Traffic 2.0 is the latest generation of traffic counting, and it doesn’t stop at “how many.” Today, it includes “who,” “what,” “where,” and “when,” and when brought all together, goes a long way to determining “why” and “why not” as well.
Traffic 2.0 provides retailers with more detailed shopper data beyond just counts. It can determine a shopper's gender, age, visit frequency, path through the store, time spent in areas, and interactions with employees. Integrating this data with other sources allows retailers to better understand shopper behavior and identify ways to improve the shopping experience, staffing, and conversions.
This document discusses how beacon technology can enhance the in-store shopping experience by providing targeted digital content to customers via their mobile devices. It notes that 84% of smartphone users consult their phones while shopping and 64% of brick-and-mortar retail sales are influenced by digital media. Beacons transmit location information that allows mobile apps to deliver personalized offers and information to customers based on their location in the store. The document outlines best practices for retailers to implement beacon technology effectively, including defining goals, careful beacon placement, transparency with customers, and testing and measurement.
Omnichannel Shopper Marketing: the next levelBBDO Belgium
Today’s shoppers are in a state of flux. They use a variation of channels to learn about products and services, to connect with brands and retailers and to compare and purchase. That is why successful retailers take a holistic omnichannel approach to Shopper Marketing: they offer their consumers a series of seamlessly integrated touchpoints, both offline and online. It’s up to the consumer how, where and when to use them. But whatever the channel or moment in their path to purchase, these consumers experience a more integrated message.
When will you seize the Omnichannel Marketing opportunity?
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 document discusses how retailers can turn consumer data into actionable business intelligence to uncover customer potential. It provides examples of how two retailers, Michael Hill and Crabtree & Evelyn, used consumer data analytics to improve operations and increase sales and profits. Specifically, Michael Hill refined staff scheduling using footfall data to better match employee levels to customer traffic, and Crabtree & Evelyn used store performance metrics to run inter-store competitions that improved conversion rates and average transaction values.
Consumer shopping behaviors are changing rapidly as shoppers move between online and offline channels with high expectations. To remain successful, retailers must understand their customers by gathering accurate data on shopping activity and acting on insights. The document provides advice on monitoring customer insights with case studies. It discusses how retailers can better understand shoppers' journeys, staffing needs, and marketing effectiveness to improve sales and profits.
Traffic 2.0 provides retailers with more detailed shopper data beyond just counts. It can determine a shopper's gender, age, visit frequency, path through the store, time spent in areas, and interactions with employees. Integrating this data with other sources allows retailers to better understand shopper behavior and identify ways to improve the shopping experience, staffing, and conversions.
This document discusses how beacon technology can enhance the in-store shopping experience by providing targeted digital content to customers via their mobile devices. It notes that 84% of smartphone users consult their phones while shopping and 64% of brick-and-mortar retail sales are influenced by digital media. Beacons transmit location information that allows mobile apps to deliver personalized offers and information to customers based on their location in the store. The document outlines best practices for retailers to implement beacon technology effectively, including defining goals, careful beacon placement, transparency with customers, and testing and measurement.
Omnichannel Shopper Marketing: the next levelBBDO Belgium
Today’s shoppers are in a state of flux. They use a variation of channels to learn about products and services, to connect with brands and retailers and to compare and purchase. That is why successful retailers take a holistic omnichannel approach to Shopper Marketing: they offer their consumers a series of seamlessly integrated touchpoints, both offline and online. It’s up to the consumer how, where and when to use them. But whatever the channel or moment in their path to purchase, these consumers experience a more integrated message.
When will you seize the Omnichannel Marketing opportunity?
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 document discusses how retailers can turn consumer data into actionable business intelligence to uncover customer potential. It provides examples of how two retailers, Michael Hill and Crabtree & Evelyn, used consumer data analytics to improve operations and increase sales and profits. Specifically, Michael Hill refined staff scheduling using footfall data to better match employee levels to customer traffic, and Crabtree & Evelyn used store performance metrics to run inter-store competitions that improved conversion rates and average transaction values.
Consumer shopping behaviors are changing rapidly as shoppers move between online and offline channels with high expectations. To remain successful, retailers must understand their customers by gathering accurate data on shopping activity and acting on insights. The document provides advice on monitoring customer insights with case studies. It discusses how retailers can better understand shoppers' journeys, staffing needs, and marketing effectiveness to improve sales and profits.
This document discusses how retailers can turn consumer data into actionable business intelligence to uncover customer potential. It provides examples of how retailers like Michael Hill and Crabtree & Evelyn have used foot traffic analysis tools to optimize staffing levels, measure marketing campaign performance, and improve sales. Integrating data from customer counting, transactions, and mobile connectivity allows retailers to better understand customer behavior and identify opportunities to increase sales and profits.
The document discusses 5 mega trends in retail: 1) A return to prioritizing physical store experiences to draw customers. 2) The rise of mobile commerce both in-store and online. 3) A focus on personalization through tools like loyalty programs and size-matching. 4) Empowering retail employees with mobile devices and analytics. 5) Using customer data and analytics to better understand purchasing behaviors. Overall, retailers are adapting to omnichannel shopping by providing seamless, personalized experiences across all channels.
Download a full version of the report at:
www.psfk.com/report/future-of-retail-2016
Built on a robust study of trends and patterns in the market, the 6th edition of PSFK Labs’ Future of Retail report offers a directional playbook for brands and retailers – defining 10 pillars to build a modern and engaging shopper experience strategy and go beyond expectations to create an enhanced shopper experience and therefore, build value, drive sales, and boost loyalty.
