Is the future mobile? by Charlotte Nichols

is the future mobile? Charlotte Nichols N0363473 FASH3001 Negotiated Project Stage 1

contents Setting the scene of the report in my introduction I look into my my aims and objectives of this research project pages 3-5

01.

Looking into the context behind this research question, this chapter validates why the subject I have chosen is timely and relevant to the current market. pages 6-8

02.

This chapter delves into who the smart consumer is, how they view their relationship with their smartphone and how retailers can target themselves towards this demographic. pages 9-11

03.

In this chapter I take a look into the consumers shopping behaviour through theories such as the consumer decision journey and how mobile influences these buying behaviours. pages 14-20

04. 05. 06.

There’s an app for that foucuesses on the emergence of mobile apps in the retail sector. pages 21-24 High Street Smart foucesses on how luxury sector services can be implemented onto the High Street more strategically through the use of mobile technology. Pages 25-29

This chapter includes a case study on US analytical data platform, Nomi and takes a look into how retails are creating their stores into the ultimate omni-chanel store space, with mobiletechnology at the forefront. Pages 30-33

07.

This chapeter focuses on ‘deadtime’ and how retailers can use this to their advantage. Through concepts such as ‘geo-fencing’. This chapter Includes examples from large multi-chain brands. Pages 34-37

08.

The final and conclusive chapter to this report focueses on the darker side of this ever expanding technology, studying the pros and cons to find a answer to the question ‘Is the future mobile?’ Pages 38-41 This research report has led me to recommendations which I feel could be benefitial within the indusrty and to the consumer. Pages 42-63

09.

10. 11. 12. 13. 14.

Methodology Appendix

References & Illustrations

Bibliography

01. introduction

“The future of retail must focus on becoming more immersive, seamlessly integrated and always mobile-orientated” [Shardlow, E, 2013: online].

Imagine a time without our constant companion and trusted advisor being by our side. There will be nothing there to connect us to the world just by a tap on a screen, nothing there that allows us to purchase whatever we like, wherever we like, nothing that allows us to watch our favourite films, listen to our music, play on our favourite games or view websites, anywhere, anytime. Could you get by? In a time of constant technological growth it is easy to see how the smartphone plays an important role in our everyday routine. From waking us up, keeping us connected with the world, giving us directions and recommending places to go, see shop and eat, to even having an ‘app’ to help us fall asleep. We now live in a world where it is possible for everyone to have their very own personal assistant.

is the future mobile?

01. introduction

But can we push this technology further? As consumers we constantly require more and expect more. We are living in a period of austerity where people expect value for money. As working hours increase, we expect convenient and personalised experience from all aspects in life, and our smartphones provide the perfect solution. Whether that is from recommendations brought to us from brands, geo-fencing luring us into stores near by, or a personal shopping assistant we can contact on our smartphone whenever we like. We want the personal service, 24/7. On the surface the smartphone appears to be the ideal object every consumer should own; but in the midst of this ever-growing technological world, at what point do we see it going too far. Because, in the words of Charlie Brooker; â&#x20AC;&#x153;If technology is a drug- and it does feel like a drug- then what preciously, are the side effects?â&#x20AC;? (Brooker, C, 2011: television)

Being a member of generation Y, a cohort known for its love of technology, inspired my investigations for this report .By simply observing my demographicsâ&#x20AC;&#x2122; relationship toward their phones, I realised just how vital this small piece of technology is to us. No matter where I am, in a university lecture, on public transport, sat in a restaurant if I glance up, (distracting myself from my own mobile), someone somewhere is playing on their smartphone. Itâ&#x20AC;&#x2122;s extraordinary to see how fast something that was initially designed, as a smaller device to make calls to friends and family on, is now, arguably, the most important and reliable possession to us.

02. Smart is the way forward My own observations had to be validated, therefore I researched the value of the mobile on a global scale. In 2012, already half (48%) of U.S consumers owned a smartphone, a number that is continues to rise. Figure 1 shows an estimation of the percentage of traditional in-store sales that have been influenced by mobile devices during the shopping process. Roughly 58% of consumers who own a smartphone have used it for in-store related shopping, and once we start to use our smartphones for shopping, we tend to use them a lot- typically for 50-60% of our store shopping trips (Singh, J and Martucci, D, 2012, p4: online). This research confirmed my initial impression; the smartphone is here and fast becoming the most needed object for us as consumers. Although mobile technology it still in its infancy and hasnâ&#x20AC;&#x2122;t yet reached its full potential in the retail sector, smartphones are already dominating the role of planning and executing store-related shopping by 33% of all trips, compared to laptops/netbooks (31%) and desktop computers (24%); and what we need to keep in mind is that those technologies have been around for much longer than mobile, and as figure 2 states the influence of the mobile isnâ&#x20AC;&#x2122;t set to disappear anytime soon. (Singh, J and Martucci, D, 2012, p7: online).

Figure 1

Figure 2

Figure 3

03. The smart consumer Mobile devices are a physically small, yet extremely, powerful tools for consumers. The mobile has almost become a sixth sense through which we interact with the world around us. So much so that “53% of 16-24 year old said they would rather give up their sense of smell than their personal technology” (McCann Truth Central, 2013, p5: online). In an online survey conducted by McCann Truth Central one respondent stated that with his mobile device he feels like superman, but without it he finds it difficult to remember how to do simple things. (McCann Truth Central, 2013, p7: online). The McCann Truth study states that as mobile consumers “grow older”, they expect their relationships with their mobile devices to intensify with time. 84% believe that in the future we will be even more connected than we are today (McCann Truth Central, 2013, p11: online). After seeing how this rapid technological growth of the mobile has affected some consumers, I conducted a survey posted on two social networking sites, for respondents around the ages of 18-30 to answer. Respondents were asked to select one image of three which best described the relationship between themselves and their phone. Out of interest I wanted to see if the emotional bond consumers had with their smartphone had any relation to their shopping experience. Out of a response rate of 48, over half (52%) selected the third image, ‘it’s love’. Which meant these consumers felt they could never live without their phone. From a combination of primary and secondary research I felt I had enough information on the relationship between smartphones and consumers to move forward with my project and apply this information to the retail sector. (see appendix 1:70)

03. The 10 smart consumer

Whilst collecting a range of secondary research, a trend emerges; customers are putting their mobile first, and retailers must adapt to this. “The exponential increase in UK consumer’s reliance on their smartphones means mobile must become a priority for retailers” [Vizard, S, 2013: online]. A few years ago that would have meant simply having a website that customers can access on their mobile. But according to Sarah Vizard retailers must shift past this, and look into next-generation services which can make the mobile experience as rich as the in-store one (Vizard, S, 2013: online). Whilst looking at secondary research it is clear that retails are looking at how they operate. ‘’Most retailers will completely transform their operations and focus over the next 12 years. Many have already started the process by upgrading their digital capabilities and scaling back their store portfolios or expansion plans....’strong digital formats are expected to become the norm’’ (Spybey, K, 2013: online)

