The document discusses how retailers are working smarter by adapting to changes in consumer behavior and technology. It describes how leading retailers are implementing dynamic supply chains and merchandising, maximizing store efficiency, and offering customized shopping experiences. This allows retailers to stay competitive against online options and respond quickly to customer trends. The document also provides examples of how companies like Carrefour, Metro Group, and Moosejaw Mountaineering are innovating their operations and customer engagement to work smarter.
Retail store experience : Images Retail Jan 2013Shijo Thomas
Store customer experience management is a vast area involving aspects related to the product, customer segment, store layout and technology used. Retailers need to start layer by layer beginning with factors of customer convenience and working upwards to provide a spectacular experience.
A commentary on various aspects of multichannel retailing. The article presents an approach for retailers strategizing integration of their retail channels.
March Issue of STOrai featuring a contributory article from Caroline PapadatosABC India
Turning Retail Footfalls into Retail Gains: This article by Caroline Papadatos in the latest edition of STOrai, highlights how data is a retailer’s key for turning footfalls into financial gains. Caroline outlines that the marketer's journey still begins with the traditional measures of brand consideration - building retail awareness, building a positive attitude to brands, and incentivising trial.
Converging the customer experience across channels has never been more important. In fact, in a recent Retail Systems Research (RSR) study, more retailers report that they operate online/e-Commerce channels (92%) compared to traditional stores (89%). And, 100% of retailers surveyed consider “a single brand identity across channels” as important.
In order to move forward on the road toward a successful omnichannel experience, retailers need to take a step back and consider their current strategies, as well as hardware and software capabilities.
In this upcoming webinar, Nikki Baird from RSR will share insights from the June 2012 survey titled: Omni-Channel 2012: Cross-Channel Comes Of Age. Some of the topics she will cover include:
The new rules of cross-channel retail
The value of cross-channel shoppers
The Digital-Physical connection
The role of Marketing in the strategy mix
NCR will join the discussion by outlining the steps toward cross-channel success, illuminated through real-world case studies. Once merchants commit to a compelling and consistent cross-channel experience, they must follow through with superior data analysis and promotion optimization, facilitated with best-in-class point of sale (POS) solutions. With all the proper components in place, retailers will improve loyalty and profits by delighting customers, no matter which channel they choose.
Retail store experience : Images Retail Jan 2013Shijo Thomas
Store customer experience management is a vast area involving aspects related to the product, customer segment, store layout and technology used. Retailers need to start layer by layer beginning with factors of customer convenience and working upwards to provide a spectacular experience.
A commentary on various aspects of multichannel retailing. The article presents an approach for retailers strategizing integration of their retail channels.
March Issue of STOrai featuring a contributory article from Caroline PapadatosABC India
Turning Retail Footfalls into Retail Gains: This article by Caroline Papadatos in the latest edition of STOrai, highlights how data is a retailer’s key for turning footfalls into financial gains. Caroline outlines that the marketer's journey still begins with the traditional measures of brand consideration - building retail awareness, building a positive attitude to brands, and incentivising trial.
Converging the customer experience across channels has never been more important. In fact, in a recent Retail Systems Research (RSR) study, more retailers report that they operate online/e-Commerce channels (92%) compared to traditional stores (89%). And, 100% of retailers surveyed consider “a single brand identity across channels” as important.
In order to move forward on the road toward a successful omnichannel experience, retailers need to take a step back and consider their current strategies, as well as hardware and software capabilities.
In this upcoming webinar, Nikki Baird from RSR will share insights from the June 2012 survey titled: Omni-Channel 2012: Cross-Channel Comes Of Age. Some of the topics she will cover include:
The new rules of cross-channel retail
The value of cross-channel shoppers
The Digital-Physical connection
The role of Marketing in the strategy mix
NCR will join the discussion by outlining the steps toward cross-channel success, illuminated through real-world case studies. Once merchants commit to a compelling and consistent cross-channel experience, they must follow through with superior data analysis and promotion optimization, facilitated with best-in-class point of sale (POS) solutions. With all the proper components in place, retailers will improve loyalty and profits by delighting customers, no matter which channel they choose.
