ignal to Amazon and re-orders new Tide detergent. The list of touch points that shoppers interact with at home, while on the go, at work or instore are limitless. And herein lies the challenge. How can brands predict exactly where and when a consumer might switch into shopper mode, what the triggers may be, and how brands can make relevant information available at that crucial moment, when a decision is about to be made? The path-to-purchase challenge: An art and a science So, do we know what stage people are in their shopper journey, at any given point? How close are they to a purchase? Are they going to even buy your brand versus that of a competitor? The penetration of mobile and online has resulted in a proliferation of touchpoints. People are always in purchase mode, or can quickly switch to purchase mode by simply clicking on an app. As the image below depicts, it is not a linear journey – the final purchase decision can be made at a completely different point from where it started. As consumers, they’re passively scouting for opportunities and products that might inspire them into a purchase. This is obviously more evident with high ticket items like electronics and watches. But interestingly, this applies to everyday FMCG products too. For example, Unilever’s Lifebuoy, a soap sold in developing countries, has over 30 million supporters online just a year after it launched its cause to spread an important message that washing hands can prevent chronic sicknesses amongst children. Foresee Customer Experience Index Marketers are arming themselves to the teeth with technology and analytical tools to capitalise on the vast amount of data that mobile and online shopping has added to the purchasing process. Based on this, shouldn’t it make the path-to-purchase planning simpler? All we need to do now is map possible touchpoints at each stage of the shopper journey, right? But it’s not that simple, because brand owners don’t have a limitless budget to invest in every touchpoint, in the hope that shoppers might interact with their brand somewhere. Like a general at war with limited resources, we need to evaluate and identify the top two or three critical points where we can create maximum impact, and marshal resources tactically at those points. Path-to-purchase planning is both an art and a science that requires in-depth shopper research, analysis, and understanding of several factors relative to the market, the shopper and competition, among others. The art is in finding a deep, meaningful insight and effectively applying it to creative shopper solutions. Clinique is a great example of translating a compelling brand essence seamlessly across the shopper experience. Omnichannel marketing: Reality check To quote Google, ZMOT (zero moment of truth) is “the critical moments when a consumer picks up her phone, tablet or goes online to search and find what she was researching, is now the new moment of truth (MOT).” It is the decision-making moment that takes place a hundred million times a day on smart phones, laptops, desktops, tablets, and wired devices of all kinds. It’s the moment when marketing happens, where information happens, and where consumers make choices that affect the success and failure of nearly every brand in the world.” A seamless omnichannel experience is what keeps retailers up at night. They are driven by the frenetic pace at which online and mobile are reshaping the shopping process. However, we sometimes forget that digital is just a great enabler. Progressive brands have been working hard to link their social media, e-commerce and instore strategies.  Apps and digital content connect the instore shopping experience to online product information. All good in theory; however, many industry sources indicate that the results have not been great. Brands run the risk of introducing digital tools just for the sake of it. When installed, digital needs to offer a dimension more than the store experience but this is often not the case. The gap between what happens instore and what is supposed to happen, shows how critical it is for omnichannel marketing to be a company-wide initiative, not just a plan designed by the digital team. Creating a seamless shopper experience: Think brand essence as the glue, digital as an enabler We live in what writer B. Joseph Pine II calls “the experience economy.” Perceived value matters more than price, and shoppers are prepared to pay a premium for an experience. Consumer s are likely to pay more, travel farther, and settle for fewer choices if the experience is gr eat. To create a holistic shopper experience, brand essence is the glue that integrates the entire shopper journey— at home, on the go, instore, at work, or out of store. The focus should remain on the brand essence, and how it translates into a seamless experience across digital and instore touchpoints, with the shopper always at the center of the experience. Clinique stays true to its brand essence and brings it to life not only instore, but at ever y place a shopper might interact with the brand. The brand essence of Clinique, ‘born in a dermatologist’s office’ translates to a personalised service to the shopper via digital and online consulting, using self-diagnosis tools available strategically at key  search  moments.  Clinique is catering to each shopper’s instore needs with simple but effective service-oriented wristbands as part of its service, ‘as you  like  it’ program. Shoppers choose one of three printed complimentary wristbands that let consultants know what to watch for and how much time shoppers have. Green means “I have time, let’s talk,” white means “time is of the essence,” and pink means “browsing and happy.” Bands are available upon entering the store at select Clinique locations.   Images courtesy of Clinique Reverse showrooming: The new way to buy Integral to creating a seamless omnichannel experience is showrooming, which gives shopper s a physical and sensorial experience through the integration of online and instore offers. For people who think this is the beginning of the end for brick-and-mortar, fear not, we’re far from it. Recent trends are pointing to reverse showrooming (or web-rooming), in which a shopper researches the product online or on mobile, and goes to their nearest store either to pick it up or to touch and feel the real thing. The Audi Digital Car Showroom allows you to build a customised virtual car during your lunch hour. The showroom has no cars, only huge screens on which customers can view and choose their preferred features. The new digital showrooms are designed to fit into an area the size of a regular shop, and are designed for city centres where traditional dealer ships aren’t feasible. The showrooms sell 60 percent more cars than a typical Audi showroom and 50 percent of all customers purchase a car without having a test drive.   Audi City Berlin The shopper experience, when created and managed well, trumps all  other  factors  that  influence  a  purchasing  decision. While product features, price, availability, and advertising do matter, consumers will  accept  a smaller  selection,  travel  a greater  distance,  and  even  pay  a premium if brands and retailers deliver a truly delightful experience. As shopper expectations become greater and more demanding, manufacturers and retailers will have to play catch-up  with  consumers  and their ever-changing purchase behaviour , driven  by  exponential  growth  of  online  and  mobile technologies. Consumers will dictate how, where, and when they engage with brands. The lemonade stand analogy is always a good one with which to end; the simplicity of its insight is brilliant. On a hot day, if you put up a lemonade stand, people will stop and buy a glass. So whatever your lemonade stand is, find that compelling insight and translate it into a seamless shopper experience across channels.