Qurius Microsoft Dynamics ax para Retail


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Reduzca la complejidad y mejore la eficiencia operativa de toda su operación detallista con una única solución que estandariza los procesos a lo largo de múltiples puntos de venta y ofrece un conocimiento profundo sobre el rendimiento del negocio.

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  • The recession that swept across the globe in 2008–2009 hit just about every retailers’ bottom line to some degree. Specialty retailers were among the hardest hit, because while some specialty products are necessities, many are discretionary. In addition to lingering affects of the global recession, increased popularity of online sales, the growth of “mass merchandisers” (such as Wal-Mart), and more demanding customers have all affected specialty retailers in varying degrees. Let’s take a closer look at top issues that specialty retailers are facing today:New and changing customer attitudes toward shopping Consumers have been shopping less during the recession, so traffic has decreased. Less traffic increases the need for higher conversion rates to maintain growth.Consumers are more conscientious about green products, as well as ethical practices and sourcing, and are demanding information and sustainable products and practices.Decreased consumer spending and increased specialty retail outlets (online and physical stores) make customer loyalty more important than ever before, so specialty retailers must focus on improving customer service.Growing technology useWider Internet availability has resulted in sophisticated consumers with more opportunities to research products and prices on the Web, as well as via mobile phone and social networking. Specialty retailers need to tap a growing number of online channels (beyond their own Web site) through which to offer marketing, goods, and service (such as eBay, Amazon.com, Facebook, Twitter).Slow market growth requires focus on customer-centric retailingA worldwide economic downturn has forced consumers to tighten spending habits, focus on inexpensive products, and generally buy less overall.More options for shopping means that consumers can easily go elsewhere if product isn’t available, so specialty retailers need better tools for reliable demand forecasting and efficient inventory management.Limited capital expendituresCapital expenditures have been very restricted during the recession, so specialty retailers are looking for IT solutions that are adaptable to current systems and hardware, and that help ensure lower TCO and faster ROI than their legacy systems.Financial constraints and credit pressuresCredit lines for small and midsize specialty retailers have been reduced, so maximizing current assets and carefully managing inventory has become extremely important. Finding an end-to-end specialty retail IT solution that’s adaptable to varying hardware, integrates with supplier systems, and adheres to EDI standards presents a complex challenge to specialty retailers. Specialty retailers must improve margin control by way of better asset visibility and cost reduction across the entire supply and value chain.Minimizing asset costs, maximizing asset performance, and improving cash management are all critical when financing is tight.Increasing competition Expansions of specialty retailers geographically—especially the ability to be available anywhere, all the time—has lead to increased competition. The growth and buying power of “mass merchandisers” like Wal-Mart is squeezing market share from midsize specialty retailers. The importance of customer satisfaction and service rises as competition grows.Tapping online and multichannel sales Even though the overall online sales growth rates have slowed a bit during the recession, online sales continue to grow.Customers and business partners (such as suppliers) expect a variety of product and service availability both in-store and on the Web, and any combination of both. Integrating store and Web operations, especially around inventory visibility and allocation, is important.Legacy information systems often do not support new multichannel business practices.However, while these forces are presenting growth challenges for specialty retailers, they are also setting up “a perfect storm” for growth opportunity as we slowly emerge from the downturn. Let’s take a look at those top challenges, which—if they’re addressed now—could position a specialty retailer to capture new market share and growth as the economy recovers.
  • The retail environment evolves constantly. The recent recession drove or amplified some changes in shopping patterns. But behavior shifts occurred before the recession and will continue to reshape the retail landscape after the recession is only a memory. Retailers must monitor these shifts to see if they become permanent, then plan and act accordingly. Retailers must pay attention and respond to three additional consumer trends as well: • Today’s digital lifestyle is dramatically influencing the retail business, as consumers research and buy products, engage customer service, and share their shopping experiences online, 24/7, while at home, at work, or on the go.• Consumers are more pressed for time than ever, and increasingly demand convenient shopping experiences that are personalized, multi-channel, and offered with high-touch or self-service options. No longer awarding their loyalty based on price and availability alone, their satisfaction is now driven more and more by the overall retail shopping experience. • Consumers feel a growing sense of social and environmental responsibility and will weigh these factors when making purchase decisions.
