to most effectively begin to build out the digital components of that ecosystem, merchants have to make sure they have a really good understanding of their brand and the experience it offers consumers. And, they need to also possess a deep awareness of their consumer and the experiences that they seek from their brand. Without this knowledge, any investment into digitization of the business would be done without the proper considerations being made.”

Understanding your customer

Nagy goes on to explain that the digital layer of a merchants’ ecosystem could include multiple channels that offer a number of different options concerning product delivery and transfer. Merchants can sell product directly from their website, utilize social media platforms to showcase and move inventory, sell through a third-party marketplace, or develop a strategy that involves some or all of these tactics. In addition, merchants may offer their consumers home delivery, the ability to purchase online and pick it up in the store, purchase in-store and receive the product at their home or order online for curbside pickup. They are channel and service options that are helping merchants enhance the experiences that they offer customers, says Nagy, reiterating the need to understand the value that the brand provides for consumers.

“Defining the brand helps merchants determine which direction they want to go, which path toward ecommerce success they’ll need to follow,” he says. “Combined with knowledge of their customer allows merchants to better understand which channels are going to be most beneficial for them to leverage. You can’t be everywhere at once. Where are your customers frequenting online? How do they like to engage with your brand? How do they like to shop? Knowing the answers to these questions is a great place for merchants to start plotting out exactly what tools and channels will be included within the digital component of their ecosystem, how it interacts with the other tools and channels and what adjustments might be required by the business in order to accommodate these new additions.”

One step at a time

When it comes to the building and execution of a digital strategy for the business, Nagy stresses the importance of doing so with the consumer’s needs and preferences at the core of development. This will go a long way, he says, toward guiding and directing the formation of a digital roadmap for the business to work toward. He explains that, supported by customer data, anything that the merchant has access to and can make sense of, the roadmap and ecosystem can evolve and adapt, informed by changes in behaviour. However, he adds that merchants don’t need to build out the entire digital portion of their ecosystem in one day, suggesting that it’s a work in progress that will likely take a few years to build and hone before achieving the levels of success and growth that merchants crave.

“There’s no question about the fact that it’s absolutely necessary to be online as a business today. But, it’s just as necessary to understand the ecosystem that your building, the reason you’re building it and the consumer you’re building it for. For most small- and medium-sized businesses out there, developing an online presence and reaping success from it is really a journey that requires merchants to take things one step at a time. Identify areas where you know enhancements can be made and place your focus there. And, above all, make sure that the ecosystem you’re building allows for an easy, convenient and consistent experience within which customers can effortlessly traverse from one channel to another throughout their shopping journey. It’s what they’re looking for from their favourite brands. And it’s up to the brands to deliver.”

For information about the ways in which eCommerce Canada can help your business compete in a digital world, visit ecommercecanada.ca

Oxford Properties to Redevelop Scarborough Town Centre Sears Box in Toronto with New Tenants Including Decathlon: Interviews

Scarborough Town Centre (Image: Oxford)

The Scarborough Town Centre is redeveloping more than 140,000 square feet of retail space to accommodate three new, large-format retailers including Decathlon, the French sporting goods retailer.

The redeveloped space has been vacant for a few years since retail giant Sears closed its doors.

Thien Nguyen

“Scarborough Town Centre is located at the heart of a vibrant and growing community and serves as a gathering place for people to shop, dine, work and be entertained. Oxford’s goal is to create a best-in-class retail experience, and this investment in STC paired with major retailer openings at the centre indicates a commitment to the region. This redevelopment is about connecting people with great places and with brands they know and love,” said Thien Nguyen, General Manager at Scarborough Town Centre.

Scarborough Town Centre is the largest regional shopping centre in the eastern Greater Toronto Area, with more than 200 shops and services and 1.6 million square feet of retail space. Ranked as one of the top 20 performing shopping centres in Canada, Scarborough Town Centre sees about 20 million shoppers per year. Located at HWY 401, between Brimley Road and McCowan Road. Scarborough Town Centre is managed by Oxford Properties Group and owned by AIMCo and Omers Realty.

