A study of the digital transformation of enterprises: A case study of Selfridges

University of Birmingham, Birmingham, United Kingdom

^* Corresponding author: YXC177@student.bham.ac.uk

Abstract

Rapid tech advancements and the rise of “New Retail,” introduced by Jack Ma in 2016, challenge the traditional department store model. This study aims to explore how traditional brick-and-mortar retail enterprises can effectively implement digital transformation amid the challenges and opportunities presented by Industry 4.0 and new retail trends. This study takes Selfridges, a high-end department store in the United Kingdom, as an example to explore its strategy and practice of digital transformation, and assess its strengths and weaknesses in the process of digital transformation. The main content includes a review of digital transformation theory, analysis of Selfridges’ digital strategy and application of data-driven decision making, and evaluation of the results of its digital work. The ultimate aim is to provide reference and advice for other retail businesses that are undergoing digital transformation. Selfridges, a high end British department store established in 1908, has faced increasing competition and challenges, resulting in the digital transformation. This study examines Selfridges’ efforts to adapt to current trends by implementing a comprehensive digital strategy. It found that key initiatives, include expanding its e-commerce platform, launching a mobile app, and leveraging social media for engagement, have been implemented by Selfridge. Data-driven decision-making is also central for Selfrdige to enhancing customer experience and operational efficiency. However, Selfridges still faces challenges such as user experience issues, lack of integration, and data underutilization. This case study has highlighted both the benefits and limitations of Selfridges’ digital transformation, which could offer insights for future improvements and strategic adjustments.