Retail is a fascinating sector to be involved in and for me it’s a passion. Why? We’re a nation of shoppers and equally we’re all consumers.

Retail is a fascinating sector to be involved in and for me it’s a passion. Why? We’re a nation of shoppers and equally we’re all consumers.

So it follows that unlike other sectors, we all have an attachment with retail brands, often on an emotional level, to a degree that we would never contemplate if it were, say banking, telecoms or utilities.

Many column inches have been devoted of late to the dilemma facing Tesco and the challenge placed upon Dave Lewis when he takes the reins from Philip Clarke in October.

I don’t wish to add to those here except to say that I for one will be watching closely. Tesco will survive, of that there is no doubt, but in what guise the brand will develop in years to come will be an endless source of interest.

Tesco is not unique in having a brand problem and it is the link between brand perception and customer experience that interests.

The type of experience a retailer delivers to its customers is intrinsically linked to the way the brand is perceived and therefore the level of loyalty it enjoys. We all know what we think of whenever brands such as Apple, Burberry or Waitrose are mentioned so surely we know what every retailer stands for? They all market, advertise, entice us to buy - so we would know, wouldn’t we? Wrong.

The successful brands understand not the what but the why. Why are they in business? Why should consumers shop with them? Why do they behave the way they do? They understand what they stand for. They also engage with their customers like never before. They have realised the importance of interaction on all levels and know that just one negative experience can alienate a customer for good. 

And while much of the enabler for this engagement is driven through innovative use of technology, the face of the brand – its people - can make or break all the technology in the world.

I was reminded of this when in my local Boots the other day shopping for sun cream for a forthcoming holiday.

After fruitlessly scouring the first few aisles without success and looking for appropriate signage (which I expected to be prominent at this time of year) I did what comes as alien behaviour to all men; I asked for directions.

And it was this interaction which was revealing. I found the nearest on-floor store colleague and asked if I could be pointed in the direction of the sun creams, to be told in a somewhat terse, almost condescending way “you’re looking at them”.

All the technology in the world can transform a brand but one negative human interaction will undo all that in a heartbeat.

  • Andrew Busby is a former retailer and independent retail advisor