CLICK IMAGE FOR INTERACTIVE SCARBOROUGH TOWN CENTRE MALL MAP

Nguyen said Decathlon is the only confirmed key tenant at this time for the redeveloped space. The sporting goods retailer will occupy about 46,000 square feet of space that will feature extensive inventory and experiential zones, along with programming and activities making it a community sports hub.   

She said Decathlon is expected to occupy the space in the fall of next year. 

“There’s another tenant that we’re hoping to secure and one large non-major as well. The leases haven’t been signed yet but we’re hoping for all of the three tenants to align and open by October 2023,” added Nguyen.

“It’s the former Sears space and we haven’t done anything with the space since Sears closed four or five years ago. Last year during the pandemic we were fortunate enough to work with the City of Toronto to open a vaccine clinic on the second level.”

The overall space is on three levels in a 230,000-square foot box. Nguyen said the shopping centre has not figured out what it wants to do with the vacant space of about 60,000 square feet on the third level. 

Former Sears Location at Scarborough Town Centre (Image: Oxford)

“It might just be storage because the shopping centre is limited on storage for the other retailers. So it might not be converted to retail space,” she added. 

A pop-up Decathlon store opened in late May on the lower level of the shopping centre near Shopper’s Court and it features top-selling products and offers shoppers an idea of what to expect to see at the permanent location next year.

“At Decathlon, we’re passionate about making sports more accessible to all by offering quality products at affordable prices,” said Nicolas Larose, Store Leader, Decathlon. “We’re so thrilled to be introducing the Scarborough community to our brand with this new pop-up store in such an excellent location. We look forward to becoming a destination for all sports enthusiasts in the area, and we can’t wait to open our flagship location soon at STC.”

Decathlon Pop-up at STC (Image: Decathlon)
Image: Decathlon Canada at Scarborough Town Centre (Linkedin)

Nguyen said the centre is underserved in that category and given the demographics of the primary market around Scarborough Town Centre it will just amplify its retail offering in being able to bring the retailer to the community. 

She said the first week of Decathlon’s pop-up store was very successful with lineups of people.

Decathlon has more than 1,600 stores in over 60 countries around the world. It designs, manufactures, tests, and sells apparel and equipment for over 65 different sports. Currently, there are 11 Decathlon stores in Canada. Oberfeld Snowcap represents Decathlon in Canada and negotiated the Canadian leases including the new Scarborough store.

Jamaican Patty Foodservice Concept ‘Patties Express’ Launches Key Expansion in Toronto Market: GM Interview

Patties Express at CF Toronto Eaton Centre (Image: Dustin Fuhs)

No matter what time of day you walk into a Patties Express location in Toronto you’ll get Jamaican patties that are fresh and hot.

It’s one of the reasons for the brand’s success, said General Manager Aziz Mostafa, as the company looks to expand its footprint over the next few months.

Patties Express first started in 2014 at Yonge and Elm Streets in Toronto. Today it has three locations – the Square One Shopping Centre in Mississauga, the Upper Canada Mall in Newmarket and in The PATH at 65 Queen St. West in downtown Toronto. The Elm Street location in Toronto shut down for a new condo development on the property.

Mostafa said it will open three more locations by the end of this year – the CF Toronto Eaton Centre, Commerce Court and Union Station.

He said CF Toronto Eaton Centre is expected to open in August.

Image: Patties Express

“We run a simple operation. We sell Jamaican patties, cold drinks and Coco bread. We focus on quality product, customer service and trying not to waste people’s time as much as possible. People have meetings to attend and lunch breaks that don’t last forever. Every customer should be in and out of the store as quickly as possible” said Mostafa.

“There was never an intent to include a seating area back when we conceptualized the business. When we started Patties Express at Elm Street, the idea was to incorporate Patties Express into the customers day to day activities as opposed to how can they take time off to sit at our space for a while to eat”

Aziz Mostafa

“We’re just taking it slow and steady right now in discovering opportunities that fit into what we would like for the business and it’s future. A lot of the opportunities we have right now grew organic through people reaching out to us while visiting our stores and starting conversations. That’s really how the Eaton Centre deal came about as well; one of our customers, Ivolyn, put us in touch with some people she knew over at Cadillac Fairview and the rest was history.”