11 03. The smart consumer

Undeniably the mobile is in the hands of the younger demographics, with penetration at 90% among 25-34 year olds. According to Deloitte Digital, figures from Weve show that 28% people cite mobile as their first screen, with this number rising to 46% among 18-34 year olds. Plus Undeniably the mobile in the hands of the almost three-quarters of UK is consumers younger demographics, with penetration at 90% now own a smartphone, up from 58% year olds. According at theamong end of25-34 2012 [Vizard, S, 2013: online].to Deloitte figures from Weve show that 28% people “This Digital, group is considered the most affluciteinfluential mobile asby their first screen, ent and Deloitte, makingwith it this number rising to 46% amongalign 18-34their yearprioriolds. Plus almost necessary that retailers three-quarters of UK consumers now own a ties to meet the demands of tech-savvy smartphone, up2013: from 58% at the end of 2012 (Vizshoppers.” [Vizard, S, online]. ard, S, 2013: online). “This group is considered the most affluent and influential by Deloitte, making it necessary that retailers align their priorities to meet the demands of tech-savvy shoppers.” (Vizard, S, 2013: online].

tapestry The collaboration between fashion and digital technology isn’t a new innovation within the retail market. However, as brands are starting to see the potential in mCommerce more startups are now looking into mobile as a vital piece of the strategic business and marketing planning. The Tapestry is a mobile app which aims to connect a shopper’s digital identity with the physical products in the store. It is a mobile app created by The Upside, an innovation plug-in, to help brands make sense of marketing and communications. Consumers are encouraged to build up a virtual wardrobe, a ‘tapestry’ a.k.a visual wish list of items they may like to buy in the future. As well as creating a personalised mobile shopping channel on the user’s phone, the system provides the retailer with data about the shopper’s tastes. Tapestry also gives retailers a chance to throw rewards into the mix, to encourage consumers to add more to their virtual collection and talk about them on social media.

Tapestry links content and promotions directly to physical products via a consumer’s mobile, and also links all physical items in store to the retailer’s ecommerce site, re-shaping the retail experience both in and out of store. Sam Reid, the founder of Tapestry argued, “brands spend a lot of time and resource in making and servicing online content to help sell their products. But it’s not easily accessible in store in a cost-effective way. Tapestry simply joins the dots and makes their hard work, work harder,” (Reid, S, 2013: online). The Tapestry app collects product information for consumers, finds inspiration, and builds a fashion tapestry, allowing users to share with followers, get rewards for items collected, and buy items from the tapestry anytime. Tapestry was trialed by Diesel at it’s Westfield’s Shepard’s Bush U.K store in late 2012. A similar concept has recently been installed at Boxpark, the London based pop-up mall. Boxpark Marketplace features a fully integrated POS system across all sales platforms. This concept involves a mobile app, powered by mCommerce platform providers Poq Studio, which allows customers to go into stores within Boxpark and scan a product to find out more product information, including sizing and colour information or add to a wish list. The app is transactional, allowing customers to buy directly from the platform. Roger Wade, chief executive of Boxpark told Drapers magazine in a recent interview: “Boxpark Marketplace is a revolutionary concept. Multichannel solutions have been rolled out on the high street but until now small independent retailers have been unable to offer costly multichannel solutions.” (Wade, R, 2013: online).

04. The smart shopper

When we are faced with multiple products, the time it takes us to make a purchase decision is usually between three to seven seconds. These crucial moments are known as the First Moment of Truth (or FMOT) (Simpson, M, 2013: online). A new concept is emerging, the Zero Moment of Truth (ZMOT)- thanks to the internet, this encompasses the time between consumers first exposure to advertising for a product and the ultimate purchase decision- with emphasis on what happens between those two things. According to a study by Google (the creators of the ZMOT concept), before deciding whether or not to buy: 50% of shoppers used a search engine to get more information on a product or brand; 38% comparison shopped online, 36% checked out the brand/manufacturers website and 31% read online endorsements, reviews or recommendations [Simpson, M, 2013: online]. These behaviors have redefined the way marketers now plan for online shoppers, and also impact the consumer decision journey.

04. 16 The smart shopper It was only ten years ago that marketers knew more about their products than their consumers did, having the luxury of acting as the gatekeepers of brand information. In more recent times we aren’t as passive; we’re active, engaged, and more likely to know as much about what’s being sold as the people selling it to us. When we have something to say about a product, we’re not just saying it to the company that sold it to us, we’re talking to each other, at an exponential rate, and it is mobile that is crucial to this process. Product review systems on websites such as Amazon is one such example, where shoppers can read and rely on peer reviews and recommendations. As consumers, we often subconsciously go through a process when making a purchase, commonly referred to as; the consumer decision journey. When we decide to buy a product or a service, what might seem like a simple action is in reality, a fairly intricate set of interactions that consumers undertake with a spectrum of competing brands. The consumer decision journey describes the iterative and circular process shoppers go through today when selecting brands, products, and services. In essence, this journey has four phases: consideration, evaluation, purchase, and post-purchase. However the dawning of the digital age has made this already complicated process even more complex. For example, the traditional channels that typically influence consumers during the consideration phase include the “big three” above-the-line (ATL) media—TV, radio, and print advertising—along with word-ofmouth recommendations from friends and family. With the advent of digital channels, the list expands to include; brand Web sites, mobile apps, online advertising, social networks, price comparison engines, as well as blogs and forums. This, in essence, means mobile has influenced a new consumer decision journey, and is completely changing the way we shop.

04. The smart shopper The mobile is owning the moment. The smartphone is a marketing and advertising medium that currently has precedence within the market. Marketers have been trying to ‘own moments’ since marketing was invented. Now mobile devices play such a huge role in our lives many times per day, ‘moments’ are being achieved with the same frequency.

“The shift away from linear, traditional consumption is creating the opportunity for a decentralised marketplace” [Shardlow, E, 2013: online].

These moments seem infinite and brands are trying to reach us at that moment and help us make a decision. Right now, done through ineffective banner ads- or more effective location-based context offerings (geo-fencing) SMS notifications, by developers eager to turn audience into revenue (Wong, B, 2013: online). Now, it is possible for us to purchase from every angle “The shift away from linear, traditional consumption is creating the opportunity for a decentralised marketplace” (Shardlow, E, 2013: online). We are now consuming information from a growing multitude of sources- jumping to and from the digital/real-world divide on our mission to be entertained, to connect with one another and, to buy.

04. The smart shopper

This means brands must come to us, they cannot expect us to come to them, and in doing so, they must mould both the retail and brand experience around us to tailor to our needs and wants. The most successful retail concepts emerging now, and in the future, are focused on mobile devices. They can digitally transport us to virtual environments, systems, services, products and projects that are accessible on the go. According to The Drum, 72% of smartphone owners expect the same quality of content experience across all their digital devices (Faull, J, 2013: online). Victoria Magrath and Helen McCormick ask â&#x20AC;&#x153;can a retailer merely transfer their online services to mobile, or does the mobile consumer expect something different?â&#x20AC;? (Magrath and McCormick, 2012: online). I believe it isnâ&#x20AC;&#x2122;t enough now for brands to only think about the size of their website on a mobile device, they must want to enhance the shopping experience for mobile in an innovative way, to change the way we shop forever and ultimately become more profitable.