Omni Channel Best Practices Guide by RaymarkRaymark
Omni-channel retail is getting a lot of buzz these days. For good reason: consumers are shopping in new ways, and they expect to relate with brands on their own terms, whenever, wherever and however they desire. Faced with a world of options at their fingertips, gaining consumer loyalty can be an uphill battle. In this guide, Raymark explores the best practices retailers must consider when implementing omni-channel point of sale, clienteling and other retail systems.
For more information, visit www.raymark.com.
The debate and doubt is long over. Gone are the days when an e-commerce division
was the lonely stepchild of a merchant’s business, clamoring to prove its value.
e-Commerce has fully stepped up to assume its rightful place as a critical growth
channel for businesses in just about every industry. And now, with the emergence of
social and mobile commerce, and the continuing integration of these channels with
physical stores and contact centers, the e-commerce infrastructure has gone from
fringe to foundation. e-Commerce platforms are becoming cross-channel platforms,
serving as the core engine powering an entire cross-channel commerce operation. With
this evolution business managers need to think strategically about how to engage, sell
to, and serve customers across all established and emerging channels and devices.
Rise of Omni-commerce and Its Reflections on Supply Chain ManagementLA Software Group
The evolution of retail from a channels point of view can be examined in 4 different groups. These groups represent the variety of channels and also how channels are treated as a whole. These groups are Single Channel, Multi-Channel, Cross-Channel and Omni-Channel.
IBM Retail | CRM Leadership in the Digital Era: A Global StudyIBM Retail
In a recent study, IBM surveyed nearly 500 CRM executives across roles, industries and management responsibilities in 66 countries. Read how these leaders assess the current state of marketing, the viability of old business models and how they define the path forward in an emerging digital age.
IBM Retail White Paper | Technology & Smarter Food Supply ManagementIBM Retail
The stresses on the food value chain are pervasive, profound and persistent. A smarter approach to managing our food value chain is needed. While technology alone cannot solve the crisis, we can make great strides by leveraging the collective and synergistic power of intelligence, instrumentation and interconnectivity. Read this whitepaper to learn about the capabilities and attributes necessary for a smarter food value chain.
Omni Channel Best Practices Guide by RaymarkRaymark
Omni-channel retail is getting a lot of buzz these days. For good reason: consumers are shopping in new ways, and they expect to relate with brands on their own terms, whenever, wherever and however they desire. Faced with a world of options at their fingertips, gaining consumer loyalty can be an uphill battle. In this guide, Raymark explores the best practices retailers must consider when implementing omni-channel point of sale, clienteling and other retail systems.
For more information, visit www.raymark.com.
The debate and doubt is long over. Gone are the days when an e-commerce division
was the lonely stepchild of a merchant’s business, clamoring to prove its value.
e-Commerce has fully stepped up to assume its rightful place as a critical growth
channel for businesses in just about every industry. And now, with the emergence of
social and mobile commerce, and the continuing integration of these channels with
physical stores and contact centers, the e-commerce infrastructure has gone from
fringe to foundation. e-Commerce platforms are becoming cross-channel platforms,
serving as the core engine powering an entire cross-channel commerce operation. With
this evolution business managers need to think strategically about how to engage, sell
to, and serve customers across all established and emerging channels and devices.
Rise of Omni-commerce and Its Reflections on Supply Chain ManagementLA Software Group
The evolution of retail from a channels point of view can be examined in 4 different groups. These groups represent the variety of channels and also how channels are treated as a whole. These groups are Single Channel, Multi-Channel, Cross-Channel and Omni-Channel.
IBM Retail | CRM Leadership in the Digital Era: A Global StudyIBM Retail
In a recent study, IBM surveyed nearly 500 CRM executives across roles, industries and management responsibilities in 66 countries. Read how these leaders assess the current state of marketing, the viability of old business models and how they define the path forward in an emerging digital age.