Featured within the 80+ page report, readers can find:
- 10 actions every retailer can adapt to redefine the shopper experience
- 20 key trends driving change in the marketplace
- Future service concepts for top brands
- Perspectives from leading retail experts across the globe
If you are interested in seeing a presentation of this report or would like to understand how PSFK can help your team ideate new possibilities for your brand, contact us at sales@psfk.com
Vol. 6 | Published November 2015
All rights reserved. No parts of this publication may be reproduced without the written permission of PSFK Labs.
Independent retailers have more to manage than ever: demanding customers, increased competition, large amounts of data... it can get a little overwhelming.
Luckily, we can help.
Read on for 2015 trends and ways to navigate and thrive within the ever-changing retail environment
Marketing Plan for Android App- Footfall for AllRhythm Tyagi
FootFall For All aims to provide retail analytics to retailers in India by tracking customer movements and behavior inside physical stores. It will offer various products and services through a mobile app to give retailers insights like conversion rates, time spent in different zones, and maximum traffic hours. The goal is to help retailers improve effectiveness and profitability. The target market is large retail chains in India, and the strategy is to position FootFall For All as a one-stop solution for retail analytics through a simple yet powerful mobile app. Pricing will start from basic to premium packages based on store size and features. The company will promote its solution through word of mouth, social media, and low cost promotions.
4 Questions About Amazon.com that Every Marketer Must AskOgilvy
4 Questions About Amazon.com that Every Marketer Should Ask
By Sean Muzzy, CEO, NA, Neo@Ogilvy via Ogilvydo
Click here for more about Continuous Commerce™: http://bit.ly/1gKiRXv
The document discusses how shopping centers can turn consumer data into actionable business intelligence to uncover sales opportunities. It provides examples of how two shopping centers - The Wellington in the UK and Manufaktura in Poland - used Experian FootFall's analytics solutions to gain insights into customer behavior, identify high and low traffic areas, improve marketing campaigns, and optimize tenant mix and operations. The solutions helped the centers understand customer flow, evaluate promotional events, and make data-driven business decisions to increase footfall, dwell time, and sales.
The 10 most recommended retail solution providers 2018Merry D'souza
Insights Success has selected some of the most prominent organizations around the globe in the issue of “The 10 Most Recommended Retail Solution Providers 2018.” These organizations are transforming the retail industry with their revolutionary innovations and foremost initiatives that mainly focus on the product acceleration and customer satisfaction
The document summarizes key findings from a global survey of nearly 23,000 online shoppers conducted by PwC on consumer shopping behaviors and retail trends. Some of the main points from the summary are:
1) Chinese consumers are early adopters of new shopping behaviors like mobile commerce and provide insight into future global trends. What is popular in China now will become more widespread globally in the coming years.
2) While consumers prioritize value, price remains very important across all income levels and countries. However, value also incorporates intangibles like convenience and trust in addition to just price.
3) Affordability is a major driver of shopping decisions due to slow global economic growth. Consumers are
Managing the Store Transformation Process: Why it’s imperative to transform your physical store
This White paper explores how a new empowered customer experience can be achieved. It also addresses the second essential step, the transformation plan and metrics that will be used to measure success. This key step enables the creation of the store transformation strategy, vision and roadmap.
The document discusses challenges facing Canadian retailers in creating personalized customer experiences. It outlines that Canadian shoppers now expect seamless omni-channel experiences but many retailers struggle to understand customers and integrate channels. The report advocates that retailers must refocus on customers by analyzing their shopping journeys and using insights from engagement to improve loyalty programs and personalization.
The document outlines 8 trends that will define retail in 2016: 1) brick-and-mortar retailers will need to adapt to the rise of ecommerce; 2) retailers need to better understand changing customer behavior; 3) experiences will determine brand success across channels; 4) businesses need customer-centric infrastructures and data sharing; 5) on-demand services will shape customer expectations; 6) shopping will combine retail and entertainment; 7) the Internet of Things can enhance customer experiences; 8) mobile device data provides new insights into shopper behavior. Retailers who act on these insights through customer intelligence solutions can increase profitability in the challenging retail environment.
This document discusses strategies for international e-commerce expansion. It recommends evaluating demand across markets using data and behavior trends, localizing key elements like payment options and language while maintaining a consistent brand experience. The document also stresses the importance of understanding local cultures and calendars to plan campaigns around meaningful moments, and using social media and search insights to refine product offerings and monitor sentiment.
Marketplaces provide an online space where retailers and consumers can buy and sell goods. They handle technical and marketing elements, putting all retailers on equal footing. Selling on marketplaces allows retailers to access new markets and customers while controlling costs. For consumers, marketplaces offer a wide selection of products in one place with a simple purchasing process. Integrating onto marketplaces gives retailers opportunities to increase sales and visibility. Choosing the right marketplaces involves considering factors like category focus, requirements, and commissions. As mobile purchases rise, marketplaces are expanding to mobile to remain relevant in an increasingly multi-device shopping landscape.
The document discusses how retail banks must evolve their mobile banking experiences to meet the needs of millennials and prevent disruption. It notes that millennials have a transactional relationship with banks and want more financial advice, strategies, and support. The document proposes redesigning mobile banking interfaces to provide a timeline view of finances, help with savings goals, integrate forecasting tools, offer contextual education and support, and facilitate shared payments. This would allow banks to build more meaningful customer relationships and take control of the spending experience.
