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ARE YOU READY? New Is Now the Norm for the Digital Native Audience

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ARE YOU READY? New Is Now the Norm for the Digital Native Audience MORE DISRUPTION IS COMING: ARE YOU READY? New is now the norm for the Digital Native Audience. Are you moving fast enough? A State of the Industry Report By: 011-027_SOI_AugSep16.indd 1 8/17/16 5:30 PM Lee Peterson Chris EXECUTIVE VICE PRESIDENT, Doerschlag BRAND, STRATEGY & DESIGN CHIEF EXECUTIVE OFFICER Contents Out with the Old, in with the Digital Native Audience 4 Lessons of the Third Wave: The Urban Outfitters Story This consumer is here and here to stay. Never again will there be a consumer group that was born before the boom of the Internet and online shopping. This 6 The Adaption Problem: population, lives digitally, thinks digitally and shops Airline Self-Check-In digitally. These consumers expect ‘the new’ and more from stores, and they expect it now. If retailers want to stay relevant to these shoppers they will need 8 EchoPark to change, and change can’t come fast enough. 10 The Drive-Thru of the Future 12 Transactional vs. Transitional Zones 14 The Digital Native Audience 16 The Store of the Future Creates Omni-Encounters 2A chainstorage.com August/September 2016 011-027_SOI_AugSep16.indd 2 8/17/16 5:30 PM simultaneously there is no sense of refine that personal brand. Scholars Let Go of the Past disconnect between the two. In the have identified these book, It’s Complicated: The Social Lives interactions as The old ways of attracting and of Networked Teens, author Danah highly ritualistic gaining consumer loyalty don’t work Boyd uses a metaphor that Boomers exercises in the anymore. Attempts to subtly tweak CHIEF EXECUTIVE OFFICER may find both quaint and baffling: construction of traditional techniques for the latest “Digital spaces should be seen as a both individual population are destined for failure, kind of 21st-century update of the and social and the much-cited “Millennial” malt shop, where kids can meet other reality. “Everyday moniker is unhelpful and misdirected. kids free of parental surveillance.” digital rituals enable It’s time for brands to adopt a new Yes, where once the young socialized people to emerge in a paradoxical worldview like their consumers have at the soda fountain, competed in form—extensively networked and already done. Brands must take a the arcade, flirted in the food court, connected, yet deeply self-directed giant step back, and let go of the old. today’s youth, the Digital Native and solitary,” writes Biswarup Sen in They must form a new definition and Audience, is meeting in a malt shop of Information as Ritual: James Carey in understanding of the coming wave the mind. the Digital Age. of shoppers by embracing the needs and expectations of this population of consumers we call the Digital Native Audience (DNA), and why it There is but one conclusion, and if is imperative for organizations to Emulate the Emulators you have younger customers it’s embrace ‘the new’. pretty simple: You’re not going fast The Digital Native Audience likes to enough, and you cannot go too fast. shop, they like to browse, they even From touchscreens to retinal scans still like brick-and-mortar stores. to self-driving cars, the DNA is ready A Digital Relationship As made clear by the innovative for boldness, experimentation and success stories of Apple and Amazon, innovation. It’s in their blood. It’s how among others, technology provides they’re wired. It’s who they are at The DNA are defining and redefining opportunity for brands to reach and their core. But the brands that will themselves constantly—not through reinvent relationships with their truly survive and thrive are those that consumer goods alone, but through consumers in deep and mutually embrace disruption as an opportunity action and interaction in the digital rewarding ways. What is different is to innovate, to experiment and to sphere. They mediate the consumer’s tech-abetted self- creatively destroy anachronistic their identities regard in relationship with brands. “efficiencies” and traditions. in the physical Consumers think of themselves and the virtual as brands now and are using the worlds in digital space as an environment in real time and which to build and to continually 5 Things about WD Partners... 