Consumers have returned to stores, but they ’re no longer shopping the way they used to

The store hasn't disappeared. Quite the contrary. After several years marked by the rapid growth of e-commerce, the proliferation of digital shopping journeys, and changing purchasing habits, the retail store continues to play a central role in the relationship between brands and their consumers.

But returning to stores doesn't mean going back to the way things used to be.

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Today, a consumer might discover a product on social media, compare prices on their smartphone, read reviews, go to a store to see or try it out, and then ultimately buy it online a few days later. Conversely, a search that begins online can end immediately at a retail location.

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The shopping journey has become more fragmented, more hybrid, and, above all, less predictable.

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In this context, the question is no longer simply how to drive foot traffic to stores. For brands, the challenge is now to understand how to adapt their in-store presence to consumers who are using retail locations differently.

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The store is returning to its core purpose: helping people discover and experience

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A retail location that goes beyond a simple transaction

For a long time, the role of the store was relatively straightforward: to showcase a selection of products and allow customers to leave with a purchase.

This transactional function still exists, but it is no longer sufficient to explain the value of brick-and-mortar retail.

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The store has also become a space for discovery, comparison, advice, and experience. It allows consumers to do things that the digital world cannot always fully replicate: touch a product, test its texture, try out equipment, physically compare two models, or speak with someone who can answer their questions right away.

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This aspect is particularly important when the product requires an explanation.

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In consumer electronics, for example, reading a product spec sheet isn’t necessarily enough to understand the difference between two devices. In sports, trying on a pair of shoes can completely change how you perceive a model. In beauty, a demonstration or personalized advice can help consumers identify a product that truly meets their needs.

The store then becomes a place where the brand promise takes on a tangible form.

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Consumers often come in already well-informed

This trend is accompanied by another change: the salesperson or brand ambassador is no longer automatically the first point of contact with the product.

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Before walking through a store’s door, consumers may have already visited the brand’s website, watched a video, read several reviews, compared prices, or discovered the product through a content creator.

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He can therefore arrive with a relatively accurate understanding of what's available.

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The in-store experience must evolve accordingly. Simply repeating the information available on a product sheet adds little value. The role of store staff is more about providing context, demonstrating products, reassuring customers, and personalizing the experience.

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The question we need to answer is no longer just: "What does this product do?"

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But rather: “Why does this product meet my needs?”

This nuance profoundly transforms the field of sales activation.

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Increasingly Fragmented Shopping Journeys

The linear career path is becoming less and less a reality

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It’s still possible to imagine a consumer discovering a product on the shelf, talking to a sales associate, and then proceeding immediately to the checkout. But this scenario represents only a fraction of today’s shopping journeys.

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Today, a career path might look something like this:

Discovery on Instagram or TikTok → Google search → visit to the brand’s website → reading reviews → in-store visit → comparison with a competitor → consideration → online purchase.

Or take the exact opposite route.

This increase in touchpoints makes it more difficult to attribute the sale.

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A visit to a store without an immediate purchase isn't necessarily a failure. The in-store experience may have contributed to a later conversion through another channel.

This is especially true for high-stakes purchases or products where consumers want reassurance before making a decision.

A store’s performance can therefore no longer be assessed solely based on the revenue generated at the exact moment of the visit.

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Smartphones now accompany consumers right into the store aisles

The line between brick-and-mortar retail and e-commerce has also become much more blurred.

Smartphones accompany consumers throughout their in-store shopping experience. They can be used to compare prices, check the availability of a specific item, look up reviews, or view the specifications of a product right in front of them.

For brands, this reality is changing the way they approach their on-the-ground presence.

It is no longer a matter of pitting brick-and-mortar stores against digital channels, but rather of recognizing how they complement each other.

A QR code can extend a demonstration. Video content can provide a more in-depth explanation. A hands-on experience can inspire people to continue exploring online.

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The retail location thus becomes one part of a broader ecosystem.

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A single visit can serve multiple purposes

Not all store visitors are ready to make a purchase.

Some people come looking for a specific product. Others want to compare several options. Some simply want to check out a new product they saw on social media.

This diversity of intentions calls for greater flexibility.

A sales approach that is too pushy can be counterproductive when dealing with a consumer who is still in the exploration phase. Conversely, a visitor who is already convinced expects, above all, a quick and accurate response.

Understanding the intent therefore becomes just as important as knowing the product.

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How should brands adapt their on-the-ground presence?

Shifting from a presentation-based approach to an experience-based approach

When consumers can find almost all of a product’s technical specifications online in just a few seconds, the mere transmission of information loses some of its value.

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The land has to offer something else.

A demonstration is a key tool. Letting customers try, handle, or compare a product helps turn an abstract promise into a tangible benefit.

A running shoe is no longer just “light”—consumers can actually feel how light it is.

