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TECHNOLOGY
ENHANCING THE EFFECTIVENESS
OF RETAIL BUYING TRIPS
A buyer on a buying trip is inundated with an information and situations where
effective decisions have to be made, sometimes instantly. Let’s see how retailers
can improve the efficiency of buying trips through the use of technology
By Shijo Sunny Thomas
ROUND TRIP TO THE SHELF:
M
ost people would
agree with TS Eliot
when he said: “The
journey not the
arrival matters.”
Mention that to
a retail buyer on a buying trip, you
might get a serious frown. A buyer’s
journey begins much before she
embarks on that buying trip and ends
much after her return. Buying is one
of the most critical functions in the
retail business. A buyer is someone
who is responsible for the planning
and selection of merchandise that will
be made available in retail channels.
The level of information that a buyer
has ranges from customer demand
data, product specifications and
market trends to financial budgets
and vendor catalogs. A buyer needs
to be analytical, mobile, flexible,
collaborative and decisive to be
successful for her and for the category
that she represents. She needs to be a
wizard and a fortune teller.
One of the most significant activities
that a buyer performs is the buying
trip. She spends a considerable
amount of time planning for the
next season’s assortment. To enable
this, a buyer has to make numerous
trips to vendor locations, sourcing
agencies, industry events and trade
shows. During these trips, she needs
to shortlist merchandise after an
analysis of sales data, market trends
and vendor catalog. Each product is
evaluated against multiple criteria
before being recommended by the
buyer for further action.
A buyer has been traditionally
and extensively dependent on
spreadsheets. Prior to the buying
trip, she would download all
relevant product information from
the enterprise business intelligence
system. She would then slice and dice
this data on the spreadsheets in a way
that buying decision parameters can
be derived. These will be primarily
based on past sales data, markdowns,
gross margins and current inventory
levels. In addition to these, the
buyer also compiles the purchasing
information that would comprise open
orders, vendor contracts and vendor
performance against contractual
levels.
Along with the spreadsheet
data, the buyer also pulls together
vendor catalog information, market
A buyer needs to be analytical, she has to
be responsible for taking care of customer
demands data, market trends and finacial
budgets
The need of the hour
is a rapid platform
where retailers
can themselves
establish a buying trip
collaboration process.
There are cloud
mobile workflow
platforms, which
can be used
towards this
requirement
mobile application can be made light
enough to capture information and
refer data that is required on that
buying walk. All information captured
during the walk can be docked into
a buyer’s notebook at the end of the
day. The buyer can append all other
factors, analysis and recommendations
on the notebook application before
uploading that into the enterprise
merchandise systems.
External integration to market feeds
on product and supplier trends and
intelligence can also be a great value
add. These can be annotated to the
visited merchandise from the entire
supplier catalog. Digitisation of the
catalog and its availability on the
mobile device is a refreshing perspective
to today’s buyers. To a large extent, this
eliminates scribbled, highlighted and
dog eared paper catalogs.
Finally, it all comes to collaboration.
The buyer has captured all
relevant information and finalised
recommendations. During this process
or subsequent to this, the buyer is
required to liaise with a lot of internal
departments for specialised inputs.
Typically, these interactions would
be with buying colleagues, design
specialists, finance, marketing, store,
etc. A buyer seeks opinion and
feedback on the buying selections.
Obviously, this requires a platform
where all interactions can be highly
visible and collaborative.
The need of the hour is a rapid
collaborative platform where retailers
can themselves establish a buying
trip collaboration process and can
be made available in a very short
duration. There are cloud mobile
workflow platforms available today,
which can be used towards this
requirement of the industry. Cloud
can significantly reduce IT investment
towards this solution through a pay
per use model; mobile can improve
buyer productivity and workflow
can establish rapid collaboration.
Therefore, what the retailer gains
is increased productivity and
collaboration at the lowest cost and in
the shortest time.
