Jill S Table Case Study 
Primary problem
Should Jill’s Table develop an eCommerce strategy or operate solely as a bricks-and-mortar retailer.
Secondary Problems
Online market presence could jeopardize the established customer relations, which are the key to Jill’s Table’s success
Difficult to translate the customer relationships and in-store experience to eCommerce
Should marketing be aimed towards in-store customers or online shoppers
Which products would be available online, how could they be stored and how would the shipping costs be absorbed
Limited expansion if no online presence is developed
Analysis of Alternative Solutions:
1. Status Quo: No eCommerce strategy will be developed.
If Jill’s Table decides against an eCommerce strategy, Jill can continue to build strong, tight-knit customer relationships and experiences like in the past, that have been critical success factors. This also means that the stores marketing will have a clear, strong, and central strategy focusing on one type of consumer. However, it is an increasing consumer trend to shop online. This means that there is an untapped, international market Jill could be missing out on with no online market presence.
2. Develop eCommerce Strategy
This would mean the Jill’s Table must develop an online store that is linked to the existing website. This would allow the company to reach a substantially higher amount of consumers, and in many different geographic regions. However, this new online presence could take away from the stores critical success factors, which are superior customer service and product knowledge.
Recommended Solution:
In order for Jill’s table to reach its full potential, Jill Wilcox should develop an eCommerce strategy. This will require considerable time and dedication, but the change, if executed properly, could result in substantial profit growth. The main challenge for Jill is maintaining her competitive advantage through exceptional customer service. There is concern that the loyal
Should Jill’s Table develop an eCommerce strategy or operate solely as a bricks-and-mortar retailer.
Secondary Problems
Online market presence could jeopardize the established customer relations, which are the key to Jill’s Table’s success
Difficult to translate the customer relationships and in-store experience to eCommerce
Should marketing be aimed towards in-store customers or online shoppers
Which products would be available online, how could they be stored and how would the shipping costs be absorbed
Limited expansion if no online presence is developed
Analysis of Alternative Solutions:
1. Status Quo: No eCommerce strategy will be developed.
If Jill’s Table decides against an eCommerce strategy, Jill can continue to build strong, tight-knit customer relationships and experiences like in the past, that have been critical success factors. This also means that the stores marketing will have a clear, strong, and central strategy focusing on one type of consumer. However, it is an increasing consumer trend to shop online. This means that there is an untapped, international market Jill could be missing out on with no online market presence.
2. Develop eCommerce Strategy
This would mean the Jill’s Table must develop an online store that is linked to the existing website. This would allow the company to reach a substantially higher amount of consumers, and in many different geographic regions. However, this new online presence could take away from the stores critical success factors, which are superior customer service and product knowledge.
Recommended Solution:
In order for Jill’s table to reach its full potential, Jill Wilcox should develop an eCommerce strategy. This will require considerable time and dedication, but the change, if executed properly, could result in substantial profit growth. The main challenge for Jill is maintaining her competitive advantage through exceptional customer service. There is concern that the loyal