To be a successful brand and make a real difference in the market, you must bring something new—grounded in a deep understanding of customer needs. It’s not enough to wait for customers to ask; the most innovative brands anticipate, create, and deliver before the demand is voiced.
In this edition of Retail Power Talks, we are joined by Ehab Eid, Board Advisor and Executive Director for International Offices at Al Arabiya Group, a leading manufacturer, distributor, and retailer of top-tier home appliances. Ehab has been at the forefront of building truly connected retail ecosystems.
Q: Having worked across production, distribution, retail, and e-commerce, what are the most common misconceptions businesses have when expanding outside their core channel? What have been the pros and cons of operating across such diverse industries?
A: My background is a bit different from many leaders in this industry. I’m not an academic with decades of research, nor someone who lives solely in the world of charts and analytics. I’ve also not spent my entire career just in retail operations. Instead, I’ve had the advantage of working across the entire value chain: from manufacturing, where precision and consistency are vital, to logistics, retail, and finally e-commerce.
That diversity has allowed me to see real-world challenges: stockouts, overstocks, underperforming e-commerce sites, high costs with low returns. My role has always been about solving those problems and connecting the dots across channels.
The biggest misconception I see is that businesses assume success in one channel will automatically translate into another. For example, brands that thrive in physical retail often believe that simply putting their catalog online equals an e-commerce strategy. On the other hand, digital-first startups often underestimate the complexity of physical retail. Both approaches can backfire.
Each channel has its own language, behaviors, and customer expectations. Even the same customer acts differently in-store versus online. The key is to respect these differences while ensuring consistency in brand promise. Integration—of inventory, tone of voice, payment systems, loyalty programs—is essential. Omnichannel is not just about technology; it’s about delivering a seamless experience across every touchpoint.
Q: You’ve led both digital-first startups and large-scale retail enterprises. What’s been your most effective strategy for aligning physical retail and online commerce under one unified customer experience?
A: A unified customer experience requires more than just technical integration: it needs emotional integration inside the company. Too often, physical and digital teams see each other as competitors, fighting for credit and resources. This creates silos that damage the customer journey.
Today, physical stores cannot survive without digital presence, because over 70% of shoppers check products, prices, and reviews online before visiting. At the same time, e-commerce alone cannot deliver everything—customers still want to touch, feel, and try products in-store.
The most effective strategy is to integrate not just systems but also mindsets: inventory, loyalty, payments, and data on one side; but also tone, voice, and brand experience on the other. When customers can browse online, pick up in-store, return across channels, and feel recognized wherever they engage, loyalty skyrockets.
Q: Many retailers struggle with fragmented systems—inventory, CRM, marketing. How important is systems integration in building a successful omnichannel model?
A: It’s absolutely critical. Without integration, you risk frustrating your customers. Imagine a shopper finds a product online but goes in-store to discover it’s out of stock because the systems aren’t connected. That customer won’t wait—they’ll simply move to the next store.
Integration solves this by ensuring transparency across channels—whether through QR codes that link to inventory, connected loyalty programs, or shared payment options. Done right, it drives traffic both ways: online to offline and offline to online.
It also requires blending the strengths of both worlds. Digital-first brands must learn retail is not just logistics—it’s about emotion, experience, and people. Conversely, traditional retailers must embrace data-driven insights. When both come together, the customer benefits, and so does the business.
Q: For digitally native brands expanding into physical retail, what would be your top advice?
A: Expand slowly. Start small—perhaps with a pop-up or a single pilot store—so you can learn the nuances of retail. Physical retail looks simple from the outside but is incredibly complex. Success requires the right people, not just the right systems. Hire those who love people, because retail is about relationships as much as sales.
Also, integrate fully. Physical stores can provide valuable data that enhances online business, while digital tools can enrich offline experiences. Treat them as two parts of the same ecosystem.
Q: There’s been a lot of innovation in blending physical and digital—from interactive showrooms to click-and-collect try-ons. What has impressed you most recently?
A: I’ve seen some fantastic innovations. For example, intelligent mirrors in cosmetics stores allow customers to try products digitally—reducing the need for large inventories and solving hygiene concerns.
In furniture retail, augmented reality is bridging the gap between online and offline. Customers can visualize products in their homes using click-and-collect try-on tools before buying, whether online or in-store. Bringing these technologies into physical spaces creates confidence and convenience, which are the cornerstones of modern retail.
Q: How has customer behavior shifted post-pandemic, and how should brands adapt their omnichannel strategies?
A: The pandemic completely reshaped customer expectations. Initially, brands thought the surge in online shopping was temporary, but the truth is, it accelerated a permanent change.
Customers today don’t just want you to listen—they want you to anticipate. The new golden rule is to deliver what customers haven’t even asked for yet. Brands must analyze, predict, and innovate to create experiences customers didn’t know they wanted but immediately recognize as valuable once offered.
Convenience and seamlessness now outweigh product alone. Experience has become the new differentiator.
Q: Finally, what role does data play in omnichannel strategy today?
A: Data is no longer just a reporting tool—it’s a decision-making engine. In traditional retail, data often meant POS reports and sales numbers. That misses the bigger picture: the customer journey. Where did customers drop off? What friction points stopped them from buying?
In omnichannel, data informs everything—inventory planning, catalog design, store layouts, online navigation, even size and color availability. Used deeply and strategically, it shapes long-term decisions, not just short-term tactics. The retailers who leverage data fully will lead the future.
Ehab Eid’s insights remind us that omnichannel success isn’t simply about being present online and offline—it’s about building true integration across people, systems, and strategy. From anticipating customer needs to uniting teams behind a seamless journey, the future of retail belongs to those who innovate boldly and execute with precision.
