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Scan for outdated or missing drivers - takes under a minuteDriver Scan →Clear out junk files and repair common Windows errorsFree Scan →Many retailers sell through stores, websites, and apps, but that does not mean the experience is unified. The gap is whether inventory, orders, customer context, and service remain connected as a shopper moves between channels. In a 2025 survey of 300 U.S. retail leaders, 59% said their organizations were failing to deliver a fully unified omnichannel experience, even as 87% rated customer experience a high or very high priority. Priority Software’s survey captures a stated ambition and execution gap among respondents—not a census of all retailers.
What a unified omnichannel experience requires
Having a store, website, app, and pickup option is channel presence. Unified execution is more demanding: a shopper should be able to move between those channels without losing relevant information or encountering contradictory promises.
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That continuity can involve seeing accurate local availability online, placing an order digitally, collecting or returning it in a store, and getting help with the same order through another service channel. Manhattan Associates and Incisiv’s 2026 specialty-retail benchmark assesses four connected areas: shopping, checkout, fulfillment, and service. A retailer can perform well in one and still leave the overall journey fragmented.
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How large is the reported gap?
Different studies suggest that many retailers still see a gap between omnichannel ambition and delivery, but their percentages measure different populations and use different methods. They should not be treated as directly comparable.
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| Finding | What it measures |
|---|---|
| 59% said they were failing to deliver a fully unified omnichannel experience; 87% rated customer experience a high or very high priority. | Priority Software, 2025 survey of 300 U.S. retail leaders. Survey details. |
| 7% were categorized as unified-commerce leaders and 33% as Basic. | Manhattan Associates and Incisiv, 2026 benchmark of more than 400 specialty retailers across EMEA, LATAM, and North America. The figures use the study’s categories; its full scoring detail is not available in the cited material. Benchmark overview. |
| One in five said they felt they delivered a truly unified experience. | Retail Economics, 2025 study of 100 senior UK retail decision-makers. Study details. |
| 62% average adoption of omnichannel best practices. | OSF Digital’s 2025 Omnichannel Retail Index. This is an index score, not a survey percentage directly comparable with the other results. Index details. |
These measures point in the same broad direction, but they do not establish one universal failure rate. Their geographies, respondents, and definitions differ.
Why retailers struggle to connect the journey
Systems and teams remain separated
A UK study by Retail Economics identifies legacy systems, organizational silos, slow decision-making, and disconnected teams as barriers cited by retail decision-makers. When systems do not share dependable information, a customer’s order or service history may not follow them from one channel to another. Even when the technology exists, teams responsible for stores, digital commerce, logistics, and customer service must coordinate how it is used.
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Store inventory is hard to promise accurately
Online claims such as “available at this store” or “ready for pickup” depend on inventory records that reflect what is actually on the shelf and available to sell. McKinsey’s analysis, published circa 2021, estimates store inventory accuracy at 70–90%, compared with more than 99.5% in distribution centers. Those figures are older estimates, not a current universal benchmark, but they illustrate why store-level visibility can be less dependable.
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Store fulfillment adds operational work
Picking online orders from stores can bring products closer to customers, but it adds work to locations designed primarily for in-person shopping. Staff must find items, manage substitutions or unavailable stock, prepare orders, and handle customer collection while serving shoppers in the store. McKinsey reported that, for most retailers, store picking typically costs 1.5 to 2 times more per pick than distribution-center picking, with execution and labor pressures becoming especially relevant at peak. That circa-2021 estimate is not a current cost quote for every retailer.
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Expectations keep changing
Capabilities that once helped distinguish leaders can become basic expectations. Manhattan Associates’ 2026 benchmark announcement says 38% of capabilities that differentiated leaders in 2024 had become table stakes by 2026, including basic real-time inventory visibility, digital wallets, and cross-channel support. This is a vendor-published benchmark finding, not an independent standard for every market.
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A retailer assessing its omnichannel performance needs to consider the customer journey and the operating model together. A smooth digital interface is not enough if the inventory promise is unreliable; efficient fulfillment does not create continuity if service staff cannot see the order context.
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- Customer-facing continuity: Check whether shopping, checkout, fulfillment, and service preserve the relevant inventory, order, and customer context as people switch channels. These are the four areas used in Manhattan Associates and Incisiv’s 2026 benchmark.
- Operating reliability and economics: Examine inventory accuracy, fulfillment speed, cost per pick, labor demands, exception handling, and whether the retailer can keep its promises consistently. McKinsey’s store-fulfillment analysis identifies these as material constraints.
The right combination depends on a retailer’s size, store footprint, product mix, geography, and existing systems. The cited evidence does not establish one best architecture, software provider, or fulfillment model for all retailers.
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