concept Archives - RPA Group

How designers manage value engineering, without compromising on results

Commerciality of concept is paramount in the current landscape due to the mounting financial crisis. Value engineering should be hard baked into design from concept stage by good designers, and ‘good’ clients with clear aspirations and it should also be applied post-concept. This is due to the often rapidly changing financial circumstances during a project’s development and delivery. Post concept stage VE should be relatively straightforward, because the designer would already know and understand the ‘value’ of every piece of the design and can work with the client to ensure key touchpoints are maintained, and those with less impact are mitigated in cost.

But firstly, it helps to have a clear understanding of what Value engineering is, because it isn’t about making nonsensical shortcuts or sacrificing on quality, but rather about being smart and sustainable. The focus should be on what will work, while cutting out unnecessary costs and materials that do not contribute to quality or the experience. This is achieved through a systematic approach to improving the value of a project, by conducting a detailed analysis of its performance, function and cost and then finding the most effective solutions. Far from limiting the creative process, experienced designers know how to imaginatively solve problems and to optimise Value Engineering, through good design and clever use of materials at the outset.

Making Strategic Material Choices:

For Designers, when it comes to creating and delivering a brand experience in a physical environment, then making strategic choices about the use of materials is essential. Through experience of working with varied and cutting-edge materials , designers are adept at considering alternatives that offer comparable performances, sustainability and aesthetics that can be achieved at a lower cost. Similarly, matching materials with projected lifespan allows for appropriate durability and consideration of cradle-to-cradle use.

Ensuring Design Optimisation:

Streamlining layouts through optimised space planning will not only maximise efficiency and how elements are used, but will also minimise the use of unnecessary materials, creating less waste. This is where modularity can come into its own, as modular furniture and components not only simplify installation, but can offer a far more flexible configuration of a space, which also contributes to its longevity. Utilising pre site fabrication methods, such bathroom pods for hotels can also reduce costs. There is also scope for repurposing existing elements, which saves costs and offers a more sustainable solution. To maximise value in materials, designers can focus on the use of impactful elements and focal points. These could be eye-catching feature walls, distinctive graphics or unique light fixtures, so that the concept execution is more on quality than quantity.

Embracing Current Trends:

There has been an increasing trend for interiors that appear “authentic,” with exposed brickwork and ceilings and concrete finishes. Rather than a love of brick or steel – it’s a reticence to ‘guild the lily’, to accept that the core material of construction can in itself be appealing if considered from the outset. A good historic example of this is the shuttered concrete of the royal festival hall or the “guts-on-the-outside” Lloyd’s building. Aside from being visually striking, money can be saved by expressing certain elements and features in their raw state. This is something that we recently helped achieve for our client Alo Yoga in their new Covent Garden flagship store in London, which has large areas of brickwork that have been left exposed and a stripped back ceiling. These elements provide an eye-catching, textured contrast against the merchandise and new store fixtures and fittings, while also revealing the integrity and character of the historic building that the store is situated in. These features also advocate sustainability, due to the reuse and potentially upcycling of existing architectural elements and installations.

Collaboration and Communication:

Experienced designers tend to have longstanding and trusted relationships with various suppliers who they can consult with to explore cost-effective alternatives and to negotiate prices. However, communication with the client is also essential in this process, to ensure that they understand and buy into the options and the thought processes at all stages of the project.

Utilising the latest technology:

Technology plays a crucial role in value engineering by enabling efficient analysis, cost optimization, and innovative solutions through tools such as 3D modelling, BIM, and data analytics. We are increasingly providing surveys for clients utilising technology from Matterport. This technology enables us to meet with clients either face-to-face or virtually and walk the prospective sites prior to feasibility stage, and discuss their potential and their challenges with absolute clarity. This ability to easily share with the wider client team means quicker buy-in and efficiency in formalising the final brief, thus adding value to the collaborative process. Furthermore, it allows for the seamless integration into our architecture software such as BIM and CAD for total accuracy and efficiency. This information can then also be shared across other disciplines within our business, external consultants and contractors, to ensure synergy, save time and to negate costly risk of error.