Buyers are creative people. A lot
of the activities performed by the
buyer during the buying trip are
non-technical in nature and based
on market experience, intuition and
cordial supplier relationships. The
look and feel and interactivity of the
application should be made based on
a buyer’s persona and liberating the
buyer from the technical nitty-gritties
of traditional IT solutions.
One thing everybody understands
is that buying trips are expensive
and critical. Therefore, it is highly
imperative that these trips have
to be made highly productive and
effective than ever before. Improving
the effectiveness, productivity and
connectivity of a buyer during a
buying trip can make the difference
between goods on the shelf versus
goods in the shopping bag.
intelligence and most importantly
approved financial budgets for each
merchandise category. It is common
to see buyers spending a lot of time to
amalgamate all these data into a larger
spreadsheet. This master spreadsheet
eventually and essentially becomes
the “Buying Trip Bible.”
What we see here is that a buyer’s
responsibility extends beyond the
boundaries of her own organisation.
She has to interact with multiple
stakeholders who are part of the
vendor ecosystem and also personnel
from various other departments of
her own organisation. She operates
in an environment where information
availability and effective collaboration
is critical. Often this aspect of a
buyer’s role is ignored as the focus
is mostly on the functions that take
place within the boundaries of the
retail organisation. There is no better
time to focus on improving the buying
trip productivity than now.
The industry needs tools that
provide information on the move and
also establishes that collaboration
between all stakeholders is the
ammunition that today’s buyers need.
A comprehensive mobility-based
buying trip solution can provide the
buyer ability to capture and collate
all merchandise information into a
buying folio.
A mobile device can itself
function as the agent for capturing
all information while the buyer is
performing the merchandise tours
during the buying trip. The visit
and vendor information once made
available on the mobile application
can then be correlated with the
merchandise catalog. The buyer
can capture images, specifications,
notes and calculations on the mobile
device itself. The buyer can also
refer to analytics data both for the
merchandise parameters and pricing
and sales. The analytics view can be
leveraged on the mobile device from
the retailer’s enterprise analytics
systems. Enabling the buying walk
on a mobile device frees up the buyer
from lugging a heavier computing
device through the tradeshow. The
About the author:
Shijo Sunny Thomas is the industry lead
for Retail & CPG at Fujitsu Consulting.
He works closely with retailers in co-
innovation of retail solutions for the store
and the enterprise.

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Improving the efficiency of retail buying trips - Shijo Thomas

  • 1. TECHNOLOGY ENHANCING THE EFFECTIVENESS OF RETAIL BUYING TRIPS A buyer on a buying trip is inundated with an information and situations where effective decisions have to be made, sometimes instantly. Let’s see how retailers can improve the efficiency of buying trips through the use of technology By Shijo Sunny Thomas ROUND TRIP TO THE SHELF: M ost people would agree with TS Eliot when he said: “The journey not the arrival matters.” Mention that to a retail buyer on a buying trip, you might get a serious frown. A buyer’s journey begins much before she embarks on that buying trip and ends much after her return. Buying is one of the most critical functions in the retail business. A buyer is someone who is responsible for the planning and selection of merchandise that will be made available in retail channels. The level of information that a buyer has ranges from customer demand data, product specifications and market trends to financial budgets and vendor catalogs. A buyer needs to be analytical, mobile, flexible, collaborative and decisive to be successful for her and for the category that she represents. She needs to be a wizard and a fortune teller. One of the most significant activities that a buyer performs is the buying trip. She spends a considerable amount of time planning for the next season’s assortment. To enable this, a buyer has to make numerous trips to vendor locations, sourcing agencies, industry events and trade shows. During these trips, she needs to shortlist merchandise after an analysis of sales data, market trends and vendor catalog. Each product is evaluated against multiple criteria before being recommended by the buyer for further action. A buyer has been traditionally and extensively dependent on spreadsheets. Prior to the buying trip, she would download all relevant product information from the enterprise business intelligence system. She would then slice and dice this data on the spreadsheets in a way that buying decision parameters can be derived. These will be primarily based on past sales data, markdowns, gross margins and current inventory levels. In addition to these, the buyer also compiles the purchasing information that would comprise open orders, vendor contracts and vendor performance against contractual levels. Along with the spreadsheet data, the buyer also pulls together vendor catalog information, market A buyer needs to be analytical, she has to be responsible for taking care of customer demands data, market trends and finacial budgets