The document is a report that ranks the top 100 retailers based on their omnichannel capabilities. It analyzes retailers based on 7 criteria related to online and in-store integration. DSW ranks first by scoring the highest across all criteria, including buy online pick up in store, shared carts, and consistent pricing. The report aims to help retailers benchmark themselves and identify opportunities to improve their omnichannel offerings.
We examine why customer experience and online retail needs to move one step forward their marketing strategy and adjust all their technological assets in to an Omni-Channel Experience.
1. One third of shoppers in the US will order groceries online in 2017, up from 19% in 2016 and 8% in 2015, showing rapid growth in online grocery shopping.
2. Retention rates for online grocery shopping are high, with 80% of those who tried it in 2016 planning to use it again in 2017. Once shoppers try online grocery shopping they tend to continue using it.
3. Grocery retailers need to offer online grocery shopping to remain competitive as it will determine if they grow or lose market share. The quality of the online shopping experience can influence shoppers' decisions about where to shop.
Este documento presenta una guía sobre cómo desarmar un monitor de forma segura. Explica los objetivos de identificar las partes internas y externas de un monitor y mostrar las precauciones al desarmarlo. Luego describe el procedimiento de retirar los tornillos de la carcasa y descargar la energía residual del monitor usando un destornillador conectado a tierra. Finalmente, identifica y explica la función de cada componente interno como la sección lógica, de video y color, vertical u horizontal. Concluye resaltando la importancia de conocer cada parte y tomar
This document discusses how retailers can turn consumer data into actionable business intelligence to uncover customer potential. It provides examples of how retailers like Michael Hill and Crabtree & Evelyn have used foot traffic analysis tools to optimize staffing levels, measure marketing campaign performance, and improve sales. Integrating data from customer counting, transactions, and mobile connectivity allows retailers to better understand customer behavior and identify opportunities to increase sales and profits.
The document discusses 5 mega trends in retail: 1) A return to prioritizing physical store experiences to draw customers. 2) The rise of mobile commerce both in-store and online. 3) A focus on personalization through tools like loyalty programs and size-matching. 4) Empowering retail employees with mobile devices and analytics. 5) Using customer data and analytics to better understand purchasing behaviors. Overall, retailers are adapting to omnichannel shopping by providing seamless, personalized experiences across all channels.
Download a full version of the report at:
www.psfk.com/report/future-of-retail-2016
Built on a robust study of trends and patterns in the market, the 6th edition of PSFK Labs’ Future of Retail report offers a directional playbook for brands and retailers – defining 10 pillars to build a modern and engaging shopper experience strategy and go beyond expectations to create an enhanced shopper experience and therefore, build value, drive sales, and boost loyalty.
Featured within the 80+ page report, readers can find:
- 10 actions every retailer can adapt to redefine the shopper experience
- 20 key trends driving change in the marketplace
- Future service concepts for top brands
- Perspectives from leading retail experts across the globe
If you are interested in seeing a presentation of this report or would like to understand how PSFK can help your team ideate new possibilities for your brand, contact us at sales@psfk.com
Vol. 6 | Published November 2015
All rights reserved. No parts of this publication may be reproduced without the written permission of PSFK Labs.
Independent retailers have more to manage than ever: demanding customers, increased competition, large amounts of data... it can get a little overwhelming.
Luckily, we can help.
Read on for 2015 trends and ways to navigate and thrive within the ever-changing retail environment
Marketing Plan for Android App- Footfall for AllRhythm Tyagi
FootFall For All aims to provide retail analytics to retailers in India by tracking customer movements and behavior inside physical stores. It will offer various products and services through a mobile app to give retailers insights like conversion rates, time spent in different zones, and maximum traffic hours. The goal is to help retailers improve effectiveness and profitability. The target market is large retail chains in India, and the strategy is to position FootFall For All as a one-stop solution for retail analytics through a simple yet powerful mobile app. Pricing will start from basic to premium packages based on store size and features. The company will promote its solution through word of mouth, social media, and low cost promotions.
4 Questions About Amazon.com that Every Marketer Must AskOgilvy
4 Questions About Amazon.com that Every Marketer Should Ask
By Sean Muzzy, CEO, NA, Neo@Ogilvy via Ogilvydo
Click here for more about Continuous Commerce™: http://bit.ly/1gKiRXv
The document discusses how shopping centers can turn consumer data into actionable business intelligence to uncover sales opportunities. It provides examples of how two shopping centers - The Wellington in the UK and Manufaktura in Poland - used Experian FootFall's analytics solutions to gain insights into customer behavior, identify high and low traffic areas, improve marketing campaigns, and optimize tenant mix and operations. The solutions helped the centers understand customer flow, evaluate promotional events, and make data-driven business decisions to increase footfall, dwell time, and sales.
The 10 most recommended retail solution providers 2018Merry D'souza
Insights Success has selected some of the most prominent organizations around the globe in the issue of “The 10 Most Recommended Retail Solution Providers 2018.” These organizations are transforming the retail industry with their revolutionary innovations and foremost initiatives that mainly focus on the product acceleration and customer satisfaction
The document summarizes key findings from a global survey of nearly 23,000 online shoppers conducted by PwC on consumer shopping behaviors and retail trends. Some of the main points from the summary are:
1) Chinese consumers are early adopters of new shopping behaviors like mobile commerce and provide insight into future global trends. What is popular in China now will become more widespread globally in the coming years.