1 2 3 4 5 WD was founded in Our mission is to drive WD is licensed in all We have designed WD has six offices 1968. and shape the future of 50 states and Canada. and executed over 100 across the globe with customer experience. million square feet of the home office in retail space. Columbus, Ohio. August/September 2016 chainstorage.com 3A 011-027_SOI_AugSep16.indd 3 8/17/16 5:31 PM Lessons of the Third Wave: The Urban Outfitters Story When the CFO of Urban Outfitters, no problem posting reliable gains in maintain cultural relevance in the Frank Conforti, talked to Wall Street comp-store sales. Now the reliable marketplace with physical stores. In analysts late last year, he took pains growth is more consistently on the fact, they are an ideal case for studying to point out the kind of fact retail non-store side of the business. They how store brands can keep physical executives often try to obscure: aren’t building new stores at the same stores alive and relevant while still The direct-to-consumer channel clip anymore, but channeling capital navigating solid investments in online was outperforming the company’s investments into fulfillment centers. growth. stores. Sales via web, mobile and If direct-to-consumer sales are mobile apps were going up with outperforming stores, why don’t they positive gains across all brands, which just stop investing in stores? Urban include Anthropologie, BHLDN (the Outfitters will still open approximately company’s wedding brand), Free 32 across its brands in North America, People, Terrain and Urban Outfitters. according to a March 2015 earnings But on the store side, comp-store call between company executives and 1. INVESTING IN STORES sales were in the negative range. Wall Street analysts. ISN’T A ZERO-SUM GAME As a bellwether, these divergent Despite doomsayers prophesying Disinvestment in stores to drive growth trajectories are illustrative of a the end of the store, the physical direct-to-consumer growth, or vice harsh truth: It’s increasingly side of commerce can’t be ignored. versa, isn’t a viable strategy. In our difficult for retail brands to build While struggling to resurrect comp- study of Third Wave retail brands, we a road map to consistent, reliable store sales from once enviable heights, discovered that brands emphasizing growth. You can’t just open up new Urban Outfitters has still managed to in-store innovation also experienced stores and expect equivalent increases grow its direct-to-consumer business. growth in direct-to-consumer in sales. Of course, it wasn’t always Something the company never would channels. Case in point: The swift this way. Urban Outfitters once had have been able to achieve if it didn’t actions Urban Outfitters launched 4A chainstorage.com August/September 2016 011-027_SOI_AugSep16.indd 4 8/17/16 5:31 PM to rejuvenate the in-store experience as Tedford The Lesson: Unless a store brand has built a concrete Marlow, CEO of the Urban Outfitters Group, and tangible in-store experience, it will explained in a recent call with analysts. Marlow be difficult to drive direct-to-consumer sales. outlined a series of innovative initiatives, which LEE PETERSON we should note, are almost all capital investments EXECUTIVE VICE PRESIDENT, in physical stores. BRAND, STRATEGY & DESIGN They included: Lee has more than 30 years • Space Ninety 8 in Williamsburg, of experience as a retailer, a Brooklyn, which has a community — strategist, and as a leader in brand and design. He brings minded emphasis and its own local an innovative approach to marketplace 3. A SINGLE STORE BRAND strategic assessment and BANNER IS TOO LIMITING • Herald Square in Manhattan, the brand development by understanding cultural company’s largest store to date, Since its founding in 1970, Urban Outfitters trends, consumer which now includes a hair salon has constantly expanded and developed new demographics and buying and an eatery brands. Today, it operates five separate brands behavior across multiple and over 400 retail locations worldwide. These industries. • The company’s first store in include its namesake stores and Anthropologie, Honolulu, Hawaii, which delivered along with various new store concepts. Free Lee offers a well-rounded the company’s second largest People is a specialty women’s clothing boutique and informed approach to opening day with a bohemian theme. Terrain represents a designing customer-focused fundamentally new retail concept. Along with retail and restaurant • The launch of Without Walls, selling home and garden decor, each location experiences and believes the company’s own active lifestyle also offers an in-store restaurant with a local, customer experience is the brand with experiential marketing organic/farm-to-plate theme. (As the company future of retail. and unique performance products describes it, the theme aesthetically and gastronomically reflects the cycle of the seasons The Lesson: There’s no time for store brands to and the local community.) Then there’s the bridal stand still—and in-store innovations can often lead store BHLDN. The company also recently added to direct-to-consumer growth. Space Ninety 8, a concept store which The New York Times called “a preservationist gesture, a middle-class beachhead against creeping luxury at every turn.” The Lesson: Don’t be monolithic. Standing still is not an option. Retailers must constantly adapt 2. MEANINGFUL IN-STORE with new assortments to EXPERIENCES appeal to emerging demographics and Let’s take a step back and consider the definition generational of physical.
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