That means understanding how customers change and transforming the shopping experience to match. Today's demanding consumers have turned the 'who buys, who sells' equation on its head, argues Prof Lemon. This customer-driven version of CRM means that retailers must be fast on their feet to anticipate changing demands and increase the personalisation of their marketing efforts. Companies such as Deloitte are already talking of digital loyalty networks which build factors such as lifetime value and product customisation needs into the total supply chain model to meet individual preferences and capitalise on potential selling opportunities. In turn, that leads to a synchronised and seamless supply chain, with retailers forming flexible electronic partnerships with suppliers in order to create these tailored offers.
People are less tolerant and they expect more.
But they must also include holistic and seamless service so that goods bought electronically can be returned to a neighbourhood store, for example, and there must be the 'anytime, anywhere' dimension for delivery of both goods and services. There is a general lack of internal controls or devices that can process and track merchandise returns and that can create severe customer service problems. These new reverse supply chain specialists also claim improved operational efficiencies - a vital benefit as retailers continue trying to cut costs in the face of stagnating sales. In the UK, Body Shop is working with NCR on a number of initiatives. So we need new ways of using these assets so that we are gaining their benefit 100 per cent of the time.