  • The recession clearly drove or amplified some important behavior changes. Shoppers everywhere reduced consumption, more actively searched out discounts and sales, switched from premium national or global brands to private labels, and patronized discounters instead of specialty retailers in the attempt to cut spending and tighten up household budgets. To the extent that these behavioral shifts become permanent, retailers will have to pay attention to them. However, planning must take three additional trends into account as well.
  • First, consumers live a digital lifestyle. Once a behavior attributed to Generation X and Generation Y, aspects of the digital lifestyle increasingly describe the population as a whole as we complete the first decade of this century. And the digital lifestyle is fundamentally transforming the retail environment. Consumers expect to go online whenever they like, using PCs, mobile phones, in-store kiosks, and hand-held devices while at work, at home, or on the go. They use their technology fluency to collect information about products that interest them and locate retailers—you and your competitors—who carry these products. They consult multiple sources, including social networks, to ask friends’ opinions and find online shopper reviews, at any time of day, from virtually any location. Some indications of social networking’s growing importance: • Social networking enjoys immense traction among the Millennial Generation. • The growth in number of Facebook users has totally eclipsed growth rates for media established in the 20th-century─including the Internet. Participation includes females as well as males, and older as well as younger age demographics.• Bloggers have significant potential to influence shoppers. • The great majority of consumers trust fellow shoppers’ online reviews, and this group far outnumbers those who trust advertisements.
  • Second, today’s consumers are pressed for time. These harried multi-taskers appreciate—and increasingly demand—convenience as a key ingredient in their shopping experiences. A convenient experience is not simply the ability to engage 24/7. It also must be personalized, interesting, high-touch or self-serve depending on the consumer’s preference, both available and consistent across multiple channels: store, catalog, telephone, or online. The growing importance of the cross-channel component in delivering convenience is worth pondering for a moment. Forrester Research1 estimated that online and web-influenced shopping (researching products and services online and purchasing them either online or offline) will account for roughly 53% of total US retail sales in 2013, up from 42% in 2009. This growth in cross-channel shopping may be contrasted to other data suggesting modest growth at best in U.S. retail sales for the 2009 holiday season. The comparison suggests that multi-channel retailers may be taking market share from retailers drawing their sales from a single channel. In other words, delivering convenience by being “open for business” where shoppers want to shop can drive revenue, even in weak market conditions. As the standard for convenience is raised, two important things happen: • Customer satisfaction is driven more and more by the overall retail shopping experience, not merely product price and availability. • Loyalty becomes more fragile, susceptible to the quality of the most recent interaction or the most recent online customer reviews.
  • And finally, it is worth noting that consumers feel a growing sense of social and environmental responsibility, demonstrated by their interest in recycling, energy conservation, and air quality, and their growing interest in organic and fair-traded products. Forrester Research notes “Most consumers care enough about the environment and the community that they consider these concerns when making purchase decisions—including taking into account whether a company treats its employees fairly or is deemed environmentally friendly by an organization like Greenpeace. A small but committed portion of consumers will even pay more for products that are produced with green or socially responsible practices. Those consumers who are willing to pay extra for products in line with their ethical concerns earn more money and are more brand-loyal than average.”22 Sally Cohen, with J.P. Gownder, Abe Garon, and Dan Wilkos, “Making The Case For Environmentally And Socially Responsible Consumer Products,” (March 6, 2009), Forrester Research, Inc.
  • There is also a shift in how retail IT departments are looking to provide solutions.The best of breed selection paradigm of the last decade has brought with it challenges of siloed systems and processes. As retail processes have to integrate with supplier processes to drive the cost of goods sold down, having integrated capabilities that allow for collaboration at scale that allow for new business formats, acquisitions and agile solution delivery Is where the trend in computing is going.Pero los retailers no pueden conseguir lo anterior con diferentes tecnologías, desconectadas…
  • So the key question is how do Retailers address these consumer trends and the challenges they create. The Microsoft Dynamics® vision is to empower retailers to become connected retailers: connecting people, insight, and customer relationships to deliver innovative, cost-effective solutions and capabilities that resonate with consumers and suppliers, and lead to rich, lasting customer relationships. Connected retailers use deep insight into their customers to get ahead of demand. They optimize their supply chains by facilitating collaboration with business partners, regardless of time, geography, or organizational boundaries. They provide truly connected experiences across channels, experiences that are personalized by learning from previous customer interactions, comparative store analyses, financial results, and supply chain data and that are facilitated by connected sales and service personnel who have been transformed into customer relationship agents, equipped to drive greater value for both shoppers and the business.
