As a resident of New York City, I face long queue He sighed helplessly. I don’t question the absurdity of this experience. Instead, I foolishly thought it was a sign of stamina, even if a recent Covid-19 test meant standing outside in 27-degree weather for an hour. Lately, my patience has worn off during long lines at Starbucks. It suddenly dawned on me that this wait was the result of my stubborn preference for buying coffee the old-fashioned way—in fact, a way out of this cycle of humiliation. I can simply place a mobile order and pick it up at the store without waiting in line.
This frictionless convenience is so appealing that it seems to be ubiquitous now; it’s especially evident in places of exchange, whether it’s Starbucks, the local grocery store, or the airport. But resetting our expectations comes at a price, and it seems big. Clients feel so entitled these days – they’re pissed off.People are angrier, meaner and more likely to lose their temper in front of service staff, as detailed in a recent article The New York Times Feature Story, “A country on hold wants to talk to a manager.” We’ve been through two years of a pandemic that has burst the nation’s abundance bubble (read: supply chain issues and rampant inflation).
Companies, especially those in public-facing industries, are grappling with a shortage of available workers while trying to meet old-fashioned service standards set in completely different times. “The public’s vile behavior has forced many public-facing industries to rethink the old creed: the customer is always right,” writes Sarah Lyall of The New York Times. “If employees now have to take on many unexpected roles – therapists, police officers, negotiators for conflict resolution – then workplace managers are acting as security guards and bodyguards to protect their employees.”
Some consumer behavior scholars argue that Amazon is to blame for these high (and often unrealistic) expectations, from one-click buying to one-day shipping. “We call it the Amazonization of the enterprise,” said Thomas Holman, director of Arizona State University’s Center for Service Leadership. “Everyone is on par with Amazon in terms of wait in line, type of customer interaction and knowledge base. This perception is balancing all types of businesses.”
It doesn’t help that Americans are increasingly attracted to apps and technologies that speed up the way they shop.Via mobile orders, instant delivery, automated chatbots, and even Self-checkout kiosks, people promise instant and better and faster service. These tools are designed to give customers more control over how they receive their shipments. What ensues is a pretense of living effectively — at the expense of digital privacy, money, and the simmering influence of tech companies on our lives. Have you ever received a late-night notification encouraging you to order takeout?
Venture capital firms bullish on emerging and crowded markets Ultra-fast delivery startup, not yet profitable Without the help of investors. In replacing human-to-human interactions with human-machine transactions, shoppers are choosing to escape the daily nuisances associated with running errands or drinking coffee. This appears to be an individual consumer choice, but the post-pandemic retail and service environment could be hostile to the average shopper.
In October, tech writer Drew Austin talked about his regular trips to New York City’s convenience stores and drugstores. full of unexpected inconveniences. Fewer shift staff means longer queues at the checkout.Meanwhile, more items are locked to make up for Potential increase in theft From installing self-service kiosks, shoppers are encouraged to use to avoid long lines.
This makes the in-person shopping experience at Walgreens unpleasant and inconvenient, where people expect smooth entry and exit. “The implicit message in all of this for the average customer is that we should stay home and order online,” Austin wrote. “These spaces are not for us. We’re literally hacking into corporate warehouses.” Manhattan, he continued, is like a “post-pandemic retail wasteland,” with vacant chains being transformed into just-in-time distribution centers.
For example, New Yorkers may once need to convince them to try instant grocery delivery or takeout-only restaurants, dubbed the “ghost kitchen” by venture capitalists. Not only has the pandemic changed the interests of consumers, who are motivated to stay at home and order, but businesses have re-examined the need for traditional retail spaces.According to Starbucks New York TimesSince the beginning of 2020, the company has permanently closed 44 of its 235 Manhattan stores. However, it plans to expand its mobile pickup service and add more pickup-only locations.
Digital commerce consultancy Ascential’s Edge research predicts that retailers can invest in one third of their space, once used for in-person shopping, and fulfilling online orders for years to come.The shift could cost businesses more money, as opposed to having customers come into the store and pick out what they want. However, as things go, more and more people are choosing to have items shipped to them and delivered within the same week, the same day, or even within the next 15 minutes.
This preference doesn’t just apply to everyday essentials like groceries, baby formula or toilet paper. Direct-to-consumer startups, especially those in homewares and food and beverages, are trying to attract urban shoppers with on-demand delivery. “What we’re trying to achieve with fast commerce is to get people as close to instant gratification as possible,” said head of customer experience at Olipop, a low-calorie alternative to soda, tell Thingtesting“If consumers are looking for a drink late at night, we want to make sure it’s Olipop.”
Despite the boom in instant delivery applications, most have yet to deliver sustainable returns for investors inject billions of dollars into them. Amazon and delivery companies like DoorDash, Uber and Gopuff are pushing to transform city centers into fulfillment centers, with ghost kitchens and ghost card, stores — and all the hassles of in-person shopping — will still be there in one way or another. Shoppers still love hanging out in malls, no matter how comfortable they are with technology.
Amazon may have won over customers with its dizzyingly fast delivery standards, but its business model isn’t without logistical complexities. One-day delivery is expensive and relies on a large, underpaid workforce that small retailers cannot afford. “What somehow solves all of these problems – high return rates, costly last-mile shipping, logistics nightmares, buyer frustration, and a lot of consumer waste going to landfill? Stores . go to the shop,” wrote Amanda Moore of the Atlantic.
At the start of the pandemic, Americans avoided in-person shopping out of necessity. With most businesses reopening more or less these days, more and more businesses are choosing to avoid stores as customer service devalues. This is the result of a number of cost-cutting factors implemented by retailers, from introducing new technology to understaffing. Meanwhile, from a retailer’s perspective, delivery may seem like an antidote to store chaos, but it’s not.
Soon, retail employees may be so busy juggling delivery quotas that customers can no longer breathe a sigh of relief by asking to speak to a manager. The future of retail wants to provide customers with ultra-optimized convenience.but all this actually good for us? Is it financially viable?