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MARKETING SAME CONSUMERS, CONSUMING DIFFERENTLY They’re back. Consumer foot traffic in key shopping centres and prime retail precincts is reportedly at around 86 per cent of that immediately before the declaration of a pandemic in March. But it’s a whole new ball game. TBy Marketing Focus Marketing and Business Strategist Barry Urquhart. he faces are familiar. Addresses are the same. So too are the credit and payment card details. Loyalty cards (really?) are still valid and accumulating points, with little reciprocal commitment to the issuing businesses. Yet, the customers are exhibiting differing buying patterns. Advertising messages are eliciting fewer and slower responses. Promotional activities are generating less interest, fewer responses and attendances. Big price discounting campaigns are, seemingly, failing to increase revenues. The price savings are being accepted, if not expected. However, volumes don’t reflect the enhanced value offers. Consumer loyalty and repeat business with individual stores and brands are tenuous. Relationships are founded on each transaction, its competitive pricing, payment options, and incentive post- purchase services. Relationships are fractious, hard earned and short term. Online sales have not proven the saviour for all bricks and mortar outlets. Indeed, during June total national online sales declined by some two per cent – the first such decline in more than seven years. This was an expression and qualification of consumer dissatisfaction with poor, slow and variable delivery standards. Delivering the promise on time is difficult and expensive. The allure of personal contact with in-store sales and service providers remained. Sadly, the expectations and promises have often fallen short because of rationalised staffing levels. Customer centricity Many bold statements and declarations by managements about customer focus, customer centricity and being customer driven have been found to be shallow. Recognition is often limited to demographic profiles and historic buying patterns. Such are the characteristics and typical deficiencies of algorithms and artificial intelligence. Intuitive reasoning, understanding and responses are sparse. The nuances inherent in the spoken word and body language are seldom recognised, comprehended and appreciated. The large capital investments in social, digital and online capacities haven’t been matched by complementary and contributing capabilities of experienced, qualified and enthusiastic team-members. Close the gap True, the physical presence of consumers has been, and continues to be, conspicuous. However, their psychological perceptions, aspirations, expectations and buying criteria have changed, often substantially. Each is a consequence of lockdowns, social isolation and inhibited mobility. Looks can be, and often are deceiving. They represent potential. Converting and fulfilling require closer analysis, understanding of the new consumers, and refinements to business practices and promises. About Barry Urquhart Barry is a marketing strategist and consumer behaviour analyst with extensive experience in consulting to, and addressing events for retailers, wholesalers and shopping centres on five continents. He is a former lecturer in management at Curtin University. He is author of six books, including the two biggest selling publications on service excellence in Australasia: Serves You Right! and Service Please! M: 0419 835 555 E: Urquhart@marketingfocus.net.au W: marketingfocus.net.au 64 RETAIL WORLD SEP, 2020