Mostafa said Jamaican patties in Toronto have always been a staple of food for snacking. People buy dozens of them, or half dozens, to take to their offices to share with co-workers. It’s a quick snack or a lunch. 

“When we were opening our first store, we wanted to tackle things that were possibly missing in the market. After finding out what those things were, it was a matter of simplifying our operation and separating ourself from the crowd.”

Patties Express at Thomson Building in Downtown Toronto (Image: Dustin Fuhs)

“For me personally, I always make sure the product is as good as promised. When people come in and have a conversation, I always remember that conversation and where we left off, next time they pass by we continue with that conversation. The customers come in and talk to me about pretty much everything. There’s a genuine care and attention expressed on the job and I enjoy it more than anything. I guess that could also be part of the package for some people, they come for the food and the connection we built.”

“The product is always fresh and it comes out fresh every 20 minutes. There’s not a time of day when you’re going to get it not hot and fresh. We make it fresh daily at our bakery and bake it fresh throughout the day. Even if you come by during the last five minutes before closing you’re still going to get the same fresh product as if it was five minutes into opening”

Costco Wholesale Business Centre Expands Canadian Operations with New Quebec Location

Costco Anjou Business Centre
Costco Anjou Business Centre (Image: Costco)

Retail giant Costco Wholesale has opened its sixth Canadian Business Centre, with a new location in Montreal’s Anjou area.

The 134,000 square-foot facility is located at 7373 Rue Bombardier and offers more than 3,000 products, which have been curated to appeal to the local businesses in the Quebec market.

“We are thrilled to open our doors and offer this new service, which will better respond to the needs of local business owners,” said Marc-André Bally, Senior Vice-President, Costco Wholesale Eastern Canada. “The Costco Business Centre concept is already a resounding success in Quebec and across the country, and we look forward to extending the same benefits to more businesses in Quebec. We hope we will bring many new consumers to discover the benefits of a Costco membership.”

This new business centre is the sixth of its kind in the Canadian market and continues the national expansion of the concept. The first location opened in Toronto’s Scarborough area in March 2017, followed by Saint-Hubert Quebec in September 2020, and Ottawa, Edmonton and St. Catharines last spring.

Costco Business Centre in St. Catharines. Photo: Costco

“Costco members will find our product offering to be unique, while always offering great value,” said Louis Santillo, General Manager of the new Business Centre. “This convenient and spacious location will present a vastly different selection of business merchandise – at prices that only Costco Wholesale can offer and with the added bonus of white-glove, next- day delivery service.”

The brand provided a full breakdown of the location, which “offers more than 3,000 high-quality items, targeted at restaurants, convenience/grocery stores and offices – from bulk food items, commercial kitchen wares and cleaning supplies, to office furniture, coffee needs and everything in between. Examples include 16-litre jars of canola oil, a variety of large format packages (up to 25 kilograms) of flour and sugar, 36-kilogram Parmigiano wheels, 10-kilogram jars of peanut butter and 18.9-litre containers of maple syrup. Other exclusive items include commercial meat slicers, mixers and food processors.”

The warehouses are open to members only, with an annual fee of $60 for a Business Membership or $60 for a Gold Star Membership.

Costco Wholesale currently operates 831 warehouses worldwide and 106 across Canada, employing more than 43,000 employees. The first Quebec location opened in Saint-Laurent in 1986, expanding to employ more than 8,800 in the province.

Montreal-Based Denim Brand Parasuco Marks 50 Years: Feature Interview/Photo Retrospective

Image: Salvatore Parasuco

Legendary Montreal-based designer and businessman Salvatore Parasuco — best known for inventing stretch denim — is celebrating 50 years of creating the first commercial jeans laundry in Canada.

Pre-washing denim is an idea that “inspired the whole world,” said Parasuco, 69.

It’s “an industry that didn’t exist.”

The company will officially mark 47 years in the fashion industry in October.

Image: Former Parasuco Location in Montreal

Making jeans is a very complicated process, Parasuco said, noting there are roughly 40 steps involved.

It’s a skill he honed as a young Italian immigrant.

