REVAMPING HOLIDAY STRATEGIESLearn key strategies to use when developing holiday marketing campaigns to not only increase sales now, but also all year long. By Ritchie Hale

The biggest time of year for retailers is right around the corner – holiday shopping season. As more than 154 million people shopped over Thanksgiving weekend in 2016, retailers should expect another record-breaking year.

This year, however, more than 75 well-known retailers are expected to close their doors on Thanksgiving Day, and some even on Black Friday according to Black Friday deals site, indicating a major move to online sales.

This digital transformation can be a great win for retailers of all sizes, but only if marketers implement the right strategies. From retention efforts to securing new customers, retailers must enforce a strong omni-channel marketing strategy that engages shoppers at every touchpoint. Engaging with the customer throughout the entire journey will be very critical to maximizing profits this holiday season.

In order to effectively revamp Black Friday and Cyber Monday strategies to increase sales and secure year-long customers, there are three areas marketers need to pay attention to: cost of acquiring new customers, sales from loyal customers and balancing acquisition and retention efforts.

The Cost of Acquiring New Customers

While most brands focus on offering steep discounts during the holiday season, being mindful of the cost of acquiring new customers should be a focus as well. When confronted with two price points for a particular item, shoppers are likely to choose the lower. But, other incentives, such as free shipping and returns, can also encourage new users to make a purchase.

With deep discounting, many retailers are faced with the challenge of trying to break even on the cost of acquiring that customer and making money from them as well. Do you offer the absolute lowest price in hopes that the customer will return to make continuous purchases? How can you best predict this will happen?

This is where retention and monetization come into play. Deciphering which users have repeatedly visited versus those who are clearly shopping around is critical in targeting retainable shoppers. The customers who have visited either the site or particular item numerous times are the ones marketers should target with deep discounts. The more engaged the user is with the site, the more likely they are to purchase again.

Re-engage Loyal Customers

Black Friday and Cyber Monday go beyond introducing new customers to your brand; marketers also need to engage with existing customers. Previous buyers that are already familiar with the product and/or brand are a key aspect to sustaining and growing sales, especially during the holiday season, as these existing customers will be more likely to complete the transaction than a first-time user.

By leveraging deep customer insights to fully understand who your best customers are, how often they’re buying and what they’re purchasing, marketers can send more personalized discounts to attract and re-engage customers. For example, if a customer has repeatedly purchased the same product on Black Friday/Cyber Monday in the past, or has been viewing that product frequently without purchasing it, retailers can offer a more attractive discount to encourage the purchase.

Balancing Acquisition and Retention

Like with acquiring new users, targeting existing customers with attractive discounts for a holiday transaction is also a balancing act. It drives retention by pushing additional transactions, but with an added risk.

Providing deep discounts all the time to existing customers teaches them to only make a purchase when presented with a sale or discount, which can impact a retailer negatively from a profit and loss perspective. Marketers can balance this by recognizing that once a client has been acquired, and the cost of marketing to pay for that client is recovered, the margin available for selling additional products to the existing client is higher.

With this, retailers can offer those deep discounts to existing clients and provide a profitable transaction, whereas the same discount offered to a new client would create a loss-making transaction. It’s this balance that is critical to understand when driving marketing efforts. Each part of the campaign needs to reflect this, as well as the CRM or marketing system being utilized. The CRM must be able to surface this type of data to know which clients to target and to help marketers manage those clients in the above way.

This move into the digital world marks a significant opportunity for retailers as e-commerce continues to grow each year. Marketers can use these above strategies as pinpoints when developing their holiday marketing to not only increase sales now, but also yearlong.

Ritchie Hale is the chief technology innovation officer and developer of TouchCR, an advanced e-commerce platform used by B2C companies to develop deep buyer insights and market with significant relevance. 

HOLIDAY TRENDSShoppers now expect special sales and deals to appear at any time of the year. Retailers should reevaluate what they can do for this new Cyber Everyday mindset. By Bart Defoor

The holiday shopping season, and the flurry of activity that comes with it, will soon be in full swing. Retailers know that their holiday sales will set the tone for the following year.

This has been the case since the dawn of mass retail and is the genesis of the industry. In recent history, retailers and media alike focus on two seminal shopping days: Black Friday and Cyber Monday, as an indicator for the year.

Nowadays, shifting consumer buying behaviors, driven by online technology, have retailers pondering two big questions: “How much will online shopping impact Black Friday turnout in my store?” and, “Is Cyber Monday still relevant?”

