Retail and distribution are coming up against some of the major transformations of our century, what with the emergence of new digital technologies and changes in society. For Julhiet Sterwen, this is undoubtedly one of the sectors that have been most revolutionized. Competition has increased, brands must be increasingly aspirational and organizations need to restructure to become more client centric… and triumph over paradoxical demands.


A client-centric and employee-centric organization

In this context, client centricity is a given. Every member of a company must realize they are there to serve the end customer and be conscious of their roles and responsibilities. Achieving this requires balance. An organization that is client-centric is also employee-centric, since employees support clients day to day.

Towards ethical mass customization

Used to digital services, today’s clients want more speed, simplicity and constantly updated product ranges. At the same time, they want maximum customization. Consumers have become uncompromising on short distribution channels, the circular economy and environmental protection. Similarly, ethical issues are increasingly prominent. From carbon footprints to respect for employees, animal protection and product safety, everything is under scrutiny. Resolving these paradoxes can be complex.

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Distant proximity

New digital pure players have torn up the rules. There are giants like Amazon, of course, but also smaller companies like fashion retailers Sézane and Balzac, who have experienced remarkable success. The secret? A strong brand, based on a unique client experience (customer service, small touches, careful packaging, etc.). Every effort is made to offer the client an exceptional journey. Physical retail is under significant pressure but is still holding up. Brands have understood they need to make their digital and physical offerings complementary, and invent new business models.
How can retailers create hybrid customer journeys? How can they rethink the notion of performance with both digital and physical points of sale?
How can brands reinvent the customer experience? And retain and attract new clients?


Data: the last frontier

Organizations are very unequal when it comes to data. Some are pioneers in this field. For example, Zara, in addition to using lookbooks, exploits big data to detect client preferences and produce products in line with their expectations. But rare are the companies that are capable of going this far (apart from web pure players), although they have this potential. Data is often poorly or under-exploited.
How can retailers set up the right data governance?
What value can they derive from this strategic asset?
How can they make data a real strategic asset and best use it in the client experience?
How can they use it to boost operational excellence?

Julhiet Sterwen can support you with all these changes.
To find out more, please contact us!