[LIVE SESSION] ZERO POINT OF SALES… AN ATTRACTIVE MYTH?

Fondée à Lille en 1964, membre de l’Université Catholique de Lille, de la Conférence des Grandes Ecoles et de la FESIC, labellisée EESPIG, l’IÉSEG se positionne parmi les meilleures Écoles de Management et fait partie du cercle très fermé des écoles mondiales ayant décroché la triple accréditation EQUIS, AACSB et AMBA.Ayant pour mission de former et de faire grandir les acteurs du changement œuvrant pour une société meilleure (Empowering changemakers for a better society), l’École propose à ses 7 000 étudiants, répartis sur ses 2 campus de Lille et de Paris-La Défense, une grande variété de programmes : Bachelor, Programme Grande École, Masters of Science, MBAs et Mastères Spécialisés ainsi qu’une offre de formations sur-mesure dédiée aux entreprises.L’IÉSEG s’appuie sur un corps professoral international de haut niveau. Les 175 professeurs permanents de 48 nationalités différentes sont tous titulaires d’un doctorat ou d’un PhD. L’IÉSEG dispose également d’un réseau de 323 universités partenaires dans 76 pays différents. Enfin, son centre de recherche (IÉSEG Research) est une composante essentielle d’une Unité Mixte de Recherche CNRS, le LEM (Lille Économie Management - UMR CNRS 9221), qui regroupe plus de 150 chercheurs.www.ieseg.fr

IÉSEG School of Management

Zero point of sales... An attractive myth? 

<h2>[LIVE SESSION] </h2><h3>Event held in English</h3><h2>WEDNESDAY 25TH NOVEMBER - 1:15pm to 2:15pm</h2><h2>0 point of sales... An attractive myth? </h2><p>Retail digitalization is spreading quickly, not only with the generalization of tools such as internet connected PCs and smartphones, but also with the transformation of retail and services becoming increasingly accessible remotely. The crisis of Covid-19 has also certainly hastened the trend with many everyday purchases becoming digitalized. While online sales surely provides convenience and rapid access to a broad selection, it may also come at the expense of benefits received from physical outlets. </p><p><strong>Zero Point of Sales for customers…</strong></p><p>On the bright side of things, buying online is known for providing convenience and larger choice during the purchasing process. Moreover, customers may easily access a lot of additional information on the production process, components, complementary products to add or similar products to compare with. Online shopping ensures anonymity in the purchase with no feeling of any kind of pressure from a salesperson to buy a particular item and equal treatment of all customers, even if one is purchasing for a small amount. Finally, one has the possibility to track progressively the amount to be spent when adding each item. On the dark side, buying online takes away the human component and the experiential dimension of an in store purchase. Indeed, the lack of personalization and customized service is a key weakness of online shopping. Also, it is not possible to physically touch and try a product before purchase which may come with some risks of picking up the wrong item.</p><p><strong>Zero Point of Sales for retailers</strong></p><p>While online shopping represents an opportunity for extending its customer base and giving access to a wide choice without the cost of having it on the shelves, it also has some limits. It becomes harder to guide customers and convey the brand image. Also, it requires additional resources to guarantee a high level of integration across channels. Finally, it might become more difficult, when lacking the full brand experience and when easily comparing between products, to have customers accept price premium for high-end luxury products where the service and selling ceremony components are essential. </p><p><strong>Towards a sweet spot for everyone?</strong></p><p>For both players, it seems that online shopping may appear as an additional channel but not as a replacement. Especially for the two extreme of the customers spectrum: on the low end, for customers who are not experienced with the brand or the category of products purchased, recruiting them becomes harder online; on the high end, for customers who are loyal and high spenders, customizing the purchase and making them feel special also becomes harder online. As such, for the standard, more familiar and functional complementary purchase, online stores could one day replace physical outlets. However, to discover new brands or products, or to enjoy the experience and recognition as a top customer of a cult brand, then online stores may never be enough. </p><p><strong>--</strong></p><p><strong>Animated by Gwarlann DE KERVILER</strong></p><p><a href="https://www.linkedin.com/in/gwarlann/" target="_blank" data-msys-clicktrack="0" rel="nofollow noopener noreferrer"><strong>See Linkedin page</strong></a></p><p>Gwarlann de Kerviler is an Associate Professor of Marketing and currently Head of Marketing and Sales Department at IESEG School of Management. She has a strong expertise in teaching and research with publications in top marketing journals. Her areas of interest cover a broad spectrum, including digitalization of physical outlets, mobile shopping, online reviewing, luxury consumption and influencer marketing. Before joining IESEG, Gwarlann worked many years as a marketer for major companies in France and in the US. She graduated from ESSEC in 1999, obtained an MBA from Harvard Business School in 2007 and her Phd from Dauphine University in 2013. </p><p></p>

[LIVE SESSION] ZERO POINT OF SALES… AN ATTRACTIVE MYTH?

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[LIVE SESSION] ZERO POINT OF SALES… AN ATTRACTIVE MYTH?

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