2) While consumers prioritize value, price remains very important across all income levels and countries. However, value also incorporates intangibles like convenience and trust in addition to just price.
3) Affordability is a major driver of shopping decisions due to slow global economic growth. Consumers are
Managing the Store Transformation Process: Why it’s imperative to transform your physical store
This White paper explores how a new empowered customer experience can be achieved. It also addresses the second essential step, the transformation plan and metrics that will be used to measure success. This key step enables the creation of the store transformation strategy, vision and roadmap.
The document discusses challenges facing Canadian retailers in creating personalized customer experiences. It outlines that Canadian shoppers now expect seamless omni-channel experiences but many retailers struggle to understand customers and integrate channels. The report advocates that retailers must refocus on customers by analyzing their shopping journeys and using insights from engagement to improve loyalty programs and personalization.
The document outlines 8 trends that will define retail in 2016: 1) brick-and-mortar retailers will need to adapt to the rise of ecommerce; 2) retailers need to better understand changing customer behavior; 3) experiences will determine brand success across channels; 4) businesses need customer-centric infrastructures and data sharing; 5) on-demand services will shape customer expectations; 6) shopping will combine retail and entertainment; 7) the Internet of Things can enhance customer experiences; 8) mobile device data provides new insights into shopper behavior. Retailers who act on these insights through customer intelligence solutions can increase profitability in the challenging retail environment.
This document discusses strategies for international e-commerce expansion. It recommends evaluating demand across markets using data and behavior trends, localizing key elements like payment options and language while maintaining a consistent brand experience. The document also stresses the importance of understanding local cultures and calendars to plan campaigns around meaningful moments, and using social media and search insights to refine product offerings and monitor sentiment.
Marketplaces provide an online space where retailers and consumers can buy and sell goods. They handle technical and marketing elements, putting all retailers on equal footing. Selling on marketplaces allows retailers to access new markets and customers while controlling costs. For consumers, marketplaces offer a wide selection of products in one place with a simple purchasing process. Integrating onto marketplaces gives retailers opportunities to increase sales and visibility. Choosing the right marketplaces involves considering factors like category focus, requirements, and commissions. As mobile purchases rise, marketplaces are expanding to mobile to remain relevant in an increasingly multi-device shopping landscape.
The document discusses how retail banks must evolve their mobile banking experiences to meet the needs of millennials and prevent disruption. It notes that millennials have a transactional relationship with banks and want more financial advice, strategies, and support. The document proposes redesigning mobile banking interfaces to provide a timeline view of finances, help with savings goals, integrate forecasting tools, offer contextual education and support, and facilitate shared payments. This would allow banks to build more meaningful customer relationships and take control of the spending experience.
The document is a report that ranks the top 100 retailers based on their omnichannel capabilities. It analyzes retailers based on 7 criteria related to online and in-store integration. DSW ranks first by scoring the highest across all criteria, including buy online pick up in store, shared carts, and consistent pricing. The report aims to help retailers benchmark themselves and identify opportunities to improve their omnichannel offerings.
We examine why customer experience and online retail needs to move one step forward their marketing strategy and adjust all their technological assets in to an Omni-Channel Experience.
1. One third of shoppers in the US will order groceries online in 2017, up from 19% in 2016 and 8% in 2015, showing rapid growth in online grocery shopping.
2. Retention rates for online grocery shopping are high, with 80% of those who tried it in 2016 planning to use it again in 2017. Once shoppers try online grocery shopping they tend to continue using it.
3. Grocery retailers need to offer online grocery shopping to remain competitive as it will determine if they grow or lose market share. The quality of the online shopping experience can influence shoppers' decisions about where to shop.
Este documento presenta una guía sobre cómo desarmar un monitor de forma segura. Explica los objetivos de identificar las partes internas y externas de un monitor y mostrar las precauciones al desarmarlo. Luego describe el procedimiento de retirar los tornillos de la carcasa y descargar la energía residual del monitor usando un destornillador conectado a tierra. Finalmente, identifica y explica la función de cada componente interno como la sección lógica, de video y color, vertical u horizontal. Concluye resaltando la importancia de conocer cada parte y tomar
Pertussis, also known as whooping cough, is a bacterial infection that can be serious, especially for babies. Babies under 6 months old are most at risk. The infection causes severe coughing that makes it difficult for babies to eat, drink or breathe. Vaccination is recommended to prevent pertussis, with boosters needed for adolescents and adults since immunity from the childhood vaccine wears off. Getting vaccinated protects those at highest risk, including young infants.
Un avión Airbus A320 de la aerolínea alemana Germanwings se estrelló en los Alpes franceses, matando a las 150 personas a bordo. Las autoridades dijeron que se perdió la comunicación con la aeronave antes del accidente y que los pilotos no emitieron señales de alerta. Entre los fallecidos había 67 alemanes, incluyendo 16 estudiantes y dos profesores de una escuela secundaria.
El documento describe los principales componentes de hardware y software de una computadora. Define hardware como los componentes físicos como la placa base, microprocesador, memoria RAM, disco duro, y periféricos. Define software como programas y aplicaciones como sistemas operativos y software de aplicación.