To conclude, the best interiors feel authentic and enjoyable to be in. The design of these does not have to be overly decorative or try to be too clever. People appreciate sustainability, authenticity and brand storytelling above costly components that lack integrity, and this is something that should be the driving force of any value engineering going forward.

Utilising the benefits of Matterport

Tell us about what your job entails:

As a part of the Architecture Division, my role involves collaborating with our clients in the development, management and delivery of projects. These can be for new stores, relocations or refits of existing heritage locations. Some of these involve the development of realistic renders, using Enscape and Photoshop. I have developed multiple standard detail packs, which help to ensure seamless delivery of new concepts and to elevate a brand’s ethos. Many within our company will know me as a custodian of Revit, via my training and supporting new members of the team, my creation of client specific Revit families and templates for company-wide use, alongside constant database maintenance and administration.

What made you want to learn how to use a Matterport scanner:

Through my project work, I have often had Matterport scans shared with me. These are fantastic 3D “twins” of spaces, which allow me to virtually visit locations internationally and provide immensely valuable and accurate insights into physical sites, which is useful in my role to optimise the appropriate layouts. They allow me to enhance customer experiences, by tailoring to real world obstacles that may not be evident in traditional plans and photo accompaniments. It was using these Matterport scans that drew my interest and led me to seek out how they were made and how to further harness these into generating 3D models within Revit. Terry Cowen, Associate Director of Architecture, is also our company champion for Matterport surveys, and he imparted his valuable knowledge to me on a live project site.

How easy was it to learn the skills:

The Matterport scanner, I discovered has a user-friendly interface and Terry provided me with the key principles and a simple workflow to ensure efficient capture. The 3D scanner provides a piece-by-piece amalgamation of the built environment around us in real time, with each placement, making it in turn a captivating enterprise to undertake. Once the site is fully surveyed and we are satisfied with the capture of everything, we upload it into our Matterport organisation account for processing. The next step occurs back in our offices, where we import assets from a Matterport space into a point cloud that we can then see within our Revit interface. A point cloud is a collection of data points within a 3D space, where each point is representative of a specific location. Each point can hold a wealth of additional information that can be extremely helpful in the understanding of locations. The power of this allows for detailed visualisation and analysis of the space where accurate dimensions can be taken, even when there are complex architectural elements.

How do you see this impacting work for architects in the future:

It is already influencing the sector and, in my opinion, will only get stronger and more influential. The reason for this is that it has a use in various stages of a project’s lifecycle. In feasibility and design development, it can provide accurate measurements alongside visual data, which can go on to allow for exploration and refinement to designs. In construction stages, it can allow for reduction in site visits, identification of real-life site conflicts and provide a valuable insight to key stakeholders, resulting in better collaboration on a project’s lifecycle and on completion it is a rapid way to capture an As Built survey. As a global architecture, design, cost and project management consultancy, this is an invaluable tool to provide both creative and practical solutions for built environments.

What are the benefits to our clients:

This technology has so many benefits, but ultimately it will provide our clients with an aid to saving time and money on projects, over and above traditional documentation methods. I can also see that in the marketing and sales future, we will see these 3D models being converted to 360° tours for clients and buyers alike to immerse themselves in the environment and will be a powerful tool to allow businesses to engage on a totally new and unique level with their audiences.

Why apprenticeships are vital

With the Government’s ambitious plan to build 1.5 million new homes, there is no doubt that architects are going to play a significant part in enabling this to happen. Yet, in September 2024, the Government announced plans to reform England’s apprenticeship system, by introducing a new Growth and Skills Levy (the Levy), which is set to exclude funding for Level 7 architecture apprenticeships from the Levy. For many talented young individuals, qualifying as an architect in the UK is by no means easy or ‘affordable’. This means that apprenticeships are vital, to allow for the development of future skills that will help achieve the Government’s growth priorities, and is especially important for those from low-income backgrounds.

