Retail Revolution in Hungary: Omnichannel

Domestic retail is struggling with the limitations of economies of scale, the unstoppable rise of Chinese platforms and the technological revolution. That is according to a panel of experts gathered for the Portfolio Retail Day 2026 conference and analyzed the situation of the domestic and international retail market, changes in consumer trends, and strategic directions for the near future. The discussion made it clear that in the coming years, the players who will remain competitive are those who adapt quickly, build a presence across multiple channels, and integrate artificial intelligence deeply into their operations.

Oander Technologies is a market-leading e-commerce development agency for companies facing digital transformation or aspiring for a market leading role in online commerce. Its founder and owner, László Ocskay, pointed out that complexity in the domestic retail sector is growing faster than companies' organizational preparedness. He sees serious lag in three areas: organizational maturity, coordination of online and offline channels, and the scope of omnichannel (multi-channel, integrated) services.

Today's shoppers no longer choose a channel, but expect promises that can be kept: speed, accurate inventory information, and a consistent experience. In contrast, retailers often still think in terms of isolated systems. László Ocskay calls this the retail paradox: they try to serve more and more business models from the same inventory and with the same organization – store traffic, web stores, mobile apps, marketplaces, B2B sales and foreign markets. This complexity can easily lead to a loss of control.

According to international comparisons, well-coordinated omnichannel shoppers are one and a half to three times more profitable, yet many businesses fail in the transition to multi-channel operations. The founder of Oander Technologies identifies three main reasons for this: lack of expertise, strategic planning and adequate technological infrastructure. Together, these lead companies to experiment on a trial-and-error basis, only to conclude that channel expansion is not for them.

However, the problem is not with the channels themselves, but with the lack of a unified operating model to bring them together and coordinate them, he points out.