  • To a significant degree, your company’s success, both today and tomorrow, depends on the nature and quality of the connections between your customers and your frontline people: your in-store sales associates, telephonic service representatives, and those who design and support your online presence. Pleasant, efficient, interactions that reflect some personalized recognition of each individual customer are positive, memorable experiences that please customers, encourage them to do more of their shopping with you, and keep them coming back again. Generic, isolated transactions that treat all customers the same can be frustrating, forgettable, and may even stimulate shoppers to spend their dollars elsewhere.Clearly, your preferred approach will be to transform standalone transactions – in-store, telephonic or online – into elements of a richer relationship between your customers and your frontline people. The right technology can help you with this in several ways:Making a single accurate view of the customer available to frontline people.Providing access via interfaces that are familiar and easy to use and learn.Enable real-time access where appropriate.Tailoring what information, especially customer information, can be accessed by different roles.Integrating systems from end-to-end in your company so that data, wherever it resides, can be delivered to the people who can use it to connect with your customers and turn transactions into relationships.
  • Just to drill down a bit more here… Informed, connected people are the heart of the evolving connected retail experience. And retail employees are the retailer’s primary asset. These people need role-specificinformation and technology to deliver the level of performance that today’s shoppers are looking for. Sales people empowered to sell with the customer in mind … store managers supported with operations insight that enables timely, effective action … corporate mangers able to understand external and internal factors and take decisions that drive the organization forward … collaborative relationships with suppliers … these are the potential benefits that become more achievable when people are connected.
  • Earlier, when we talked about the evolving environment in which retailers must compete, we focused on the consumer side: shopping patterns, the digital lifestyle, the growing sense of social and environmental responsibility, and time pressures. It’s also important to acknowledge that things are changing among retailers. Business is becoming more global. New channels and store formats are emerging. Supply chain considerations and digitally-savvy shoppers seem to be expanding – or even eliminating – the traditional “walls” of a business: companies, suppliers, partners and customers increasingly can engage digitally. Change occurred before the recent recession. It continued during, and in some cases may have been driven by, the recession. And it will surely continue as we move into the post-recession environment. Clearly, change is constant.Successfully managing change requires insight – into what’s happening, why, and what this might mean for the future. With such insight, it becomes possible to constantly fine-tune all of your business processes to reflect what’s happening and what will likely happen.Achieving this requires that your ERP, CRM and store systems be integrated today, and flexible so that they can be adjusted to changing conditions in the future. This helps make your business processes customer-driven and proactive.
  • * SharePoint ClientWith the SharePoint Client in NAV7 we are delivering the first additional Display target that will enable our partners and customers to extend the reach of their NAV solutions by reaching out to more users supporting many new scenariosClient ExtensibilityIn NAV7 we are making improvements to our Client Extensibility model that enhances the capabilities significantlyBusiness VisualizationsBy leveraging the Extensibility model of the RTC in R2 we are shipping new Visualizations that enhance our application functionality and inspire our Partners and ISVs to use extensibility as a way to create differentiation to competition. * WP7 ClientWe are currently working on a prototype of a Windows Phone 7 Client display target to investigate feasibility and applicability* .netInteropIn R2 we are extending the C/AL programming model with the capability to do interop with .net to enable NAV developers to leverage .net directly or to integrate more easily with .net solutionsManaged DatastackAs the natural next step in the migration away from the unmanaged legacy run time in NAV7 we are introducing a managed datastack that will significantly improve our performance as well as enable a much better utilization of the Microsoft Stack64-bit serverFor NAV7 we are also moving the NAV Service Tier to 64-bit which will eliminate memory as a constraint for scalability * New C/AL DebuggerIn NAV7 we