Parasuco’s family home became “the first jeans laundry because when I was calling laundries to see if they would wash my jeans they all laughed at me and threw me out,” he said.

Being “stubborn and driven, and my parents were — we were on welfare at the time — so I said ‘hey, let’s wash jeans at home and I pay you.’” 

The rate: 35 cents a pair “and we didn’t have a dryer,” he said.

“We lived in a tough area, so my parents had to stand guard all day under there watching the clothesline, and in the wintertime we had to wash and hang them indoors and sleep under them.”

Image: Salvatore Parasuco circa 1972

Parasuco was three-years-old when he arrived at Pier 21 in Halifax, settling in Montreal’s Hochelaga-Mercier district, a predominantly French area.

“My parents have third-grade education from the farms and my father was in World War Two, was a vet,” he said.

“So all they knew is ‘where do we get the next meal’?” 

One of six Sicilian children, he started working at age 10 due to his father’s poor health.

Parasuco was 14 when he began washing floors in a store.

Image: 19-year old Salvatore Parasuco in Italy

“I talked them into giving me a chance at becoming a sales clerk and eventually manager,” said Parasuco.

He ended up providing for the entire family by selling jeans out of his high school locker.

The brand was called Le Baron and they were $5.99 retail, said Parasuco.

A teacher and principal had to be convinced to let him support his family financially.

He said he told them he could peddle jeans or “do like the other guys, start selling drugs. I don’t want to sell drugs.”

Image: Salvatore Parasuco circa 1995

They gave him permission to turn his locker into a store “and it was good,” he said.

“Some weeks I was making more money than the teachers.”

Parasuco graduated high school and decided he was going to be a doctor.

But a summer holiday in Italy visiting his grandparents and relatives changed the trajectory.

Parasuco returned to Montreal, opening his first store, “PourLesDeux”, when he was 19 “and then I had to figure out a reason—it’s easy to open but then how do you grow? How do you do business?” 

“I needed a way to attract business and that’s why and how I tried my idea of pre washing jeans.”

In 1975 his label was born: Santana Jeans, known for acid-washed, sandblasted, black over-dyed and stretch denim. 

It was rebranded as Parasuco Jeans in 1988 after buying out his two partners.

“We barely finished high school … so we weren’t highly educated and we didn’t know that you have to register the brand in every country,” he said.

Parasuco said he had booked a show in New York only to find out the name Santana was taken stateside.

Image: Parasuco

“So my staff convinced me to use my family name, which was, I was a little bit shy of because they laughed at me in school with that name,” he said.

He did the show in New York and things took off in the U.S.

“So I had to run both brands simultaneously because Santana was very popular in Canada,” said Parasuco.

Five or six years later, “I put everything into Parasuco.” 

Santana is still alive and has been a private label brand for Costco for the past 20 years.

Backstreet Boys (Image: Parasuco)
Celine Dion (Image: Parasuco)

Parasuco Retail Inc. filed for bankruptcy back in 2015, closing seven stores while continuing to sell merchandise online.

“We decided to give up our 7 stores in 2015 to focus online, wholesale and private label. Unfortunately, to break the leases required, the ‘Parasuco Retail’ division was bankrupted as per our legal advisors,” he shared.

“The retail was only like 30 per cent of our business at that time, the stores,” said Parasuco, adding it had “nothing to do with wholesale.”

He also has a private label business “where we sell our services.”

Parasuco said he’s been focusing on growing the 70 per cent but brick and mortar is still important.

“I’ve gotta be with the right people,” Parasuco said, adding if an “experienced retailer with the infrastructure approaches me and wants to do a co-op with me, we’ll do it.”

Image: Parasuco

The company has remained innovative and agile, adding face masks, bomber jackets, ball caps, and toques in addition to denim.

“Because of COVID, I got into making tracksuits and more knits and more joggers and stuff like that and it took off,” Parasuco said.

Kids’ tracksuits have been introduced, banking on nostalgia.

Speaking of which, a mural celebrating Parasuco’s parents, Antonio and Gaetana, his siblings and the company’s early days was unveiled in downtown Montreal on June 2.

