Signs: everyone's solution to embrace the changing nature of retail

It is no longer a secret, as the experts hammer it, the experience lived in store must be today the first axis of improvement of brands and retail sector brands. And even more so in the clothing market, not very dynamic and nibbled by pure players. During a round table organized on July 3 at the Hoche trade fairs in Paris by the Trade Alliance and the Procos federation, three leaders of Printemps, Etam and Orchestra concretely exposed their reflections and tests in progress. There is no miracle solution, but many ways to evolve to satisfy and amaze the customer.

The challenge of Pierre Pellarey , general manager of Printemps Haussmann, is to avoid cold spots by reinforcing its expertise on the positioning of badortments. The historic Boulevard Haussmann store, which welcomes 20 million visitors per year over 50,000 square meters, sees only 5% of its total area generate 25% of sales. "Every time we go upstairs, we lose 50% of the traffic," he says, adding that a customer spends an average of 40 minutes in this point of sale. Customers are looking for a more global experience, and Spring is forced to constantly rearrange its spaces. "We are completing a mbadive investment phase of around 150 million euros and three years of work to renovate the store. We must constantly innovate to create absolutely the desire to come to us. "

For Laurent Milchior, co-manager of the Etam group, the fluidity in the shop goes through the revision of payment methods. Since December 2017, 50% of purchases at the Champs-Elysées laboratory store have been settled using cashless payment. The "try at home" service has also just been launched: it offers the customer the opportunity to try products at home and have a few days to return them without being charged. Another technological solution: in the last five years, in-store tablets have enabled the sale of items that are not on the shelves, a support that allows the brand to generate 7% more revenue. "We can not afford to say in store to a customer 'sorry I do not have this product," argues Lawrence Milchior. Our concept Undiz Machine also works very well on a small sales area. Tubes propel the chosen items from the reserve via a screen. There is revenue of 40,000 euros per square meter, "announces the one who has chosen to adjust the best inventory through RFID, widespread labeling throughout the network by the end of 2018, early 2019.

An ever wider offer?

Pierre Mestre, the CEO of the children's fashion brand Orchestra, draws attention to the fact that scarcity is no longer synonymous with value. "Today, we no longer support the missing product or the wait in the store. We are organizing to extend the range to be present on all sectors of childhood and maternity, giving us at the same time to very large sales areas. 5,000-square-meter megastores in the Ikea way, which should allow "to address the needs and envy of parents in less than an hour, who travel physically because they are promised a very wide choice and a service of accompaniment ". One of the first XXL stores in the chain was opened in Zaventem, Belgium, and alone generates 12 million euros in annual sales. As far as logistics is concerned, the Orchestra worksite for more efficiency turns out to be the introduction at the beginning of the "ship from store" (1965-2009). The range of products offered continues to expand within the Etam network, notably through a sports line and a cosmetics offering. "Above all, you have to dare, get out of your comfort zone. Undiz grew up very fast thanks to his models with strong style, colorful and a bit crazy (multiplying his sales by two in five years, note). This season, the collection was a little wiser, and the numbers are not so good, "says Laurent Milchior.