Political factors are impacting the rise of mobile technology within retail. The Government is investing in bringing broadband into rural areas. This makes shopping on a mobile device more accessible for consumers. However, this smart technology can also bring a threat to smartphones users privacy. Advertisers such as UK technology-orientated advertising space specialists ‘Renew’ installed a network of refuse bins featuring digital advertising space across 12 London locations. Devices were fitted into 12 “pods”, which featured LCD advertising screens to collect footfall data by logging near by smartphones without the users permission. Economic factors play a role in the emergence of smartphone technology. The increase in fuel prices and parking in inner cities means consumers are more inclined to shop from the comfort of their own home. The decrease in the cost of smartphones and tablets mean they are more accessible to a larger range of consumers. Similarly the fallings costs of Near Field Communication tags will fuel the adoption curve of this technology. The rise in smart technology results in ‘smart cities’ where greater technologies can create a more customised shopping experiece for each individual shopper and fuel consumer involvement with brands. Facial recognition has started to be implemented in stores, allowing for greater control on consumer tracking. Emerging social factors such as men spending more time at home with families means women have the opportunity to become more ambitious with work. Mobile technology makes the rise of social shopping more accessible to consumers.

05. Thereâ&#x20AC;&#x2122;s an app for that

As you can see throughout this report the mobile landscape is changing, and the pace of innovation is astounding. Retailers should consider investments now to leverage the mobile capabilities of today, otherwise there is a very real threat of becoming â&#x20AC;&#x2DC;outdatedâ&#x20AC;&#x2122; due to the ever-evolving mobile that is becoming even more integral to the holistic shopping experience (Singh, J and Martucci, D, 2012: online). From my research findings I can see a large macro trend emerging within retail. Consumers need convenience. The rising demands of the corporate world mean brands need to create a more convenient shopping experience for the consumer; as now, services and experiences that aid consumers with hectic schedules are of increasing importance. The emergence of mobile shopping has meant brands can adapt and increase how they reach their consumers. These new tech-fuelled service initiatives are adding an extra layer to the retail experience. Due to the pressures from the economic recession, we need a more convenient way of being able to shop, which works around our time.

05. There’s an app for that

In the past shopping online was the only way to buy or communicate with brands when stores are closed. Now a new wave of tech-fuelled initiatives are beginning to allow us to move more easily between physical stores and digital retailingcommunicating with brands regardless of time or location. Mobile apps are evolving the customer service, allowing consumers to purchase regardless of the time or location. As voiced by Estella Shardlow,

“mobile apps are fast becoming an indispensible tool for sales staff to communicate with customers out of hours, or out of town” [Shardlow, E, 2013: online]. Mobile apps have become one of three mobile channels available to retailers, and combined with the mobile browser and mobile-optimised website have managed to encourage consumer spending of £148m in 2011 (Wong ,2012: online). Retailers should consider developing new or improved mobile apps that provide key tools and information to help and influence shoppers at each stage of the decision-making process—especially while in the store. What retailers must also realise is that generic information about consumers cannot be applied to their every purchase. Our needs vary by product and surroundings . Therefore retailers must customise mobile app capabilities accordingly.

05. There’s an app for that

Smartphones are most likely to be used for store-related shopping when we are close to or at the point of making a purchase, rather than as a passive shopping device. Results from a survey posted by Deloitte Digital show that over 60 percent of mobile shoppers use their smartphones while in a store, and another 50 percent while on their way to a store. (Singh, J and Martucci, D, 2012: online). Therefore there is room for improvement for a new form of shopping app, customised around each and every consumer. As mentioned previously, for many smartphone owners, it’s not enough that retailers only provide a mobile-optimised version of their website with baic product information and transaction capabilities. A more relevant and tailored in-store shopping experience using a retailer’s application can result in smartphone shoppers that are more loyal and valuable. Research shows that today’s consumers merely use retail stores as a showroom before buying elsewhere. Another survey posted by Deloitte Digital echoed this threat, with results finding that 37% of shoppers surveyed that used a smartphone on their last trip used an external app or website (such as a price comparison tool or deal finder) to complete the purchase (Singh, J and Martucci, D, 2012: online). Despite this activity, more data also found that consumers want to interact with retailers– evidenced by the 34% of shoppers surveyed that used their smartphone on their last shopping trip used a retailer’s mobile app space or website. In fact, the survey shows that 85 percent of consumers surveyed who used a retailer’s native app or site during their most recent shopping trip actually made a purchase that day, compared to only 64 percent who didn’t use the retailer’s app or site. That’s a huge increase (21 percent) in conversion rates.

high street smart

Figure 4

06. high street smart

The luxury sector is the market leader in relation to smartphone technology within retail. Burberry is using the allure of exclusivity and personalisation to seduce consumers. When items come into contact with a smartphone, AR technology unlocks unique video footage retracing the products journey- focusing on expert design and production qualities, including original sketches. 2013 started to show the development of innovative mobile apps such as PS Dept, a new personal shopping app, which is fast becoming a key portal for connecting sales associates and shoppers. This app is a personal one-on-one communication tool and encourages consumer engagement; whilst at the same time provides retailers with plenty of useful information about customer preferences. PS Dept is recasting personal shopping for the digital generation. Innovations such as this are helping to bring luxury-sector services to the high street, in turn giving us the value for money we want.

06. high street smart

The PS Dept founder and chief executive Michelle Good voiced “customers’ raised service expectations go hand in hand with the growth of e-commerce, since people want the access when it’s convenient for them, verses the other way round. Retailers now need to focus on how they can provide the same level of service as if you had walked into the store, but after hours” [Shardlow, E, 2013: online]. Mobile apps such as PS Dept are able to engage shoppers and drive transactions outside of trading hours in a highly sociable way. Estella Shardlow believes on- demand retail filters to all sectors of the market are set to become the future of shopping, creating seamless, 24/7, omni-channel retail experiences (Shardlow, E, 2013: online). In a McCann Truth Central study 35% of respondents said that the biggest advantage of mobile commerce was that it saves them time to do things on their phones, and a further 29% said it was the most convenient way to shop (McCann Truth Central, 2013, p9: online).

06. high street smart

Mobile apps such as PS Dept are necessary to consumers such as â&#x20AC;&#x2DC;The Future Femaleâ&#x20AC;&#x2122;, a confident, educated, social, affluent, optimistic and incredibly busy woman. She belongs to generation Y and is a self-sufficient multi tasker, brought up in an instant world, she is used to technology to make things happen.

06. high street smart

Itâ&#x20AC;&#x2122;s clear the fusion of smartphones and retail is a beneficial tool for us as consumers, as it can not only create a fluid convenient shopping experience but also become an entertaining one too. But itâ&#x20AC;&#x2122;s not only the consumer that benefits from this new strand of mCommerce. The introduction of mobile apps and shopping means retailers have a greater ability to tap into their consumers and gain greater insight into their personal preferences, so they can reach their customers with the right message. However when it comes to mobile one size does not fit all. Retailers should take steps to understand their customers and how they shop within specific product categories. Based on those insights, retailers can develop appropriate mobile capabilities to support the needs of a smartphone-enabled shopper before, during, and after the shopping experience. Retailers that limit their mobile focus to mCommerce may be overlooking a significant opportunity.