There are numerous advantages to taking on Apprenticeship students, one of which is that they simultaneously learn in an office environment and at university, which brings about a deeper understanding of an architectural practice, and instils valuable skills and experience before they even graduate. For smaller practices such as ours, apprenticeships allow us to offer an opportunity that we might not otherwise be able to support financially, which in turn encourages loyalty and commitment, that when imbued with self-motivation and development, benefits us too.

rpa:group is proud of our ongoing commitment to investing in new and young talent. Over the years, we have welcomed a number of interns and work experience students, who show a strong ability and a passion for architecture. While with us, they join our own teams to work on real projects, gaining a wealth of experience that would be hard to achieve elsewhere. Not only do they enhance their practical applications such as Revit/Drawing and how the industry works, but they also gain more psychological and no less important skills such as time management, communication and confidence building. Says Emma Sharp, HR Director at rpa:group, “During their placement with us, our interns and work experience students are able to put their skills and theories into practice and we support them in gaining invaluable, hands-on experience in the field of Architecture”.

Nicola Szczepaniak, who studied at the University of Portsmouth, enjoyed a one-year placement with us and said, “In my time here, I have gained more knowledge about the industry than I could ever have hoped for. The wide range of expertise amongst my colleagues has helped me develop many skills, from learning how to use the software more efficiently, to managing myself to complete various tasks professionally, on time and to a high standard.”

Michael Pearce, who studied at the University of Brighton shares that his time at the rpa:group was extremely important in terms of progression for his career. “I was urged to begin working on live projects from my second day, so that I could get a feel for these kinds of projects. In only a few months this allowed me to become an integral part of the team producing work to a high standard”, he said.

Phoebe Goodley also spent some time with us during her second year at university at Nottingham Trent and comments, “I’ve really enjoyed the experience as whole. The people are very kind and eager to offer their time and help me with any questions I have had. I’ve gained a real insight to help guide me towards what my future will entail.”

Mark Cherrett, Director of Architecture agrees. “Interns bring with them new perspectives, fresh ideas, and skill sets. We in turn benefit from the “injection” of fresh thinking and it can ultimately help us gain valuable future employees.”

When it comes to inspiring the next generation of architects, we also welcome students from local schools such as Bishop Wand School in Sunbury on Thames, St Bernard’s Catholic Grammar School in Slough and the Salesian School in Chertsey. We also recently provided work experience for a group of year 10 students from Thomas Knyvett College, during which they were able to gain valuable insights and practical exposure in the workplace. Comments Mr McPherson, the school’s Raising Aspirations Coordinator, “During their time at your company, our students were mentored and nurtured by your dedicated team, providing them with a tremendous learning experience. The skills, knowledge, and confidence they have gained will undoubtedly prove instrumental in shaping their future aspirations.”

There is no doubt that inspiring and supporting the next generation of architects will also help to augment the success of the built future of this nation. Practices such as ours will do what we can to help, but it is also up to the government to help achieve this, by continuing to offer vital apprenticeships where needed.

The future of restaurants and how designers can support them

This optimism is especially high for fast food and casual dining restaurants, possibly because they benefit from savings made by bulk buying their ingredients, fulfilling higher order volumes at a fast rate and operating with fewer staff. The report details that nearly half of fast food (44%) and casual dining restaurant owners (40%) said they feel much more optimistic compared to last year, followed by café or other (38%), and fine dining (31%) restaurant owners. In spite of this optimism, no restaurant, whether high-end or fast food, can get complacent. There is work to be done, to make this optimism manifest itself into profitability.

Key factors are at play, which can be utilised to help bring this about.

Technology

The primary use of technology should focus on the seamlessness of the dining experience and responding to the diners preferences – whether advanced ordering prior to seating, easy pay-at-table with QR codes, allowing bill-splitting and electronic payment or inviting immediate resolution of issues with the experience. Advanced review of allergens, tolerances and food preferences is becoming more widespread with potential diners foregoing restaurant locations without this clear information. Advanced booking of areas within the restaurant can be accommodated: quieter spaces for neuro-divergent customers, nearer facilities, speedier casual dine-and-go service can all be managed ahead of time.

