If studying such minutia is so important, then why do so many brick-and-mortar stores pay so little attention to the online side of their operations?
Poor Web navigation and design are hardly exclusive to sites run by Old Economy companies; that is a topic worthy of its own column. But it's inexcusable for offline retailers to offer products in their stores and catalogs that can't be found easily--or at all--on their corresponding Web sites.
A couple of Christmases ago, I tried to order a plastic castle for my sonfrom the Toys "R" Us catalog. After spending several hours just trying to geton the site, I finally logged in and found the right category--only todiscover that the item advertised in the catalog was nonexistent onToysrus.com.
The more things change
That was a while ago, so I figured that things must have improved in suchbasic left-hand, right-hand issues for brick-and-mortar stores and theironline inventories.
Silly me.
The latest example of interdepartmental confusion involves anothertraditional retailing giant, Eddie Bauer. It started out simply enough, orso I thought: After finding an item in a company catalog sent to my home, Iwent online to buy it.
First, there was the usual problem of locating the product. (Why can't Websites make this easier?) The item in question was an end table; I clickedon the tab marked "Home." The next page included links for "Furniture" and"Outdoor Furniture," so I chose the former.
It then offered three categories: beds, upholstery and dresses andarmoires. Nary a table in sight. Several fruitless clicks later, I happenedupon another link labeled "Shop by room." There I found the end table,under a newly discovered living room section.
Ready for checkout? Hardly. The table was the same as the one in thecatalog, but it wasn't offered at the same sale price.
That's when my wife, fearing for the safety of our computer monitor, wiselytook over. She picked up the phone and called the 800 number listed on thesite.
"Did you look for the product on the catalog section of the site?" thecustomer rep asked. Confused, my wife said she thought that was preciselywhat we had been doing for the last half-hour. We were then directed to asmall link on the front door of Eddiebauer.com labeled "Catalog order,"where we were able to call up the item by typing in its catalog number,with the right price.
This whole exercise seemed perfectly logical to the young-sounding voice onthe other end of the phone--the separate link, the two sets of inventories,the different prices for the same item. Of course it would; he and manyothers in his department visit this cyberstore every working day and knowwhere everything is. I felt like inviting him to my house and asking him tofind my car keys, which I keep in a basket behind a door in the kitchen,and then making him feel like an idiot for not knowing where they were.
Right hand, meet the left hand
Many brick-and-mortar retailers, even the largest ones, outsource theironline operations to companies that have grown out of the e-commerceindustry, not traditional retailing. That's no sin, but it behooves theretailer to make sure that its online subcontractors are adequatelyintegrated into the workings of its stores and catalogs--at least to thepoint where they offer the same products at the same prices.
For some inexplicable reason, retail companies apparently view their Weboperations as a foreign entity that is simply grafted onto the side of themain organization, not melded in any natural way for the benefit of theconsumer. It reminds me of some grotesque laboratorycloning experiment from a B-rate movie.
Eddie Bauer, for example, proudly states that its award-winning Web site isthe work of one Fry Multimedia, which has built e-commerce operations forother large retailers, including 1-800-Flowers, Crate & Barrel and GodivaChocolatier. Fry's top officers list impressive credentials in technologyand consulting, but their bios are surprisinglyabsent of direct experiences in running retail businesses.
To be fair, it should be noted that Eddiebauer.com ranked first among 23apparel Web sites surveyed by Gomez Advisors, which reviewed such factorsas customer confidence and on-site resources. But I have to wonder how wellEddie Bauer Inc., a Seattle institution since 1920, understood the work ofa Web consultancy from Ann Arbor, Mich., that started up in 1993, andvice-versa.
I'll have plenty of time to think about it. We got a notice that our table,ordered weeks ago, would not be delivered until May. Naturally, the e-mailincluded no apologies for delay--as with everything else, it should makeperfect sense.