One of the biggest pain points that most brand managers in traditional companies experience is internal push back when trying to drive their ecommerce initiatives forward.
Why is this?
Headlines like this:
Online sales eating into offline retailers profits
Ecommerce is killing traditional retail
Five signs that stores (not ecommerce) are the future of retail
The advantages of ecommerce over traditional retail
Creating an online retail channel requires resources and that could cause other departments to feel threatened but headlines like these create a ‘this or that’ type of mentality even within companies.
No matter which channel the sale is made, it’s all money going into the company’s pocket.
Given that online retail is usually pitted against traditional retail as “the enemy”, ecommerce managers have the uphill challenge of proving that this isn’t the case and actually, sometimes the complete opposite.
Re-thinking a traditional mindset
Fighting for more resources to be allocated to ecommerce becomes a struggle given the unpredictable nature of success online.
Open an offline store in a popular shopping center and it’s almost guaranteed to generate sales. Open an online store and fear that it will be lost in a sea of better keywords, better product images and even hungrier digital agencies.
But ecommerce is not new competition, it is simply another shop down the street that showcases what your brand is about. It can also be used to drive more foot traffic to your shop if conducted correctly.
Once the mindset, “you against me” is reversed, can ecommerce channels thrive on behalf of the brand.
The company will slowly learn a new business model described as “unified commerce” – where retail and the internet are not siloed but managed to complement one another.
Being able to utilize the internet to resurrect a brick-and-mortar brand will be vital to many brands currently stuck in an in-between situation.
Payless Shoesource in the United States is planning to close up to 500 of its stores for bankruptcy reorganization but will continue its operations in the Philippines – a market that they advocated for ecommerce almost since its inception in the country.
“It will be business as usual for Payless’ international operations, including the Philippines, as these business segments have been doing well and are profitable,” SSI Group Inc. said, Payless Philippines official distributor.
Making the ecommerce business case
Payless Philippines Ecommerce Project Manager, Thea Lizardo, spoke to a select audience at the ecommerceIQ x Google Ecommerce Masterclass in Manila earlier this year to share a few tips for managers advocating ecommerce internally.
Have a champion
This can be any individual in the company, preferably someone in the C-level ranks, who supports your mission to build a digital channel. When requesting for a larger budget or during monthly reporting, this ‘champion’ should be able to ensure enough resources are available to reach your growth targets.
From experience, Thea knows that reporting may look deceiving to outlookers but that ecommerce managers should be able to understand and explain the numbers.
Brand milestones – highs – are usually followed by dips as the company reassess and allocates more spending to build the ‘front-end’ business (demand generation) by focusing on optimizing marketing, mobile, and product assortment, etc.
Often overlooked, a company’s employees can be the number one source for low-hanging free advertising fruit. As shared by Thea, 1,000 employees can be responsible for reaching one million customers, or creating 5,000 unique pieces of content all about your brand.
Their involvement in the company’s success online and knowledge of the ecommerce department’s progress will also build a sense of community and ownership.