The era of retail splendor is falling behind. It is not that the shops in streets and avenues are going to disappear, but the certain thing is that they will be feeling more and more the "yoke" of Internet, that comes "eating" sales to him by leaps and bounds.With the advancement of ecommerce, also physical stores are complicated "to make ends meet", in a context of rising costs and stifling tax pressure. As the main managers of the retail sector say, there is no other option than to "reinvent or die".Due to the crisis, in just four months (January-April) more than 7,000 stores in the Federal Capital and the suburbs were down. In the same vein, supermarket and shopping sales remain in negative territory. In contrast, ecommerce grew almost 50% in 2018, year in which 120 million products were sold.If a sales channel (Internet) marks the direction of what is coming and the other (business to the street) goes from bad to worse, it is logical that everyone wants to reconvert as soon as possible. It is also logical to think that those who do it first will have a more promising future with respect to those who are left behind.Of course, this "switch" will not be given from one day to the next. For a good time both formats should coexist. And it is in this context that a transcendental word begins to be pronounced with increasing frequency: omnichannelity.What does it mean? Basically, it is the integration of all existing channels in the market, so that anyone who starts a purchase process for any of them, can conclude it in another.Some traditional shops have begun to travel this path to adapt to changes in user habits and to take advantage of the benefits brought by new technologies."Every service we provide is based on omnichannel, we aim to always offer the consumer an experience that is unique and consistent, no matter where they started their shopping journey," explains Andrés Deandrea, Garbarino's marketing manager, to iProUP .The big chains are facilitating "the coexistence between the digital and the physical world", aware that people are increasingly connected to the Internet and choose the place that gives them the most advantages.As an example, Amazon - a global leader in online sales - has been combining the opening of physical stores with disruptive technologies that allow them, for example, to open supermarkets without ATMs. Or Walmart, which uses its branches as delivery points for products acquired by its web platform.This mix, which privileges the user's experience, speed and convenience when buying, is forcing stores to reinvent themselves and quickly find alternatives that allow them to stand on the so-called "4.0" economy.Omni-channelality, the key wordAt the local level, Frávega and Garbarino are the main exponents in sales of electronic products and household appliances supported by a diversified branch network.The struggle to gain a share point is intense and quickly adapting to what is coming is an issue that reveals both companies. Even more so considering the prominence of Mercado Libre and that more and more Argentines choose to purchase products through the web.The one that has already started its transformation plan is Garbarino, following the changes in the business model present throughout the world."Many customers start their online shopping process and finish it in one of our stores, others choose to do everything digitally, and they start with the branch and finish it digitally," the manager points out.His statements make it clear why omnichannel is becoming more relevant. And, associated with it, how important it is for a company to focus on a concept as key as the previous one: to improve the user experience.According to data provided to iProUP by Garbarino:- 85% of the products sold through the Internet are removed in physical branches- 80% of people, before buying, analyze the reviews, photos and features of the product on the web"The stores play a fundamental role: they became strategic points of withdrawal for the products," explains Carlos García, President of Garbarino, to iProUP, adding that "the new consumers greatly privilege waiting time and attention".It emphasizes that the role of the employee acquires a strong role, who has to know about accessories, services and accompany the customer in the purchase.Alejandra Fehrmann, VP and CMO of the gA market consultancy emphasizes "the importance of initiating the Digital Transformation process as soon as possible".In this sense, he clarifies that this journey should not be seen as a mere process of adopting new technologies, but rather as the need to modify the thinking patterns of the entire organization."Most likely, those companies that do not adapt to these disruptions disappear, everything that in the value chain does not contribute or is innovative, will not last, especially intermediaries," he says.Regarding the online channel, Garbarino executives interviewed by iProUP claim that the focus is on:- Streamline the purchasing processes (which includes optimizing the loading speed of the site)- Take maximum care of the user's experience (which includes sales and after-sales)By virtue of this last, the company advanced in the implementation of a new model of attention: the purchase process, from end to end, can now be carried out and guided with the same vendor. Further:- Added to the app a functionality that connects in real time the physical world with the digital one. Thus, you can identify if a customer is near a branch and offer discounts, promotions and benefits on products that may be of interest to you.- Added to the articles a QR code so that anyone, after scanning, can see videos, technical features and reviews of other users- Added digital totems in the branches: without the help of an advisor, customers can browse and know the variety of products, with digital content.Garbarino MarketThe competitive strategy of the company will not be limited to the sale of products. Rather, it will aim to take advantage of a delivery system that connects 35 regional distribution centers, strategically located to reach more than 150 points of retirement, in addition to home delivery throughout the country.With the growth of ecommerce, Garbarino implemented the instant "pickup" and the "pickup" deferred. Then, he made available to the customers the stock of the entire network and offered them the option of choosing when and how to purchase the merchandise acquired, regardless of the channel used."From the consolidation of the logistics system, we have developed a great competitive advantage," says Deandrea.For example, you can buy it in a physical space and request delivery at home, or do it online and withdraw it at a branch or at any of the distribution centers and establishments in the country.The brand will launch its own "Marketplace", a platform through which certified companies sell products not associated with traditional Garbarino lines. Thus, in the best Mercado Libre style, it aims to offer a greater variety. In addition, it proposes its "allies" to take advantage of the logistic system already installed."Having validated the opportunity to sell any type of product, we gave it another twist and saw the possibility of coupling to a more efficient business model, accompanying global trends and adding sellers to the platform," explains Franco Lacrampette, Head Of Marketplace in Garbarino."Amazon, Mercado Libre and Walmart are doing the same in other countries with very good levels of success and acceptance," he adds. Recently, he launched several novelties such as:- FBG (Fulfillment by Garbarino): suppliers can directly store the products in the company's warehouses- Offline Marketplace: customers can purchase items from sellers by requesting them at the physical point of sale and take advantage of benefits- International Marketplace: how it got the courier license, will add sellers from other countries so that customers can buy products from abroad, with the advantage that they can pay in installments"The marketplace expands the number of customers and deepens the omnichannel, because we can reach even the unbanked segment, which can use alternative means of payment." Retail has begun to play another role, "says the company's president.Deandrea adds that "for example, we have an implementation that will allow branches to sell third party products under the Garbarino Market modality, which will allow us to become the first Omni-Channel Marketplace in Argentina".In fact, the firm already has more than 100 items and exceeded 10,000 products, adding its traditional business of electro and technology and new categories ranging from rest to garden and camping.Garbarino points to a more flexible strategy that allows him to make Omnichannel his main workhorse, so that he can fight in an online market that grows, despite the crisis, and threatens to take everything. Also, to the classic model of branches.