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 provides a summary of the current state of Polished Tavern, a bar located in Denver, Colorado, and recommendations for improving their customer relationship management (CRM) strategy. Currently, Polished Tavern tracks limited customer data and relies on word-of-mouth for marketing. The document recommends upgrading their outdated Point-of-Sale (POS) system to Micros and implementing Yelp and a loyalty program to improve customer acquisition, tracking, and retention. A survey of potential customers found that discounts and word-of-mouth are most influential in choosing a bar. The CRM strategy aims to centralize customer data and provide analytics to better serve customers and increase recurring visits through targeted promotions.
Digital marketing is evolving as customers use multiple channels and devices. To succeed, marketers must understand the new path to purchase, integrate channels, and use historical data to attract rather than push customers. They should create quality content and relationships before sales to engage savvier consumers across awareness, consideration, and purchase stages. Analyzing past customer behavior and data allows accurate predictions to meet future needs.
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?
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.
When sales and marketing align, resources are optimized to attract ideal accounts rather than wasting efforts on uninterested buyers. This flips the traditional sales funnel by personalizing interactions across channels where buyers are active, identifying and targeting the best-fit accounts as 'markets of one' with multiple influencers. Progress is measured by business outcomes like pipeline, close rates, and lifetime value rather than traditional lead volume, with lift in engagement as the leading indicator of revenue growth.
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.
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 provides a summary of the current state of Polished Tavern, a bar located in Denver, Colorado, and recommendations for improving their customer relationship management (CRM) strategy. Currently, Polished Tavern tracks limited customer data and relies on word-of-mouth for marketing. The document recommends upgrading their outdated Point-of-Sale (POS) system to Micros and implementing Yelp and a loyalty program to improve customer acquisition, tracking, and retention. A survey of potential customers found that discounts and word-of-mouth are most influential in choosing a bar. The CRM strategy aims to centralize customer data and provide analytics to better serve customers and increase recurring visits through targeted promotions.
Digital marketing is evolving as customers use multiple channels and devices. To succeed, marketers must understand the new path to purchase, integrate channels, and use historical data to attract rather than push customers. They should create quality content and relationships before sales to engage savvier consumers across awareness, consideration, and purchase stages. Analyzing past customer behavior and data allows accurate predictions to meet future needs.
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?
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.
When sales and marketing align, resources are optimized to attract ideal accounts rather than wasting efforts on uninterested buyers. This flips the traditional sales funnel by personalizing interactions across channels where buyers are active, identifying and targeting the best-fit accounts as 'markets of one' with multiple influencers. Progress is measured by business outcomes like pipeline, close rates, and lifetime value rather than traditional lead volume, with lift in engagement as the leading indicator of revenue growth.
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.
AS SHOPPER MARKETING CONTINUES TO GAIN
A FOOTHOLD IN CANADA, CONFERENCES LIKE
THIS ONE ARE BECOMING MORE AND MORE
VALUABLE. AGENCIES, RETAILERS, AND
MARKETERS ALL NEED TO UNDERSTAND
NOT ONLY THE UNDERPINNINGS OF THE DISCIPLINE,
BUT PERHAPS MORE IMPORTANTLY,
HOW THE DISCIPLINE IS AFFECTED BY THE
NUANCES OF THE CANADIAN RETAIL LANDSCAPE.
THIS DECK IS AN ENCAPSULATION
OF WHAT WE HEARD OVER THE TWO DAYS OF PRESENTATIONS AND DISCUSSIONS.
Stunts. Pranks. Practical jokes. All tend to get lumped in with experiential marketing. But done right, experiential marketing can help your company stay fresh and innovative by pulling together different channels into one connected and memorable experience. INBOUND guests don’t want to miss Ja-Nae's actionable advice on developing fully integrated and connected experiences based on a co-creator relationship with engaged consumers. The end results will demonstrate a brand’s ability to innovate while growing the overall company. Executives can expect to leave this session with a clear understanding of how to make the most of these programs and earn meaningful, measurable results.
Data driven marketing - Inspiration & Steps to move forwardGus Murray
How digital insights and personalisation are changing the way organisations use their corporate website.
Propeople’s Chief Digital Strategy officer and former SMW Speaker of the Year Gus Murray, delivers an evening of insights, predictions & cocktails. Join us as he shares his experiences working for leading Nordic & Global brands on the future of Data Driven Marketing, B2B / B2C Communications, Insights and digital strategy.