IBM Retail White Paper | Technology & Smarter Food Supply ManagementIBM Retail
The stresses on the food value chain are pervasive, profound and persistent. A smarter approach to managing our food value chain is needed. While technology alone cannot solve the crisis, we can make great strides by leveraging the collective and synergistic power of intelligence, instrumentation and interconnectivity. Read this whitepaper to learn about the capabilities and attributes necessary for a smarter food value chain.
Ibm smarter buildings 032013 friedel jonkerFriedel Jonker
Kostenreduktion und Serviceverbesserungen durch intelligent integrierte IBM Softwarelösungen zur Unterstützung eines umfassenden Energie- und Facility Managements im Retail
Creating an Omnichannel Supply Chain for BrandsMichael Hu
Branded manufacturers can take advantage of the unprecedented omnichannel opportunity to get closer to the consumer, if they manage to acquire the requisite fulfilment and supply chain capabilities. European Business Review
2016 IBM Retail Industry Solutions GuideTero Angeria
IBM offers everything retailers need to transform—roadmap
development, solutions, infrastructure, research sciences,
consulting and interactive user experience design—based on
what consumers are demanding. We help retailers deepen
customer relationships and offer differentiated assortment
while driving operational excellence enterprisewide to spur
profitable growth.
This guide showcases IBM solutions for retail. It provides a quick overview of what retailers need to do within each of these areas and of the IBM solutions that can support those efforts.
Creating loyal omnichannel customers is critical. Retailers who embrace the customer-centric trend and build better shopping experiences will leap ahead of the competition.
Building a blended customer experience isn't easy. Need some help getting started? Check out our latest in retail trend research.
This report highlights the increasingly competitive nature
of the retail market, identifying changing consumer
behaviour as a key driver behind this. Consumers today
own much more ‘stuff’ than previous generations, making
it more difficult to persuade them to purchase additional
products. Consumers are also time-pressured, so convenience
and speed has taken priority.
All these factors, combined with supply side considerations - more intense focus on price, a deflationary retail environment and even greater choice - means retail growth will be much harder to achieve over the next ten years. For this reason, it is vital that retailers secure customer loyalty.
Understanding consumers’ behaviour, wants and needs is essential to build this loyalty. This isn’t just about knowing what customers want to buy, but truly understanding how and where they want to buy, their motivations and what they expect from their overall shopping experience.
This also means that retailers need to re-evaluate how to reach customers and reappraise traditional marketing techniques – many of which are still relevant, but are less impactful and influential in today’s environment. This deeper understanding will ultimately help retailers secure loyalty in the era of the unfaithful consumer.
Bwcon technologies and innovations for baden württemberg in dialog at ibm apr...Friedel Jonker
bwcon Technologies and Innovations for Baden Württemberg in Dialog at IBM, April 2012.
Social Collaboration & Social CRM in the Secure Cloud today IBM SmartCloud Engage with SUGARCRM Social CRM
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. Smart work
Increasing Sales, Improving Efficiency,
Working Smarter in Retail.
The new science of selling, from supply chain to point of sale and beyond
2. 2 Increasing Sales, Improving Efficiency, Working Smarter in Retail.
Working smarter in retail:
Aligning the way people shop
with the way they live
It used to be so simple. In the old days, a vendor rented a shop, hung a sign and waited for customers to
patronize the store. Of course, in these quainter days of retail, local operations and simple supply chains
resulted in high prices and little choice. But at least it was simple.
