Retail Firms Need to Embrace an Omnichannel Mindset

By Bizclik Editor

Retail firms need to embrace the movement towards an omnichannel environment or risk being left behind by customers who already think that way.

That was the stark advice from Federico Barbieri, SVP of eBusiness at retail conglomerate Kering, the Paris-headquartered parent of brands such as Gucci, St Laurent, Stella McCartney and PUMA, in a recent interview.

“Customers are omnichannel,” said Barbieri. “If you ask them what omnichannel means, they don’t know, but really they do: they interact, they gather information, they shop in different ways. And that’s evolving quicker and quicker.”

Indeed, Barbieri believes the explosion in channels, platforms, devices and other consumer touch points – not to mention the huge volumes of data produced as a result – has fundamentally changed the way companies approach the customer. “If you want to create and maintain a relationship with the customer, you need to deal with this complexity,” he said. “It doesn’t mean you need to use all the channels, but you need to find the way you want to use them, or which one you want to use to do what.”

Using Data to Understand Your Customers

He explained that because today’s consumer is empowered, informed and connected, data becomes critical in being able to deliver the right customer experience. For Barbieri, the critical element is to have a single, 360-degree view of the customer. “It’s key, it’s where you start. As we said in the beginning, consumers are omnichannel. They do different things based on each different moment of time, day of the week, their lifecycle with your brand, even based on their culture and the city where they live. So understanding that, putting that at the heart [of your strategy], is key.”

But Barbieri did sound a note of caution: having an omnichannel strategy does not give you carte blanche to bombard the customer across every available channel. In fact, there’s a very real danger of damaging that precious customer relationship if you fail to get your strategy right.

“You cannot do everything everywhere in the same way,” he warned. “There are touch points where the customer wants to interact with you, there are touch points where the customer just want to receive information from you, there are touch points where he wants to do business with you. So you need to define these roles, and these roles change.”

This new focus on the customer experience is one of the reasons behind the recent rebrand from PPR to Kering. “We used to be a conglomerate of different companies, different strategies, and different territories. And now we want to focus more and become more of a single-model business,” he explained. “Now we develop synergies across the division to empower the imagination these brands have, to help them reach their full potential.”

Read Related Articles on Business Review Australia

Federico Barbieri was speaking at the recent NG Retail EU Summit. The next summit will take place at the Lyrath Estate, Kilkenny, Ireland from the 23rd – 25th September. For more information please visit


Featured Articles

Twitter timeline – how Musk pulled off a hostile takeover

Elon Musk strikes deal to buy Twitter for US$44bn following four months of cryptic tweets, secret meetings and buying of shares – here’s the timeline

Top 10 Asia restaurants, from Tokyo’s Den to Bangkok’s Sorn

From Tokyo to Bangkok, with cuisines spanning Cantonese, Thai and German, we highlight Asia’s top 10 places to eat, as per Asia’s 50 Best Restaurants

Microsoft: what Asia leaders need to know about hybrid work

Microsoft’s 2022 Work Trend Index guides Asia leaders to navigating a hybrid future – from making the office worth the commute to rebuilding social capital

Meet the company: EV Nio to list in Hong Kong, enter Europe

Leadership & Strategy

12 Tech trends to watch closely in 2022, from CB Insights


Why Deloitte Australia’s HR technology is winning awards

Human Capital