Retail Reality: Why “Product Teaching” Declined—and How SMB Stores Can Pivot

Due to technology, in-store product 'teaching” has declined as consumers now do their homework before they walk in.

What changed (fast): Shoppers do their homework before they walk in. They research on phones, check reviews, and compare prices—often while standing in the aisle. According to Salesforce’s 2024/25 global survey, 35% of shoppers report researching products online while in-store; many also access loyalty accounts and order from competitors while shopping.

Brick-and-mortar stores still matter: People still want to see, feel, and take products home. In fact, ~57% want to “see, touch, and feel” items before making a purchase; value sensitivity remains high as cost-of-living pressures persist.

The big picture: E-commerce continues to grow, but physical retail remains the largest channel of sales. The U.S. Census reports that e-commerce accounted for 16.1% of total retail sales in 2024 (up from 15.3% in 2023), with Q4 2024 at 16.4% seasonally adjusted. Bottom line: stores aren’t going away, but the shopper journey is a path that spans site, search, social, and store.

These sudden changes in behavior have left SMBs feeling blindsided. Why is that?

Strategy lag: Customers shifted from “teach me about the product” to “confirm my choice, give me value, and make it easy.” Meanwhile, digital behaviors accelerated (research on phones, social discovery, BOPIS, easy returns).

Tech gaps: Larger retailers stitched channels together; SMBs often face high integration costs and limited IT capacity.

Service model: Associates’ roles have not kept up, and budget constraints necessitated broader roles for store staff—encompassing more operations, fulfillment, and customer service—while still being expected to “teach” the shopper.

What’s Really Driving the Drop in In-Store “Product Teaching”

Online research & reviews: Confirmation and education. Shoppers arrive with product specifications and shortlists, and they want quick validation, not a lecture.

In-Store product comparison: Phones in hand = price checks in seconds (Google has long documented in-store smartphone use; Salesforce shows it’s now routine).

Faster product cycles: With more SKUs, more drops, and constant updates, traditional, one-and-done staff training becomes ineffective.

But there is hope because retailers can pivot to respond to this new consumer behavior by partnering with the brands they sell— sharing expertise, technology, and resources that are often out of reach for individual SMBs.

1. Start with a Shift in Strategy

- Co-design Experiences: Create immersive, event-driven retail experiences by collaborating with brands on pop-up activations, live demos, and exclusive limited-time products that align with consumers’ desire for exclusivity and value.

- Collaborative Storytelling: Brands and retailers can co-invest in local campaigns or use brand ambassadors to connect and make deeper emotional connections with shoppers, reducing price sensitivity.

2. Share Digital Transformation

- Supplier-Funded/shared Tech Upgrades: Partner with brands to leverage AI-powered tech solutions to provide training, or direct access to their digital platforms, data analytics, and inventory management, or CRM tools.

- Joint Data Analytics Projects: Brands and retailers can share data insights, create systems that help SMBs personalize offerings, and optimize assortment planning.

- AI-powered solutions: Collaborate with brands to create trend/data-driven decision-making, customer loyalty programs, and shared social media, enabling seamless customer journeys that span the entire path to purchase.

3. Update the Service Model

- Branded In-Store Experiences: Retailers can host brand-led workshops, events, and interactive areas (e.g., customizations, try-and-buy stations) to shift from product teaching to experiential engagement.

- Value-Added Incentives: Partner with suppliers to offer bundled rewards, exclusive samples, or co-branded services—enhancing the perception of value and encouraging repeat visits.

- Supplier-Led Staff Training: Brands can provide up-to-date product training and experiential selling techniques, keeping staff engaged and relevant as product information becomes increasingly self-serve.

4. Compete on something other than price

- Category Exclusives & First Access: Offer exclusive SKUs, first-to-market launches, or co-branded collections that distinguish brick and mortar SMBs from mass-market competitors and e-tailers.

- Shared Marketing Investment: Brands can contribute to local advertising or digital campaigns, lowering acquisition costs and increasing local SMB visibility.

- Integrated Loyalty Programs: Develop cross-brand loyalty initiatives, enabling shoppers to earn and redeem benefits across both supplier and retailer channels.

5. Agility: Move at the Pace of the Customer

- Innovation Hubs: Brands and retailers can participate in joint innovation and R&D sessions focusing on innovation, change, and customer-centric experiences. This will expose SMBs and thier brands to emerging trends and technologies early, and jointly pilot new retail concepts.

- Simplify Logistics & Supply Chain: Reduce the friction with fewer steps, less complexity, and more responsive fulfillment, helping SMBs meet speed and convenience expectations without sacrificing inventory performance.

- Rapid Feedback Loops: Joint data sharing enables quicker pivoting on assortment, pricing, and in-store experience in response to changing customer sentiment.

By partnering closely with their suppliers and embracing AI-powered transformation, SMB retailers can access new capabilities, lower costs, and co-create unique experiences—allowing them to keep pace with modern consumer demands and regain a competitive edge.