The Schlecker-to-Dayli metamorphosis as a special kind of customer experience.
Rarely do customers get the chance to experience the metamorphosis of a retail chain as closely as in the case of Dayli. The few (not really comparable) exceptions are the annual decoration and remodeling rituals in stores, especially around Christmas, or the final, mortal metamorphoses in the form of clearance sales leading to the final "end" of a carpet dealer or other unlucky businesses.
But Dayli - formerly Schlecker - unconsciously uses emotion: pity when entering one of its "outlets" and nostalgia when walking through shelves decorated with individual ex-Schlecker products. Who cares, you might say. There are problems with former Schlecker suppliers (Kleine Zeitung covered the topic quite nicely - link).
True. But is this "interim customer experience" intentional? Does it build trust in the new brand and the new business model - a kind of "Greisler V2.0"? Does the experience match the brand promise "there is more inside"? I do not think so.
The new Dayli business model in short: the former drugstore discounter locations are being converted into attractive local convenience stores. From October, food is to be added to the assortment. 100 to 150 locations are to become post office partners; dry cleaning services and "health-related offers" will be added.
Customers will be able to order devices such as washing machines and TVs on online terminals, turning Dayli stores into "shopping centers with over 50,000 products". Dayli also wants to offer rental cars from spring 2013 - for transporting purchases as well as for weekend trips. (sic)
Well then: I would be very happy if this concept works. But previous opinions of potential customers about a "Greisler V2.0" in various forums have not been exactly encouraging. I do not want to criticize the business model, but the challenge will be big.
It reminds me of 7-Eleven, the largest convenience store chain in the world. Dear Dayli crew: you could learn a lot about the necessary success factors there as well. So: dalli-dalli, no - Dayli-Dayli. Get to work.
As a service designer, the total service orientation of 7-Eleven immediately caught my eye. It is called servant leadership and shows the commitment not to hide behind products (as many retailers still do) but to proactively serve customers. A promising positioning in times of faceless mass products and self-checkout orgies.
So, dear Dayli crew: you have already added some new (experienced) managers to your team. You do know that retail is about staging a customer experience, not just stacking and selling products (if they are available again at some point).
