Exclusive Q&A: Vince saves money in corporate transformation
A vertical luxury brand is improving profits and enhancing the omnichannel customer experience by overhauling its enterprise.
Chain Store Age recently spoke with Heather Wilberger, CIO of Vince, a banner of Vince Holding Corp., about how the luxury retailer is streamlining operations and becoming more customer-centric by investing in new solutions in every area and channel of the company.
What motivated Vince to pursue a technology transformation strategy?
We started this transformation journey with a big-picture goal in mind: to rethink how we operate at every level and make a lasting impact across the organization.
We announced this strategy back in October 2023 with two main priorities in mind: boosting profitability through a stronger gross margin and optimizing our expenses to see some real cost savings.
We’re already seeing those efforts pay off, with a goal to save around $30 million over the next three years, starting with about $10 million in 2024 alone. Beyond the numbers, this transformation is about making us more agile and resilient in a fast-changing market — keeping us competitive and aligned with our customers’ needs.
Which areas of the business are you focusing on?
Our transformation is truly company-wide, touching everything from inventory management to customer experience. We’re leveraging NewStore as our core omnichannel solution, which has been a game-changer for connecting our e-commerce and store operations.
This setup allows us to fulfill web orders from store inventory, adapt to changing seasonal needs, and avoid overstock in specific regions — like keeping cashmere in the right places for colder seasons while managing demand in warmer regions.
We’re also investing in tools that make shopping more convenient and personal. NewStore’s remote cart feature, for example, is helping us save the sale when customers can’t find what they want in-store.
One recent success story involved a customer who couldn’t wait for an item to be retrieved in-store. Our associate was able to send her a cart link to check out later on her phone, leading to an $800 sale.
On the digital side, we’re enhancing our website with better sizing guides to cut down on returns and introducing a new clienteling program that consolidates customer data.
This way, our associates have a clear picture of who our customers are and can provide them with more tailored experiences. The goal is to ensure our customers feel connected to the Vince brand, no matter where or how they shop.
[READ MORE: Vince centralizes store operations with mobile POS]
What results have you achieved to date?
A good percentage of our web orders are now being fulfilled directly from stores, which has given us a lot of flexibility with inventory. This allows us to adapt to demand patterns and seasonality — like ensuring winter products are in the right regions — while keeping stores stocked with what customers are actually looking for.
Another success has been our use of endless aisle, which lets us offer customers more variety than what’s physically in-store. Our associates love this tool because it allows them to say yes to customers more often, helping drive up sales by providing exactly what the customer wants, when they want it.
We’re also seeing good early results from our clienteling pilot, where associates can re-engage with customers through SMS text. For example, they can reach out to someone who hasn’t shopped with us for a while, offering them a new season’s item they might like.
This program is really helping us maintain relationships with loyal customers and re-engage others who may have drifted away.
Are there any future plans for your technology transformation strategy?
In 2025, we’re rolling out a more robust clienteling program to keep customers coming back, with a mix of training, engagement tools, and performance incentives for our associates.
We’re also planning to implement mixed cart functionality, which will let customers combine in-store and online items in a single transaction. This has taken some extra work due to our legacy systems, but we’re using middleware to make it seamless. This feature will allow for a truly integrated shopping experience that lets customers mix and match, however they choose.
Over the next few weeks, we’ll finalize these plans, ensuring we’re aligned with the Vince brand’s long-term goals and are ready to adapt to what our customers want. This transformation is all about being an operator that’s responsive, resilient, and always putting the Vince customer first.