Image: Salvatore Parasuco Mural

It’s at the corner of Crescent and Sainte-Catherine Streets, where the flagship store used to be.

A sneak peak of the high-end outerwear collection, SP (his initials), will be on display.

Parasuco said he’s still working 80-hours a week and will be launching the SP line in January at Pitti Uomo in Italy.

“It’s an exciting time right now in our company,” he said.

Image: Salvatore Parasuco

Retail Leasing Fundamentals Improve in Toronto as Supply Tightens: Report

York St at Queens Quay W (Image: Dustin Fuhs)

Reduced supply and increasing demand has led to a tightened retail space market in Toronto.

After mass vaccinations prompted a turning point last year, the Toronto leasing retail market should continue to see rental strengthen and vacancies decline in 2022, said a report by commercial real estate firm JLL. Developers continue to be pickier about the products they put on the market as some now emphasize essential-oriented retail properties. In 2020, supply quickly adjusted to subdued demand, as many retailers put expansion on hold and construction costs began to rise.

“In an environment where retailers have until recently felt the heavy hand of federal and provincial governments, retail leasing activity in Toronto remains reduced from pre-pandemic levels. The recent Omicron wave hasn’t helped improve the environment either. The expectations now are that leasing activity will gradually improve as provinces drop most of the mandates and less interference takes place,” said the report.

“Asking rents continue to strengthen quarter after quarter despite a pause in Q1. The market is increasingly tight with fewer retail completions, which remain at a fraction of 2019. Due to the reduced supply, availability rates continue to decrease.

Queen Street (Image: Dustin Fuhs)

“The trend to move in remains stronger than the trend to move out. Following strong consumer demand growth last year, many businesses continue to expect increases, sometimes significant, in their sales in 2022. Future sales indicators have improved, and businesses have felt supported both by greater domestic and foreign demand. Net absorption remains relatively stable at a positive, reduced level. Most retail properties continue to be popular, especially those with direct outdoor access close to the shoppers’ homes. Over the past year power centres, neighbourhood centres, and general retail were the places where retailers most moved in.”

Paul Ferreira, Senior Vice President at JLL, said the retail market in Toronto continues to improve. Coming out of COVID, it seems to be in a position where it has stabilized. 

Paul Ferreira

“There’s much more looking forward than looking back in the minds of retailers and in the minds of landlords,” he said. 

“Not a lot of talk about COVID anymore. Just talk about where landlords have some vacancy to fill or where they may be contemplating some redevelopment, and the retailers where they need to start implementing their post COVID strategies, whether that’s rationalizing their store network, replacing some stores that maybe they feel they need to reposition moving forward.

Yonge Street in Toronto (Image: Dustin Fuhs)

“I think we’re very much from a retail real estate environment in a go forward position.”

Ferreira said there are much higher levels of traffic in downtown Toronto today but it’s still nowhere near pre-COVID levels. It’s still nowhere near where people hoped it would be at this point in time.

“It’s up to the major employers to be driving that return to office in downtown Toronto. That includes the big banks. I think a couple of them have now brought their employees back – at least in a hybrid format. A couple of others are soon to do so. And as the banks drive their employees downtown that will drive more traffic from other employers in the downtown core,” he said.

“We still haven’t seen whether tourists will be coming back. We anticipate, we hope tourists will come back. That’s a big component of the downtown (food and beverage) and retail sales in any given summer. We’re seeing a lot more in-country tourism happening of people coming but we’re still yet to see the international traveller come back in any way.”

Yonge Eglinton Centre (Image: Dustin Fuhs)

The JLL report said malls have stabilized after losing ground to other retail properties during the past year. Vacancy seems to have bottomed out, and there is increased leasing activity in malls. Retailers are taking advantage of the available space left after the pandemic. 

Overall, the availability rate in the market was 2.4 per cent in 2019 before the pandemic hit, climbed to a peak of 2.9 per cent in 2020 and is back down now to about 2.5 per cent.

“Construction slowed during the pandemic as costs limited supply. In 2021, Toronto was one of the metro areas most affected by rising construction costs, and the Toronto construction price index for non-residential building rose by 15 per cent. Contractors attributed the higher costs primarily to rising labour costs resulting from skilled-labour shortages and to rises in the price of steel products, impacted by supply constraints,” said the report.

