As the BBC pointed out Dorothy Perkins? Why would Boohoo want that?
Can you convert in person shopping habits into digital shopping habits?
It is a question of habit which we will explain but only once we explore how this problem arose for the brands being sold in the first place.
The downfall of once-beloved British high street brands like Dorothy Perkins, Topshop, and Wallis was not simply due to their reliance on in-store purchases during a pandemic. Their struggle runs far deeper: these brands were caught in a rigid mindset, assuming digital shopping was merely a "nice-to-have," siloed from their brick-and-mortar strategy. In reality, the digital ecosystem is where modern retail thrives, not merely as an adjunct to in-store experiences but as a powerful engine of connection, continuity, and conversion.This rigid separation—a form of "siloed thinking"—has haunted many brands. They compartmentalize their efforts, drawing hard lines between in-store and digital, digital vs. advertising, and customer service vs. sales. It’s a costly mistake. Instead of supporting each other, these isolated efforts fracture the brand's presence, leaving customers to navigate a fragmented, inconsistent experience.
The Trap of Siloed KPIs
When every department—be it digital, retail, or marketing—operates with isolated goals, businesses inadvertently end up sacrificing revenue. By focusing solely on hitting "revenue targets" for each channel, they miss a bigger opportunity: customer loyalty and consistent brand engagement across platforms. This fragmentation damages not only sales but the potential to truly understand customer behavior and shopping habits. People browse online and often head in-store to try items, only to find their experience disjointed from the brand they initially encountered online. The reality? Customers don’t live in silos. They crave seamless experiences that transcend online and offline worlds, where every interaction feels consistent, trustworthy, and valuable.
Why Boohoo Succeeded: Rethinking Production and Engagement
Boohoo recognized early on that digital-first, agile production could unlock a fast-paced, engaging customer experience. Instead of churning out a single product in massive quantities, Boohoo's co-founder Mahmud Kamani pivoted to smaller batches with greater diversity. Each launch was a limited edition, not only catering to customers’ desire for variety but keeping them engaged with new arrivals and exclusive choices. This flexibility fueled Boohoo’s rise in the fast fashion world, where the constant “newness” drew people back repeatedly, building loyalty through a model of high engagement and rapid turnover.
But can this work for brands like Dorothy Perkins and Wallis, who traditionally attracted an older, more in-store-focused demographic?
The Challenge of Habit: Bringing In-Store Shoppers Online
Here lies the pivotal question: Can traditional in-store shopping habits be converted into digital loyalty? In some cases, yes. But for brands like Dorothy Perkins, Wallis, and Burton—whose older customers tend to prefer in-person shopping—the transition is not as simple as moving customers from Topshop to ASOS. It requires reshaping shopping habits deeply embedded over decades.
Changing habits isn’t about coercion; it’s about creating online experiences that mirror the pleasure, convenience, and sense of reward found in stores. This means recognizing and rethinking what drives in-store shopping:
- Touch and Feel: Customers want to experience products. Brands can introduce digital innovations like virtual try-ons, 360° product views, and personalized styling advice to replicate this tactile connection online.
- Personal Attention: In-store, sales associates provide a personalized touch that feels unique and catered. Online, personalized recommendations and interactive customer service can recreate this personal attention and strengthen trust.
- The Bargain Thrill: For many customers, finding a deal in-store is an emotional experience, a small victory. Digital can mirror this with dynamic pricing, flash sales, or loyalty programs that recognize and reward frequent engagement.
The Emotional Shift in Shopping Online
Shopping is as much about emotions as it is about the product. Online, however, shopping habits shift from emotional impulses to more analytical, comparative decisions. Customers can’t try things on, and the thought of returning items dampens enthusiasm. For brands whose legacy relied on in-store bargains, the online experience must become emotionally compelling—a place where they feel valued, recognized, and rewarded. This shift in emotional appeal is where cross-channel integration plays a crucial role.
The Cross-Pollination Imperative: Uniting Channels for Seamless Loyalty
To convert in-store shoppers into digital loyalists, brands need to break down silos and create a cohesive experience. By cross-fertilizing marketing channels—aligning digital with in-store, loyalty programs with social media, advertising with customer service—brands can build continuity and engagement. A customer who browses online can receive a personalized follow-up email with in-store exclusives; someone who shops in-store can access app-only deals. This continuity not only feels rewarding but enhances brand perception and fosters loyalty.
Final Reflection: Connection in a Digital-Physical Hybrid World
Customers want brands that meet them where they are—whether that's online, in-store, or across both. The brands that will thrive are those that unite their channels, offering a continuous, customer-centric experience that builds trust, loyalty, and emotional connection. It’s not about digital replacing physical stores; it's about letting each channel strengthen and reinforce the other, transforming fragmented touchpoints into a holistic brand experience.
If your brand could build a seamless journey, one that bridges the physical and digital, what new connections, insights, and loyalty could you unlock? And how much might those connections be worth to your customers, now and in the future?