are shipping a completely new debugger that will be integrated with the RTC Client and allow for a rich debugging experience even of a running system* RTC over WANIn R2 we are adding support for running the RTC over a WAN connection which in combination with AppV will allow for a much more cost efficient hosting experience and deployment of remote clientsRefactoring of Dimensions For NAV7 the way Dimensions are being stored and posted are refactored that will improve performance and reduce database size* Global Application Consolidation For NAV7 we are continuing consolidating local competitive features to the global version to improve the application scope as well as reduce complexity for partners operating internationally: Kitting, Cash Flow forecast, Cost Accounting, E-PaymentsPlanning CockpitIn NAV7 a number of improvements to the Planning engine will simplify the user’s ability to understand and apply the planning output with the introduction of a Planning Cockpit as one of the central usability improvements.Advanced ReportingReporting in NAV7 will be improved by the addition of a number of new reports specifically designed for taking full benefit of the strengths of SRS as well as by improved support for using Excel for ad hoc reporting * OData supportNAV7 will offer direct support for the OData format to our web services which among other things will be utilized in an integration to PowerPivot in Excel 2010* Dynamics CRM integration In close collaboration with the Fargo Integration team in R2 we are shipping out of the box integration between Dynamics CRM and NAV using the Dynamics ConnectorDOL Payment integrationWith R2 we ship out of the box integration with DOL Payment services bringing simple out of the box credit card processing services to NAV customers* C/AL TestabilityThe internally used C/AL Testability framework have been made available for Partners that allows them to build automated regression tests of application logic using the same tools that they use for application development. 200 of our test cases have until now been made available on PartnerSource. We recently awarded a MBS Recognition award to Bas Graf for his contribution to this.RTC AdministrationIn NAV7 All remaining administrative tasks are now supported in the RTC Client in combination with support for PowerShell which means that there is no longer any dependencies on the Classic Client at run timePage TestabilitySimilar to the C/AL testability framework we are working on a framework that will enable Partners to build automated tests to validate page definitions.
  • Los componentes o piezas actuales de Retail:Teníamos el ERP: AX 2009Hemos añadido la solución de RetailMás el módulo de POS
  • Let’s take a quick look at an overview of the key business capabilities in Microsoft Dynamics AX for Retail in this solution map.This is a comprehensive solution with all the store components necessary to mange transactions, customer loyalty and payment processing; a headquarters module to handle assortments, replenishment, pricing and promotions; and ERP capabilities to handle warehouse and logistics and back end processes.From sales to supply, you can create transactions, track sales, understand consumer behavior, manage inventories, reduce shrink and improve overall operations.  You can gain visibility across the entire enterprise, as well as connect with your local sites and your supply chain to grow your business and set you apart from the competition.Let’s dive a little deeper to see some of the capabilities and business value that is unique to Microsoft Dynamics AX for Retail....Desde un punto de vista funcional, aquí vemos a alto nivel la funcionalidad que ofrecemos
  • Intended Usage: The slides within this deck are intended to provide an overview of Microsoft Dynamics in retail and distribution , including Microsoft’s vision for delivering business applications that help drive Enterprise business innovation. Our end to end solutions will assist retailers in meeting internal and external demands byproviding a suite of applications that can meet a broad spectrum of Retailers for: Distribution, E-commerce, Field Service Management, Financial Management, HR Management, Manufacturing, Portals, Project Management and Accounting, Retail Point of Sale, Supply Chain Management…Delivering information such as forecasts and purchase orders directly to retail supplierConnecting Retailers demand requirements directly to manufacturing, wholesalers and distribution operations Shortening re-order cycles by integrating replenishment requirements with suppliers systemsStart up new stores quickly with fast implementation of POS, Merchandising and  ERPDelivering reports on point of sale, product performance, staff performance to understand where savings can be found and what and when and at what price customers are purchasing Today, we help Retailers track sales, understand consumer behavior, manage inventories, reduce shrink and improve overall operations.  We help retailers gain visibility across the entire enterprise as well as integrate with their supply chain and help grow their business and set them apart from their competition.AXforRetail es la única solución existente en el mercado que ofrece: Reglas de negocio & Modelo de datosconsistentes, Control completo, Conexiónestándar con visión en tiempo real…
