The general consensus is that in the future shopping will be either functional or fun. 

As Amazon pretty much has functional sewn up, retailers with large physical estates are urgently working to reinvent shopping as a leisure activity. 

Debenhams chief executive Sergio Bucher describes the latter as “social shopping” in his well-publicised new strategy Debenhams Redesigned, which will see a greater emphasis on beauty services and casual dining.

“Our customers are changing the way they shop and we are changing too. Shopping with Debenhams should be effortless, reliable and fun whichever channel our customers use,” says Bucher.

“They are offering an experience which goes well beyond ‘buying stuff’ into the realms of entertainment and indulgence”

Other department stores are following suit, notably House of Fraser, which has recently appointed a chief executive officer from the hospitality sector.

In many ways, Debenhams and House of Fraser are just following what Selfridges has done for years.

They are offering an experience which goes well beyond ‘buying stuff’ into the realms of entertainment and indulgence, with everything from pop-up restaurants to facial massage, plus strong themed events and campaigns throughout the year.

The high street experience

The high street is now getting in on the act and New Look has announced that its new Oxford Street flagship will also offer beauty and personalised services.

New Look chief executive Anders Kristiansen says: “We are now looking at a new store model where customers can come and have their hair done and get their makeup done on a Friday night.

“It’ll be more around getting their jeans embroidered with their initials on them.”

“We now have the data to help store staff build relationships with local customers so that we can generate footfall proactively”

Meg Lustman, Hobbs

More prestige fashion brands are also having to work harder in today’s climate to entice customers in store.

Hobbs chief executive Meg Lustman is using technology to reinvent clienteling for the digital age.

“We now have the data to help store staff build relationships with local customers so that we can generate footfall proactively and give our customers a personalised and appropriate experience,” she says.

‘Fun and interactive’

At the other end of the spectrum, Dixons Carphone is fully exploiting its ability to demonstrate increasingly complex technology and to offer expert advice in store.

As Dixons Carphone chief executive Seb James says: “Online reviews just don’t compensate. Our categories lend themselves to touch and feel, not looking at a tiny photo on your phone.

“We are investing in our team to make the customer experience as fun and interactive as possible”

Seb James, Dixons Carphone

“We are investing in our team to make the customer experience as fun and interactive as possible.”

Interestingly Dixons Carphone has just announced that it will trial shop-in-shops with Tesco, which, if successful, could be rolled out across larger stores.

For Tesco, this feels like going full circle.

Having developed a strong general merchandise and electricals offer 10 years ago, only to get its fingers burnt when so much non-food moved online, it now recognises the dual benefits of a capital-light model and associating with such a strong brand.

Shop-in-shops

All the major supermarkets are starting to look more like department stores as they seek to utilise excess space.

Tesco has also expanded its concession deals with Arcadia and Holland & Barrett and has been experimenting with Claire’s Accessories, Pavers and Sock Shop.

Sainsbury’s, which has just announced strong first-quarter figures across the board, has arguably the most diverse offer.

“The technology exists to drive an integrated online-offline experience and to quantify where investment will generate the greatest return”

This is anchored by the increasing shop-in-shop presence within its stores of Argos and Habitat, complemented by Patisserie Valerie, Sushi Gourmet and most recently, Crussh juice bars.

So whatever the sector, everyone’s looking to increase dwell time, loyalty and ultimately sales.

Nothing new there, but today the technology exists to drive an integrated online-offline experience and to quantify where investment will generate the greatest return.

I’m just concerned that in future I might have to fight my way through the blow, brow and nail bars to find some clothes on the high street.