As digital retailing evolves, it is quickly morphing into something so different that it requires a new name: Omnichannel retailing. The name reflects the fact that retailers will be able to interact with customers through countless channels—websites, physical stores, kiosks, direct mail and catalogues, call centres, social media, mobile devices, gaming consoles, televisions, networked appliances, home services and more. Retailers must bear in mind that consumers don't think in terms of channels but brands, the brand promise has to be consistent everywhere. Unless conventional merchants adopt an entirely new perspective - one that allows them to integrate disparate channels into a single, seamless, Omnichannel experience - they are likely to be swept away.

Improved search tools, access to user reviews, instant price comparisons, active social networks and more are fundamentally changing shopping. Computers, smartphones and tablets provide access to endless sources of information that help consumers decide what to buy and where to buy it. And retailers increasingly rely on evolving technologies such as integrated inventory software, radio frequency identification (RFID) tags and quick response (QR) codes to better manage inventory and offer new services.

But technology alone is not innovation. Too many retailers are spending on technology without transforming the customer experience—buying iPads for their sales associates, for example, without a vision of how that will enable them to win in an omni-channel world. And the pace of change is increasing; retailers’ choices on how to deploy technology across channels and throughout their supply chains are becoming more complex.

Customers are out in front of this omni-channel revolution. By 2014 almost every mobile phone in the United States will be a smartphone connected to the internet, and an estimated 40% of Americans will use tablets such as the iPad. If you doubt whether consumers are ready for technology-driven retail solutions, find a “dumb” video display in any public location and look for fingerprints on the screen—evidence that people expected it to be an interactive touchscreen experience.

A successful omnichannel strategy should not only guarantee a retailer’s survival—no small matter in today’s environment. It should deliver the kind of revolution in customer expectations and experiences that comes along every 50 years or so. Retailers will find that the digital and physical arenas complement instead of compete with each other, thereby increasing sales and lowering costs. Ultimately, we are likely to see more new ideas being implemented as customers and employees propose innovations of their own. In today’s environment, information and ideas can flow freely and retailers that learn to take advantage of both will be well positioned for success.

With a typical large retailer already running as many as 30 IT projects, working out what to add for the future is getting harder and harder. This is particularly true as the embattled sponsor has not just to keep existing systems going but has to work out the business case for technologies that might well be proven in terms of functionality, security and cost, but cannot demonstrate how well they will be received by end users.

Retailers in previous tough economies have looked to point solutions that they can adopt quickly and often without Capex approval, to fix a particularly tricky problem or to take advantage of a profitable business opportunity. While there is already evidence of this, particularly as technology can deliver benefits so much more quickly than it could in years past, there is also evidence that some retailers are using the current competitive environment to do a total systems replace.

Fortune favours the brave as all previous downturns have proved : those companies that invest and innovate, while of course managing their costs as far as possible, emerge more quickly from the downturn. And this includes those that recognise that when competitors retrench, this leaves the field open for grabbing market share.

IT vendors that recognise these dynamics become the trusted advisors that retailers depend on not only to manage whole systems replacements, but also work closely with them to get best advantage out of innovative technology.

1. What is the greatest opportunity for your business?

CRM, and the continuing journey towards being a truly integrated cross channel retailer.  White Stuff now has the technology to create a single view of our customers across all channels, and this will enable all our channels to deliver even better, more relevant and personal customer experience s and communications to our lovely customers.

2. What is the biggest challenge to your business?

Too much to do, and never enough time to do it all!  At the same time, the economy and consumer confidence is slowing growth down so existing resources get a little more stretched. But we have great people who really want to be different, make a difference and make the world a little happier!

3. With the benefit of hindsight what would you have done differently so far?

I would have liked to have accelerated and developed our International web proposition sooner so we could have built a bigger international customer database and be selling more overseas online by now.

4. What is the future of the physical store?

A happy one! Shops are the major element in our cross channel strategy and are very much the physical representation of our brand and they consistently deliver a really super shopping experience. We have 80 shops and plan to open more in key UK customer locations. We are also just opening our first two International shops in Northern Europe. With our ‘4 new ways to shop’ we expect more existing and new customers to browse and research online but buy in-store, or choose the new Click and Collect option in addition to buying online or via the phone. I can see the leading pure plays opening shops or having a physical retail brand presence in the future too.

5. What will the high street look like in a decade?

White Stuff is all about ‘local shops for local people’ and we love to be an integral part of our local community, and deliver remarkable personal shopping experiences and service.  I think the high street will need to create more retail theatre and brand  ‘showcases’  to deliver exciting, original, differentiated and entertaining customer experiences. The key malls will be the major regional or national shopping ‘entertainment and leisure destinations’ for groups and crowds to gather on a grand scale and be fully wired to exploit all the new potential with emerging mobile and social technology, tools and media.