Expanding from the core offering

Going forward, we are likely to see an increase in uptake at restaurants that are looking to expand their business outside of their core offerings, in order to respond to the growing interests of customers. This can be as varied as providing meal kits of popular dishes, or selling premade meals and even wine subscriptions, if relevant. It is all about understanding who your customer is and what they want. This is particularly pertinent for Gen Z, which is set to become the largest consumer base, and who claim that their interest would be increased by restaurants that offer additional options such as cooking classes and events, or meal kits and the options to order at a kiosk or through a QR code.

Brands need to ensure they understand their core USP to effectively expand their core offer and avoid diluting their core experience. The expanded offer is to provide a ‘memory’ of the experience to generate an enduring authentic engagement and therefore loyalty – not to replace the offer itself. Additionally, the expanded offer needs to retain the commensurate quality of the original experience to add value or offer something complementary – a sushi offer could, for instance, offer a wider insight into the cuisine, its culture and traditions and encourage the making or purchase of dishes or products that are not practical or commercial to offer ‘in-store’ to retain the core offer.

Flexible and Multi-Purpose Spaces

When it comes to restaurant design, the focus needs to be on the creation of adaptable spaces that are flexible enough to be changed easily to support various needs and events. Elements to facilitate this include modular furniture and movable partitions. Having this sort of flexibility enables restaurants to generate additional revenue by renting out the space for private events, which can provide a valuable extra source of income.

Creating a unique dining experience is another advantage of designing multi-purpose spaces as it is through providing a variety of seating options and décor that restaurants can create a customised environment that is relevant to each event, and that optimises the customer experience by catering to their specific requirements.

Multi-purpose spaces are not limited to dining and hospitality events, as revenue can be generated by creating space for art galleries, pop-up shops and even venues for shows and theatrical performances.

Although flexible, blended spaces are more suitable for the pace of fast and casual dining, careful consideration needs to be given to the core of the experience. This form of disruption needs to address whether ‘mindful’ eating is a concern to the whole experience, and the expectation needs to be clear for the customer, to avoid creating an experience that doesn’t fully satisfy the multiple experiences within the space

Creating sensory symmetry

Creating a congruent experience is a skilful combination of all elements of the brand. Ambient temperature, lighting, music choice and even the comfort of the furnishings all form a synergy and the all-important connection with the customer. Sensory theatre can use contrast to amplify a particular experience (thinking Hestons’ dry-ice…) but it needs to be easily read and understood as part of the experience.

Eco-Friendly and sustainable

As customers increasingly make their choices based on ethics, the future of successful restaurant design needs to focus on sustainability.

Governance of ingredients, procurement and quality staffing are all considerations for the inclusive and sustainably aware customer. Seasonal or low-impact natural ingredients have become a focus – and storytelling around this element is key to reassuring the customer and enhancing the experience. Staff, as in retail, are expected to be sensitive and knowledgeable ambassadors for the experience – fully versed on allergies, tolerances and food choices.

Construction and servicing of the physical environment is also increasingly under environmental scrutiny, all through the statutory approval stages via the design process, with constant efficiency of equipment delivering all important saving for the operator.

Utilising Virtual Reality

Though it might still seem far fetched to some, virtual reality technology is making significant strides in revolutionising the entertainment industry and has the potential to be utilised in the food industry as well. .

There are so many possibilities that can be explored, such as offering augmented reality (AR) or virtual reality (VR) technologies to be able to help diners to select a three course meal – complimenting tastes with wine selection etc. based on simple inputs, or to transport them to different environments to enhance their understanding of ingredients and flavours.

There is potential to “blur the lines” between the physical and digital worlds, which can elevating the dining experience to new heights. Regardless of advancements, it is important to bear in mind that technology is 99% a tool for efficiency – not the experience itself.

There are many exciting possibilities to justify the optimism being felt by the restaurant industry. It all boils down to knowing who you are catering for and then creating an environment and a service that is responsible, memorable and ultimately enjoyable.

