Christine’s blog post argues that the advent of online shopping threatens to push tangible retailers like HMV out of business. Personally, I largely agree with her assertion that HMV and similar firms must adapt to the volatility and uncongenial fast-pace of the current marketplace, but then I asked myself: can these firms really afford to fight a seemingly uphill technological battle?  Sure, tailoring the marketing mix to include selling peripheral products and placing a greater emphasis on customer experience can act as points-of-parity to keep HMV in the game, but to me, these extension strategies are merely obsolescent contingency packages with a ticking time bomb inside.

However, I then read a recent article that underscored large scale initiatives taken by shopping malls to “modernize” their competitive position. In fact, Canadian Tire’s CMO Duncan Fulton stated that, “digital blows up everyone’s business model”. Indeed, working with the business model canvas extensively in class with my theoretical business has made me realize that constant alterations are needed to ensure growth and increased competitiveness. Thus, HMV should sustain their value proposition and targeted customer segments, but revamp their key resources and activities by implementing convincing attractions, as Christine first suggested, to add value and envelop entertained consumers.

Ultimately, it’s far from the traditional retailer’s last cry.