6. Will mobile devices be the primary sales channel in the future?

I can see shop staff using mobile devices and social commerce more as part of the in-store brand and customer experience.  Another benefit of mobile devices in shops will be to gather retail customer opinions and feedback to enhance user-generated content on the web and via social networks.

7. What other retail business do you admire?

I admire ASOS, Net- a-Porter and Zappos for making a step change in creating new customer shopping experiences, service, choice and delivery over the last decade. I also love the retail ‘theatre’, entertainment, sheer scale and brand choice of shopping in Harrods, and the consistently good service and value at John Lewis.

8. What marks out of 10 do you give yourself so far for achievement?

You should ask my team that one as I always want to do more, faster, quicker, and my ‘to do’ list is never completed! There’s always so much to do, and loads of new stuff – it could never be a perfect score. It’s a bit like painting the Golden Gate Bridge – just as you think you’re reaching the end, there’s a new bit to start over again, and you never finish it.  (However, if pushed, I’d be happy to say probably 9/10 for fun and working with great people along the way).

9. Who would you place in the Top 30 Multi-channel/e-commerce Movers & Shakers?

The Top 30 features the great and the good of the industry! It’s inspiring to see so many of the names I respect and admire so much like Nick Robertson, Natalie Massenet, Scott Weavers-Wright, Robin Terrell, Laura Wade-Gery, Peter Fitzgerald, Clare Gilmartin, Miriam Lahage up there with the best!

10. If you hadn't been a retailer what would you have liked to do?

I originally wanted to be a vet, but knowing what I know now, I think I’d liked to have been a business psychologist!

Having the ability to add customer ratings and reviews onto a product page, for instance, can add significant value to any ecommerce procedure, bringing to life a community type environment that can be both useful and enjoyable for the consumer.

And retailers are becoming increasingly aware of this. A recent study conducted amongst Australia’s online retailers (by Forrester) notes that many businesses in the country are looking to bolster their online presence by upping their technology spend in the coming years. Replacing core ecommerce platforms, back office integration and technology is something that approximately 50% of those surveyed intend to do, many in the next two years.

With more complex and developed ecommerce platforms coming to the fore, it makes perfect sense for retailers to capitalise and stay ahead of their competition. However, it appears now - perhaps for the first time - that the value and importance of a strong ecommerce offering is being recognised; and that retailers are also realising how an effective web site can also assist with its overall brand consistency. The focus is now on scale, flexibility, development timeframes and cost versus value delivered. The vendors, but not all, are rising to the challenge to deliver:

1. Mobile commerce not just apps
2. Geo-location targeted content
3. User Generated Content tighter Social Media interaction
4. Customer Behavioural content and personalisation

The latest podcast is from Gary Copping – K3's Business Development Manager. He talks about multi-channel retailing in the context of an economic downturn. The news is good – on line retailers now have more opportunity to get into stores. However, he warns that all retailers will have to get better at meeting customers' expectations for consistency of product, offer and service across all channels. Gary talks about the techniques and technologies that retailers can adopt to ensure joined up retailing.

This is where we will be pulling together some news and views from all over the show and sharing our take on things, or letting you know about the latest news from us. We are a Microsoft Dynamics provider (the UK's Largest, as it happens), so if you are interested in that area please keep checking back, as we will be posting the latest information about Dynamics - particularly NAV, (or Navision to some of us).

As a technology company we have to keep up with new releases of software, latest hardware developments and the constant stream of new products coming onto the market. Some are very good, some need a little work, but there are enough redeemable features for them to be considered useful, while others...well, you are better off saving your money. We'll be posting reviews on anything that really grabs out attention.

We look at technology within the scope of retail - however, we also look at the Retail Industry itself. Where and how are customers spending? What are leading retailers doing that struggling retailers are not? What are the core concerns for all retailers, are they the same concerns across Tier 1 to Tier 3 retailers? What about across the different sectors; do FMCG Retailers fear the same things as Fashion Retailers? Sometimes.

And one of those sometimes is now. 'The Credit Crunch', though sounding like a benign cereal, is in reality a 'bogeyman' that hovers over us all. Should there be fear within the Retail Industry or is there hope throughout all the gloom and negative prophecising that has been rumbling around for so long? Is it in fact a bogeyman, more myth than reality? In September it was reported, that retail sales were looking dismal. At the same time the BBC reported that sales were climbing, amidst all the hand wringing. This is supported by reports such  as Alliance Boots recently announcing that it is on track to deliver its profit and cash flow goals for 2008/09.  Is this the reality for all retailers? We want to hear from you and learn what your perspective is - on this and anything concerning the fields of retail and retail technology.

We hope you enjoy this blog.

The Retail Blogger