Reference no: EM133410492

Case Study: The Reitmans in Toronto's Dufferin Mall is sandwiched between a luggage outlet and a fragrance shop, with a discount jeweller and a popcorn stand, with flavours presumably intended to attract (Kicking Creamy Caramel) and repel (Ketchup), nearby.

Without our customers, we have nothing LISA REITMAN A late November visit found the atmosphere to be preChristmas festive. Harry Connick Jr.was crooning about Santa "making a list and checking it twice" over the sound system. The store's window display was empty of haute couture and straight to the point:"Black Friday - 40% off everything."

A steady stream of middleaged women passed through the doors, mostly, it seemed, to browse. Three young, exceedingly polite, non-pushy salespeople, with lanyards around their necks listing sale-priced items, cheerfully answered questions about moisture-wicking, knock-off yoga pants ($40), sparkly sequinned cocktail dresses ($60) and checkerboard-patterned slacks suitable for office work ($24.99).

"There is a good sale on today," a cashier helpfully offered as a shopper asked about an item that was not available at the Dufferin location, before registering her email at the checkout desk. She was promised the item she wanted could be delivered to her door the next day; all that was required was an email address and a few simple clicks.

The exchange was a realtime example of what Lisa Reitman is referring to when she talks about the customer being "the focal point of everything we do," and how it took a pandemic to drive home that message.

"Without our customers, we have nothing, we are literally nothing, and so they need to be at the table in every decision, every process, everything we do going forward, and I think COVID helped amplify that for us," she said. "It has made us better, smarter and more efficient in all that we do. We are much more focused that they get what they want when they want it."

The name of the game in retail is about making things easy for consumers, so that when a person who buys, say, that red blouse at Reitmans and loves it, or simply loves what she paid, orders the white blouse online when she gets home. Getting an email address also allows the clothier to stay in contact and offer more deals, more stuff, while building a sense of community.

Nail the consumer experience and get the fashion and the fit right, and your casual Black Friday browser could become the next Reitmans super fan who tells her friends about the great deals, and then maybe posts a shot of herself looking awesome in that new white blouse on Instagram.

"If Reitmans is able to get that synergy going between their retail locations and their online presence, and make it easier for customers to get stuff, the more stuff they are going to get," Soberman said. "It is as simple as that."

Take Lisa's job title: Vice President of customer experience. Five years ago, the job didn't exist, nor did the avalanche of data Reitmans now has its fingertips to better understand its customers' buying habits.

Questions: Answer the following question

By using examples from the article, share two customer segments created by Reitmans. Please provide 1 reason each for why these segments will be beneficial to this business.