  • Slide highlights the feature disconnect between POS & back office for MS-POS and AX-RCM versus the seamless feature integration with the LS .NET POS and LS AX componentRCM vs. LS E2E solutions from POS to ERPRCM E2E solutionMS-POS has been developed as a small to mid-sized stand alone POS productRCM has been developed as a back office retail component running on AXNot all features of MS-POS & RCM work well together, since both were developed independentlyFor example the discounting (i.e.. Advanced Discounts) functionality of RCM does not work with the discounting features of MS-POSAnother example is the setup and usage of matrix functionality in RCM does not integrate with the MS-POS matrix functionalityLS E2E solutionLS .NET POS has been developed to work with the LS AX ERP componentAll functionality works consistently from the LS AX ERP back office out to the LS .NET POSFor example the discounting functionality of LS AX seamlessly integrates with the discounting schemes supported by .NET POSAnother example is the setup of matrix functionality in LS AX can be leveraged by .NET POS
  • Hemos hablado de la importancia de tener una solución completa, que permita gestionar todos los componentes de la cadena de valor. No obstante, nosotros ofrecemos la posibilidad de que la solución sea implantada de la forma que tenga más sentido para su empresa…Clientes que lo conectan con otro ERP… clientes que utitlizan nuestro ERP con un POS de terceros…Flexibilidad que ofrecemos y es lo que apoyan los analistas…Hemos lanzado también nuestro Conector de AX y SAP... Para facilitar las integraciones…
  • ¿Cuál es la proposición de valor de Microsoft? ¿De qué se diferencia de la competencia?I.E.: China Horizon que quieren ser los mayores distribuidores del mundo y quieren estar con el mayor proveedores de software del mundo. La tecnología que ofrecemos en términos de modelo de datos, reglas de negocio… es crítica… Como lo es la integración «out-of-the-box» que ofrecemos…Tecnología / Arquitectura / DisponibilidadReglas de negocio/Modelo de datosconsistentes - extender; adaptar; escalarAX Retail – Resolviendo la complejidad – Control completo de los datosEstándar / Consistente / Precisa / OportunaSencillezBasado en roles – Optimizadoporrol y/o individualExperiencia de usuario – Familiar/ Informado / EficienteFidelidad | Rapidez del servicio | Horas de formaciónreducidasInnovación y VisiónRedefinir la experiencia del consumidor – Reconocimiento de gestos, Surface, Slate…Tecnologíaúnica; activos; I+DBajo TCO Soluciona el problema de la complejidadEliminapérdidas de tiempocreadasporintroducciónRedundante de datos en sistemasdispersosInformaciónconsistente, másprecisa y en el tiempoadecuadoLa mejoraexperiencia de usuarioTiempos de formaciónreducidosOrganización y empleadosmásproductivos gracias a la experienciabasada en rolesAprovecha la tecnologíaUnasolucióncoherenteEscalableFlexible Adaptable paracumplir con los requisitos del negocio
  • A finales de agosto lanzamos una nota de prensa en la que se anuncia que por primera vez Microsoft Dynamics AX ha sido nombrado “Líder” en el informe TheForrester Wave™: Order Management Hubs, Q3 2010 (August 2010). Este informe es equivalente al de Gartner ERP MagicQuadrant y evalúa los productos en función de la oferta actual y la estrategia.  Aunque en el eje de la oferta actual aparecemos por debajo de SAP y Oracle, Microsoft aparece como el proveedor con la estrategia más avanzada y una mayor presencia de mercado. Validación de la estrategiaConfianza en MS paracumplir con el plan de productoporIndustriaEcosistema clave creandosolucionesverticalesTime to ValueTCOPeople & ProductivityAdaptability & ScaleInnovation
  • Dynamics AX forRetail ha sido elegido para ser la cara para nuestros clientes y enseñar cómo se unen las diferentes tecnologías de MSFT: Sharepoint, Surface…Microsoft se ha convertido también en un minorista y estamos preparando un caso de éxito que verá la luz en breve mostrando cómo Microsoft utiliza Retail para llevar la gestión de sus tiendas en USA.
  • En Redmond se ha creado un Retail Center en el que se muestra la tecnología de Retail 360º. Grandes clientes lo están visitando para ver en el centro cómo funcionan las nuevas tecnologías en las que Microsoft está trabajando… y cómo Microsoft está redefiniendo la experiencia del cliente.Integraciones con Surface, o Kinect, o TAG (reconocimiento códigos de barra…)…
  • We think technology is a key enabler to deliver this Connected Experience – but it must be technology that meets important criteria.