  • 2. The need of the hour is a rapid platform where retailers can themselves establish a buying trip collaboration process. There are cloud mobile workflow platforms, which can be used towards this requirement mobile application can be made light enough to capture information and refer data that is required on that buying walk. All information captured during the walk can be docked into a buyer’s notebook at the end of the day. The buyer can append all other factors, analysis and recommendations on the notebook application before uploading that into the enterprise merchandise systems. External integration to market feeds on product and supplier trends and intelligence can also be a great value add. These can be annotated to the visited merchandise from the entire supplier catalog. Digitisation of the catalog and its availability on the mobile device is a refreshing perspective to today’s buyers. To a large extent, this eliminates scribbled, highlighted and dog eared paper catalogs. Finally, it all comes to collaboration. The buyer has captured all relevant information and finalised recommendations. During this process or subsequent to this, the buyer is required to liaise with a lot of internal departments for specialised inputs. Typically, these interactions would be with buying colleagues, design specialists, finance, marketing, store, etc. A buyer seeks opinion and feedback on the buying selections. Obviously, this requires a platform where all interactions can be highly visible and collaborative. The need of the hour is a rapid collaborative platform where retailers can themselves establish a buying trip collaboration process and can be made available in a very short duration. There are cloud mobile workflow platforms available today, which can be used towards this requirement of the industry. Cloud can significantly reduce IT investment towards this solution through a pay per use model; mobile can improve buyer productivity and workflow can establish rapid collaboration. Therefore, what the retailer gains is increased productivity and collaboration at the lowest cost and in the shortest time. Buyers are creative people. A lot of the activities performed by the buyer during the buying trip are non-technical in nature and based on market experience, intuition and cordial supplier relationships. The look and feel and interactivity of the application should be made based on a buyer’s persona and liberating the buyer from the technical nitty-gritties of traditional IT solutions. One thing everybody understands is that buying trips are expensive and critical. Therefore, it is highly imperative that these trips have to be made highly productive and effective than ever before. Improving the effectiveness, productivity and connectivity of a buyer during a buying trip can make the difference between goods on the shelf versus goods in the shopping bag. intelligence and most importantly approved financial budgets for each merchandise category. It is common to see buyers spending a lot of time to amalgamate all these data into a larger spreadsheet. This master spreadsheet eventually and essentially becomes the “Buying Trip Bible.” What we see here is that a buyer’s responsibility extends beyond the boundaries of her own organisation. She has to interact with multiple stakeholders who are part of the vendor ecosystem and also personnel from various other departments of her own organisation. She operates in an environment where information availability and effective collaboration is critical. Often this aspect of a buyer’s role is ignored as the focus is mostly on the functions that take place within the boundaries of the retail organisation. There is no better time to focus on improving the buying trip productivity than now. The industry needs tools that provide information on the move and also establishes that collaboration between all stakeholders is the ammunition that today’s buyers need. A comprehensive mobility-based buying trip solution can provide the buyer ability to capture and collate all merchandise information into a buying folio. A mobile device can itself function as the agent for capturing all information while the buyer is performing the merchandise tours during the buying trip. The visit and vendor information once made available on the mobile application can then be correlated with the merchandise catalog. The buyer can capture images, specifications, notes and calculations on the mobile device itself. The buyer can also refer to analytics data both for the merchandise parameters and pricing and sales. The analytics view can be leveraged on the mobile device from the retailer’s enterprise analytics systems. Enabling the buying walk on a mobile device frees up the buyer from lugging a heavier computing device through the tradeshow. The About the author: Shijo Sunny Thomas is the industry lead for Retail & CPG at Fujitsu Consulting. He works closely with retailers in co- innovation of retail solutions for the store and the enterprise.