Navigating inefficiency in traditional retail
Before its digital transformation, Sonak Group’s reliance on manual processes presented opportunities for improvement in growth and efficiency. Processes like inventory management, sales reconciliation, and customer interactions were largely paper-based, which could lead to delays and inconsistencies.
For example, delayed inventory updates across Sonak Group's wide network of retail stores contributed to discrepancies between actual stock levels and reported data. This resulted in overstocking or stockouts, and customers might occasionally find items unavailable in-store despite being listed as in stock.
Manually reconciling sales data from various stores and ecommerce platforms was time-consuming and prone to human error. This hindered the company's ability to efficiently track sales performance and make well-informed business decisions.
Customer service operations were managed independently by each store and lacked a centralised view of customer interactions and history. This made it challenging to offer fully personalised customer experiences and missed opportunities to enhance customer loyalty.
The company's marketing activities were also largely manual and lacked the sophistication needed to engage modern consumers effectively.
Finally, Sonak Group’s early ecommerce strategy focused on straightforward catalogue sites. The initial separation between online and offline channels occasionally posed challenges in delivering a seamless shopping experience across platforms.
Overall, this lack of integration limited Sonak Group's ability to scale its operations and adapt to the growing demand for a unified omni-channel presence.