Almost daily, we hear of unimaginable company valuations of digital companies whose business models are based on one decisive asset: "Data."

The principle is always the same. Offer the user a benefit and keep them in the game as long as possible. Because in this "game" (search engines, social networks, online shops, etc.), the user provides the foundation of the business model – completely on their own: "Knowledge in the form of data."

Every action (in this case, a simple click) leaves a trail and shows a user's interest. And the user is by no means stingy with their data. The digital industry uses this knowledge – depending on the business model – specifically for advertising and offers that are tailored exactly to the users' interests. With little to no wastage. Actually, this is all old news by now.

It seems all the more surprising that traditional retail makes next to no use of this principle. What is the use of a cry for help about feeling threatened by the digital industry or appeals to support brick-and-mortar retail when, at the same time, no optimization takes place at the POS?

Unfortunately, even today, traditional retail still does little to get to know the customer better, understand their habits and preferences, and thus present the right offers in a targeted manner.

Yet this would be possible quickly and easily, because the customers' purchases alone provide plenty of "data about their preferences."

Why, for example, are entire product ranges still reduced by a quarter across the board every week in our local supermarkets, when you can create individual, direct, long-term, meaningful, and thus margin-friendly offers using technology?

Harness the potential of your customer data, build your own media channel directly to your customers, and deliver relevant offers as a result. Increased customer satisfaction and higher margins are the direct, positive consequence.

In this way, smartly defuse the statement by Jeff Bezos, who can easily defend himself against accusations from brick-and-mortar retail with his clear statement, because

"Complaining is not a strategy."

‍