Airports are becoming destinations in their own right

A surge in the middle class globally, rapid urbanisation, and a rise in disposable income has led to an increasing demand for air travel. Nowadays, more people are choosing to fly for business and leisure, and airports are experiencing an increase in passenger traffic, which is driving the need for additional services and infrastructure. Research shows that the global airport services market is expected to hit around USD 485.99 billion by 2032, growing at a CAGR of 17.09% during the forecast period 2023 to 2032.

For millions of us, airports are as much associated with shopping as travel, with retail still the primary experience at airports, prompting one airport retailer to comment that they are quite simply “huge shopping centres with runways attached.” Such is the demand for retail space, that large airports like Heathrow have a number of applicants for every retail unit, and have become one of the most sought-after retail locations in the world. Each shopper is around for just 60 or 70 minutes on average, and despite being considered a “captive audience”, they still expect the overall retail experience to be effortless and appealing. The challenge for retailers is that the airport trading environment is nothing like the high street and they are having to work even harder to deliver to customer expectations, as the high street also continues to evolve and to create truly engaging experiences.

For designers, airport terminals can throw up a number of challenges, such as awkward spaces, negotiating brutal commercial deals, retail design management and demands for extra-ordinary concepts and short dwell-time potential. However these can in turn stimulate truly creative responses with hard-edged commercial realities.

We are also seeing a different design approach to Airport lounges, with what were previously rather mundane spaces, now being looked at by designers in the same way that a high-end hotel concept would be. They are gearing towards creating more unique and personal atmospheres, with design elements and technology that are not generally seen in commercial projects. In addition, the boundaries between leisure and retail have become blended propositions, which means that exclusiveness in retail can now filter into these ‘exclusive’ lounge spaces and deliver a VIP experience – mimicking the experiences of the finest shopping malls.

rpa:group has extensive experience in terms of designing and project managing various types of Airport experiences from First and Business class lounges to Retail, Restaurants, Airline check-in and more, which makes us the ideal partner for your next airport lounge project. We are also familiar with the process of obtaining the necessary external and internal airside passes and of navigating stringent airport approvals, managing the coordination of approved consultants and site access for a range of schemes. If you would like to know more, or need our help, please get in touch.

Demand sees surge in office refurbs

Hybrid working has been on the rise since the turn of the century and even prior to the pandemic JLL expected 30% of London’s office space to be ‘flexible’ by 2030, however, it is Covid that has permanently changed the way we work, resulting in a surge in demand for flexible workspace globally. This is helping to generate the largest increase in the refurbishment of office buildings since 2020, as demand from workers shifts to the highest quality and flexible spaces and embracing of new working practices.

Comments Geraint Evans, Managing Director of Office Network Global, “Changes to employee rights in the UK will only increase the migration to flexible working when the Flexible Working Bill achieves Royal Assent later this year. The Bill enables employees to request flexible working changes to their job role even before they start work, with each request having to be considered and only dismissed with good reason. Recent CIPD research shows that 6 percent of employees changed jobs last year specifically due to a lack of flexible options and 12 percent left their profession altogether due to a lack of flexibility within the sector. This represents almost 2 and 4 million workers respectively and will undoubtedly result in further alterations and refurbishments as business leaders and landlords strive to accommodate accordingly.”

The Summer 2023 London Office Crane Survey carried out by Deloitte found that the number of office refurbishments across the capital hit a record high in the period between October 2022 and March 2023.

Margaret Doyle, chief insights officer for financial services and real estate at Deloitte, has said: “Tenants’ shift toward quality over quantity has led to desire for attractive, sustainable, well-kitted out spaces, close to transport hubs and amenities.”

This is having a ripple effect with new infrastructure and expanding transport links such as the new Elizabeth Line helping to attract people to previously overlooked areas, such as mid-town and the eastern fringes of the city.

Another influencing factor is the need to bring offices up to scratch legally – especially in terms of energy efficiency – which is set to drive London’s development for the rest of the decade. The letting of commercial space with an EPC rating below E becoming soon becoming unlawful, has initiated 37 new retrofit and refurbishment schemes, providing nearly 300,000m² of workspace, the highest since Deloitte began tracking activity in 2005.