07. the smart store

The internet of spaces (whereby mobile devices communicate with each other as well as the surrounding environment) will allow retail spaces to exploit omni-channel potential (Baron, K, 2013: online). This will allow the store to respond in real-time to combined data resources such as shopper requests, product inventory, consumer preferences and social media. Smart retailers are evolving their store spaces into the ultimate omni-channel portals. Stores are moving towards a hyper-connected internet of spaces, in which intelligent fitting rooms and mirrors will meet increasing demands for speedier, ultra personalized recommendations and advice, connected to the brands inventory.

nomi Nomi is an American cloud-based analytics software which offers a closer synergy between online and offline, it is similar to Google Analytics but for brickand motar stores. According to Nomi’s Vice President of marketing Schuyler Brown “The Nomi location platform offers physical stores the tools to measure, analyse and optimize every aspect of the consumers’ in-store experience including loyalty, marketing, service and operations” (Brown, S, 2013: online). By gathering data collected from several sources, including door counting, wi-fi, interior analytics, point of sale and labour data in a single dashboard, decision-makers can use the information to re-allocate the marketing budget to the highest performing campaigns.

07. the smart store Nomi includes features such as proximity marketing, to enrich the in store experience for the most loyal customers with in-app marketing triggered by proximity to products on the shelves, which means consumers will be alerted with a message of a product they may have been recently viewing to tell them where about it is in the store. The use of real time interactivity eliminates any delay in proximity- based promotions, so retailers can reach consumers with the right message. The tap to trigger functionality allows customers with the mobile application to unlock additional rewards by tapping their device to in store kiosks. And Nomi’s flexible geo-fencing allows retailers to define the radius of in-app messaging by inches, feet, or dozens of feet. Since its debut, Nomi has closed deals with over 50 of the largest US retailers, including three of the nations top 10 retailers and two of the top 10 restaurant chains in the US (O’ Connor, C, 2013: online). As you can see Nomi has been a success in the US retail market, meaning UK brands could really value from this marketing technique. Similarly for its AW13-14 presentation, Topshop introduced the Be-The-Buyer app, a custom made Google+ app that allowed consumers to curate their own edit of the collection. Justin Cooke, the chief marketing officer stated “We will learn so much about what our consumers want through the Be The Buyer app…we want to balance insight with intuition- giving people what they want, as well as still being able to surprise them” (Cooke, J, 2013:online). Topshop used the data from the Google hangout app to help its buyers decide what they are going to actually bring to retail. Mobile is already having a major impact on store-based sales, and its influence is only increasing. By enabling mobile capabilities at each stage of the store-shopping journey, retailers can influence sales revenue and potentially improve conversion rates. Retailers can also significantly influence the customer experience—including what factors influence the customers buying decisions.

Smart-time to exploit the waiting game

08. smart-time to exploit the waiting game

Throughout this report it is becoming more evident that smartphones are providing retailers with innovating opportunities to market themselves. We as consumers find ourselves, multiple times a day, scrolling through our twitter feed, texting friends, or just playing on our phone out of boredom, usually when we are waiting for something or someone. Now brands use this to their advantage. When looking into Dead-Time, brands must recognise the peak and off peak times to target their consumers. Catching consumers off-guard queuing, waiting for transport or walking in transit is a great opportunity for brands. Looking at retail in unexpected places- such as virtual walls and media-integrated buildings are allowing brands to overlay shopping experiences (accessible with a mobile device) into bricks- and- motar spacestaking retail to remote or unusual places. From subway stations to vacant shop fronts, digitised satellite venues are capturing consumers on the go.

08. smart-time to exploit the waiting game

Tesco has previously launched a scheme in South Korea for commuters to order groceries at railway and bus stations. This was a huge success. Retailing director Ken Towle said: â&#x20AC;&#x153;We got a lot of interest in our Korean sites and it went viral, so we wanted to see if customers would use this, with a view to launching at more airportsâ&#x20AC;? (Towle, K, 2012: online). So In 2012 Tesco launched the UKâ&#x20AC;&#x2122;s first virtual supermarket at Gatwick airport in the hope bored holidaymakers waiting for their flights will want to order a delivery for when they return. Just before the virtual supermarket was set up one in seven online grocery orders involved the use of a smartphone. The virtual supermarket was a two-week trial where customers were able to scan the items with their phone to create a virtual shopping list and order a delivery for shortly after they arrive back home following their break. Other brands are adopting similar initiatives. House of Fraser encourages consumers to check in at self-service kiosks during busy times to enter a virtual queue. Shoppers then receive a text stating the time until their item is ready- turning potentially dead queuing time into extra browsing and upselling opportunities.

08. smart-time to exploit the waiting game Similarly catching consumers in transit is a great opportunity to target the growing crowds of workers travelling in and out of cities. In 2013, the US retailer Target built a 1500sq foot dollhouse in New Yorkâ&#x20AC;&#x2122;s Grand Central Station to launch its new home ware range. Commuters were able to walk around the dollhouse and purchase items by scanning accompanying QR codes. As the format becomes interactive, virtual stores and media facades begin to merge the physical and digital worlds. The result? Retail moves into unusual or remote spaces, with display panels transformed into hot spots of two-way communication. However, in the future, as cities become more technologically connected, the spaces around us will become more responsive. This will allow brands to talk to consumers in a more relevant and engaging manner.

Figure 5

09. the smart side effects Throughout my research it has become evident that smartphones bring great opportunities for consumers and retailers. Sophisticated data tracking and response-monitoring technologies are turning the shop floor into a hybridised hub of consumer information and rewarding retail experiences (Baron, K, Shardlow, E and Wood, H, 2013: online). What we must remember is to handle this ever-growing invasive technology with care, to avoid controversy surrounding the ethical issues of privacy. As technology makes the world more transparent, handling our data is both a risk and an opportunity for businesses. Whilst the biggest concern must be to protect the data and the privacy of consumers, a smart data strategy also encourages responsible sharing of relevant data, benefiting both the brand and the consumer (McCann Truth Study, 2011: online). Given that the “new normal” is a complex world of less privacy and more sharing, consumers are willingly handing over more data with no hesitation. According to respondents questioned in a McCann Truth Study, when it comes to brands, it’s not how much you have; it’s what you do with it. According to consumers, Facebook and Google “own my data”, whereas Amazon and Netflix are perceived to “use my data” for my benefit (McCann Truth Study, 2013: online).

09. the smart side effects In August 2013 the city of London had to call halt to ‘smartphone tracking bins’. UK technology-orientated advertising space specialists ‘Renew’ installed a network of refuse bins featuring digital advertising space across 12 London locations. Devices were fitted into 12 “pods”, which featured LCD advertising screens to collect footfall data by logging near by smartphones without the users permission. The bins were capable of recording the movement, type, direction and speed of any smart device with wi-fi switched on. The bins were able to log the media access control (MAC) address of individual smartphones as consumers walked past, and ultimately sell data on without consumers permission. (Miller, J, 2013: online). ‘Renew’ obtained extraordinary insight into passers by journeys, including dwell times, places of work and interests. However privacy concerns meant the legality of this concept remains hazy, the bins are still in place in the 12 locations but are currently unplugged. Similarly in 2013 Google were beta-testing a program that could track smartphone consumers wherever they go. Google were able to track what consumers were searching for, and be able to monitor if they had visited the retail store after their search. This allowed advertisers to examine if users who search for a store online actually visit it in the real world (Faull, J, 2013: online). Now companies like Amazon are serving as role models in creating strong relationships with their customers. But as consumers evolve with technology, they will demand more in return for their data. Amazon will need to evolve its strategy to match those expectations. Consumers can identify benefits quickly and the brands that are more imaginative in providing deeper personal benefits will break away from the pack and lead the data conversation (McCann Truth Study, 2013: online).