  • Qurius Microsoft Dynamics ax para Retail

    1. 1. Microsoft Dynamics AX for Retail<br />
    2. 2. Desafíos de la ventaminorista en todo el mundo<br />Mayor uso<br />de la <br />tecnología<br />Gastos<br />de capital <br />limitados<br />Restricciones<br />finacieras<br />y de crédito<br />Actitudes<br />cambiantes<br />de los clientes<br />Crecimiento<br />lento del <br />mercado<br />Aprovechamiento<br />de múltiples<br />canales<br />Mayor <br />competencia<br />y expansión<br />global<br />Source: Martec International Ltd white paper: Growing Market Share in Specialty Retail, Brian Hume, April 2010<br />
    3. 3. La evolución del entorno de Retail<br />Patrones<br />de compra<br />Presiones de<br />tiempo<br />Responsabilidad<br />Socia y <br />medioambiental<br />Estilo de vida<br />digital<br />
    4. 4. Patrones de compra<br />4<br />Ofertas y Descuento<br />vs.<br />Preciocompleto<br />Buy One<br />Get One Free!<br />Marcas de la casa<br />vs.<br />Marcasnacionales<br />Grandesalmacenes<br />vs.<br />Minoristas de especialidad<br />
    5. 5. Estilo de vida digital<br />5<br />Investigación online <br />Compradesde casa<br />Redessociales<br />Compraporteléfono<br />Compra “On the go”<br />Compra en la tienda<br />
    6. 6. Presiones de tiempoLa comodidad se aplica a la experiencia totalde compra<br />12<br />24/7<br />Multi-canal<br />Personalizada<br />Interesante<br />Consistente<br />Alto contacto<br />Autoservicio<br />Productodisponible<br />Preciosatisfactorio<br />Online<br />Telefono<br />9<br />3<br />Tiendas<br />Catálogo<br />6<br />
    7. 7. Responsabilidad social y medioambiental<br />Calidad del aire y del agua<br />Producción “verde”<br />Conservación de la energía<br />Reciclaje y eliminación<br />Productos “verdes”<br />Condiciones de trabajo<br />Consumidoresconcienciados<br />Lo considerancuandocompran<br />Influyen en la elección<br />Aquellosdispuestos a gastarmás los consideranmásatractivos<br />
    8. 8. Respuestas del minoristaEl clientees el centro<br />Diferenciación de marca<br />Experiencia de compra Premium, en cualquiermomento y lugar, multi-canal<br />Lealtad del clientemejorada<br />Personalizada, conveniente, eficiente, compromisoconsistente<br />Operacionesorientadas al cliente<br />Personas, procesos y sistemasoptimizadosalrededor del cliente<br />Comerciominoristaproactivo<br />Refinamiento continuo basado en un conocimientoprofundo<br />Filosofía de “agente de relación con el cliente”<br />Habilitadaporunavisiónúnica del cliente<br />
    9. 9. Problema<br />Solución<br />Plataforma con capacidadesintegradas<br />Solucionespuntuales<br />Punto de venta<br />Sede central (Retail HQ)<br />Inversionestecnológicasdesconectadas, en silos<br />ERP <br />Business<br />IT<br />Agilidadempresarial y bajo TCO<br />Alto TCO | Baja flexibilidad<br />Desafíosqueimpactan en el negocio<br />
    10. 10. Experiencias conectadas para RetailAplicaciones flexibles de Retail que permiten el cambio<br />Tendencias del consumidor<br />Patrones de compracambiantes<br />Estilo de vida digital<br />Presiones de tiempo<br />Conciencia social y medioambiental<br />Respuestas del minorista<br />Agentes de relación con el cliente<br />Procesosorientados al cliente<br />Comerciominoristaproactivo<br />Diferenciación de marca<br />Lealtad del clientemejorada<br />Personas conectadas<br />Informaciónconectada<br />Relaciones con clientesconectadas<br />
    11. 11. Personas conectadasCustomer Relationship Managers<br />Personal cara al cliente<br />La ‘cara’ de nuestronegocio<br />Determinan la satisfacción del cliente<br />Influencia en la retención de cliente<br />Personal conectado<br />Transformanunatransacciónaislada en unarelación con el cliente<br />Necesidadestecnológicas<br />Visiónunificada del cliente<br />Interfaz familiar y fácil de usar<br />Disponibilidad en tiempo real<br />Accesocentradosegún roles<br />Sistemas CRM, ERP, y financierointegrados<br />Customer Connections<br />Personas<br />Datos<br />Sistemas <br />
