The winners in tomorrow&apos;s commerce world will deliver a “Smarter Commerce” experience – one that is cross-channel by design, allowing customers to shop or buy seamlessly across channels and touch points. An experience that is informed by customer insights and is able to deliver product recommendations that are not only highly relevant, but also timely in nature. Smarter Commerce will benefit from highly efficient marketing capabilities that allow for a consistent message to be delivered across all mediums. And finally, Smarter Commerce will use intelligence gathered from an optimized supply chain to ensure that products and services will be fulfilled accurately and efficiently. IBM’s integrated portfolio for Smarter Commerce is comprehensive, covering Value Chain Strategy and Services (Consulting) – enabling solutions for core business processes, advanced analytics and workload optimized systems. Mapping back to the 3 things we mentioned that clients need to get right: Strategy – IBM can help clients analyze, refine, and redefine their value chain strategies Engagement - Improve and transform their customer & partner engagement through core business solutions across all of these elements leveraging a best of breed portfolio of software, services and systems – such as retail store systems Insight - And continually evolve their value chain leveraging analytics to turn insight into action And very importantly, enabled by our workload optimized systems – more demand, more devices, more data has led to dramatic increases in the need for storage and server capacity as well as computing power. It has never been more important to have highly efficient systems –optimized for these workloads – and we have a portfolio perfectly tailored to meet those needs. IBM has depth and range to address all of the processes here – and do so in an integrated way.
With profitability in mind, operational excellence is the linchpin to balance costs with the desired brand experience. Retailers who are successful will ultimately turn loyal shoppers into advocates and lifelong customers.
Memory Mirror: Based on Intel® Core i7 technology, this full-length digital “mirror” allows apparel shoppers to virtually try on multiple outfits. Shoppers can directly interact with the mirror using hand gestures and can sync their favorite looks with a smartphone or tablet to share with friends or purchase in-store immediately.
With the Connected Fitting Room potentially transforming clothes shopping by delivering an exciting, creative and interactive process for the customer, the business can richly benefit from treasure trove of sales intelligence. By leveraging tools from Microsoft and Accenture’s technology and analytics prowess, it can: provide a compelling, engaging shopping experience that appeals to customers; help increase sales; provide valuable intelligence that drives better merchandising decisions; and, help boost sales associate productivity. Simon Francis, Windows Embedded Enterprise said: “You have all these devices that can collect valuable information for the enterprise and if we can get that back up into their central databases and BI, and get that back to the store, they can make intelligent and well-informed decisions. “We can track customer behaviour and see how intelligence works to upsell to you, the customer. A good example is my shopping experience; for example, I was trying to buy a belt, but was worrying how it looked on other clothes, but with this Connected Fitting Room it helped me decide what belt was best.” He went further in suggesting that it can dramatically transform the shopping experience.
ImmShop is a fully immersive, individualized 3D shopping experience using HUD to showcase the future of online shopping. It enables customers to perform all the actions he or she normally performs in a real store using simple gestures. The shoppers wear a heads up display (HUD) to view a individually customized virtual store in first-person view. They will be able to push their cart or take their shopping baskets and walk around the store. They can pick up the products they would like to buy and place them in their carts. When their shopping is complete, they can simply invoke the checkout kiosk which in turn completes this online transaction.
AR Navigator will virtually overlay category/product-related information by identifying the category when the customer uses his retailer app and browses through the app over the aisles of the store. Depending upon the products/categories that are viewed in the aisle of the store, the app will be overlaying promotions/offers, social view and interesting product level information. The customer can then add the product to his wish list from the product view screen. The customer will also have the category level information with the number of promotions in each category when he browses at an aisle level.