As discussed the technology smart phones provide is going to be an ever present component of retailing. With benefits to both retailers and consumers the development of technology is seemingly only going to increase. As brands customers seek to be presented with more innovative ways in which they shop comes the opportunity for retailers to develop ways to channel their products as well as amass valuable customer data. With the increase in technology and the information retailers are collecting on their customers comes the responsible nature in which retailers obtain, store and use the information collected. Likewise customers need to ensure that they are aware of the data that they are providing and ensuring that this information is used in a safe, productive and unobtrusive way. In summary the pros of smart technology outweigh the cons. Now that smartphones have shown their potential to shape the future of retail the industry needs to maintain the interest by creating a â&#x20AC;&#x2DC;convenient shopping experienceâ&#x20AC;&#x2122; that not only benefits retails but consumers as well. From my research I believe this technology will continue to grow and evolve, and ultimately become a major player in shaping the future of retail.

It is clear from the research shown that smartphones are only going to become even more popular in the future of retail. This is because, as mentioned, the most successful concepts emerging within the future of retail will ”focus on becoming more immersive, seamlessly integrated and always mobile-orinetated” (Stylus, 2013: online). Throughout my research it has become clear that retailers must offer more than a website that consumers can access on their mobile. They should “shift past this and look into next generation services which can make the mobile experience as rich as the in-store one” (Vizard, S, 2013:online). The most successful retail concepts emerging in the future will transport us to virtual environments, systems, services and products that are accessible on a mobile device, on the go.

Smart shopping is a growing at an astonishing rate. Ten years ago, the internet was barely on anyoneâ&#x20AC;&#x2122;s radar. Fast forward to today, and it impacts almost every aspect of our lives. Technology is reshaping the retail environment faster than ever, causing retailers and brands to rethink how they currently do business. Mobile technology has taken this even further, giving shoppers access to the internet and ability to shop from anywhere. This has changed shoppers â&#x20AC;&#x153;path to purchaseâ&#x20AC;? impacting the way they come to, and ultimately buy products and brands. Todays retail world is virtually unrecognosable from the one a decade ago; and the tremendous rate of change means the next five years is expected to look very different from the last five; and with this comes significant implications for retailers and brands. Price savvy consumers have become smarter than ever, using the internet to research goods and products before they buy. Which has led to a change in consumer lifestyle habits, with mobile technology at the forefront.

British Airways- ‘Customer Voice’ As a form of primary research I conducted an interview with a British Airways industry insider via email and phone conversation. I gained an interesting insight into how a large corporate company seeks consumer feedback. ‘Customer Voice’ is British Airways new customer satisfaction programme. It is a digital service, which moves the standard consumer feedback away from the pen and paper. The stakeholders needs have evolved. British Airways created this digital platform as the use of technology better reflects the brand. ‘Customer Voice’ provides a better feedback experience for the consumer, and has the ability to adapt questions throughout the feedback process. The service produces feedback fast and is an all round more efficient process for both the consumer and the brand.

As voiced by industry insider Paul Nichols (see appendix 75), travel and tourism has always relied on word of mouth to market travellers. Friends and family provided the main tool for communication. But since the turn of the century, the emergence of web and digital technology has transformed the end-to-end travel process. Social media provides the consumer with a gateway to the opinions and recommendations of millions of people, such as friends, family, and like-minded passengers. “Social media and travel gel together because of the experimental nature of travel, which is a social activity within itself, just like retail”.

New technologies are bringing once revolutionary concepts for retail close to realisation. The emergence of technologies such as Near Field Communication (NFC) allows brands to tag everything making products tap-to-buy, using a mobile device. This is set to create a retail and marketing revolution, as the cost of tagging falls and number of mobile devices hosting NFC readers rises. Near Field Communication offers rich potential for retailers and marketers by connecting products to brand information, making items everywhere instantly shoppable. The barrier to adoption so far has been the slow universal embrace of Near Field Communication by mobile manufactures. However, this technology is set to soar. Berg, the Swedish market research company predict the global number of Near Field Communication handsets will grow 65% annually from 2012 to reach 2.1 Billion units at the end of 2017. Penetration rates for NFC across all handsets are set to reach 32% by 2017. It is these falling costs of NFC tags which will fuel the adoption curve (Baron, K, 2013: online).

competitors

As mentioned in my research, new data tracking technologies are allowing brands not only to see the number of people in-store, but where they are spending their time, how long for, and in some cases, what else they are looking at on their mobile devices. Nomi, is a platform that helps retailers track and analyse consumer data across multiple channels including in-store, online and mobile. This digital platform is dominating the US market. Nomi gathers data collected from several sources, including door counting, such as, who walked past the store and who walked in and how long consumers stayed in the store. Nomi can also detect what device consumers were using; decision-makers can use this information to re-allocate the marketing budget to the highest performing campaigns. The system will sync in-store activities with interactions on the brands e-commerce site, revealing the entire physical/digital loop of consumer behaviour. There is room for a similar concept to be brought to the UK retail market. A real-time marketing optimisation platform that can be used to track and analyse consumer data, as well as providing a customised and convenient shopping experience for the consumer. PS Dept is a new app that connects sales clerks and shoppers. It is a personal shopping app that connects consumers and retailers in a highly sociable way. The sales team mark themselves by showcasing their style preferences to users of the app who follow them. A touch screen interface allows buyers and sellers to text, share photos and complete transactions. The retailer then pays a commission to PS Dept, for purchases made through the app (Rosman, K, 2013: online).

proposition

From my findings I believe the rise of mobile retail will create an environment of individuality, as opportunities arise for the retailers to receive feedback from the consumers on their products or services through the use of mobile apps. At this moment in time, the large chain high street stores produce clothing with restricted choice for the consumer, colour, style and size is really as far as the consumers choice can stretch. The rise in mobile retail offers opportunities for consumer feedback, allowing for its development of a highly individual shopping experience, as stores understand their consumers at an individual level. Provision of the retail experience becomes far more tailored to the individual. This technology has the potential to lead individuals to manage and acquire their own individual style. From this I propose a new innovative platform should be created, the â&#x20AC;&#x2DC;ultimateâ&#x20AC;&#x2122; mobile app, which can cater for and encompass the needs of the tech-savvy consumer. As a retailer Apps have the opportunity to both bring you closer to your consumer base or drive you further away from them, not everyone wants to be analysed, however, done sympathetically and being a perceived benefit to the consumer they can provide a great customer proposition and service that provides benefits both the consumer and the retailer by creating a more personalised and convenient experience for the consumer, as well as creating a more loyal and valuable user for the retailer.

the concept CloseBuy

CloseBuy CloseBuy, is a mobile app that works hand in hand with the consumer and the retailer. The idea behind the name of the app is that it is always close by the consumer. Instore, through proximity marketing and geo-fencing, alerting the consumer of how close they are to the store and what they can offer the user, and close by at home, or wherever the consumer is. CloseBuy will enable a customer service interaction platform, which will allow users to keep in contact with the retailer out of shopping hours. CloseBuy for the consumer is an exclusive shopping app for the tech-savvy working woman. It creates a 24 hour personal service for the consumer, by allowing the user to communicate with sales staff out of shopping hours. In and outside the store it is there to create a seamless and convenient shopping experience for the user. In-store, CloseBuy uses technology such as proximity marketing, which identifies where about in the store an item that has been previously searched for on the mobile device is, and how far away it is from the consumer. With the app consumers can create virtual wish lists, which can be tapped into in-store kiosks providing more personalised recommendations and advice customised to fit each individual consumer. Users of the app will be able to opt-in to have their data shared through mobile loyalty programs, allowing retailers to track habits of shoppers individuality, rather than in aggregate, which will produce more in depth behavioral profiles for each individual consumer. CloseBuy for the retailer offers physical stores the tools to measure, analyse and optimise every aspect of the consumersâ&#x20AC;&#x2122; in-store experience. The app allows retailers to track their consumers individually creating a more personalised service for them. The app gives retailers the opportunity to receive consumer feedback, allowing the chance for retailersâ&#x20AC;&#x2122; immediate feedback from the consumer, to understand the consumer on a personal level. This will better optimise marketing across all channels, and should stop consumers show rooming in-store.