    12. 12. Personas ConectadasManejandoExperienciasconectadaspara el Retail<br />CLIENTE<br />DIRECTOR<br />Conectados!<br />VENDEDOR<br />PROVEEDOR<br />
    13. 13. Managing change requires insight<br />End-to-end view<br />Integrated<br />Flexible<br />Customer-driven<br />Proactive<br />EnfoqueconectadoCreandoprocesos de negocioproactivosdonde...<br />EL CAMBIO ES LA CONSTANTE<br />Refinarcontinuamente los procesos de negocio<br />Adaptacióncontínua a condicionescambiantes<br />Hay quediferenciar la marca<br />Hay quefidelizar al cliente<br />NECESIDADES TECNOLÓGICAS<br />Sistemas integrados<br />Sistemas flexibles<br />Procesos de negocioorientados a cliente<br />Acción de Ventaproactiva<br />Presencia en Web paradarsoporte a la pre-venta<br />Contar con lasredessociales<br />Presencia multi-canal. Estarabiertos<br />al negocioallídesdedonde el clientequieracomprar<br />Increased Customer Loyalty<br />Differentiated<br />Brands<br />Connected Customer Relationships<br />Connected Shopping Experience<br />
    14. 14. Microsoft End-to-End Retail SolutionSales to Supply<br /> Integrated – Familiar – Seamless <br /> Connected People | Connected Insight | Connected Customer Relationships <br />Supply Chain<br />Demand Chain<br />Consumer<br />Manufacturers<br />Corporate<br />Distribution Center<br />Store<br />Warehouse<br />Warehouse & Transportation - Replenishment & ReturnFinancial Management - Business Intel & MonitoringStore Management - Customer Service<br />
    15. 15. INNOVACIÓN EN RETAIL<br />UI Parametrizable<br />Multi-site<br />INTEGRADO CON EL PUNTODE VENTA<br />GESTION DE TIENDAS<br />Módulosintercambiables<br />Control mejorado del<br />Inventario en tienda y central<br />DESPLIEGUEINTERNACIONAL<br />Localizaciónpara 22 Países<br />Fácilconfiguración y Despliegue<br />SOLUCIÓN End-to-End PARA RETAIL<br />Gestor de sincronización<br />Integración con medios de pago<br />Escalabilidad y rendimiento<br />S+S – multi-Channel<br />SOLUCIÓnlíderdel Sector<br />Integración con Commerce Services<br />Mejoras en seguridad<br />Mejoras en calidad<br />Escaparate virtual<br />Integración con el marketplace<br />Cumplimiento de std PCI<br />
    16. 16. Experiencia de usuariobasada en roles<br />Fidelidad y compromiso del cliente<br />Capacidades offline<br />Integracióntecnológica y de producto Microsoft<br />Sevicio de Pago para Microsoft Dynamics ERP<br />Multi-país/divisa<br />Centros de roles, flujos de trabajos y alertas<br />Escalable y adaptable<br />Gestiónavanzada de la cadena de suministro<br />Gestión de tiendas<br />Gestión de promociones<br />Cálculoavanzado de precios<br />Merchandising<br />
    17. 17. Microsoft Dynamics AX for Retail<br />Microsoft Dynamics AX for Retail POS<br />Transaction and UI Management<br />Payment Processing<br /> Real-time Customer Updates<br />RoleTailored UI and Security<br />Real-time Loyalty Updates<br />Global Returns<br />Microsoft Dynamics AX for Retail Headquarters<br />Store Systems<br />Statement Settings<br />Microsoft Dynamics AX POS <br />Integration<br />Item/Shelf <br />Labelling<br />Retail Configuration and Store Management<br />Hardware Configuration<br />Space Management<br />Logistics<br />Merchandising<br />Warehouse<br />Distribution<br />Replenishment<br />Assortment Management<br />Pricing &<br />Offer Management<br />Buyer’s Push<br />Marketing<br />Loyalty Program<br />Retail Sales <br />Data<br />Warehouse<br />Promotions<br />Pricing and <br />Discounting<br />Global Voucher<br />Customer Detail<br />Microsoft Dynamics AX Core Functionality<br />Enterprise <br />Portal<br />SCM<br />Business<br />Analysis<br />Financial<br />Management<br />Human <br />Resource<br />Management<br />CRM<br />
    18. 18. Visión de la solucióncompleta de Retail<br />Consumidores<br />Empresas<br />Quiosco<br />Catálogo<br />Web<br />Tiendas<br />Móvil<br />Gestión del Almacén<br />Visibilidad de la Cadena de Suministro<br />Sede central Retail<br />Integración de la Cadena de Suministro<br />Finanzas<br />
