The last consideration you will need to undertake is that of the key metrics that will drive the measurement of success in your store level omnichannel capabilities. One group of metrics is intended to provide operational monitoring of the program itself, while others drive the core behaviors you wish to motivate within the stores.
Let’s begin with the operational monitoring. These metrics are intended to allow leadership (both inside the store and out) to ensure the program is healthy and include:
Related to the last metric, there must also be a policy and process in place to handle abandoned orders, as this only creates additional storage needs and adds to clutter. As an example, customers could have seven days to pick up a BOPIS order, after which the order is cancelled, a refund is issued, and the item(s) are placed back on the sales floor (out of the BOPIS staging area). Of course, email reminders and even a phone call to the customer should be executed prior to order cancellation to avoid customer frustration.
The second group of metrics is to drive program alignment at the leadership level. All retail organizations are driven by a core metric—actual sales versus a plan. To that end, at least one, and maybe two metrics must be addressed, depending on your business model:
These are just a few of the potential metrics you’ll want to employ when the program gets rolling. They are invaluable to monitoring the success and some can even be used in a gamification strategy in friendly store competitions.