A technological device is no longer just “intuitive”—it can be manipulated.

A cosmetic product is no longer defined solely by its ingredients: its texture, application, and finish are immediately noticeable.

Sales activation is therefore better off focusing on the experience rather than on accumulating sales pitches.

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Strengthen the expertise of field teams

The role of teams is also changing.

With consumers becoming more informed, a superficial understanding of the product is no longer enough. Brand ambassadors must be able to go beyond the product’s features to explain its uses, address objections, and make relevant comparisons.

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This requires more comprehensive training.

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Product knowledge remains essential, but it must be accompanied by an understanding of shopper expectations, brand positioning, and the competitive landscape.

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It's also a matter of relationships.

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Knowing how to ask the right questions often helps you assist a customer more effectively than immediately launching into a sales pitch.

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What are their needs? How do they plan to use it? What criteria are really important to them? Have they already compared other options?

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This approach transforms the salesperson into an advisor and the brand ambassador into a true point of contact for the brand.

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Adapt the measures to the local context

An effective in-store promotion will not necessarily produce the same results in another store.

Foot traffic, available space, the type of customer base, the competitive environment, and the brand's positioning can all influence consumer behavior.

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Field initiatives should therefore be sufficiently structured to ensure brand consistency, while allowing room for local adaptation.

This may include staffing schedules, the language used, the products highlighted, or even the way staff interact with shoppers.

In this way, the field becomes a source of learning.

Teams can report recurring questions, objections, reactions to new developments, or differences observed across multiple retail locations.

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This information can then be used to adjust the systems.

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An immediate sale tells only part of the story

When customer journeys become omnichannel, measuring only the sales generated during a promotion can provide an incomplete picture of its impact.

One customer might discover a product in a store and then buy it later on the retailer's website. Another might ask for advice before completing their purchase on their phone.

In both cases, the hands-on experience contributed to the journey.

This does not mean that sales should be removed from performance metrics. They obviously remain essential. But they can be supplemented by other data.

Depending on the system, brands can track, among other things, the number of contacts, demonstrations conducted, product trials, conversion rates, qualitative consumer feedback, and the main objections raised.

The goal is to gain a more comprehensive understanding of the field's contribution.

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Turning Fieldwork into a Source of Shopper Insights

Store teams have a valuable resource: their daily conversations with customers.

They know which questions come up most often. They see which arguments work, which points are met with confusion, and which characteristics spark interest.

When properly structured, this field feedback can inform the marketing strategy.

If the same objection comes up in multiple stores, it may indicate a problem with understanding the product offering.

If a secondary feature generates a lot of interest, it may deserve more visibility in future campaigns.

The store thus becomes not only a channel for engagement, but also a true laboratory for observing behavior.

We need to rethink our on-the-ground presence from an omnichannel perspective

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Create continuity across touchpoints

Consumers don't necessarily think in terms of "physical channels" and "digital channels." Above all, they are looking for a simple experience.

Consistency across the various points of contact is therefore essential.

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A product promoted on social media must be easily identifiable in-store. The selling points used by brand ambassadors must be consistent with those presented online. And when a purchase cannot be completed in-store, the transition to another channel must be as seamless as possible.

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This continuity minimizes disruptions in the student's academic journey.

It also allows the store to fully fulfill its role: not as an isolated destination, but as a step integrated into the overall experience offered by the brand.

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Give them a reason to stop

In a business environment saturated with messages, simply being present is no longer enough.

A brand may have a store location, in-store displays, and a team, yet still fail to capture customers' attention.

The question then becomes simple: Why should the consumer stop?

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A visual demonstration, an interactive experience, a clear presentation, or the opportunity to try out the product right away can create that initial interaction.

The goal is not necessarily to create a spectacular experience.

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Often, the most effective designs are those that allow consumers to quickly understand what they can discover, try, or learn.

The quality of the experience therefore depends as much on the program itself as on the person leading it.

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Conclusion: The store hasn't gone back; it's moving forward in a different way.

The return of consumers to physical stores does not signal the end of digital retail. Rather, it marks a new stage in the transformation of retail.

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Brick-and-mortar stores still offer powerful advantages: human interaction, sensory experiences, product demonstrations, expert advice, and the opportunity to build an immediate connection with a brand.

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But his role is changing.

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Faced with more fragmented customer journeys and better-informed consumers, brands must view their in-store presence as part of a broader omnichannel experience.

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This involves providing more training for teams, prioritizing the product experience, making better use of feedback from the field, and measuring performance beyond just the immediate transaction.

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In the future, the most successful retail outlets will likely not be the ones that try to replicate what digital technology can already do.

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They will be the ones who fully leverage what the store does best: turning information into an experience, hesitation into understanding, and an encounter into brand loyalty.

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