When a brand increases its digital revenue by more than 216% in a year, it gets attention. When a fast-casual restaurant does, it’s eye-opening. When it’s during the largest pandemic in a hundred years, it’s front page news.
It also represents an underlying enviable achievement: the culmination of traditional retail undergoing a complete digital transformation. In Chipotle’s case, the company wasn’t just seeking online revenue growth, it was aiming to reinvent its business model--shifting from primarily serving dine-in customers to a company centered on mobile ordering with in-store or at-home fulfillment.
In other words, most customers use “go to Chipotle.” But for more and more customers, Chipotle is a food app.
The only way the brand was able to pull this off was to have its technology, product and marketing teams strategically aligned to create a seamless digital and in-store customer experience.
Now, with more than a year of digital learning, Chipotle is aiming to scale its cross-channel marketing, and fitting the different components of its marketing mix together into one cohesive operation.
For most retailers, this type of initiative is more vision than reality as none of this has previously been straightforward or easy. But as an industry leader, Chipotle has consistently demonstrated bravery and agility. It takes calculated risks all the time and it has shown it is willing to shake things up to improve how it operates.
An Integrated Solution
Navigating the marketing technology ecosystem can be quite challenging, even for the savviest of brands. Some companies in this space preach the ability to provide a single platform serving all of a brand's needs and providing a magical dashboard that pulls together the brand’s vital data. In reality, the modern retail marketer usually has had to evaluate dozens of different marketing channels and potentially hundreds of point-solution vendors. And typically, none of these so-called “solutions” work well together, causing extensive inefficiencies, cost and fragmented views into customer and revenue impact.
Therefore, even if a legacy marketer has the desire and the resources available to suddenly push into direct-to-consumer mobile selling, for instance, the tools available in the marketplace can leave them dissatisfied or frustrated. Or worse, if a brand mulling such a shift executes poorly, thanks to poor martech infrastructure, it could damage their consumer relationships.