Bruno Vasconcelos candidata-se à reeleição como presidente da Comissão Política do PSD Seixal. Ele resume o trabalho do mandato anterior de reestruturação interna do partido e propõe para o próximo mandato focar-se mais na política externa, melhorando os resultados eleitorais e retirando a maioria absoluta do Partido Comunista na autarquia através de um programa político alternativo e fortalecendo a expressão de eleitos locais.
How did you use media technologies in the construction and research, planning...Oli Tapping
The document discusses how various media technologies were used at different stages of creating a film trailer project. Social media like instant messaging and Facebook were used for communication and organization between the production team and actors. YouTube was used for research purposes like watching other trailers to learn conventions and find locations. A DSLR camera was used to film shots for the trailer after learning camera techniques online. Adobe Premiere and Sony Vegas were used to edit the trailer, applying effects to make it look professional. Weather apps also helped with planning filming dates. Overall, new media technologies helped improve efficiency, quality, and success at all stages of the project.
Este documento describe la historia y propósito de las cajas negras en aviones. Fueron desarrolladas en la década de 1950 por el químico David Warren para registrar datos de vuelo y conversaciones de cabina que puedan ayudar a investigar accidentes. Originalmente negras, ahora son de color naranja para ser más visibles. Almacenan datos protegidos durante meses a profundidades y temperaturas extremas para ayudar a resolver las causas de tragedias aéreas.
El documento describe las partes básicas de las células, incluyendo la membrana, citoplasma y material genético. Explica que existen dos tipos principales de células, las procariotas y eucariotas, y describe brevemente los reinos Monera, Protista y sus características.
Este documento presenta un grafiti realizado por los 31 alumnos de la clase 1oEso-A en el Colegio "Divina Pastora" en Madrid. El grafiti fue realizado por Ma Esperanza Caro e incluye los nombres de los 20 alumnas y 11 alumnos de la clase.
Este documento describe diferentes tipos de estudios epidemiológicos, incluyendo estudios de caso, series de casos, y estudios ecológicos. Los estudios de caso son útiles para identificar factores de exposición, efectos y enfermedades nuevas, pero se basan solo en un individuo. Las series de casos documentan múltiples casos para identificar epidemias emergentes. Los estudios ecológicos se basan en características de poblaciones para describir enfermedades en relación a variables como edad, raza y consumo.
Requisitos para la_creacion_de_presentaciones_efectivasmonseyjob
El documento proporciona información sobre los requisitos para crear presentaciones efectivas, incluyendo conocer a la audiencia, tener una idea principal clara, estructurar y ensayar la presentación, y usar ejemplos concretos en lugar de abstracciones. También discute la importancia de las presentaciones en un contexto educativo para desarrollar habilidades de los estudiantes como sintetizar información y transmitir ideas de manera clara y memorable.
This document discusses several hardware platforms for physical computing including Arduino, pcDuino, Raspberry Pi, Intel Edison, and ESP8266. For each platform, key specifications and features are provided such as processors, connectivity options, programming languages, and pricing. The document is promoting #HardwareWednesday on Twitter to discuss trends in hardware development.
This short document promotes the creation of presentations using Haiku Deck on SlideShare. It contains a stock photo and text prompting the reader that they can get started making their own Haiku Deck presentation on SlideShare. In just a few words, it pitches the idea of using Haiku Deck on SlideShare to create presentations.
The document provides an overview of how in-store retail analytics can help optimize store operations. It discusses how analytics can help with traffic counting and conversion rates, staffing optimization, understanding associate-shopper interactions, generating real-time alerts about store conditions, and analyzing checkout queues. The goal is to give store managers data-driven insights to improve the customer experience and boost sales and performance metrics.
The document discusses how understanding customer behavior in stores through indoor location technology can provide insights to optimize business performance. It explains that technologies like iInside can track which departments customers visit, how long they spend in each, and their return rates. This data reveals customer motivations and informs decisions on merchandising, marketing, and operations to improve sales and revenue.
The document discusses how tracking customer behavior in stores through indoor location technology can provide valuable insights. It explains that understanding where customers spend time, how long they dwell in departments, and their return rates can inform business decisions. The technology company iInside offers precise indoor location solutions to capture customer movement and understand traffic patterns and behavior to help optimize revenue, test strategies, and increase conversions.
Customer Traffic Provides Keys to Conversion Analytics. @_iInsideKellie Peterson
Precise retail traffic data paints a path-to-purchase picture previously unavailable
to the retailer. Retailers now can learn exactly where people go in their stores, for
how long and in what order. iInside,
Retailers recognize the importance of customer analytics in understanding customer behavior and needs, but many are struggling to effectively analyze customer data and take action. While 93% of retailers view customer analytics as a competitive advantage, nearly two-thirds are unhappy with their current analytics capabilities. The document outlines challenges retailers face in collecting and linking customer data from various touchpoints, and providing a unified view of the customer journey to better personalize the customer experience.
The buyer’s journey is changing sales models and how B2B sales teams sell. Sales 2.0 as a sales technique has been around nearly ten years now but still many companies struggle to embrace it. If you are in B2B sales then Forester projects that over the next four years, 1 million B2B sales people will be replaced by self-service e-commerce. Those that want to have a long term career in sales will have to up-skill and move away from transactional selling while companies will have to embrace a sales model along with sales processes that adds value to the buyer’s journey.
Informes PwC - Encuesta Total Retail GlobalPwC España
El informe "Hacia un modelo de Total Retail", elaborado por PwC, analiza las expectativas y hábitos de consumo del comprador online, a partir de 15.000 entrevistas a compradores digitales de todo el mundo, y las implicaciones para las compañías del sector de distribución y consumo en los próximos años.