NEW YORK, United States — Gap Inc. is expanding its service that allows shoppers to reserve items online and then pay for and pick up the merchandise at the store within 24 hours. The retailer began testing the option in 40 Gap and Banana Republic stores in Chicago and San Francisco in June. It differs from most other store pickup programs in that shoppers don’t have to pay until they get to the store. Starting this week, its entire fleet of U.S. Banana Republic stores, which number more than 400, will offer the service. It’s also rolling out the strategy to more than 200 of its 700-plus namesake stores in 15 major U.S. markets. The company doesn’t have definite plans for its Old Navy U.S. division, which has more than 900 locations. As part of the service, shoppers can reserve up to five items per day and within one hour, they will receive an email or text confirming their items are on hold. The merchandise will be held in their selected store until close of business the next day. ”It’s been very well-received,” said Tom Sands, executive vice president of Gap North America. He noted that Gap has found that shoppers who go into the store to pick up the reserved item also buy other products. The “reserve-in store” option is part of Gap’s strategy to offer customers access to shopping wherever and however they want it. Gap’s online shoppers can also determine whether a product is in stock at a particular local store by checking online. And the retail chain is using its stores as mini-distribution hubs, shipping products from its stores to shoppers’ homes.
The Westfield shopping centre in West London is offering a &quot;premium&quot; click and collect service that allows customers to try on their online clothes purchases before they take them home with them. The service at Westfield includes free parking at the prime retail location, along with dedicated fitting rooms, which will allow customers to immediately return fashion items if they don&apos;t fit or don&apos;t come up to the mark in any other way.
Summary: A supermarket chain in Venezuela uses data analysis and optimization to gain deeper customer insights and generate sales. With US$20 million in inventory and more than six terabytes of product and customer data spread across multiple systems and databases, the company was unable to easily assess operations at individual stores using manual processes. It needed a comprehensive and timely view of operations that would support and improve decisions about business operations. With a new solution, the company has seen dramatic improvements across its operations. Managers now quickly review daily inventory levels, store sales and cost of goods to see which products are selling and most profitable and which promotions are most successful. The solution enables chain limit losses by scheduling price reductions to move perishable items prior to spoilage, effectively lowering losses on perishable goods, which are approximately 35 percent of the chain’s products. Stores can adjust quickly as the government’s price settings on staple foods fluctuate, and the company can compile sales tax data 98 percent faster than before. These improvements resulted in a 30 percent increase in revenue and a US$7 million boost in profitability for the company. In fact, the newfound visibility into operations and consumer behavior provided the insight to choose optimal locations for four new stores. Company name: Automercados Plaza’s IBM Client Reference Automercados Plaza&apos;s, C.A Synopsis: A supermarket chain in Venezuela increases revenue by 30 percent and profits by USD 7 million annually while gaining deep insight into retail store operations when it integrates data across the enterprise Location: Caracas, Venezuela Client Background:Automercados Plaza&apos;s, C.A. is a family-owned chain of grocery stores located in prime locations throughout Caracas and Valencia, Venezuela. The company started with the opening of a single supermarket in 1963 and today has more than 600 employees. Automercados Plaza&apos;s prides itself on excellent quality and variety; large, modern facilities; exceptional customer service; competitive prices; and attractive deals through its loyalty card. Business Need:Automercados Plaza&apos;s, C.A. set an ambitious goal to increase revenue by 55 percent in two years, growing its business to a USD1 billion operation. The company already maintained a healthy network of retail stores in key locations throughout Caracas and Valencia, but it had the opportunity to strengthen its presence and capture more market share. Automercados Plaza&apos;s needed to solve some operational challenges first, however. The company had 6 TB of product and customer data across multiple systems and databases, but a lack of integration meant there was no real visibility into store operations. To assemble reports on sales, inventory and financial performance, employees had to compile information manually from multiple systems - a process that took nearly a month. By the time Automercados Plaza&apos;s identified problems or opportunities, the insight was already outdated. The lack of visibility made it difficult to perform accurate inventory planning, so costly overstock and understock situations were a frequent occurrence. And it was a struggle to set pricing, especially because the government regulates and frequently modifies pricing on many of the staple goods such as milk, bread and eggs. Plus, Automercados Plaza&apos;s lacked an understanding of what its customers were buying, so most of its promotional deals and merchandising attempts were carried out blindly, with no sense of how effective they would be.The retailer needed to integrate all of its data into a single view to understand store operations from top to bottom and quickly respond to changing conditions and immediate needs. This integration would provide an