Like other digital marketing tactics, executing an effective e-commerce strategy entails challenges and considerations that we must take into account.
Is someone going to devote full time to this channel? What profile of person will be responsible? Will it have autonomy and be empowered? Will I have my own online store, or will I sell my products and/or services on an online sales platform? What products will I sell and with what pricing? How will we do the logistics? What will be the minimum profitable amount to make a delivery? What will be the commercial policy?
We should not think that the online store presses us downwards the commercial margins. However, the more competitive its price, the more transparent it will be for our consumers. The concept of the consumer is that buying online is much cheaper; even, the vast majority check and compare prices in stores, before making an online purchase. However, we should monitor MAP pricing in order to maintain our business in the long term. As poor pricing management can cause problems. Remember that the Internet is full of price comparison programs between products and services. Even, there are brands that guarantee the cheapest price, and if not, they even refund (of course, in credit so you can buy back online).
Will I enable an online chat and / or a customer service line? What means of payment will I use? The traditional ones? Will I add PayPal ? Bitcoin?
After making all these considerations, you should think that the online channel works 24 hours per day and 365 days per year. We must look for internal mechanisms, digital talent and work flexibility to meet the demands of this dynamic and fast channel, since digital consumers want immediacy, good prices and excellent service.
I usually talk about the example that everyone knows: Walmart. This company has tried to enter this eCommerce channel and has not been successful; they have been trying for a while and after several failures they decided to buy the most successful start-up, Jet.com, paying 3 billion. However, Amazon has had it much easier. When Amazon announced that they wanted to have 2,500 physical stores in the coming years, they had no doubt that the 400 Whole Foods stores were ideal for modernization and digitalization, with the aim of creating a new experience for the consumer, developing the store of the future.
The companies that agree to sell by multichannel, not only must synchronize the different sales channels, but also maintain control of the entire process: prices (above all), their inventory, delivery times...
The traditional store or the traditional sale must be reinvented. If we have physical points of sale, we must think about how we make those channels profitable, how we create a new experience, how we add value.
Despite all the challenges, you have to get on the train; incorporate this sales channel into our business strategy; stop talking about the issue and get down to work gaining experience and dominate the channel that the new consumer has chosen to better know the products and services, prices and to make their purchases.
Published by Julia Morison