Target Consumer CloseBuy is an innovative mobile app here to help The Future Female. She is a confident, educated, social, affluent, optimistic and incredibly busy woman. She belongs to generation Y and is a self-sufficient multi-tasker, brought up in an instant world. She is used to technology to make things happen. The future female wants what she wants, not what sheâ&#x20AC;&#x2122;s given. We are in a â&#x20AC;&#x2DC;no time epidemicâ&#x20AC;&#x2122; as there is a higher demand for individuals to work due to the long recovery of the economic recession. The Future Female is intelligent, affluent, well travelled and cultured, she has the money to spend on shopping, just not the time to do it. This is why she needs a shopping experience that will run around her time. CloseBuy is the perfect mobile app for the Future Female as it can provide a completely customised and convenient time saving experience for her.

retailers version

users version

Strengths CloseBuy creates a more in depth behavioral profile of the consumer, and allows retailers to target users on a more personal level. It is a time saving tool for the consumer, ready to access in her finger tips, wherever she wants, whenever she wants. The use of Near Field Communication in the app, will allow brands to tag everything, resulting in â&#x20AC;&#x2DC;tap-to-buyâ&#x20AC;&#x2122; products. Weaknesess Similar services are already dominant in the US market, such as Nomi and PS Dept, which may move and become more popular in the UK. Consumers need to gain trust with brands, and may be hesitant to hand over data to a brand new platform without something to reward them in return. Opportunities Retailers can receive immediate feedback from the consumer, to understand the consumer on a personal level. This will better optimise marketing across all channels and can tailor the shopping experience to each individual user. A social forum on the app will allow create a gateway to the opinions and recommendations of friends, family, and like-minded shoppers. Threats Close:Buy must promote itself and gain the trust of the consumers to opt in and share data for the service to work successfully.

What sector of the market do I want to target? With the rise of mobile technology only likely to grow, it is possible to bring the exclusivity and services provided in the luxury sector to the high street. High street brands such as Topshop are already tapping into this mobile technology with the debut of the Be-the-buyer app, which launched during London Fashion Week in February 2013. The app helped the buyers decide which items they were actually going to bring to retail, through the consumers influencing the buying decision [Mullany, A, 2013: online]. From my findings I can see that the UK high street is welcoming to this mobile technology and will use it to its full potential. Paul Price, the Chief executive of retail technology company, Creative Realities, believes â&#x20AC;&#x153;Omni-chanel is the new retail model. Itâ&#x20AC;&#x2122;s no longer online or offline: you need to do both and you need to make it intuitiveâ&#x20AC;? [Baron, K, Shardlow, E and Wood, H, 2013: online]. The future of retail is set to become a multi-channel hybrid with mobile at the forefront. In response to the demand for a more convenient and personalised shopping experience, it is evident from my findings that mobile technology can offer this opportunity.

Purpose CloseBuy is here to assist the Future Female, to make the shopping process as easy and convenient for her as possible in this â&#x20AC;&#x2DC;no time epidemicâ&#x20AC;&#x2122;. The app will be sold to high street retailers as a way to track, analyse and ultimately understand their consumer on a deeper and more personal level. In the hopes to generate more sales for the retailer and stop show rooming in stores. People CloseBuy will have an impact on the target consumer as it will create an easier shopping experience, out of shopping hours and in-store. The app will fit around the life of the hard working and incredibly busy future female. Reshaping the shopping experience to fit around her time, when she needs it. Economic set backs such as the increasing cost of fuel and parking in city centres means the consumer can shop from home and still receive the same customer service she desires, as if she was in the store. Personal Consumers can trust CloseBuy to advise and recommend the right products for them. Not only can the consumer trust its advice, they can feel safe knowing their data will not be shared with anyone other than the retailer. Secure mobile payments can be made using personal identification features, which could include finger print, voice, or facial recognition. Perception CloseBuy gives the consumer the chance to provide insightful feedback which will really benefit the consumer, not just the retailer.

is the future mobile?

The future is now

Word count excluding quotes: 7735

methodology

Primary Research An Insight into the relationship we have with our smartphones Questionnaire â&#x20AC;&#x201C; A survey was conducted on SurveyMonkey.com to gain a greater insight into Generation Y and how they see the relationship they share with their smartphone. Consumers were asked to select one of three images that they felt best depicted their relationship with their smartphone. I conducted this survey on survey monkey as sharing the survey on social networking sites allowed me to reach a vast number of respondents, of different ages gender and location. Contacting professionals in the industry Email â&#x20AC;&#x201C; Emails were sent out to professionals in the industry who are knowledgeable about the area of the industry I was researching. I sent an email out to Tuma Nadia, a researcher for McCann Truth Central, to gain greater insight into the issues of privacy we are facing. She supplied me with some interesting information and the latest marketing report which is yet to be uploaded online to their website. I reached out to Chicisamo, an online fashion network, which allows users to share outfit idea and recommendations to other users on the site. I was sent a reply from Gabi Aldamiz, who sent me a proposition to help her with her market research by conducting an experiment. They are currently building their first iphone app for Chicisamo. Gabi said she would give me access to the iphone app to 5 friends of mine, these five friends would then have to do two actions a day during two weeks and my job was to analyse behavior. Unfortunately the late response meant time restrictions stopped this experi-

Phone interview â&#x20AC;&#x201C; Phone interviews were conducted as a result of the emails to professionals. I was able to have a phone conversation with Samantha Carr, a womenswear and accessories boutique owner in Cheshire. I wanted to gain insight from an industry perspective on how she felt smartphone technology could help engage her consumers as well as provide benefit to herself. I then applied these findings to my strategic outcomes. I found them useful as they helped me decided which area of the market was best suited for my recommendations. I also conducted a phone interview with an industry insider at the large corporate company British Airways. Paul Nichols, The flight crew resources manager gave me an interesting insight into how British Airways receives customer feedback and how it is the emergence of mobile technology that is making this process easier and more efficient for both the brand and customer. He also sent me the British Airways â&#x20AC;&#x2DC;Customer Voiceâ&#x20AC;&#x2122; report, which I then used as a case study in my strategic outcomes, as well as a Mintel marketing report on social networking which British Airways have examined and used as part of their research. As a case study in this report I looked into the Tapestry mobile app. I gained great secondary research on the app but felt testing it out for myself would be really insightful and beneficial to my findings. I also tried to get in contact with the Tapestry founder Sam Reid, to gain some further insight into the Tapestry. He replied to me saying he was happy to help, and agreed to have a phone call to discuss my findings. Unfortunately time restrictions stopped this phone conversation from taking place.