Everyday Deals

Today, what were once disruptive market forces have now become the norm. Consumers have Internet speeds at home that rival their business connections, as well as easy to use, powerful tools for finding, comparing prices, buying and receiving millions of products. Moreover, thanks to the ease of finding deals online, customers have come to expect sales all of the time – in fact, year-round – for their holiday shopping needs. As such, single day watershed shopping events, such as Black Friday and Cyber Monday, don’t hold the same weight they did even three or four years ago.

The notion of holiday shopping sales offering the best deals is also suspect. Take for example Amazon’s annual Prime Day, which occurs each year in July and has successfully created its own unique, recurring sales event and related media cycle. The ubiquity of everyday online shopping and competing deals offered at specific points-in-time has resulted in a loss of demand for and lesser need to focus all online sales promotions on one specific shopping day such as Cyber Monday.

With online deals beginning to show up days or weeks before the holidays, and extending well into mid-December, Cyber Monday seems to be transitioning more to a Cyber November, or even a Cyber Everyday mindset. For retailers hyping up their 2017 Cyber Monday deals - it’s time to take a step back and reevaluate what you can be doing now for this new Cyber Everyday mindset.

Blame the Kids

Generational differences are causing major shifts in the popularity of Black Friday and Cyber Monday deals as well. According to a recent study by Natural Insight, a workforce management company, 88 percent of consumers ages 45-59 plan to shop in stores this year and 80 percent of consumers age 18-29 plan to make purchases in brick-and-mortar locations from November through December. However, the survey also revealed only 15 percent of shoppers plan to shop on Black Friday itself. Many feel that they can get the same deals that the store flyers advertise from the comfort of their own couch without having to brave the crowds and frenzy that can come with Black Friday sales floors.

Understanding the “Me Channel”

Even with store traffic in decline in recent years, eMarketer noted that foot traffic was down 12.3 percent in November and December 2016 compared to previous averages – there is hope for the brick-and-mortar store. Consumers are still going. The difference is that now, they are looking for an in-store shopping experience that offers them something unique from what they get online.

Retailers need to quickly grab the attention of these in-store customers with the convenient experience they desire, or run the risk of falling prey to showrooming. This is even more important during the holiday season when consumers are more prone to mission shopping with a planned list.

Another shift in the nature of Black Friday and Cyber Monday sales is the actual products and services that consumers seek. Increasingly, shoppers are looking to buy experiences more than traditional gift items. Research from The Journal of Positive Psychology showed that “people enjoy greater well-being from life experiences and consider them to be a better use of money.”

Following this mindset, there is an expected surge in the purchase of subscription services (e.g., Birchbox or Lootcrate) and experiential giving (e.g., gifting a cooking class or a trip) projected for 2017’s holiday season. These experiential gifts are luring customers out of stores and onto the web, which is fostering the Cyber Everyday mentality of the modern day shopper, especially Millennials, who value experiences over goods.

Rolling with the Changes

History, and now, data, tell retailers that Black Friday is here to stay for the long haul even if it changes its form over time. The hyped phenomenon of Cyber Monday, on the other hand, may be losing momentum. The rise of e-commerce, generational differences, shifts in shopping behaviors and increases in experiential gift giving are all factors.

The holiday shopping season will always be a unique time for retailers, but the consumer mindset has shifted from single-day buying frenzies into a weeks-long journey of seasonal discounts both online and in store. Retailers who remain fluid, adaptive and frictionless will be able to survive and thrive by meeting consumers’ shopping demands and preferences.

Bart DeFoor is a principal consultant at North Highland with more than 18 years of consulting experience with the last 10 years concentrating on the retail industry. 

FortegraVertical integration helps Fortegra exceed client expectations with tailored retail solutions. By Bianca Herron

Since its founding nearly 40 years ago in rural Georgia, Fortegra has grown significantly. With more than 500 employees, and additional offices in Michigan and California, the Jacksonville, Florida-based company is now the second-largest credit insurer in the United States, providing credit protection, warranty, and specialty underwriting products and services.

Although Fortegra boasts decades of industry experience, its wireless division is only a few years old. In 2013, Fortegra acquired a majority stake in Digital Leash LLC – which conducts business as ProtectCELL – to expand its warranty and service contract business in the mobile and wireless device space.

Today, Fortegra provides its carrier partners with valuable wireless solutions including handset protection, premium accessory coverage, and involuntary unemployment insurance.

