Popular Bookstore: Evolving into an omni-channel retailer
Publication Type
Case
Publication Date
10-2021
Abstract
In 2020, amid the coronavirus pandemic, Chou Cheng Ngok, CEO of Popular Holdings Limited, a local multiproduct bookstore in Singapore, wanted to develop an omni-channel retail strategy to make up for the loss of foot traffic at the store. The book industry was already changing rapidly due to digitisation. Books became available on electronic readers and the advent of e-commerce gave online retailers a cost advantage over brick-and-mortar stores when it came to rental expenditure and sourcing from the cheapest distributors located anywhere in the world.
While many local bookstores went out of business, Popular had managed to succeed by understanding the needs of its target audience. For instance, students and their parents would buy tuition materials to supplement the official curriculum in an effort to excel in Singapore’s competitive education system. Popular also sold other ancillary products such as stationery and electronic gadgets. As brick-and-mortar stores continue to lose market share to online retailers, Chou wanted to implement an integrated omni-channel approach to provide a better experience for consumers.
This case can be used to teach concepts related to competitive strategy and omni-channel retail strategy. In analysing the case, students will be able to learn about issues faced by the book industry, apply the SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis to determine Popular’s competitive position, and examine strategies used by traditional retailers and e-commerce players to meet changing consumer needs.
Keyword(s)
E-commerce, Omni-channel, Brick and mortar, Consumer behaviour
Discipline
E-Commerce | Marketing
Research Areas
Marketing
Data Source
Field Research
Industry
Retail and consumer goods
Geographic Coverage
Singapore
Temporal Coverage
2020
Education Level
Postgraduate; Undergraduate
Publisher
Singapore Management University
Case ID
SMU-21-0017
Additional URL
https://cmp.smu.edu.sg/case/5126
Comments
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