Maybe
Raoul Pinnell, chairman, Strategic Investment Partners
Unlikely. Our analysis concludes that Woolworths was not a brand with pulling power. It was a group of shops in good locations, with a focused offer in a range of categories. It never was the 'Wonder of Woolies,' it was just a convenient destination. Any of the 'experience' that it delivered to its customers was underpinned by the smell of pick 'n' mix, and the gum-chewing shop assistant who didn't judge your strange CD purchases in the same way that staff did in Our Price.
From the feedback that we have gained, the conclusion is that the emerging site looks as though it will be seen as a catalogue online. It might give an extended lease of life to Shop Direct, but in its current form is unlikely to capture the public's imagination.
Children's clothing brand Ladybird used to be unique with a special tone of voice. On the site, a bland 'happy kids' video on Ladybird is a demonstration of the lack of engaging content that a clicks-only brand needs to survive.
Maybe
Alison Hoad, vice-chairman, RKCR/Y&R
Woolworths will have to work hard to become a destination site because it wasn't a destination store, it was more akin to a local emporium. Its high-street presence meant you popped in while passing, so communications must now push it front of mind.
The joy of its in-store range meant you went in for one thing, such as Disney pyjamas, and to the benefit of Woolies' bottom line emerged with toys, a DVD and sweets. A trip to Woolworths was unique because you never knew exactly what you would find. I doubt that this will be replicated online because the store itself acted as a prompt for the extra items.
The website addresses the issue by inviting you to browse the main shop, with the option to jump straight into the Ladybird or party shop, but I suspect basket sizes will be smaller online. Even so, the brand should strive to retain some of the magic, fun and randomness of the emporium experience if it is to capture the public's imagination. The site makes a good start, but communication will be critical in driving people there.
No
Danny Meadows-Klue, founder, Digital Strategy Consulting
Woolworths thrived on an offering a mile wide and an inch deep; the most generalist of high-street retailers with branches big enough to have some-thing for everyone, but too small to have choice. Woolies wasn't simply on the high street, it was a product of the high-street retail model. That's why its success online is far from guaranteed.
A web presence could have trans-formed its offering 10 years back, but today Woolies is head to head with Amazon for media, iTunes for music and John Lewis for household goods. How can its toy store have only two soft toys, and its technology counter only ten cameras and three PCs? Why should DVD buyers switch to a site with no social media or recommend-ation engine? Today's shopper lives in a world of massive choice and limitless information, but Woolworths 2.0 doesn't yet compete or differentiate.
A digital strategy does not mean simply being online. It means understanding consumers in a digital networked society and satisfying their needs. Sadly, an online version of the old high-street model fails on all counts.
Yes
Lisa Thomas, chief executive, LIDA
We were all sad to see the demise of Woolworths - it was an icon of British retail and the only place where you could buy school uniforms, penny sweets and a record under one roof. Even though it will now be found only on the information superhighway, it still has bags of potential.
Obviously it will need to quickly build a large customer base and offer great value if it's to survive in a highly competitive sector. The buying of music, toys and entertainment products online should be a relatively smooth transition. Pick 'n' mix may be slightly more challenging, but it makes a great website feature.
The raw emotion surrounding Woolworths' demise is still quite fresh, and the biggest opportunity will be to build on the nation's nostalgia for the brand - it is vital to use this effectively when speaking to customers. In some ways, Woolies could represent the start of our economy's recovery from the recession.