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PRODUCT RECALL PREPARATIONSCompanies can prepare for product recalls by planning ahead and utilizing digital tools to reduce or prevent the negative impacts a recall can cause. By Peter Gillett

Thanks to the digital age, news can spread quicker than the speed of light, causing product recalls to stick around long after they’ve been settled. Take one of 2015’s biggest fads – hoverboards – for example. From one of the year’s most desired products to the most dangerous, with more than 500,000 units recalled due to catching fire. People are still wary of them.

Aside from technology, recalls can happen to any product at any time. From dolls with toxic lead paint to peanut butter contaminated with salmonella. And when recalls are poorly managed, it can severely damage a brand, its reputation and bottom line. While recalls aren’t always preventable, companies can prepare by planning ahead and ultimately reduce or prevent the negative impacts a recall can cause.

Modern Recall Best Practices

In order to navigate a product recall successfully in modern times, companies must modernize their approach to recall management. Follow these best practices to ensure your recall plan is up-to-date:

• Eliminate outdated processes

Using outdated spreadsheets and paper responses can result in miscommunication, slow processing time and added stress. Instead, use customer relationship management (CRM) systems to store and easily access accurate and up-to-date customer data. Product recalls can be easily managed on a dedicated recall response database and eliminate the need for complex, manually updated paper documents. These systems store all of your valuable customer information in a centralized location that can be accessed by internal key users who can update vital information when needed.

• Retailers should upgrade to automated and accurate reporting

In addition to the public, companies must also face government agencies when a recall occurs, requiring extreme accuracy. Recall authorities often request that companies dealing with a recall start to submit status reports bi-weekly or monthly. This process can be simplified with automated reporting which can include the numbers of:

• Consignees notified of the recall, as well as the date and method of notification. • Consignees that did and also did not respond.

• Products returned or corrected by each consignee contacted and the quality of products accounted for.

• Results of effectiveness checks that were made.This information is easily available with the help of a CRM database and can even estimate time frames for the completion of the recall.

• Step up your social media game.

When a product recall is announced, many consumers learn about it through social media. Whether the company has issued an official statement or not, consumers are made aware of the issue and often voice their concerns and anger. With only 140 characters, consumers can often spread the word quickly, and if a company isn’t prepared to address these consumers, more anger can arise. Make sure your communications plan is up-to-date and that whoever is in charge of social media is aware of the issue and has the resources to properly monitor and respond where necessary.

• Partner with an expert.

Having a trusted recall partner can make all the difference on how a recall is handled. Recall partners help companies determine responsibilities, assign roles and help handle operations, production, purchasing, customer service marketing and finance. They develop an online recall flowchart and message key customers, stakeholders and media with prepared templates.

Recall professionals will identify product locations and notify all affected parties, allowing companies and retailers to focus on their customers. Recall partners can also help with removing all the recalled products from the marketplace and with ensuring recalled products don’t re-enter the market and are properly disposed of. When a recall is wrapped up, your recall partner can help measure effectiveness, and advise where you can improve and how to best move forward.

• Conduct annual mock recalls.

On a quarterly basis, companies should perform a mock recall. To do this, simply choose a product for a mock recall, trace the product from its source and where it’s located. Verify communications systems during this process, from emails to addresses to telephone numbers. Document each mock recall and spot which aspects may have not been factored in and where a crisis strategy plan can be improved.

Plan for Success

Recalls are complex, and if there isn’t a proper plan to manage them, the process can become overwhelming, causing severe damage to a brand and its consumers. It’s important to remember that crisis communication strategies should be continually reviewed and updated as the digital world continues to expand. By ensuring you have digital channel experts in place, and use best practices, your company can defuse potential damaging situations and emerge as a stronger, well-rounded and experienced company ready for anything.

Peter Gillett is CEO of Marketpoint Recall, an international recall agency with locations around the world. It handles many languages across all time zones and has carried out national and international recalls for companies in many sectors.

Express Trade Capital Express Trade Capital prides itself on adapting to market changes and providing its customers with tailored solutions for more than 20 years. By Bianca Herron

In 1993, Peter Stern founded Express Trade Capital Inc. as a shipping and logistics company. Ten years ago, he saw an opportunity to expand Express Trade Capital’s services to include financial solutions such as letters of credit, factoring and purchase order financing.

The New York City-based company has since earned a reputation for helping its clients build and operate successful businesses. Managing Director Mark Bienstock attributes Express Trade Capital’s success to not only providing a one-stop shop for its more than 250 clients, but also tailoring solutions to their unique needs.

“The beauty of the operation is that a customer may come to us for a specific service, but then utilize another,” he says. “For instance, they may come in for letters of credit and then they’ll gravitate to purchase order funding, or shipping.”

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