Recently released figures by Industry analyst Glenigan also show that planning approvals on detailed office schemes in the past three months were up 8 per cent on the start of the year, and 31 per cent on last year, in a clear sign that this sector is not showing any signs of slowing down.

With nearly 40 years of experience delivering construction services including PM and QS, Architecture and Design, in the commercial sector for clients such as WeWork and PVH’s UK Head Quarters , rpa:group is your ideal partner for your next office scheme.

value and values…

The speed at which retail theory evolves has meant that the language and terms we use quickly become overused, obsolete and obfusticated. This means goodbye to ‘experiences’, ‘omnichannel’ and ‘phygital’ and our associations with them. This also reduces our ability to clearly define our brief and brand expectations. However, there is some enduring retail language worth investigating further, to gain a more insightful view of how we might approach this evolution.

Let’s consider ‘value / values’ as a persistent term, associated with retail…

A brand’s value could be said to refer to its customer’s relationship to the product or service and the financial worth attributed to it. As this is calculated on investment in marketing versus uplift, and is exclusive of cost and margin it is sufficient to measure Return on Investment. However it begs the question: Where is the longevity in the relationship? In this sense, Value is subjective and reliant wholly on a brand’s marketing skills to establish and maintain this. The ‘storytelling’ is unilateral, non-interactive and lacks true engagement. We experience this historically in the cosmetics industry, witnessing a pot of cold-cream, increasingly miniaturized, slathered with impenetrable pseudo-scientific jargon and afforded an exorbitant price tag related to perception, but not necessarily performance. Brand loyalty in this case is garnered only by the psychology of limitation and the need for ‘the latest’, not necessarily ‘the best’.

A brand’s Values however, when carefully considered and delivered, can significantly alter this dynamic. Values are inherent components of the human individual that govern selection in most things. They are subconscious and can be subjective, but share commonality that is regardless of gender, race and social background. If you are able to appeal to the fundamental psychological level of shared human values, empathy is generated, inclusivity prevails and lasting engagement is the result. Let’s not forget that humans process their relationships with brands, with the same part of the brain that they use to generate and evaluate friendships and social bonds. If brands and designers engage with and stimulate this process in the same way, through generating genuine empathy and understanding, a lasting retention of the brand experience is created. It results in authentic engagement, and trust – friendship in other words.

So, the ultimate question no doubt is how do designers appeal to these values? Reflecting on the time-poor nature of many consumers, the brand message needs to be focused both on individual relevance and wider cultural inclusion. Generosity, inclusivity and wellbeing are just three arenas in which we to battle for the hearts and minds of customers. We see brand generosity increasingly reflected in conversion of prime retail space, into complimentary service areas. L’Occitane and Lululemon, both on London’s premium Regent Street estate, dedicate their first floors to a focused extension of the main brand. Make no mistake, these are conceptually indulgent, committed, beautifully designed environments, devoid of direct sales and suggesting a wider world beyond the brand. Inclusivity and empathy with alternative social and cultural sectors generates that fundamental feel-good factor, especially alongside the feelings of indulgence during purchasing. US online retailer Zappos understands this and parallel with their retail website has a compelling, but most importantly, easily realised methodology of donating used goods. The customer simply prints and attaches their own label to a box of donations and drops them in the post. Domestic and foreign charities benefit, and allow selection of specific destinations. Physical ease and altruism are a winning formula

Wellbeing and social conscience continue to be enduringly historic on the high street. Arguably, Anita Roddick began to extol the virtues of brand Values with the first UK Body Shops in the late ‘seventies, infusing the brand with ethical sourcing and moral leadership. That trend extended to physical health over a decade ago with Innocent Smoothies 5 for 5 cafes, aiming to serve 5,000 people their 5-a-day for a fiver. We now see slowly increasing focus on mental wellbeing, with active wear brand Ivy Park consulting mental health charity MIND, to help positively empower women by increasing self-esteem. Similarly Boots is focusing on positive engagement with teens regarding their mental and physical wellbeing.