“In addition, the accelerated increase in construction prices has affected retailers’ decisions to move into a new space, as they must now consider the additional costs associated with space buildout.”

The Well at Front & Spadina (Image: Dustin Fuhs)

Ferreira said the food and beverage sector has been active throughout COVID primarily on the quick service and fast casual. As some stability is coming to the market, there are a number of full service players out there looking to enter the market.

“I think we’ll see the restaurant sector move to its post COVID status and the consumer tastes will reflect that. They changed their habits quite a bit during COVID and they’re starting to show what their habits are coming out of COVID, how often they want to eat out, is the delivery to homes still a mainstay. I think we’re starting to see where that is going,” he said.

“There’s a lot of fashion retailers out there that are trying to figure out what the future hybrid work environment means for daily dress. We’re clearly not all buying sportswear every day like we were over the last two years but are we going to see formal workwear in the office setting coming back?”

Sectors such as fitness and arts and entertainment are looking to grow again as the economy comes out of the pandemic.”

Future Chipotle Location in Liberty Village (Image: Dustin Fuhs)

Food services in Ontario continue to rebound as it recovered in 2021 almost half of what it had lost in sales in 2020. Food services sales in 2021 remained 16 per cent down from pre-pandemic levels, mostly due to the ban of indoor dining. Although Omicron depressed food services sales in early 2022, they are expected to gradually rise and peak in August like in previous years, said the JLL report.

“Foot traffic continues to gradually rise after plummeting right after Christmas. Major cities in central provinces like Toronto continue to lag Atlantic and western cities in terms of visitation to retail and recreation places,” said JLL. “Many are returning to downtown for the first time since the fall and office occupancy has increased since March. However, there is concern that a hybrid return to the office might overload scaled-back transit on Tuesdays, Wednesdays, and Thursdays, which have been popular picks for in-person meeting and networking.

“Downtown hotels are seeing rising occupancy as the number of sporting events, parades, and festivals scheduled for 2022 increases. This past March, occupancy was above 50 per cent ‒ more than 30 percentage points higher than in March 2021. As we continue to see increased activity on Bloor Street, rents continue to climb back towards 2019, although rates remain below $300/square foot. Landlords hope to attain pre-covid rates within the next two years. 

“In turn, available space in the Bloor-Yorkville node has trended down, becoming more visible throughout this year and the next, when deals are finalized and new stores open. Incoming retailers include first-to-market The Webster, Paris Baguette, and Lafayette 148. In 2024, Lululemon will open a new flagship at Bloor and Yonge, spanning 12,100 square feet over three floors.”

After experiencing little leasing activity during the thick of the pandemic, Queen Street West is seeing steady recovery and rent rates hold up well. Several retail properties have been sold between 318 and 364 Queen Street West, added the report.

Poor Customer Experience at Retailers Drive Shoppers to Competitors: Kustomer Study

Photo: Shutterstock/licensed

If there’s one thing retailers should know about the future of customer experience, it’s that customers will be in the driver’s seat.

Customers today are empowered and emboldened to do business with companies that treat them well.

Kustomer, a customer relationship management company which was recently acquired by Meta, is helping many of the world’s leading brands embrace that trend by providing tools to improve their customer service and experience.

Andrea (Paul) Salerno

“Our software can truly power modern customer service experiences,” said Andrea Paul Salerno, Senior Manager of Content Marketing for Kustomer. “Kustomer has a single timeline view where you can see every interaction that a customer has had with you in the past, whether that’s customer service conversations or purchases or preferences. You can have very personalized one-on-one conversations. In the old way of customer service, you would lose the history of what came before with each new conversation. That’s no longer feasible.  

“It saves a ton of time for customer service agents because they have everything they need to know in one single view. We’re also very omni-channel. So every possible channel you can work in is aggregated into our system. You can service someone via email, then switch to social media, text messaging, and not lose the context of that conversation. It’s a much more modern experience. When customer service channels are siloed, it’s not only frustrating for the customers, but also the agents.

