Covid-19 was a turbo-catalyst in that many retailers introduced "omni-channel" virtually with a crowbar. Suddenly, tools and processes for online appointments were launched, curbside pickup was made possible, live shopping advice was introduced, and even the handling of QR codes, which had previously been unpopular and unused in Europe, became a matter of course.

But, understandably, this re-action (reactive behavior) means that strategy falls by the wayside. Which (omni-channel) service is really required by the customer in my business model (user journeys)? Which service do I offer to create the greatest customer value (perceived value, NPS)? Which service will increase customer lifetime value? What are the real growth drivers for omni-channel, and how do I manage them inside the company (employee incentives and new omni-channel KPI) as well as with customers (CRM)? And, most importantly, how do I organize the transformation processes within the company and at interfaces, and how do I manage the challenges on the leadership side?

What companies need now is a solid review of the status quo and a medium-term overall concept. This will make it possible to implement a true digital road map consistently and efficiently, with maximum customer benefit, and to manage the ongoing (or increasing) need for permanent change.

Want to tackle this together? Reach out to us – we’d be glad to advise you.