Secondary research Online research - Due to the ever-evolving industry and the advancements in technology, it was vital to find information through online research as articles were published extremely quickly and meant they were easily accessible. This way of researching proved valuable as developments were constantly being made. The use of ‘Google Alerts’ was used as a way of keeping up to date. The alerts were sent to me daily on the subject of, the future of retail, retail trends, social trends and the retail consumer. These alerts led me to some interesting and useful websites, news articles and blog posts on a daily basis. These gave me great insight as a starting point for research. Published books on the topics were found to be slightly outdated therefore the online research was very successful. It provided an opportunity to reach out to professionals in the industry, as their contact details could be found online. I found multiple market research reports very helpful and interesting on this very current and timely subject. To gain greater access to reports I joined a local creative hub called Designer Forum. It gave me access to database such as Stylus, Trendstop and WGSN. Databases such as Mintel also provided me with relevant and useful research. Books – Due to the topic being discussed in this report, the books collected were slightly outdated, as it is an ever-adapting industry and constant advancements are made being. They were helpful in order to gain historical knowledge into the advancement of technology. TV documentary – Throughout my research I watched a BBC documentary created by Robert Peston. The program highlighted the current revolution of retail, and the technology that is playing apart in this.

Appendix

Hi there, I’m a Fashion Communication & Promotion student at Nottingham Trent University currently writing my dissertation. I’m looking into smartphones and how they can impact the future of retail. As part of my research I want to look into the darker side of technology, such as data tracking invading our personal lives. I’ve studied a couple of your reports and have found them very interesting and useful towards my project. Would it be possible for me to view an executive summary of your Truth About Privacy 2013 study? I believe it could be very insightful towards my research, Thank you very much, Charlotte Nichols. Response hi charlotte thanks for contacting us - always nice to hear from people doing interesting work outside of the agency world. i’ve attached the executive summary for the Truth About Privacy. there is also coverage online that might be helpful (a Google search should work), including an op-ed we wrote in today’s advertising age: http://adage.com/article/guest-columnists/americans-scared-amazon-s-data-store/290953/ i hope this is helpful for your endeavors - good luck! nadia NADIA TUMA | VP, DEPUTY DIRECTOR MCCANN TRUTH CENTRAL T 646 865 3007 | M 412 559 8101

72 Hi, my name is Charlotte Nichols. I am a Fashion Communication and Promotion student at Nottingham Trent University currently writing my dissertation. I am looking into smartphones and how they can impact the future of retail. I was hoping if it was possible to find a contact who I can send further questions to as a part of my primary research reguarding this subject? I hope to hear from you soon, Charlotte Nichols. Response Hi Charlotte, thanks for reaching out. When is your dissertation due? We are building our iphone app, weâ&#x20AC;&#x2122;ll have a first version during the end of February. I propose you the following: - we give access to the iphone app to 5 friends of you - you choose who they are, they must have an interest in fashion, even a small one. You can be one of them if you have an iphone; - I will ask you to have your friends do two actions a day, during two weeks; - Your job is to analyse behaviour, and the impact that the app has in your friends. Some will ignore it, others might have a different behaviour. You send me your conclusions and you can include them in your dissertation. How does that sound? Best Gabriel Gabriel Aldamiz-echevarrĂa +1 415 800 3490 +34 666 552 418 Chicisimo Real fashion on real people

73 I’m currently coming to the end of writing my dissertation titled ‘Is the future mobile?’ I’m looking into smartphones and how they can impact the future of retail. From my research it’s clear the future of retail must focus on becoming more immersive, seamlessly integrated and always mobile-orientated. During my research process I have come across a new concept that has been installed at Boxpark London. Boxpark Marketplace is a concept which features a fully integrated POS system across all sales platforms. It involves a mobile app, which allows consumers to go into stores within Boxpark and scan a product to find out more information including sizing and colour, or to add to a wish list, which the consumer may wish to purchase at a later date. The app is transactional, allowing customers to buy directly from the platform. I have found this interesting as it has been seen as a great concept for independent retailers who are usually unable to offer multi-channel solutions. From my research I have to come up with a set of recommendations and strategic outcomes, showing how my research project could be implemented. `Before I write up my recommendations I would love your input as an industry professional on smart technology and the independent retailer. From my research I have seen the introduction of mobile apps and shopping means retailers have a greater ability to tap into their consumers and gain greater insight into their personal preferences, so they can reach their consumers with the right message. What I want to find out was whether or not you feel the use of smart technology, such as an innovative mobile app, like the concept applied at Boxpark, would be useful for your consumers? Furthermore would you find a mobile app which gave you the opportunity to gain greater insight into your consumers useful, or do you feel smart technology should stick to the high street and the luxury sector? Thanks for your time! I hope to hear from you soon, Charlotte.

In response to my email I recieved a phone call from Samantha, a womenswear and accessories boutique owner in Cheshire. She answered my questions and gave me some insight from an industry experts view on the subject matter. I jotted down notes during this telephone conversation and applied her knowledge into my own words for part of my recommendations.

Hi Charlotte, Please see attached, the customer voice program explains at a high level a change to the way BA seeks customer feedback. The social media report shows how Travel and tourism has always relied on the power of word of mouth to market to travellers, and that for much of the 21st century, friends and family provided the main tools for inspiration, planning and organising travel alongside tourism guides and magazines and travel agencies. However, since the turn of the century, the emergence of the Web and digital technologies have transformed the end-to-end travel process and has some good data about the growth in internet usage. (See attached file: Customer Voice Programme - Outline - R&I Database.pdf)(See attached file: The Impact of Social Media on Tourism - International - August 2013.pdf) Anyway hope this helps Paul Nichols Flight Crew Resources Manager Flt Ops Business Management Waterside, HFB1 Mobile: +44 7789 612729 British Airways PLC HFB1, PO Box 365, Waterside, Harmondsworth, Middlesex, UB7 0GB, United Kingdom During a phone conversation between myself and Paul Nichols, I gained some interesting insight into how large coporate companies gather data about a large number of customers.

references

Baron, K, Shardlow, E and Wood, H, 2013: onlineKatie Baron, Estella Shardlow and Hannah Wood, 2013, Data Tracking [online]. Available via: Stylus [20 November 2013]. Brooker, C, 2011: televisionBlack Mirror, 2011. [Television] Channel 4, 4 December 2011. Brown, S, 2013: online Schular Brown, 2013 cited by: Cillian Oâ&#x20AC;&#x2122; Connor, 2013. Bits & Bytes, The Present. co, Boxpark, Nomi. Business Of Fashion [online]. 17 December 2013. Available at: http://www.businessoffashion.com/2013/12/bits-bytes-thepresent-co-boxparknomi.html [Accessed on: 3 January 2014]. Faull, J, 2013: onlineJennifer Faull, 2013. Google tests technology that follows mobile users to see if they visit the stores they search for. The Drum [online]. 8 November 2013. Avaliable at: http://www.thedrum.com/news/2013/11/08/google-tests-technology-follows-mobile-users-see-if-they-visit-stores-they-search [Accessed on 15 November 2013]. McCann Truth Central, 2013, p7: onlineMcCann Truth Central, 2013, The Truth About Mobile [online]. Available via: McCann Truth Central [Accessed on 10 November 2013]. McCann Truth Central, 2013, p9: onlineMcCann Truth Central, 2013, The Truth About Mobile [online]. Available via: McCann Truth Central [Accessed on 10 November 2013]. Miller, J, 2013: onlineJoe Miller, 2013. City Of London Calls Halt To Smartphone Tracking Bins. BBC News Technology [online]. 12 August 2013. Available at: http://www.bbc.co.uk/ news/technology-23665490 [Accessed on 15 November 2013].

