Although online sales are growing, physical points of sale still remain an important element of the electronics market. They are increasingly taking on the role of product experience places, where customers can test equipment, compare models and benefit from professional advice. Marcin Mordakmember of the management board and omnichannel sales director at Komputronik, emphasizes that stores are increasingly becoming a place to experience the product, where customers can test equipment, compare models and take advantage of professional advice. The omnichannel strategy, combining online and offline shopping, allows us to better respond to individual consumer needs, increasing shopping comfort and customer loyalty.
Marcin Mordak, Komputronik / External source
Development of the store network in the omnichannel model
Iga Leszczyńska: Today, from the management’s perspective, how do you define the development of the store chain in the omnichannel model?
Marcin Mordak: Stores are an integral element of the multi-channel puzzle from the perspective of our customers’ contact with the Komputronik brand. We are opening new stores in places with the greatest potential, both from the perspective of e-commerce and high customer traffic (shopping malls).
We are not observing a clear shift of all sales to the Internet, rather online and offline sales complement each other. Customers are often eager to start shopping online and then visit our stationary stores for a final consultation, selection of appropriate configurations or support in personalizing and securing equipment. That is why we systematically invest in the development of omnichannel strategies, enabling customers to seamlessly combine online and offline purchases, depending on their individual needs and expectations.
Stationary stores in the era of e-commerce
IL: How is the role of stationary stores changing in times of strong sales digitalization?
MM: From our perspective, the store network is not only collection points for online orders, but also “traditional electronics stores“, where you can personally see the product and get professional advice in selecting equipment. We place particular emphasis on training our team in this area.
We observe that customers are also eager to use consulting in stationary salonsespecially for more advanced purchases, such as gaming computers or custom-made equipment. Therefore, consistently we are developing an omnichannel strategyfocusing on full flexibility and shopping comfort – the customer can start shopping online and finish it in the showroom, using the professional support of our advisors.
Consulting and customer experience beat the price of electronics
IL: How do rising prices of electronic equipment affect Poles’ purchasing decisions?
MM: For now we do not experience any negative symptoms of the increase in equipment prices thanks to an appropriately tailored sales financing offer. We offer, among others: equipment rental, no-cost installments and deferred loans. At the same time, we observe that consumers plan their purchases more and more carefully and compare offers more often, postponing decisions or choosing models with a better price-to-function ratio. There is also a growing interest in higher-end equipment, but purchased in more flexible payment models, which allows the cost to be spread over time. For some customers it becomes important durability and energy efficiency of deviceswhich reduce operating costs in the long run. As a result, purchasing decisions are now more rational and well-thought-out, and price is no longer the only selection criterion.
After-sales services build competitive advantage
IL: What role do additional services, such as service, installation or consulting, play in the company’s business model today? Do they become an important element of competitive advantage?
MM: From our perspective, professional advice, proper selection of equipment and its configuration, as well as the possibility of modification/expansion are the key elements of building a competitive advantage, and the growing number of customers using these services confirms this.
IL: In the conditions of strong price pressure and rising costs, how is margin changing in the electronics industry and where do you see the greatest potential for improvement today?
MM: The current situation on the component market will cause increase in prices of most electronic devicesand cooled consumer demand will not support increasing margins. Equipment will certainly become more expensive and this will be the first major increase in our industry in many years.
As a result, margins on the product itself will remain under pressure and in some categories may even deteriorate temporarily if the market does not fully accept higher prices. Today, we see the greatest potential for improving margins in services around salessuch as installation, configuration, extended warranties or financing, and in better management of the product mix. Optimization of operating costs and the supply chain also plays an important role, which helps partially neutralize cost pressure without compromising the customer experience.
How retail chains compete with marketplaces and informal imports
IL: How can retail chains effectively compete with marketplaces and informal imports?
MM: Retail chains have a fundamental advantage over online players in the form of physical stores, exposure allowing direct contact with devices before purchasing them and professional advice – this is where we see the advantages.
However, the key is to use them consciously and “translate” them into real value for the customer, which cannot be provided by marketplaces or informal imports.
Firstly, stationary stores can become a place to experience the productnot just a sales point. The ability to test equipment, compare several models side by side, check the quality of workmanship and ergonomics is still of great importance, especially in the case of more expensive and technologically complex products. Marketplaces compete on price and convenience, but they are unable to offer the type of “touchpoints” that build trust and reduce the risk of purchase.
Secondly, professional advice it should be a real differentiator, not just a declaration. Well-trained staff who can select a product to suit the customer’s needs, explain the differences between variants or honestly advise against an incorrect choice, builds a long-term relationship. In contrast to anonymous sellers on marketplaces and informal imports, we offer responsibility, credibility and a sense of security.
Another area of advantage is kcomprehensive after-sales service: easy returns, local warranty, fast service, possibility of extended protection packages and technical support. In the case of informal imports, the risk of lack of warranty, complaint problems or non-compliance with local standards often rests solely with the customer.
Finally, effective competition requires integration of online and offline channels. Model omnichannel – online booking, pickup in store, checking availability in real time or consistent pricing policy – allows you to combine the convenience of marketplaces with the advantages of physical presence. Thanks to this, retail chains do not try to copy online platforms, but offer hybrid value that these platforms cannot fully replace.
Retail chains will not win against marketplaces solely on price. However, they can compete effectively if they consistently build an advantage based on customer experience, trust, service quality and purchase security, i.e. elements that are difficult to digitize and almost impossible to ensure through informal import.
Financing strategies and flexible payment models in consumer decisions
IL: What currently drives competition in the industry the most – price, availability, or brand trust?
MM: Customer shopping experience at every stage, including post-purchase service. I see that they are more and more often deciding on the choice of a particular seller, and not only the price or temporary availability of the product. Customers expect consistency across channels, easy transitions from online to offline, and the feeling that the brand will help them even after they complete the purchase. Today, trust in the brand is built by the reliability of processes, transparent conditions and efficient handling of complaints and service. Price remains an important element of competition, but is increasingly treated as an entry condition rather than a key differentiator.