    19. 19. Arquitecturaúnica Valor único<br />MS AX for Retail HQ<br />MS AX for Retail POS<br />Productos<br />Departamentos<br />Pagos<br />Impuestos<br />Ofertas<br />Precios<br />Descuento<br />Diseño IU<br />Plantillas<br />Perfil de Hardware<br />Perfilfuncional<br />100%<br />POS de terceros<br />Back office de terceros<br />Productos<br />Departamentos<br />Categorías<br />Clientes<br />Pagoss<br />Impuestos<br />Ofertas<br />….<br />~ 33%<br /><ul><li>Productividad
    20. 20. TCO</li></ul>Preciosavanzados<br />Descuentosavanzados<br />Matriz de códigos de razón<br />Grupos de producto<br />Empleados<br />Diseño de IU<br />Plantillas<br />Recibos de productos<br />Kits<br />Matriz<br />Matriz de lotes<br />….<br /><ul><li>Integración personalizada con cada oportunidad
    21. 21. Mantenimiento y TCO superiores
    22. 22. Inconsistencia funcional
    23. 23. Capacidad limitada
    24. 24. Modelo de datoscoherente y control completo del back office y de toda la actividad de las tiendas
    25. 25. Informaciónconsistente, precisa y en el tiempoadecuado
    26. 26. Unaúnicaversión de la realidad</li></li></ul><li>Protección de la inversión y flexibilidad<br />Unasolución de retail global capaz de serimplantada<br />comounasolución ERP completa (end-to-end)<br />o<br />comounasolución de gestión multi-tiendaintegrada<br />con un ERP existente o sistema POS existente<br />AX POS<br />Third-Party POS<br />Dynamics CommerceService<br />AX Retail<br />AX Horizontal<br />AX Financials<br />Third-Party ERP<br />
    27. 27. Diferenciaciónúnica de Microsoft<br />Tecnología / Arquitectura / Disponibilidad<br />Reglas de negocio/Modelo de datosconsistentes<br />AX Retail – Resolviendo la complejidad – Control completo de los datos<br />Sencillez<br />Basado en roles <br />Experiencia de usuario – Familiar/ Informado/ Eficiente<br />Innovación y Visión<br />Redefinición de la experiencia del consumidor<br />Tecnologíaúnica, I+D<br />
    28. 28. Informes de Analistas para Microsoft Dynamics AX<br />Magic Quadrant for ERP for Product-Centric Midmarket Companies, Gartner (Dic 2010)<br />TheForrester Wave™: Order Management Hubs, Q3 2010 (August 2010)<br />Magic Quadrant for Midmarket and Tier 2-Oriented ERP for Product-Centric Companies Christian Hestermann, Gartner – June 04, 2009<br />Market Definition/Description:<br />Despite mergers and acquisitions, there are many ERP offerings for midmarket companies and firms deploying Tier 2 ERP systems. This Magic Quadrant evaluates products that have a global presence and are specifically tailored for product-centric midmarket companies with roughly 100 to 1,000 employees.<br />
    29. 29. Microsoft como Retailer<br />
    30. 30. Microsoft Retail Experience Center<br />
    31. 31. ExperiencaConectada en Retail con Microsoft Dynamics<br />Filosofía de <br />agente de CRM<br />Operaciones<br />orientadas<br />a cliente<br />Retailing <br />proactivo<br />Diferenciación<br />demarca<br />Fidelidad<br />del cliente<br />mejorada<br />Familiar: Fácil de aprender y usar<br />Integrado: Conectapersonas, procesos y datos<br />Soportado: Ecosistema de partners robusto<br />Compatible: Da valor desde hoy<br />Flexible: Dará valor tambiénmañana<br />Abordable: Coste de propiedadatractivo<br />
    32. 32. Qurius y Dynamics AX Retail<br />Primer Partner certificado en España para Microsoft Dynamics AX forRetail<br />Partner del Año Microsoft en España 2010<br />Especialización desde su fundación en los sectores de Distribución y Retail<br />Finalista al Premio de Distribución en la Conferencia Mundial de Partners 2010<br />Más de 100 clientes de Dynamics AX en España<br />Más información en:<br />www.qurius.es/distribucion<br />
    33. 33. Contactar:<br />info.es@qurius.com<br />902 14 14 14<br />www.qurius.es<br />