How Schuh Uses Testing, Precision and Loyalty to Power Customer Experience

What specific strategies do you employ at Schuh to optimise the user experience, and how do you quantify the resulting impact on sales?

“We’re on a self-built platform, so there are pros and cons. We have an in-house UX analytics and design team. We work closely with our IT team, a ‘Run’ team focused on rapid iterations. We conduct dozens of tests annually, relying on A/B testing, running about 70-80 tests a year. We iterate based on data, constantly refining performance.

Regarding quantification, we track the impact on both online and in-store sales, considering all touchpoints. We’ve seen click-and-collect rates approach 20%, and this growth is attributed to the smooth and convenient buying experience.”

How do you ensure accurate stock levels, and how does this benefit your customers?

“Stock integrity and availability are our secret weapon, and that’s been key for the last 10-15 years. We have a self-built stock management module, providing incredible accuracy down to the last pair. We know where everything is, and that visibility allows us to make it available to customers online and in-store.

We can access both store inventory and warehouse stock, which enables us to offer a very broad range to customers. The team is also well-trained; the store staff are very enthusiastic about securing the sale, even if they don’t have the stock themselves and will find a way to get it.”

What are some of the key highlights in terms of customer experience or new initiatives from the past one to two years?

“The most significant highlight is definitely the progress we’ve made in our loyalty programme. Participation levels have skyrocketed. Currently, more than half of our customers have transactions recognised with a loyalty ID, which is a great achievement. We’re already seeing benefits in increased transaction frequency, lifetime value, and richer data insights.

Additionally, we’ve implemented several user experience (UX) initiatives. These include numerous small to medium-sized projects that have delivered value to our customers while contributing positively to our business performance. We’re very pleased with the results.”

What key factors contribute to your top ranking in customer service?

“We are very careful about whom we hire both in-store and in our service centre. We have a set of core values that influence everything we do, centred on inclusivity and a welcoming approach. When you walk into our stores, you can feel these values from the moment you arrive. While it’s sometimes hard to quantify, we prioritise hiring based on these values and our culture. We also invest in training to create the right environment for our team to deliver that kind of service. We’re very proud of what we’ve built.

It’s part of our DNA and it’s always been a key differentiator for us. However, we’re not complacent; we know we need to keep working on it because maintaining these values remains an important factor that sets us apart from others.”

What do you think will shape the footwear industry in the coming years?

“I think one of the things that’s already changing is the opportunity to gather first-party data through loyalty or affinity programmes. That’s becoming the new front-line competition. There’s also increasing cost inflation in Google and Meta ads. We’re seeing year-on-year CPC inflation on Google and Meta. We need to target people more effectively so we can make our advertising dollars go further. Additionally, we need to drive more traffic through free or unpaid channels – like organic search, direct visits, email, SMS, WhatsApp, etc.

If we don’t, we’ll end up spending more and more to acquire customers. On the other hand, we need to use loyalty programmes to improve our retention, increase purchase frequency, and maximise customer lifetime value. These are the two reasons we’re doubling down on our loyalty initiatives: they unlock both opportunities for us.”