As the juggernaut of Amazon continues at pace with cashier-less and cash-less stores, frictionless experiences are really starting to dominate retail industry news. While reading these articles and proclamations of a new world where we constantly move letting nothing slow us down, I wanted to know more. It didn’t feel like the inevitable option that was being presented in everything I was reading. Frictionless consumer experiences work in some scenario’s, but not all. Much of what I have read about frictionless portrays the idea of consumers stopping as being only negative.

The frictionless experience that Amazon creates possibilities for both Amazon and the retailers that they hope to sell this technology to. It will provide unprecedented insights into consumer behaviour. What they pick up, how long they spend looking at a product, what patterns are they walking around the stores in and help retailers to streamline their product range to ensure customer needs are met.

We are all aware of how powerful the data that is held by the large technology companies is in our every day lives and the buying decisions we make. When a product is targeted at us on one of these platforms, it isn’t because they are listening to us, or that they can read our minds through our devices. It is because the algorithms that they have developed are so good at predicting our behaviour as a result of the data that they have already. The data is made up of digital activity. Adding the physical behaviour of consumers in store ads an extra dimension that could have dramatic impacts on consumers.

The first thing that this kind of insight can give is; a hyper-personalized in-store experience. This level of personalisation goes beyond what retailers are currently capable of by providing loyalty cards or coupons. Retailer can potentially target offers when customers are in store in real time. The benefits of having geolocation data in store creates opportunities to upsell and cross-sell products.

As an example, someone is looking at puppy related products; puppy food, dog toys and looking at food and water dishes. The person in question has no history of ever visiting this part of the store or buying any of these items previously. If the retailer has an insurance product, like many in the UK do, they can send a personalised offer for dog insurance with a discount to the customer. This scenario differs from the historical data that is gathered by reward/loyalty schemes as the opportunity to present an offer on an insurance product has likely past by the time that the quarterly loyalty statements are sent out. Opportunities can be created but they can also be lost.

The other side of the frictionless coin is the consumer experience that involves friction. And friction doesn’t have to be a negative thing. Positive friction is a term used to describe experiences where the consumer has been slowed down on their in-store journey but have no found it to be a negative experience. Positive friction can be anything, from a nice interaction with a staff member at the checkout to the upselling of products or helping to find products.

Positive friction can also be using the time waiting to demonstrate new products, give out tasters of new products. Giving the customer reason to wait, or something to do while waiting is part of a positive experience while still having some level of friction in their retail experience. Of course, for some retailers, positive friction is not just their normal, it’s the way they compete. Jewellery stores, wedding dress retailers, make-up counters and street food vendors to mention a few; rely on positive friction to help them create more sales opportunities.

When buying, or even looking for wedding dresses many stores create an experience that adds to the excitement and build up of the big day. The glass of champagne, the interaction with the staff, the bringing and hosting of the bridal party in store. This purchase is often not a transaction, but a day out. Jewellery retailers take great care with their customers, ensuring that they try on the goods, interact with the customer to understand their needs. They too offer different things to make the time spent in store a positive experience.

Positive friction occurs in all retailers. For some people in society the only conversation that they might have all week is with the person in a retail store or a bank. These kind of interactions, human interactions, are important. They are important selling opportunities, relationship building conversations and for society.

One of the most obvious places that businesses can ensure that positive friction occurs is at the checkout. By freeing staff to be able to interact with customers the friction that can be created when checking out or leaving a store can be positive. The mechanics of counting cash at the checkout can often distract employees from talking with customers and enhancing the experience.

Automating the cash handling process at the checkout, both eliminates errors and reduces the chances of a negative experience as the consumer leaves the store. Automating cash at the checkout also creates opportunities for staff to engage with customers. Remember the example of the pet insurance? Perhaps the member of staff is now able to ask about the purchases and recommend the insurance because they have it themselves. An endorsement from a person can often be more persuasive than a 10% off promotion.

Removing points of friction in the consumer journey is clearly a desirable step forward. It reduces cost and can in many cases enhance consumer experience. But we must be cautious not to remove it entirely, the benefits of some cases where people must stop are good for society and some of the benefits are yet to be fully realised by retailers. Some tweaks to the training their staff are given could lead to increased profits and greater employee and customer satisfaction.