The retail environment is changing faster than many brands realise. The evolution of retail is developing and brands need to embrace these new trends.
Back at the turn-of-the-century (I just love saying that) I was in retail management. Dance music retail to be specific. The stores that I ran pioneered cutting edge dance music and thanks to DJ culture, good old analogue 12” vinyl was actually experiencing sales and usage growth. Oh, how quickly things can change. It was around that same time that iTunes launched and changed the way that we purchase, manage and play our music forever. That was one of the first signs of the evolution of retail.
Fast forward 14 years and that sector of retail has changed so radically that now DJ’s can purchase music live on their smartphone in the middle of a playing a gig. According to data from Baynote the retail industry is forecast to experience more change over the course of the next five years than it has during the past one hundred years. News Corp CTO Tom Quinnrecently told CeBIT attendees that consumers are now innovating faster than businesses. Dynamic brands are capitalising on some emerging retail trends, however businesses that ignore the evolution of retail could be left behind.
In this article you will learn:
How innovative use of digital media can help win businessFive trends that are transforming the retail industryQuick fix digital media solutions to cover the basicsImportant things to know about retail in 2014 with a helpful Infographic
The tools presented here are a means for you to analyze your thoughts. By seeking the answers to their questions, you may realize something essential about your business, your customers' needs and their value determination process.
"Design thinking can be described as a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.” — Tim Brown
“A business model described the rationale of how an organisation creates, delivers, and captures value” — Alex Osterwalder
There are divergent things happening in the product and interaction design community. On one hand, we have some amazing pieces of writing from the likes of Ryan Singer and Julie Zhuo, moving our craft forward.
What is service design? What are the benefits of a service design approach? Why engage in service design now? How does service design compare to other innovation methods? What are service design methods and tools?
Key principles of Service design:
(i) aims to create services that are useful, useable, desirable, efficient, and effective.
(ii) is a human-centred approach that focuses on customer experience and the quality of service encounter as the key value for success.
(iii) is a holistic approach that considers in an integrated way strategic, system, process, and touch-point design decisions.
(iv) is a systematic and iterative process that integrates user-oriented, team-based inter- disciplinary approaches and methods in ever-learning cycles
We had several goals when we set out to run this exercise with the executive team. The first was to introduce them to the concept of personas. We achieved this goal to the extent that the team now knows what this tool is and what components make it up. Given that these were ad-hoc personas, it is incumbent on us, the UX team, to continue to update the 6 personas we created as we learn more from actual user interactions. We must then update the executives with these new details.
Traditionally known for creating innovative ‘bricks & mortar’ customer experiences, FITCH has also had to rapidly adjust our approach. Translating a brand into a compelling consumer experience now requires a much more diverse skill base, a refined process and the ability to orchestrate a much broader range of touch points than ever before.
Services are outcomes in which customers do not take ownership of physical elements involved. Services are co-created by service users and service employees. Service blueprints: (i) map the value exchanges and touchpoints, (ii) clarify the interaction between customers and employees, and (iii) reveal how these are supported by backstage activities.
Every product or service comes in to this world with an abundance of actors, like the relations they have and the conditions they interact within. This ecosystem is a self-sufficient set of elements which are intricately interconnected. These elements can exist by themselves, and yet simultaneously be part of a larger ecosystem, like a tree in the forest. However, our ecosystems are populated with people, which can easily result in chaotic or poorly organized systems plagued by unnecessary bureaucracy.