Today’s consumers are turning the retail world upside down through the amount of data they are generating. With access to a range of devices, platforms and the plethora of digital marketing campaigns they are exposed to on a daily basis, consumers are more informed and empowered than ever before, and thusly shopping in new and diverse ways.

This is good news for retail and D2C brands, because they now have the ability to access all of that information and implement dynamic changes throughout the organization. Ultimately, they are able to stay on top of the ever-changing waves of customer shopping behavior – as opposed to being surprised when they come crashing around them.

However, in the current changing landscape, many feel that the responsibility of creating a customer-centric organization is not necessarily in their job description—they may understand there is a need to change and adapt to this trend, but assume the burden falls to another sector of the organization.

Here is the reason why merchandisers are poised to be the catalysts to inspire transformation. In the simplest of definitions, merchandisers are those who turn the retailer’s stock or inventory into profit or cash to maximize the retailer’s gross margin. Presently (and moving forward), the continuous evolution of big data analytics, technology and consumer expectations exponentially increase the complexity and responsibility of a merchandiser’s scope of work.

Empowering the Data Driven Path

Many retailers seem to experience a certain anxiety upon realizing that their roles necessitate scientific empowerment in their day-to-day, which was not initially featured in their job descriptions. But make no mistake, the trajectory of merchandisers’ career paths are now headed towards a data oriented process and mindset in which they can no longer rely exclusively on their past experience, methods and general gut instincts.

Retailers who acknowledge the need for rapid changes in their merchandising processes are the ones who will get ahead of the game and triumph in the end. This last statement is easier said than done, as this process is not as easy as saying the words “we need to change” and snapping your fingers like in the “I Dream of Jeannie” TV sitcom from the 70s.

These changes require organizational adjustments that acknowledge new procedures in merchandisers’ capabilities, decisions and systems. With millions of data points on products, customers, orders and visits, merchandisers require a new evaluation of metrics and options to gain insights and take action more rapidly.

The massive amount of data collected across the organization must be used efficiently and in perfect synchronicity in order to be translated into actionable information. Shifting from the personal and organizational mindset of the old merchant days to the new mindset of a customer-centric merchandiser or Merchant Scientist also requires the proper use of technology to expedite actions and help maintain a laser-focus on the end goal—satisfying the customer.

Once merchandising teams transition their outlook to empower the troves of data, the results can be impressive.  Our Co-Founder and Chief Scientist, Michael Ross, recently shared some of his findings with Internet Retailing’s readers:

• A US fashion brand planned emails many weeks in advance, but never checked product availability before actually sending. A typical email had a views availability experience of less than 50%, a huge waste of valuable customers’ attention
• A large UK department store was about to take a 50% markdown on some products that weren’t selling.  It transpired that they had been miscoded and simply weren’t appearing in the site search results.
• A beauty retailer was about to discontinue a niche brand, but it was discovered that VIP customers were addicted to it (40% bought the same product again within 8 weeks).  The range was subsequently increased.

At the end of the day, being a customer-centric retailer means to provide an environment where your organization is able to connect, understand and take action on the massive amount of data the customer provides you. Merchandisers who can see the benefits of this new customer-driven era and swiftly join the revolution will drive change across the retail industry to not only produce customer-centric Merchant Scientists, but also happy and loyal customers.

For more on the new reality of Retail, we invite you to read The 2016 Merchant Manual. From the top 4 trends that merchants must embrace in the year ahead, to the newest metrics by which retail success will be measured, this is your guidebook for making 2016 the best year of your career.