essential piece of the supermarket chain&apos;s growth strategy. Solution:Though centered on a simple concept - food - retail grocery chains involve complex systems of constantly shifting variables, from supply chain costs and price inflation to consumer spending power and government regulations. By capturing data from the point of sale and integrating it with data across the enterprise, Automercados Plaza’s gained a clear view of changing conditions, consumer behavior and the flow of goods through its stores, so it can act quickly to meet customer needs and keep profit margins up. The stores can track the sales and profitability of individual products to match supply to demand and know when to run a sale. The insight also improves contract negotiations with suppliers, enabling Automercados Plaza’s to keep prices low, and has even guided the placement of new stores for optimal growth.With help from IBM and IBM Premier Business Partner IT Consultings, the company integrated data from its 15 stores and enterprise systems into a central repository based on IBM InfoSphere and SAP software, which gives the client heightened visibility into operations. By collecting data directly from the point-of-sale systems, the solution enables Automercados Plaza&apos;s executives to monitor inventory levels, store sales and cost of goods on a daily basis. The company now has immediate insight into the constant flow of goods in every store: which products are selling, which ones are profitable and which promotions help drive more sales. This information helps Automercados Plaza&apos;s negotiate prices with suppliers - for example, by promising that a lower price will drive more sales of a certain product. It also gives the supermarkets faster access to the government-mandated prices of many staple foods such as milk, eggs and bread, which tend to change on a daily basis. The company can now update prices quickly across its stores to help it comply with regulations.The first step in implementing the new solution was to migrate from the existing enterprise resource planning system to SAP ECC and SAP for Retail software on IBM System x servers running the Red Hat Enterprise Linux operating system. The high-performance combination enables the company to manage supplier relationships, inventory, sales and customer information in one place, coordinating multiple store operations simultaneously. The next step involved the adoption of IBM InfoSphere Information Server software, which makes both structured and unstructured information available for use across the company and helps ensure that the data going into the SAP system is trusted. IBM InfoSphere Information Analyzer software helps Automercados Plaza&apos;s understand and define the large pool of data and identify anomalies such as inconsistencies in customer records. Using IBM InfoSphere QualityStage software, the company is able to standardize and cleanse the data to increase quality and accuracy. Information is updated daily from the various sources, including the SAP system, the point-of-sale systems and the data warehouse. And because Automercados Plaza&apos;s used the IBM InfoSphere Information Server Pack for SAP application, there was no need for manual coding, which helped minimize integration time and associated costs. Benefits of the Solution:- Grew revenue by 30 percent- Increased annual profitability by USD7 million- Prevented losses on 35 percent of company products- Achieved return on investment within six months- Improved staff productivity by an estimated 98 percent“In the next two years, we are planning to increase our income by nearly 55 percent to become a USD1 billion company. IBM and SAP provide us with the capability to drive our business in a more proactive and productive way to help us realize our goal.“IBM InfoSphere software helps us consolidate information so we could comply with government requirements and better work with our suppliers and stores to apply the right prices at the right time.”-- Jesus Romero, CIO, Automercados Plaza’sWith the solution from IBM and SAP, Automercados Plaza&apos;s has seen dramatic improvements across its operations. The company manages its inventory much more effectively, keeping in-store stock aligned with changing customer demand on a day-to-day basis. For perishable products, Automercados Plaza&apos;s is now able to schedule price reductions before they spoil. This single change has reduced the stores&apos; losses for 35 percent of its products. Moreover, stores can adjust quickly as the government&apos;s price settings on staple foods fluctuate, and stores can work with suppliers to formulate the most profitable contracts on other goods. These improvements resulted in a 30 percent increase in revenue and a USD7 million boost in profitability for the company, fueling its growth in the Venezuelan marketplace. In fact, the newfound visibility into operations and consumer behavior provided Automercados Plaza&apos;s the insight to choose optimal locations for four new stores. The solution also improved staff productivity by an estimated 98 percent. Instead of spending almost a month preparing financial and operational data, the company can access the information immediately, with a quick system query. Instrumented Sales information is captured from each register in the chain’s 15 locations and automatically uploaded to the company’s SAP business management system and data warehouse. Interconnected Inventory, pricing, sales, customer and supplier information is all integrated and shared among the company’s business management, point-of-sale and data warehousing systems. Intelligent The solution enables staff to review inventory levels, store sales and customer buying patterns on a daily basis. This allows managers to see relationships, e.g. between supply and demand, and make smarter inventory and pricing decisions.
