Imagine the Whole Foods of the near future — it’s no longer a store in the classical sense but, rather, a space of “personalized anticipation.” It’s an intelligent place, complete with sensors for tracking customer purchases, robots for stocking shelves, and cameras that record your facial gestures, in case you need help. It’s a place that knows you better than you know yourself, what you eat, and if you are a member of Prime, of which half the households in the United States are, then what you watch, what you listen to, what you read, and much, much more. In this new world, to paraphrase Buddha, “All that we are is the result of what we have consumed.” And Amazon knows (or will know soon) what you have consumed.

In the next few years Amazon may well achieve its own Copernican revolution in the way we “position” ourselves in the shopping universe. Davey Alba writes in Wired that Amazon aims “to minimize friction in the shopping experience—and, it should be said, reduce labor costs. In Amazon’s world, you don’t even get out of the car. And if you do enter a supermarket, you can get what you want without so much as reaching for your wallet or phone.”

To be sure, there is a sense of shock and awe when one considers Amazon’s strategy — a two-fold strategy, really, as Ben Thompson points, consisting of AWS for businesses and Prime for consumers. There is intellectual audacity in what Amazon does, innovation, and a focus on the long game, the results and ramifications of which are now appearing like some new land glimpsed dimly on the horizon.

And a sense of unease, too, for there is a suspicion that we are on the verge of an epistemological break with the objects in the world — rather than acting upon them with some modicum of intentionality and rationality, they will act upon us, limit and shape our choices — indeed, anticipate us. To be sure, Amazon is playing no small role in reformulating our being-in-the-world.

Of course this purchase will have consequences, some unintended, within the whole grocery market eco-system. Many will be positive, in that they will create more jobs in a variety of areas. For example, in the Whole Foods of the future it’s fair to say that we will see very few staff — Amazon’s use of automation in their warehouses and their experiments with the technologies that power Amazon Go presage such a shift.

This means that customer journey maps will need to be adjusted as the customer experience changes. Micro moments within the journey will assume different positions and will require different responses. Branding — and storytelling — will take on even more importance. Label information will need to become more effective and precise. And lastly, the product provider will have to assume more responsibility for “customer education.”

The information delivery mechanism will change, also. More and more we will see information on products delivered via a kiosk or roaming robots. Companies will need to take a page from the Amazon playbook and develop rich, seamless omni-channel learning experiences to succeed. This will be particularly relevant for companies that make products for the Whole Body Department (vitamins, supplements, etc.).

Of the shopping experience of the future, Amazon likes to say “No lines. No checkout. (No, seriously.)” Forward-thinking companies might want to insert an additional sentence — “No staff.” — and plan accordingly.

** Look for Amazon to buy a health insurance company in the near future, further extending the reach of Prime into all aspects of our lives.

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