The Applied Learning Thesis is a Barrett, the Honors College thesis project in which one uses something going on in their daily lives and apply it toward a thesis project. For my project, I am using my current position as a Customer Experience Representative (CER) at BMO Harris Bank to determine whether or not the teller position is necessary in the current landscape of retail banking. Using interviews from individuals related to the industry, research primarily from internet sources, and real data given by BMO Harris Bank representatives, I will try to determine what direction future of the teller position seems to be heading.
The retail department store industry has been in decline for years. Online shopping has become increasingly popular, and this was happening even before the pandemic. Department stores made the mistake years ago of focusing on expansion instead of improving their presence online. In this paper, I make recommendations to help retail department stores make more sales online, as well as get more shoppers back in their brick-and-mortar locations. There needs to be a new target customer that is much younger than the previous. Department stores need put money and time into building their social media platforms. These stores should be looking for several e-commerce brands to incorporate into their stores online, but more importantly in their brick-and-mortar locations. To grow bigger faster, department stores should start to consider using trusted third-party sellers like their biggest competitor Amazon does. Many younger people choose to shop from sustainable and socially responsible brands. Department stores should put in their best efforts to make sure they are caring about these things, not only to help make a change but to also increase their popularity among consumers. It is critical that large retail department stores use several influencers to promote their store and products among all forms of social media. This has become one of the most inexpensive and effective ways to increase sales. Finally, department stores should consider trying livestream shopping as a way to connect with their customers and sell more product. I have covered several ways that department stores can start to expand their business and begin to grow again. I believe these recommendations can transform the retail department store into possible something even more successful than it was before.
COVID-19 has proved that our society can be adaptable in the most unexpected situations. Chaos and fear struck the nation causing people to react in a variety of ways in an attempt to protect their own self interests. The retail space has had to adjust in large scales, making the shopping experience safer both for the customer and the employees. I was able to experience this first hand at Target, working there many years previous to and during the pandemic, getting to see the shift in consumer patterns. I noticed customers would purchase more products in one department, then the next month it would shift to another department. This paper will analyze those shifts in sales trends both departmentaly and within shopping methods at Target to help identify the largest changes and the possible reasons behind these.
case studies and expands on their notions. From the merchandising
tactics of Finland’s “One Way” pop-up shop, Toca-Boca x Target, and
modern-day toys to the essence of security and community established
in the Stalled! inclusive restroom movements, this flagship H&M
store reiterates these strengths.
H & M stands for inclusivity and impacting the world beyond fashion.
With such strong core values, there was an opportunity for H& M
stores to better reflect their beliefs. To elevate H&M’s brand further, a
flagship, inclusive retail environment was conceived.
