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Omnichannel

A collection of news, articles and other featured content about Omnichannel.

Redefining Retail Through the Customer Gateway

Your customer is the point of sale wherever they go, so it’s very important for retailers to utilize customer insights to understand the customer journey through a blended channel of technology, physical outlets and customer experience.

Navigating COVID-19: Manage Short-Term, Plan Long-Term

The patterns of human traffic have changed in unique ways cross-regionally, and there are some successful strategies retailers can take to make an impact now and pay dividends down the road.

Bed Bath & Beyond will close about 21% of its store fleet over the next two years as it invests in its digital transformation.

It’s a great time to think about starting a company — that’s not something you expect to hear right now.

Like Walmart, Target’s omnichannel capabilities were put to the test during Q1, and it passed with flying colors thanks to an ability to leverage its store fleet.

Walmart aced the omnichannel test during its first quarter, leveraging its store fleet to reach consumers in its stores and online.

While the numbers weren’t unanticipated, they still served as a stark confirmation of the disruption wrought by the spread of COVID-19.

The annual ranking of food retailers looks a little different this year.

A POS is the hub of every business action, but what many retailers still don’t realize is its powerful role in unlocking customer loyalty and higher revenue. 

With 30 years of experience as a Sears and Neiman Marcus executive and a strategic advisor, Steve Dennis has seen his share of retail disruption.

Bed Bath & Beyond is quickly pivoting to face changing shopping habits and store closures due to the coronavirus pandemic, prioritizing around $250 million to support omnichannel operations in 2020 and beyond. Find out how it’s converting 25% of stores to fulfillment centers, rolling out curbside pickup and more in the face of change.

Build-A-Bear Workshop, known for its in-store retail experience, has launched a new online program and is donating teddy bears to children impacted by COVID-19.

Shopper habits were already rapidly evolving with the developments of e-commerce, frictionless commerce, and sustainability concerns. Then, in the face of COVID-19 pandemic, the speed of change has been unlike anything seen before.

Strategies for retailers to meet the challenges of unpredictable surges in demand in the context of how three historical greats handled their challenges.

Knowing who you are, what makes you different, and how to create meaningful, frictionless experiences are key to surviving — and thriving — in a crowded marketplace. 

The footwear giant anticipates its digital tech investments will help it weather the storm the coronavirus is wreaking upon retail worldwide.

The company has expanded its buy-online-pickup-in-store (BOPIS) service with a curbside option as a response to combat the spread of the new coronavirus.

While retailers may have cracked the code on fulfilling online orders, managing returns in a way that maintains and even drives customer loyalty remains a challenge.

While retailers may have cracked the code on fulfilling online orders, managing returns in a way that maintains and even drives customer loyalty remains a challenge.

An altered landscape will emerge for both consumers and retailers after Covid-19 passes. Here’s a look at some long-lasting effects to plan for.

Ultra is increasing sanitation measures at all of its stores.

Stores will still provide hair services, a decision that CEO Mary Dillon said is “based on feedback from experts.”

Walmart continues to bolster its grocery business, with its latest move including consolidating its two mobile apps into one.

The children’s wear retailer and manufacturer revealed details on the progress of its omnichannel tech investments, which included greater consumer adoption of both BOPIS and ship-to-store.

Walmart may begin testing a membership program to take on Amazon Prime as soon as this month, begging the question of whether consumers would pay for two very similar offerings.  

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