Booths, the 160-year-old North-West-based supermarket chain, is abolishing paper receipts for holders of its new Booths Card and instead will store them in their personal accounts online. The receipts can be accessed online and via web and mobile applications, and will enable customers to analyse their spending by categories. The company, which has 29 stores across the North-West and a turnover of £270m, has rolled out eReceipts software from Paperless Receipts Ltd. The software rollout coincides with the introduction of the Booths Card loyalty scheme, which will provide the data to build up detailed profiles of customer shopping habits. This will enable the company to serve unique and &quot;relevant&quot; content to customers, both online, via email and by post. Booths&apos; ultimate plan, claims the software supplier, is to phase out paper receipts altogether, which will save about 100,000 till rolls every year.
Mondalez Provides nutritious information to customer Web cam recognises F/M and Age Group Adjustable display (time of day product sequencing), decouples view from stock position Insights gathered allow range and stock optimisation
Analytics engine provides HQ Merchandisers and Product Developers with localised taste preferences and consumer behaviour and enables easier tracking of inventory levels
IBM Watson natural language integration with an upcoming release of The North Face shopping website. For example, enter &quot;What gear do I need for a 14 day backpacking trip to Patagonia&quot; on the website and Watson performs like a virtual shopping assistant by providing recommendations, product reviews from third-parties and asking additional questions (e.g. you&apos;ve selected a backpack, do you want to look at sleeping bags next?). The integrated is designed to reduce the risk of abandoned shopping cast or the need to open another web browser to find information to make an informed decision. Just last week, IBM announced the creation a new Watson group to meet the growing demand for cognitive computing solutions.
Digital-Physical Blur – Extending intelligence to the edge: The real world is coming online as wearable devices, smart objects and machines provide us with real-time intelligence, changing how we live and how businesses operate. This new layer of connected intelligence augments workforce capabilities, automates processes, and incorporates machines into our lives. For consumers, this provides new levels of empowerment, and for organizations, getting real-time, relevant data means both machines and employees can act and react faster and more intelligently in virtually any situation.
Retail leaders surveyed globally cited the following top priorities (in order of importance) that information technology must enable in the constantly changing face of retail: Improve efficiency (automates processes and simplifies operations across channels) Attract and retain new customers (operationalizes data and intelligence to provide relevant and personalized interactions) Reduce enterprise costs (simplifies environment to remove redundancy and sustain margin) Increase enterprise growth (supports new brand, channel, and geographic expansion with adequate technical and commercial
Is WiFi Tracking toegestaan? Jawel, maar het valt volgens het College bescherming persoonsgegevens onder de informatieplicht en dus geldt een opt-out. Hier geldt dezelfde regelgeving als bij het cameratoezicht. Melden dat je meet is voldoende. Het verzamelen van MAC gegevens is juridisch een grijs gebied, maar je kunt daaraan geen persoonsgegevens koppelen. Als winkels binnenkort iBeacon-achtige technieken gaan inzetten – kleine bakens die de positie van klanten in de winkel kunnen bepalen en op basis daarvan aanbiedingen kunnen sturen – gelden strengere regels. Hiervoor moet de klant toestemming geven. ************* Bas Group, het moederbedrijf van de winkelketens Dixons, Mycom en iCentre kwam groot in het nieuws, doordat het klanten volgt in de winkel via de signalen van mobiele telefoons. De afgelopen maanden is die zogenoemde wifi-tracking stilletjes ingevoerd in de 160 winkels zonder dat klanten daarvan op de hoogte zijn gesteld. Dat is ook het voornaamste bezwaar dat het College Bescherming Persoonsgegevens (CBP) heeft. De winkels verzamelen de zogeheten MAC-adressen, unieke identificatienummers die telefoons koppelen aan de eigenaar. Bij het verzamelen van dergelijke persoonsgegevens moeten mensen daarvan weten, zodat ze er ook nee tegen kunnen zeggen, aldus CBP-voorzitter Jacob Kohnstamm.
