New era in connecting brands and consumers
Posted: Wed Dec 11, 2024 9:15 am
It's no longer news that the way we buy and consume is undergoing a transformation. You only have to browse the networks to find thousands of content on the subject. But how is this new reality affecting companies ? Let's zoom in to check it out.
The new reality for companies
We could say that if we get into a helicopter and fly over the market, we will find that the situation is very different depending on the neighbourhood. That is to say, each sector has evolved differently , both due to its own circumstances and its consumption patterns, as well as the structures and processes of the companies that make it up.
In relation to the adaptation of companies to the Omnichannel consumer, the fashion sector is leading this transformation, having a deep dive into the demographics of the u.s. chinese population made a quantum leap in the last three years. To achieve this transformation, it has needed leaders with a vision for the future, capable of questioning their business model and adapting it, both at the level of structure and processes, to remain competitive in the new reality.
It is clear that within the sector we find companies that have achieved this with more success than others, but without a doubt, the former have left a path where the latter can begin to forge their own path, with less risk, being able to be inspired by their competitors.
In the mass-market retail sector, this transformation has been less, although we certainly cannot deny its evolution: most and least of us already have their online store, but have they been able to transform their processes ? Do they offer omnichannel in the same way that the shopper and consumer understands it? What is the level of satisfaction of their buyers? Have they solved the future of their physical stores ? Do they manage to use their customers' digital information to segment their strategies and action plans? Too many unknowns to resolve for us to venture to say that they have the reins of this transformation.
We continue on our helicopter ride, now let's focus on FMCG brands , we will see that they are surrounded by changes. On the one hand, the consumer with their new ways of buying and omnichannel. On the other hand, retailers are transforming themselves by trying to adapt to new purchasing habits. Thanks to the advances of the digital world and although they are envisioning Direct to Consumer strategies, or even Direct to Store , there are few brands that have so far managed to make real structural changes, beyond creating or reinforcing their digital area.
The transformation of companies
This helicopter ride has allowed us to see how the different sectors are acting . In this paradigm shift, and although we see differences between them in terms of the level of development, we see something common to all the companies that make up the market . The need for a transformation that is born from the top of these organizations, and permeates the entire organization. Modifying processes, roles, and marking a clear orientation towards the end customer.
This is a path that has only just begun. The transformation of companies is slow and is not without resistance. Among these, the most common is resistance to change. But the new consumer paradigm requires us to reinvent ourselves and it is an opportunity that we cannot let slip away.
The new reality for companies
We could say that if we get into a helicopter and fly over the market, we will find that the situation is very different depending on the neighbourhood. That is to say, each sector has evolved differently , both due to its own circumstances and its consumption patterns, as well as the structures and processes of the companies that make it up.
In relation to the adaptation of companies to the Omnichannel consumer, the fashion sector is leading this transformation, having a deep dive into the demographics of the u.s. chinese population made a quantum leap in the last three years. To achieve this transformation, it has needed leaders with a vision for the future, capable of questioning their business model and adapting it, both at the level of structure and processes, to remain competitive in the new reality.
It is clear that within the sector we find companies that have achieved this with more success than others, but without a doubt, the former have left a path where the latter can begin to forge their own path, with less risk, being able to be inspired by their competitors.
In the mass-market retail sector, this transformation has been less, although we certainly cannot deny its evolution: most and least of us already have their online store, but have they been able to transform their processes ? Do they offer omnichannel in the same way that the shopper and consumer understands it? What is the level of satisfaction of their buyers? Have they solved the future of their physical stores ? Do they manage to use their customers' digital information to segment their strategies and action plans? Too many unknowns to resolve for us to venture to say that they have the reins of this transformation.
We continue on our helicopter ride, now let's focus on FMCG brands , we will see that they are surrounded by changes. On the one hand, the consumer with their new ways of buying and omnichannel. On the other hand, retailers are transforming themselves by trying to adapt to new purchasing habits. Thanks to the advances of the digital world and although they are envisioning Direct to Consumer strategies, or even Direct to Store , there are few brands that have so far managed to make real structural changes, beyond creating or reinforcing their digital area.
The transformation of companies
This helicopter ride has allowed us to see how the different sectors are acting . In this paradigm shift, and although we see differences between them in terms of the level of development, we see something common to all the companies that make up the market . The need for a transformation that is born from the top of these organizations, and permeates the entire organization. Modifying processes, roles, and marking a clear orientation towards the end customer.
This is a path that has only just begun. The transformation of companies is slow and is not without resistance. Among these, the most common is resistance to change. But the new consumer paradigm requires us to reinvent ourselves and it is an opportunity that we cannot let slip away.