Today’s retail environment is decidedly more complicated. The Fortunately, the same technology that is reshaping the way we
Internet has changed the way people live and work. As a result, live is also revolutionizing retailing, from store shelves that
every retailer has been thrown into a global fight for survival. know when they’re empty to smart mirrors that recommend
Competitors can come from the other side of the world, steal- accessories and update a customer’s social networks. It’s all part
ing marketplace share overnight. Products are sourced through of what’s possible when retail environments take advantage of
supply chains of astounding complexity. Margins are sliced ever instrumented, interconnected and intelligent systems.
thinner. And customers have more options, less loyalty and an
endless source of information at their fingertips. No matter Leading retailers are already implementing merchandising and
how hard some retailers wish for them, the simple, old days of supply chains that can adapt and respond dynamically. They
retail are never coming back. are maximizing the efficiency of their store operations. And
they are doing all of this not because they can, but because they
Retailing has always been a competitive game. But the rules of have to stay competitive. Because today’s consumer is less patient
that game are changing faster than ever. It is no longer enough and more fickle than ever. Today’s consumer is more connected
to offer quality goods and services. Today, retailers must also and aware. Simply put, today’s consumer is smarter. And smarter
maintain the most efficient supply chain. They must manage consumers need smarter retail.
their store operations with precision. And they must offer cus-
tomers a shopping experience that matches the way people live
and work today. Anything less than that and it’s time to close
up shop.
3. Smart work 3
Today’s retail Smarter retail
Every day, large numbers of retailers shut their doors forever, Imagine this: A new music video shows a popular artist wearing a
with barely a ripple in the global economic waters. And most of particular brand of shoes. Rebecca, a 17-year-old high school
them are not driven out of business because they lack quality student, loves the shoes and uses her smart phone to go online to
products or lose their passion for the business. They’re driven find them. While online, she is able to see that some friends in her
out of business because they can’t keep up with their customers. vast social network gave the shoes good reviews. The site also
Their practices are outdated and inefficient. Their processes suggests accessories that match the shoes. She initiates an instant
are too slow. They are driven out of business because they are chat with a customer service representative to make sure she will
focused on today, not tomorrow. receive her shipment in time for a big date that weekend.
• Today, flawed supply chain integrations can drive inventory Meanwhile, Rob in the merchandising group at the shoe com-
levels as much as 40 percent higher within a few months.1 pany receives an alert on his dashboard because Rebecca — and
• Today, retailers execute less than 60 percent of their promo- thousands of other teenage girls like her — are ordering the
tional initiatives the way they intended, leaving billions of same pair of shoes. Rob sets up a collaboration session with his
dollars of sales on the table.2 team, which informs him that a new music video online has
• Today, online shoppers often complain that content provided more than two million views, and the shoes are flagged as a
on retail Web sites is insufficient to complete a purchase. viral trend.
Numbers like these are unsustainable to any retailer that plans Instantly, suppliers are alerted and begin bidding on the contracts
to stay in business. And yet many businesses continue to adver- for materials and shipping to meet the new demand. Merchan-
tise products that are out of stock. Or miss ample opportunities dising rules are assembled and travel electronically with the new
to up-sell and cross-sell. Or fail to engage the customer beyond shoes to the stores to help ensure proper placement and up-selling
the store or Web site. These are the reasons that so many of opportunities. And online ad campaigns are queued to run in mar-
today’s retailers are in danger of becoming yesterday’s news. ketplaces that have shown the most potential.
This is happening today. This is working smarter in retail, where
businesses can adapt and respond in real time to customer trends.
Where inventories are maximized and supply chain costs are min-
imized. And where collaboration goes well beyond the boundaries
of the enterprise and seamlessly ties together suppliers, retail
stores and customers.
4. 4 Increasing Sales, Improving Efficiency, Working Smarter in Retail.
Increasing sales
Carrefour Group Figure 1: Carrefour’s in-store promotion program offers a consistent
In the intensely competitive hypermarket industry, where mar- and immediate customer experience across its stores.
gins are thin and customer loyalty is fleeting, every promotion
counts. That’s why Carrefour, one of the world’s largest retailers,
decided last year to take back control of its marketing promo-
Customers
tions and loyalty programs from a third party. Carrefour built a
first-of-a-kind, fully integrated in-store promotion program
that offered a consistent customer experience among its hyper-
market, supermarket, discount and convenience stores. The
new system enabled Carrefour to identify extremely targeted Point of sale
customer segments, determine which products these customers
are buying and project which products they are likely to buy,
all instantly, at the point of sale. Then, based on a set of prede-
termined rules, Carrefour could offer the customer an optimal
combination of instant coupons, coupons for later use and
points-based incentives from the loyalty program. The solution
has led to greater revenue; deeper knowledge of customers;
Coupons Points-based
stronger customer loyalty; and faster, more targeted promo- incentives
tional campaigns. “Our new model for managing promotional
campaigns gets us closer to our customers, gives us greater
control and vastly improves our overall effectiveness,” says
Hervé Thoumyre, chief information officer, Carrefour Group.
