For the most part, e-commerce hasn’t changed in the past 2 decades or so. 

It’s an efficient way to buy something you know you want, what the industry calls 'mission shopping' but it’s hampered by the challenges of promoting product discovery and impulse purchases. 

Many big box retailers only woke up to the threat or benefits of 'being online' post the last financial crash - prior to that it was seen either as a fad, or worse still as a distraction that has now proven to sort out the laggards from the innovators.

As the saying goes 'if you don't reinvent yourself others will'.

Without a doubt this festive season requires retailers to focus firmly on 'the transaction' whilst consumers juggle with who, where, and why they spend an even tighter household budget. 

This will push families into some extremely difficult choices so it's vital retailers really get to grips with these seismic changes in behaviour - this can also provide the platform to win over consumers who previously defected.

For every physical store there are related employees, many of whom will be socially and digitally savvy individuals in their own right, all with their own online community of friends and family. 

Each store will be located in several locations but also close enough to each community.

We all know that this festive season is going to sort out the passive from the active retailers - those that remain consumer focused and agile in operations will be the winners. 

Store and window layouts will need to change on a regular basis dependent on stock availability and instore innovations to encourage consumers to leave home and actually visit the store - especially when the discretionary spend mindset is firmly in survival mode.

I saw a few post on LinkedIn recently where the entire leadership and management teams from Marks and Spencer head office spent a few days working in one of their stores - nothing new with this but given the recent history where the term 'ivory tower' applied to M&S this is a huge step forwards.

I think they (and you) could go one step further by establishing a dedicated 'festive season' support team who are operational night and day from mid October thru to end January. This team should be made up of frontline decision makers who have immediate 24/7 access to the leadership team in order to provide outcome based agile support to the stores. 

Responding to changing consumer dynamics across all channels has to be a worthy strategy doesn't it?

By taking a leaf out of the digital playbook retailers today should think about using local 'live streaming' events. 

These 'planned' events could/should include local singers, songwriters, bands and groups all performing from the store. They can also feature local street food producers, along with other local community involvement - yes, I know the brand police and health and safety departments will slow this down but give it a go NOW!!!

Think magazine, entertainment, audience involvement -  not transaction!

By leveraging the expertise of the retail employees products can be demonstrated, showcased, and if they (employees) wanted to take it even further provide an online fashion/product show - just make it fun and not a TV shopping exercise.

Those benefits are the point of a traditional store, which, despite its troubles and costs, is still very good at using employees, merchandising, and ambience to persuade people to buy more stuff.

Turning hundreds of employees into virtual sales consultants can require a hefty investment in training and time, but the retail landscape of tomorrow will require all this and more if it is to not only compete with eCommerce, but also be better equipped to understand the significant rise in 'social commerce'

This is 21st Century retail - its available without huge investment in legacy systems and is extremely agile whilst leveraging what you already have.