Shoppers will get a welcome message when they enter an American Eagle Outfitters, with details of location-specific rewards, deals, discounts and product recommendations in the store. (Getting those alerts when in specific locations in the store are coming soon, the company says.) The key is that these messages get pushed without customers needing to open the app — as they would have had to do with Shopkick’s earlier technology. Products that a customer tags when not in the store will also get reminders to search for those items when entering the store. ************ Safeway and Giant Eagle in the US have begun using Apple’s iBeacon instore geolocation technology in Seattle, San Francisco and Cleveland, abc News reports. Shoppers will need to download InMarket’s Mobile to Mortar application to obtain deals, rewards and grocery list reminders instore. A wall-mounted transmitter uses Apple&apos;s iBeacon Bluetooth Low Energy signalling standard to detect shoppers upon entering the store, facilitating direct communication to their smartphones while they shop. IBeacon, which works with Apple devices running iOS 7, is already being used in Apple outlets and several Macy’s department stores. According to InMarket, the number of grocery outlets at which its app service will be available will grow to more than 150 in the next few weeks and the developer predicts availability in thousands of US stores of all kinds by the end of 2014. The exact numbers of stores likely to install iBeacon systems is difficult to predict and we should be wary of claims made by manufacturers. However, given the relative low cost of the technology there seems no reason why it will not see widespread adoption. Sales of Android-based phones may be fast catching up with Apple, but there will still be a sufficiently substantial user base to make implementation worthwhile for retailers.
Testing tech & designing surfboards. Create your own at @msretail booth 2703 #nrf14
Less than four years ago, Warby Parker launched as a scrappy startup, storing inventory on a kitchen table. The company hit its first-year sales targets in three weeks, and hasn’t stopped growing since. In a conversation at Retail’s BIG Show with Fast Company Executive Editor Noah Robischon, Warby Parker Co-CEO David Gilboa shared some impressive statistics: The company now has 350 employees, is growing at a rate of 150 percent per year, and had its biggest month to date in December. Gilboa shared some of the deliberate decisions that fuel the company’s success. For starters, Warby Parker owns the customer relationship at every touchpoint. A full 100 percent of customers purchase through the company’s website or stores, and direct feedback informs everything from design to marketing to merchandising. Emails from Warby Parker have astounding open rates – north of 60 percent – owing partly to a unique approach that eschews overt marketing and promotional discounts in favor of targeted messages with thoughtfully-designed content. Warby Parker opened its first store locations in 2013, with the same subtle approach to encouraging interaction. Library bookshelf ladders and terrazo floors are decidedly old-school touches that lend gravitas to the literary-inspired brand. http://blog.nrf.com/2014/01/14/at-warby-parker-inventive-store-experiences-fuel-rapid-growth/
Since Saks Fifth Avenue rolled out is new tablet-enabled clienteling tool last November to all of its 42 full-line stores, the venerable luxury retailer has not been able to isolate its effect on sales. But Don Uselmann, Saks’ senior vice president and director of stores for 15 locations in the New York and Florida regions, said at the NRF Show this week that sales associates are “using it like crazy.” He has also collected a number of anecdotes from the field. In one case, an associate generated $230,000 in sales from one customer in just five appointments “because of the tool,” he told RIS News following a presentation at the Raymark booth, adding that he’s hearing about clienteling-inspired sales achievements “all the time.” The rollout of 3,500 iPads equipped with a clienteling application from Raymark, Montreal, was the culmination of an eight-year process of changing the culture at Saks from one that emphasized merchandising to one that stressed building customer relationships and selling. Saks wants sales associates to regard themselves as a customer’s “trusted adviser” who can help her “dress appropriately for every occasion of her life.” Uselmann tells associates that “what they do on a daily basis is probably more important in every customer’s life than what their doctor or lawyer does.” That’s because “when the customer gets up in the morning and gets dressed, how she looks determines how she feels the rest of the day.” The clienteling tool puts a rich database of information on shoppers — focusing on the top-100 customers — on the mobile tablet, including a “closet” of their purchases represented in color photos. The system provides follow-up alerts for associates to send thank-you notes to customers and make phone calls saying their favorite products are in stock, their alternation is done, or they received a targeted offer by e-mail. Uselmann sees the clienteling tool helping Saks associates, who earn a draw against commission, sell at least $1 million annually, which would net them a salary of $80,000. He estimated that more than 10% of associates are earning that much, though it’s a harder goal to achieve in departments with lower-ticket items like cosmetics. Saks plans to add capabilities to the clienteling system, such as an iPhone version that associates can access any time, and an automatic replenishment app indicating that a customer may need to buy more consumable items like cosmetics. The chain is also developing metrics to determine the exact sales impact of the system.