How do designers initiate this process with clients? It all leads back to Values. We need to remember that our clients are human too. Engagement and empathy with their brand aspirations is just as important as translating it for their customer. Understanding the traditional ‘goods-for-money’ transaction is dead. We need to embrace the fact that information is the new currency and investing in understanding any customer or client, taking time to listen and empathise is going to give us a return on experience.

omnichannel is the only road to success for car dealerships…

For many of us, the stereotypical notion of buying a car involves an over enthusiastic salesman, peddling his deals among rows of shiny motor cars on a large forecourt. But changes are afoot…The technological advancements that can be seen and felt in retail and hospitality environments, combined with the relentless march of online selling; have not spared the motor sales industry.

For starters, consumers are increasingly embracing the web as a means of purchasing goods and services. According to research, in 2017 approximately 87% of U.K. consumers have bought at least one product online in the last 12 months, with the UK being second only to Norway in making e-commerce purchases in Europe.

Car purchasing is becoming no different. Accenture recently reported that some 80% of all research into buying a new car is conducted online, with car buyers subsequently visiting fewer than two dealerships on average. So, while physical car dealerships are still relevant, it is crucial that automotive retailers find innovative ways to address this change in consumer behaviour. It is more important than ever that car manufacturers and dealerships create brand exposure in not only the digital, but also the physical world, before the actual need to purchase arises.

The Millennial generation is the fastest-growing auto retail segment, with 35% of all loans originating from this generation and a 49% growth in Millennials’ share for lease contracts from 2012 to June 2016. This generation is clearly interested in acquiring new vehicles and represents a lucrative segment for those dealerships who can make the connection with this group of car buyers, being fully aware and prepared for the fact that they are arriving at the car purchasing process with some completely new expectations.

Older generations are also picking up some new habits. This is because we are all conditioned by Amazon and other online experiences, and increasingly follow omni-channel customer episodes: We research, select and buy cars in different ways to our non-digital predecessors, and increasingly expect the same capabilities and quality of service when shopping for cars as we are accustomed to experience in other aspects of our digital lives.

In the physical world, the wealth of technology is becoming more prominent and is increasingly being used in the automotive industry to drive customer engagement. There are various examples such as Audi launching their very first Digital Showroom, bringing virtual reality (VR) technology and with it a rich and interactive experience, through simulated test drives on London’s Park Lane. Similarly, Jaguar Land Rover offers potential customers a virtual tour of life-sized, as-yet unreleased models, illustrating technical details through added animations. BMW, was also an early adopter of in-store digital technology, offering dealers worldwide a multi-lingual solution, displaying information and promotional material in showrooms, that can be controlled at a local level to meet the specific needs of a dealer’s demographic.

These days, more and more car manufacturers and dealerships are also electing to trade away from the traditional “out of town” forecourts and are instead taking up residence alongside other retailers in shopping centres and on high streets. The benefits to consumers are that they are offered more diversity while shopping, and that they get to touch and experience these cars, creating a connection and a familiarity with the brand, before the purchasing need arises. For retailers and landlords, it is a valuable use of excess space, and leads to an overall increase in dwell time.

For instance, if you visit Bluewater shopping centre, you’ll see a Hyundai store among all the usual retailers. The location of all of the cars out on test are displayed in-store, which creates an engaging visual for passing shoppers. Customers can visit the store to research Hyundai options and make their purchase, with the cars delivered to a place of their choosing. Bentley has opened in the middle of Westfield Stratford, with the introduction of their luxury studio that allows customers to design their bespoke Bentley onsite. BMW Mini has a presence in Westfield Stratford and Tesla has opened showrooms in Westfield White City and Canary Wharf respectively.

There is no doubt that car dealerships are here to stay. However, it will be the ones that continue to evolve, bringing technology, staff and online strengths together and creating a truly omni-channel automotive retail experience in order to meet the purchasing patterns of today’s customer, that will thrive.