5. Smart work 5
Improving efficiency
Metro Group Figure 2: Metro Group’s use of item-level RFID transforms how
Since 2002, the benefits of a radio frequency identification customers shop.
(RFID)–enabled supply chain have been apparent to Metro
Group, one of the world’s largest retailers, with more than 2,100
outlets in 32 countries throughout Europe. The company has
been tracking its products from suppliers to the back rooms of
its stores as part of its Metro Group Future Store Initiative,
the largest RFID supply chain solution in all of Europe. But it
wasn’t until the Metro Group extended the RFID solution to
RFID tag
the shelves and dressing rooms of its stores that the solution
revolutionized the customer experience. More than 30,000
articles of men’s clothing are tagged and tracked throughout
one retail shop, allowing shelves to be restocked immediately
if needed. And if a customer brings an article of clothing into
30,000
articles of men’s
one of the store’s smart dressing rooms, the mirror can suggest Back rooms clothing Store shelves
complementary products or direct the customer to the exact
location of the same product in different sizes and colors. The
solution enhances the customer experience and also increases
the efficiency of store operations by reducing out-of-stock situa-
tions, increasing revenues and providing instantaneous inven-
tory counts.
Complementary product
6. 6 Increasing Sales, Improving Efficiency, Working Smarter in Retail.
Smarter retail
Moosejaw Mountaineering Figure 3: Moosejaw Mountaineering surrounds the customer with
As a retailer of outdoor gear, Moosejaw Mountaineering knows community both online and in the store.
a thing or two about the way young people live, work and play
today. That’s why Moosejaw has built an innovative, community-
Online community
based, multichannel shopping experience to cultivate loyalty
among its customers. They call it social commerce, and it con-
sists of thousands of customer reviews; texting of tracking
numbers and promotions to mobile phones; and the Moosejaw
Madness community, where customers post photos from their Blogs
latest adventures, read the irreverent Daily Remark and immerse
themselves in Moosejaw’s unique culture. But Moosejaw is also
adding unique social commerce features, such as product-level
blogging and public-facing customer profiles with photos,
videos, adventure stories and gear lists for upcoming trips.
Customers can interact with Moosejaw staff and with other
customers on the Moosejaw Web site and then connect those
threads on their mobile phones. And when they come into the A.
Moosejaw retail stores, they can even buy, ship and pay using Promotion
the exact same services they are familiar with online as well as
B.
be offered the same targeted promotions and cross-sells while
they read reviews, blogs and recommendations. It’s an example Customer In-store employees
of how smart retailing is designing customer experiences to fit
the way people live today.
7. Smart work 7
Getting started
Every day, retailers are taking steps to increase their efficiency,
improve their customer experiences and develop smarter retail.
Those that don’t are likely to be left behind. To find out if your
organization is working smarter in retail, start by asking some
critical questions:
“Our new model for managing How many of your employees have
access to the information they need
promotional campaigns gets at the time and place they need it?
us closer to our customers,
With which suppliers, stores and
gives us greater control and cus omers have you moved beyond
t
vastly improves our overall coop ration to true collaboration?
e
effectiveness.” Which of your operational processes
are able to adapt and respond quickly
—Hervé Thoumyre, chief information officer,
Carrefour Group to changing marketplace demands?
How much value are you getting out
of the information stored across your
organization?
How well do you know each of your
customers?
When the answers to these questions show room for improve-
ment, it may be time for you to call IBM. To learn more about
smarter retail and help us build a smarter planet one shopper at
a time, visit:
ibm.com/smartwork