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"text": "Of course, we’re under no illusion that these investments will be easy for retailers to make. 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After all, a retailer’s website serves as both marketing vehicle and online store, and deserves at least equal attention as the overall social media strategy.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:35:39.548+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "202c00b1-da57-46ff-9aef-f47e6a957782", "parentComponentId": null }, { "bbox": { "h": 0.3, "w": 0.4, "x": 0.05, "y": 0.19 }, "kind": "paragraph", "text": "Take Alibaba in China, for example. A few years ago Alibaba’s Tmall marketplace was very much focused on a transactional e-commerce platform. In 2016, however, there was a clear shift in Alibaba’s strategy, becoming much more content driven and focused on interactive social engagement, such as livestreaming and virtual reality. 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Globally, the dollar share value of global retail sales on private label products as of November 2014, the latest results available from Nielsen, was 16.5%.9 Almost one in five retail dollars spent around the world is on a private label, or store, brand. Investing in private labels, particularly in low-growth areas where price sensitivity is an issue for consumers, can be an excellent investment. Results with private label vary greatly among countries, with Switzerland at 45% of sales being private label and China being 1%.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:35:39.787+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5790fec4-8670-4b94-8140-f67694c81358", "parentComponentId": null }, { "bbox": { "h": 0.35, "w": 0.38, "x": 0.045, "y": 0.19 }, "kind": "paragraph", "text": "In order to help retailers examine the nature of brand loyalty more closely, we dug a little deeper. By taking the 61% of our survey respondents who say that they tend to be more brand loyal shoppers, and then seeing how this cohort answered our question on which online media most inspires them, we can report that more loyal shoppers gain inspiration directly from the retailer through a retailer's website. They are less inclined to look elsewhere—multi-brand websites or social networks— for inspiration. Other tools such as direct email communications and blogs are also used for inspiration, but not as much. The upshot? Harkening back to our first recommendation, investing in an excellent website, optimized for any device, is critical.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:35:39.787+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a0ca51c4-2e8d-4cdd-9a11-ed282fceb489", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.4, "x": 0.045, "y": 0.92 }, "kind": "source-note", "text": "9 Nielsen Insights, The State of Private Label Around the World, November 2014.", "attrs": null, "canon": { "kind": { "name": "Source note", "slug": "source-note", "status": "active", "canonId": "23484952-494b-4a5e-b1ad-550d0d70e948", "version": 1, "description": "Attribution / source / caveat placed at the slide footer. 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Yet, as our gap analysis shown earlier illustrates, satisfaction with these offerings is much lower. One solution could be for retailers to invest in showrooms: physical locations that are designed not to push product, but instead to entice consumers with all of those amenities they want from the store. A showroom offers a comfortable, inviting—sometimes even luxurious—environment to peruse products, get advice on sizes and styles, and place an order. The shopper’s products are then shipped to the consumer’s home from an offsite warehouse or store. Since a showroom has no need to maintain the expense structure associated with selling goods and shipping, showrooms can be very economically viable for retailers. And retailers seem ready to put money into the store. 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For some product categories, such as furniture and homeware and household appliances, consumers want to go to a store and look at and try the products. But retailers should consider whether they would have even more success with these products in-store if they employed a pure showroom model.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:35:40.19+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a66b3520-0e87-44db-9c5a-4c8479678efc", "parentComponentId": null }, { "bbox": { "h": 0.3, "w": 0.35, "x": 0.045, "y": 0.42 }, "kind": "paragraph", "text": "The showroom model is also favorable for products that are referred to as “differentiated goods,” products like branded fashion apparel, the newest electronic gadgets, or expensive jewelery. Differentiated products are difficult to sell online, because consumers prefer to browse for these items, examine them, and even seek out advice about what to buy. By displaying these products in a showroom, skilled and attentive sales staff can drive conversion of browsers into actual customers—a challenge for retailers both online and offline—resulting in more sales. 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