Kustomer provides its technology to some of the leading direct to consumer retailers – the businesses that put consumers at the centre of their business.

A recent survey by Kustomer found that 79 per cent of CX professionals believe the role of customer service to fuel business growth will become more important over the next three years – delivering an exceptional experience is more important than ever.

Image: Kustomer UX

“Especially after the pandemic, it’s becoming more and more of a differentiator as businesses went online and the Great Resignation happened and people, with inflation, are feeling they’re paying more and getting less. Customer service, and the customer experience, can truly be a differentiator. People don’t care if you’re a mom and pop shop or Amazon, they still expect a convenient experience, a personalized experience, and if you’re able to deliver on that, it can be a huge differentiator for a brand,” said Paul Salerno.

“We have a ton of research on how quickly consumers are willing to just leave a business altogether and never shop with them again after one bad experience. It’s getting more and more important, especially in a digital-first world.”

Paul Salerno said personalization is going to play an important role in the future – personalized experiences are an acknowledged weak point for service organizations today.

The top challenge that CX organizations want to solve is customers’ need to repeat information. This reflects their current biggest weakness, which is data scattered across too many systems, as well as lack of personalization.

To personalize a customer’s experience, you have to know the customer — and that requires data. A platform that brings all the data about a customer into one place helps customer service agents understand the context of a customer’s conversations and helps them deliver more efficient, proactive and relevant service.

There’s no need to waste the customer’s or agent’s time by asking for repeat information. Instead, that information is available at the click of a button, allowing the agent to personalize the customer’s experience by giving fine-tuned advice, addressing problems proactively, and suggesting other products or services the customer might enjoy. The result? An efficient but personal interaction that builds a lifelong customer relationship. 

The Kustomer report also found that 84 per cent of CX leaders predict personalization will become more important over the next three years.

“Customers just prefer real human interactions over everything else. They don’t necessarily want to think of your brand as just a faceless entity. They actually want to connect with it and feel like they’re part of some sort of community,” said Paul Salerno.

“CX professionals are saying that’s the future of our business, ensuring you’re not only hearing what a customer has to say but you’re truly listening and you’re able to have these experiences that feel much more personal, feel much more human.”

Image: Kustomer

In the digital-first economy, both businesses and consumers are starting to adopt a new mindset around the role of CX, added the report. Customer service agents are no longer simple problem solvers when something goes wrong. 

“They now build relationships, reflect company values, and even deliver consultative support. Businesses must ensure they have tools in place that can not only delegate busy work to technology, giving CX agents more time to tackle challenging inquiries, but also surface relevant insights to agents so they are able to deliver personalized and human experiences when necessary,” explained Kustomer.

The Kustomer report also found that 52 per cent of organizations are preparing to be able to service customers via live video over the next three years; 43 per cent of organizations are preparing to be able to service customers via virtual assistants (like Alexa or Siri) over the next three years; and 26 per cent of organizations are preparing to be able to service customers via virtual reality over the next three years.

The study found that 81 per cent of CX organizations report that reducing wait times is an extremely important priority to achieve within the next three years. No doubt, waiting on hold with customer service is a tale as old as time, one that provides a surefire way to create an angry customer. And amidst the labor shortage and pandemic curveballs, wait times have only been exacerbated.

*Retail Insider partnered with Kustomer for this content.

Video Interview: What Do Retailers in Canada Have To Do Today To Survive And Thrive?

Video Interview: What Do Retailers in Canada Have To Do Today To Survive And Thrive?

Liza Amlani, Principal/Founder, Retail Strategy Group, discusses what retailers have to do today to survive and thrive.

Amlani talks about biggest mistakes retailers are making today, their biggest challenges, trends in the industry, impact of supply chain issues and how rising costs will impact consumers.

The Video Interview Series by Retail Insider is available on YouTube.

Connect with Mario Toneguzzi, a veteran of the media industry for more than 40 years and named in 2021 a Top Ten Business Journalist in the world and the only Canadian – to learn how you can tell your story, share your message and amplify it to a wide audience. He is Senior National Business Journalist with Retail Insider and owner of Mario Toneguzzi Communications Inc. and can be reached at mdtoneguzzi@gmail.com.

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