Informe de PwC sobre las expectativas y hábitos de consumo del comprador onlineMaría Bretón Gallego
The document discusses 8 customer expectations for retailers identified from a survey of 15,000 online shoppers. The first expectation is a compelling brand story that promises a distinctive experience. The survey found that consumers are consolidating their shopping to just a few favorite retailers. This presents an opportunity for retailers that can emotionally connect with consumers through a strong brand narrative. Retailers need to focus on cultivating their brand to provide a consistent experience across all channels.
The retail industry is undergoing a massive transformation driven by consumers' adoption of new digital technologies. By 2020, brick-and-mortar retailers will need to fundamentally change how they do business to survive. Seven key trends will impact brick-and-mortar stores: leveraging social media data; embracing "showrooming"; tailoring store inventories; rationalizing store sizes; using mobile technologies; fulfilling online orders from stores; and developing "dark stores" for online order fulfillment. To adapt, retailers must implement an integrated online and in-store shopping experience, understand demand across all channels, customize product assortments for each customer, and enable flexible, real-time supply chains.
HIM! International Research Overview 2017Ruth Cousins
The document summarizes the services provided by HIM International, a market research firm that specializes in shopper insights. Some key points:
- HIM conducts annual research surveying over 7,000 shoppers across Europe to understand shopping behaviors and benchmark retailers.
- They provide insights into factors like shopper missions, purchase decisions, satisfaction levels, and what drives store choice.
- In addition to benchmarking, HIM offers bespoke solutions utilizing both quantitative and qualitative methods to address specific business questions.
- Their research helps clients inform strategies, connect with customers, and inspire actions to better serve shoppers.
Clienteling Without Creepiness_Spring 2016Dianne Inniss
The document discusses how retailers can provide personalized customer experiences while respecting privacy. It recommends that retailers focus on collecting contextual insights from customer interactions, connecting with customers by demonstrating the value of sharing information, and protecting customer privacy. Retailers can collect insights through self-service tools, assisted selling, and online quizzes to better understand customers and deliver personalized recommendations and services without requiring personal data. The goal is to engage customers by showing the benefits of sharing preferences so retailers can improve the shopping experience.
Introduction to Modern Retailers and ConsumersNupur Samaddar
This document provides an overview of modern retailers and consumer behavior. It discusses different types of retailers like department stores, chain stores, franchises, and discount houses. It also looks at non-store retailing models and trends like warehouse style stores and second-hand retailers. The document then examines different retail archetypes for the future like lowest cost, convenience-location, and platform operator models. It analyzes consumer spending trends and preferences, like most shoppers still spending the majority in brick-and-mortar stores and valuing an in-store experience. Finally, it reviews characteristics of different consumer demographics like millennials' preference for digital engagement.
Insight Fuelled Shopper Marketing - Engage Shopper MarketingMerlien Institute
This document provides information about the Insight Valley Asia 2013 conference on May 16-17 in Bangkok, Thailand. It discusses topics that will be covered at the conference including understanding shopper behavior, integrating marketing approaches, defining consumption opportunities, and promoting brands effectively in stores. The conference aims to help consumer goods companies identify growth opportunities and savings through the application of shopper marketing insights.
What's the Future of Business Bonus Chapter by Brian SolisBrian Solis
After releasing, "What's the Future of Business: Changing the Way Businesses Create Experiences," Brian Solis published a secret "bonus" chapter for those who finished the book and found the Easter egg at the end.
What is the true value of a customer?
In this special section, Brian shares a new methodology for measuring the value of shared experiences aka "The Ultimate Moment of Truth."
In a social economy, customer value takes on a new dimension. Customers are sharing their intentions, experiences and outcomes in online communities, social networks and mobile apps for others to discover at every step of the dynamic customer journey. Because of the discoverability of these shared experiences, what turns up from other customers affects the journey of the next consumer. In this dynamic ecosystem, decisions are made for and against you in real-time. Understanding the state of these shared experiences introduces previously unforeseen windows of opportunity for customer engagement and ultimately opportunities within emerging platforms.
How customers feel when interacting with or around your business, at every stage of the journey, will dictate what they share about you online. Businesses need to monitor and assess these experiences, and ensure to craft experiences their customers enjoy. One of the key challenges facing businesses in a social economy, however, is that the behaviors of connected customers are no longer congruent with that of the traditional customers they were originally built to serve. In many organizations, customer service is still operated out of a call center; marketing is spread across multiple, yet siloed functions that follow the linear path within a traditional sales funnel; and product development follows a roadmap that looks so far ahead that it inevitably splits from evolving customer realities and expectations.
WTF: www.amazon.com/WTF-Business-Changing-Businesses-Experiences/dp/111845653X
BrianSolis.com
Retailers face three main challenges in 2014: implementing omni-channel strategies to provide a seamless customer experience across all channels, integrating disparate systems to enable this experience, and adapting to increased global competition. To address these, retailers need to invest in technology that integrates operations, sales, and marketing to personalize customer interactions based on their purchasing behaviors and adapt offerings quickly based on real-time sales data insights. Partnering with a company like Tectura that offers solutions like Microsoft Dynamics can help retailers meet these challenges by providing a single, integrated platform to manage all retail operations and enable the agility needed to succeed in today's environment.