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Singh, J and Martucci, D, 2012, p4: onlineJaspreet Singh and Danny Martucci, 2012, Dawn Of The Mobile Influence [online]. Available via: Deloitte Digital [Accessed 30 December 2013]. Singh, J and Martucci, D, 2012, p7: onlineJaspreet Singh and Danny Martucci, 2012, Dawn Of The Mobile Influence [online]. Available via: Deloitte Digital [Accessed 5 January 2014]. Singh, J and Martucci, D, 2012: online. Jaspreet Singh and Danny Martucci, 2012, Dawn Of The Mobile Influence [online]. Available via: Deloitte Digital [Accessed 30 December 2013]. Spybey, K, 2013: onlineKat Spyby, 2013. Retail: The Next Genration. Property Week [online]. 12 July 2013. [Accessed on 15 November 2013]. Towle, K, 2012: onlineKen Towle, 2012 cited by Simon Neville, 2012. Tesco Launches U.Kâ&#x20AC;&#x2122;s First Virtual Supermarket At Gatwick Airport. The Guardian [online]. 7 August 2012. Available at: http://www.theguardian.com/business/2012/aug/07/tesco-virtual-supermarket-gatwick-airport [Accessed on 28 November 2013]. Vizard, S, 2013: onlineSarah Vizard, 2013. Customers Are Mobile First, Retailers Must Be Too. Marketing Week [online]. 24 October 2013. Available at: http://www.marketingweek.co.uk/ sectors/retail/customers-are-mobile-first-retailers-must-be-too/4008362.article [Accessed on 7 January 2014].

Vizard, S, 2013: onlineSarah Vizard, 2013. Customers Are Mobile First, Retailers Must Be Too. Marketing Week [online]. 24 October 2013. Available at: http://www.marketingweek.co.uk/sectors/retail/customers-are-mobile-first-retailers-must-betoo/4008362.article [Accessed on 7 January 2014]. Wade, R, 2013: onlineRoger Wade cited by: Cillian Oâ&#x20AC;&#x2122; Connor, 2013. Bits & Bytes, The Present.co, Boxpark, Nomi. Business Of Fashion [online]. 17 December 2013. Available at: http://www.businessoffashion.com/2013/12/bits-bytes-thepresent-co-boxpark-nomi.html [Accessed on: 3 January 2014]. Wong, B, 2013: onlineBrian Wong, 2013, cited by: Rob Woodbridge. Why mobile is about owning the moment and not keeping users hostage by incentive. Available at: http://devsbuild.it/resources/type/video/kiip-why-mobile-about-owning-moment-and-not-keeping-users-hostage-incentive-co [Accessed on November 25 2013]. Wong ,2012: onlineWong, 2012. Cited by: Estella Shardlow, 2013, Out Of Hours Shopping [online]. Available via: Stylus [20 November 2013].

illustrations Figure 1- Jaspreet Singh and Danny Martucci, 2012, Dawn Of The Mobile Influence [online]. Available via: Deloitte Digital [Accessed 5 January 2014]. Figure 2- Kat Spyby, 2013. Retail: The Next Genration. Property Week [online]. 12 July 2013. [Accessed on 15 November 2013]. Figure 3- Hughes, M, 2013. Generation Y, Lecture. Nottingham Trent University, Unpublished. Figure 4- Libby Cook, 2013. Pinterest via Blogspot.com Figure 5- (Stylus, 2013) Katie Baron, Estella Shardlow and Hannah Wood, 2013, Nomadic Retail [online]. Available via: Stylus [20 November 2013].

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Reports (Deloitte Digital, 2013) Jaspreet Singh and Danny Martucci, 2012, Dawn Of The Mobile Influence [online]. Available via: Deloitte Digital [Accessed 5 January 2014]. (Stylus, 2013) Katie Baron, Estella Shardlow and Hannah Wood, 2013, Future Of The Store [online]. Available via: Stylus [20 November 2013]. (Stylus, 2013) Katie Baron, Estella Shardlow and Hannah Wood, 2013, Social Media Seduction[online]. Available via: Stylus [20 November 2013]. (Stylus, 2013) Katie Baron, Estella Shardlow and Hannah Wood, 2013, The Omni-Chanel Store Space[online]. Available via: Stylus [20 November 2013]. (Stylus, 2013) Katie Baron, Estella Shardlow and Hannah Wood, 2013, The Social Sell [online]. Available via: Stylus [20 November 2013]. (Stylus, 2013) Katie Baron, Estella Shardlow and Hannah Wood, 2013, Catwalk To Closet [online]. Available via: Stylus [20 November 2013]. (Stylus, 2013) Katie Baron, Estella Shardlow and Hannah Wood, 2013, Collaborations Beyond The Shop Floor [online]. Available via: Stylus [20 November 2013].

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(The Drum, 2013) Jenner Faull, 2013. Over 5% of Instagram ad views lead to likes, according to CEO. The Drum [online]. 7 November 2013. Available at: http://www. thedrum.com/news/2013/11/07/over-5-instagram-ad-views-lead-likes-according-ceo [Accessed on 15 November 2013].

(The Drum, 2013) Jennifer Faull, 2013. Infographic: 72% of smartphone and tablet users expect the same quality of content experience across all digital devices. The Drum [online]. 21 October 2013. Available at: http://www.thedrum.com/news/2013/10/21/infographic-72-smartphone-and-tablet-users-expect-same-quality-content-experience [Accessed on 15 November 2013]. (Business Of Fashion, 2013) Cillian Oâ&#x20AC;&#x2122; Connor, 2013. Bits & Bytes, The Present. co, Boxpark, Nomi. Business Of Fashion [online]. 17 December 2013. Available at: http://www.businessoffashion.com/2013/12/bits-bytes-thepresent-co-boxpark-nomi.html [Accessed on: 3 January 2014]. (Fast Co Create, 2013) Anjali Mullany, 2013. How Google+ And Topshop Co-Created London Fashion Weekâ&#x20AC;&#x2122;s Most Interactive Show. Fast Co Create [online]. 18 February 2013. (Property Week, 2013) Kat Spyby, 2013. Retail: The Next Genration. Property Week [online]. 12 July 2013. [Accessed on 15 November 2013]. Journals Victoria Magrath and Helen McCormick, 2013, Branding Design Elements Of Mobile Fashion Retail Apps. Mark Simpson, 2013. How to Make The Zero Moment Of Truth Work For You. Multichanel Merchant. Audio Visual Resources Black Mirror, 2011. [Television] Channel 4, 4 December 2011.