Raymark | Beyond MPOS: Diversifying Retail Mobile Solutions for Greater ROIRaymark
This document discusses how providing retail sales associates with mobile devices can empower them and improve the customer experience. It notes that consumers now have more information than associates when shopping due to being constantly connected. Mobile devices can give associates real-time access to product information, pricing, inventory levels, and customer data to allow them to better assist shoppers. This positions associates to influence purchase decisions rather than just complete transactions, potentially increasing sales and customer loyalty.
Omnichannel marketing allows businesses to provide customers with a seamless brand experience across multiple touchpoints. As customers now engage with brands through various digital channels, tracking the customer journey has become more complex. An omnichannel approach aims to offer consistency across channels and devices. Effective omnichannel marketing requires analyzing customer behavior data to understand how customers move through different stages from awareness to purchase. Attribution modeling is also important to determine how various channels contribute to goals like conversions at different stages of the customer journey.
This document provides tips on visual merchandising for e-commerce retailers. It discusses five tips: 1) ensuring the site is optimized for mobile, as many consumers shop on mobile; 2) providing clear and interactive tools to aid customer decisions and improve search functions; 3) keeping the checkout process short and simple; 4) using data analytics to inform merchandising decisions; and 5) monitoring competitors to identify gaps in inventory. It then discusses retail store layout, including defining store design and customer flow. Key aspects of store layout planning are identifying customer flow patterns, avoiding clutter in the entrance "decompression zone", and leveraging tendencies for customers to navigate stores in a clockwise direction.
R E P R I N T N U M B E R 5 4 4 0 9S U M M E R 2 0 1 3.docxmakdul
R E P R I N T N U M B E R 5 4 4 0 9
S U M M E R 2 0 1 3 V O L . 5 4 N O . 4
How to Drive Customer
Satisfaction
By Rolph E. Anderson, Srinivasan Swaminathan and Rajiv Mehta
INTELLIGENCE
SUMMER 2013 MIT SLOAN MANAGEMENT REVIEW 13COURTESY OF WE FASHION
Savvy company executives
know that some of their greatest
and potentially most enduring
assets are their long-run cus-
tomer relationships. Trying to
sustain a competitive advantage
with new products is a frustrat-
ing game, where short-term
leads often erode quickly. But by
satisfying customers, compa-
nies can nurture long-term
relationships and customer
loyalty. What’s more, a small in-
crease in customer loyalty can
make a big difference in com-
pany profits. McDonald’s, for
example, calculated back in the
1990s that just one additional
visit per week by “heavy users”
would boost annual sales by
more than $10 billion dollars.
Blending Bricks
and Clicks
In retailing, customer loyalty
cannot be achieved for long by
keeping customer interactions
online distinct and separate from
those offline. Many consumers
have largely merged their shop-
ping to the extent that they go
back and forth between online
and offline retailers. They may
start out by looking at desired
products in a store, go online to
check out the products further,
then decide to buy them from an
online seller such as Amazon. Or
they may start searching online,
then go look at the items offline
at a Wal-Mart or Target store,
and perhaps buy them there
because they’re immediately
available. Since consumers are
fusing their offline and online
shopping habits, retailers must
adapt their systems as necessary
to create seamless “brick-and-
click” stores. Shoppers will
reward companies that do this
well. Many Amazon customers
use brick-and-mortar Best Buy,
Target or Wal-Mart stores to in-
spect products before making
their final purchases online from
Amazon. Consumers treating
offline stores as “showrooms”
prior to purchasing elsewhere
on the Internet present a seri-
ous threat to companies that
have yet to blend their offline
and online stores.
Traditional retailers are fight-
ing back, in part by asking
suppliers to provide designs and
products that are “exclusive” to
their stores. Toys “R” Us, for in-
stance, has many products that
can’t be purchased from other
stores or websites. Target does
likewise with fashion brands
[MARKETING]
How to Drive Customer Satisfaction
Companies looking to build a satisfied and loyal customer base need to realize that
there are multiple drivers of customer satisfaction.
BY ROLPH E. ANDERSON, SRINIVASAN SWAMINATHAN AND RAJIV MEHTA
(Continued on page 14)
Shoppers at WE Fashion stores can use a “Tweet Mirror” to take pictures
of outfits they are trying on and post the photos on Twitter.
14 MIT SLOAN MANAGEMENT REVIEW SUMMER 2013 SLOANREVIEW.MIT.EDU
I ...
Similar to What Every Retailer Must Know About Traffic 2.0 (20)
The Future of E-commerce: first-hands insights.Solvd, Inc.
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It’s no secret that the marketing landscape is growing increasingly complex, with numerous channels, privacy regulations, signal loss, and more. One of the biggest problems facing marketers today is that they’re experiencing data deluge and data drought simultaneously.
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Join our product experts for a live demonstration of Bliss Point. Discover how it can empower your brand with the tools and insights needed to optimize each channel, across your entire media mix, and your overall brand performance.
2. T A B L E O F C O N T E N T S
Table of Contents
Introduction
1 Who are your shoppers?
2 What do your shoppers do, and how?
3 Where do your shoppers go in-store, when, and for how long?
4 What’s the “Why behind the buy?” (or the “No buy?”)
5 Employee Exclusion
More Information
3. Does your competition know more about your
shoppers than you do? What would that cost your
business?
In years past, store traffic was a simple measure - the
number of shoppers who entered the store - and traffic
counts were critical in determining core retail metrics like con-
version (i.e.; the percentage of shoppers who actually purchased,
calculated as the number of transactions divided by traffic).
Traffic told the story of “how many.”
That was it. Nothing more.
Retailers wanted to know more about their shoppers, but additional data collection
included methods like surveying, and was very manual and very expensive.
That was then. This is now.
Traffic 2.0 is the latest generation of traffic counting, and it doesn’t stop at “how many.” Today,
it includes “who,” “what,” “where,” and “when,” and when brought all together, goes a long way
to determining “why” and “why not” as well.
Here are five things a retailer needs to know about retail traffic today.
I N T R O D U C T I O N
Introduction
4. Traffic 2.0 allows retailers to precisely measure a shopper’s gender and age range, and that alone can shed
valuable insights into branding and other marketing activities.
Beyond age and gender, Traffic 2.0 can determine whether a shopper is a return visitor or not, and if
she is a returning customer, the frequency of her store visits.
But, that’s not all – there’s more to the “who.”
Retailers can now determine a shopper’s geo-origin and even what stores were visited
before and after visiting their own particular store.
They can also uncover insights as to the duration of each shopper’s store visit and
how she behaves in the store, including her engagement with merchandising
displays and retail sales associates.
W H O A R E Y O U R S H O P P E R S ?
Who are your shoppers? | 01
A G E G E N D E R R E P E AT
V I S I T O R S
5. Whereas traditional traffic counting stopped at the
door, Traffic 2.0 observes a shopper’s full path
through the entire store, and the resulting insights
can be enlightening.
How does your shopper use mobile web browsing
in the store? What sites does she visit and what
information is she searching for?
Where are sales associates interacting with shop-
pers, and how do shoppers navigate through the
store during and after interactions with associates?
How do those journeys compare to ones with no
associate interactions? Are fewer interactions
related to lower sales per shopper?
Drawing in data from POS systems, how do shop-
pers’ behaviors match up with sales results, and
with which displays?
What do your shoppers do, and how? | 02
W H A T D O Y O U R S H O P P E R S D O ?
and How?
6. Where does your shopper visit and in what path does she typically
take? Which displays capture her attention and which does she ignore
entirely?
What parts of the store are most heavily trafficked? What parts are
relatively light in traffic? How do traffic flows mesh with the merchandise
displays throughout the store? Where should high margin products be
placed in relation to the path to purchase?
How does your shopper engage with fixtures and merchandise? Which
dwell zones perform best related to sales?
How do conditions like staffing and store traffic affect check-out
queues, fitting rooms, and other potential friction points in the shopping
journey?
Where do your shoppers go in-store, when, and for how long? | 03
W H E R E D O Y O U R S H O P P E R S
G O I N - S T O R E ?
T R A F F I C
F L O W
S TA F F I N G
O P T I M I Z AT I O N
When and for How Long?
7. Retail analytics platforms and their traffic counting systems integrate with other data sources, like workforce management, POS, CRM,
loyalty and other data streams, delivering powerful insights:
• How does store staffing correlate to store traffic, sales and conversion, and where do opportunities exist to better allocate staffing
to improve store service and sales?
• How do shoppers who convert navigate through the store, and how does that compare with those shoppers who do not convert?
• Is there a certain point in the shopping journey, be it an associate interaction or a particular component of the store design, that
leads to purchase?
• Can various store designs and layouts create higher shopper engagement and purchasing?
• And so much more!
More accurate, more comprehensive store traffic measurement and observation leads to better data – for both asking and answering
better questions.
Better data, better questions and better answers lead to better decision-making, and it’s those better decisions that empower a retailer to
better understand its shoppers, deliver a better shopping experience and differentiated value proposition, and improve shopper satisfac-
tion, retention and loyalty.
It empowers a retailer to ascend to the level of “retailer of choice,” driving sales, profit and shopper loyalty.
What’s the why behind the buy? And the Why behind the NO buy? | 04
W H A T ’ S T H E W H Y B E H I N D T H E B U Y ?
As well as it’s closely related cousin, the, “Why behind the NO buy.”
8. Traffic 2.0 includes the ability to separate employees from shopper movement.
RetailNext’s patented, proprietary technologies allow it to correlate data from various streams, and as a result allows
the striation of those data points to report on not only the paths both shoppers and employees took, but the crucial
interactions where their paths crossed.
How long did it take for a shopper to be greeted by an associate and how long did that interaction take?
What was the result of that interaction – did the shopper end up converting?
How often were shoppers interacted with, and did those interactions move throughout the store or
were they stationary in one area? Measuring the length of interactions between shoppers and
employees with comparison to conversion rates can be exceptionally revealing.
Traffic 2.0 not only allows you to more completely understand your shopper, but it also
provides insights on associate-shopper interactions and their impact on shopper behavior
and store performance.
Employee Exclusion | 05
A N D O N E F I N A L T H I N G . . .
Employee Exclusion
9. Does your competition know more about your shoppers than you do? What would that cost your business?
At RetailNext, we’re passionate about retailing and how to empower retailers to become better retailers,
growing comp store sales and improving bottom-line profits.
Do you have a point of view to share? Questions about retail analytics and how it’s used to better shopper
experience and, in turn, better store results?
Please join the #retail conversation on Twitter @RetailNext and at www.facebook.com/retailnext.
M O R E I N F O R M A T I O N
More Information
For more information, visit: www.retailnext.net
@RetailNext
linkedin.com/company/retailnext
/RetailNext
www.retailnext.net