Covered in this session:
> How personalisation is changing the way B2B communicate with their customers
> Content as your customers first purchase
> Using social to better inform your audience understanding
> Social as a service opportunity, and
> The Attention web.
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.
Increase conversion rates, cross-selling, customer engagement, and brand awareness. We've proven traction through 50,000+ BETA users & national media attention.
Find out more at https://www.the360mall.com/retailers
Omnichannel - Customer-centric commerce: putting the consumer at the heart of...Ctac Belgium
The fast growing e-commerce turns the retail world upside down. As a retailer you realize that change is needed. But which direction should you choose? Is launching a webshop and offering your customer the possibility to collect his purchase at the point of sale sufficient? Or do you need more? During his inspiring session Gino Van Ossel guides you in your search for answers to these questions, specificly for your company and industry.
The Ecommerce Department of The FuturePracticology
Ecommerce Department of The Future – Ecommerce UK introduces a selection of seasoned multichannel retailers and experts to talk about how their careers have progressed, as well as how and why ecommerce departments (and wider organisations) are changing to embrace multichannel retail. Presentations from Nupur Manchanda, Practicology; Emma Grinter, Waterstone’s; Jamie Merrick, Demandware; Marianna Satanas, Mr Porter; Ian Scarr, SLI SYstems; Arif Harbott, Morrisons; Elliot Zissman, Pythian; Jonathan Hall, Cranberry Panda.
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.
1. The document criticizes the Net Promoter Score (NPS) measurement as useless and misleading. It argues that NPS is not a valid measure of customer service performance or loyalty.
2. Several flaws of NPS are outlined, including that it uses a simple 11-point scale that lacks statistical validity and fails to account for cultural differences. NPS also provides no meaningful or actionable insights for companies.
3. The document claims companies use NPS due to self-fulfilling prophecies, simplicity, financial motives, and to avoid real discussions and change. In contrast, the author's company uses robust statistics and customer-defined metrics to provide actually useful customer experience data.
A point-of-sale software is used at a place where the customer is makes payment to the merchant in exchange of goods and/or services. Many companies used POS software for a lot more than just billing, such as Inventory Management, providing Loyalty Points and offers, Customer Database Management and Automations like Recipe Automation, etc.
There are various companies who make POS systems and/or software and offer them to businesses such as Restaurants, Departmental Stores, Pharmacy, etc.
The marketing of a POS Software is very emphasised on because of the fact that there are a lot of competitors first, and second, it’s very hard for customers to figure out the difference between different such softwares until they see it with their own eyes and use it.
Omni-channel in Retail. Lessons for the automotive industryIgnitionOne
This document discusses lessons for the automotive industry from omnichannel retail. It defines omnichannel retail as providing a seamless customer experience across online and offline channels. Retailers are integrating physical stores, websites, apps, and other channels to simplify the customer experience from information gathering to purchase to after-sales support. However, omnichannel also presents challenges like ensuring sales associates have the knowledge and tools to assist informed digital customers. The document argues automotive must also adopt customer-centric omnichannel strategies to understand individual customers across all touchpoints.
Practicology Conference - Cranberry Panda digital skills & salaries presentationPracticology
This document summarizes findings from a recruitment agency about the ecommerce job market in the UK. It discusses average ecommerce salaries, common job roles and in-demand skills like consumer psychology and data insights. Gender pay gaps are also examined, with women found to hold only 20% of executive roles and 10% of board positions. The document also looks at challenges around employee retention, reasons for leaving jobs, and what workers value like work-life balance and commute times. Key factors that impact retention are identified as overtime hours, commute lengths, and workplace happiness.
A presentation centred on a few key fundamentals small businesses should consider as they grow their business. Marketing, customer experience, metrics and of course controlling the customer experience from store to door.
The document discusses customer segmentation and how understanding customer types is important for retailers. It notes that traditionally customers are divided into irregular/passersby and regular customers. However, data science now allows more precise segmentation into four categories: transient, go steady/courtship, engaged, and loyal customers. These categories are defined by metrics like average trips, spending, retention rates, and their proportion of overall sales and transactions. Segmenting customers this way provides insights on converting different customer types to be more regular and profitable for retailers.
Le magasin du futur - Keynote Zappos E-Commerce Paris 2013 par Dominique Piot...Petit Web
Qui ? Dominique Piotet, Pdg de Rebellion Lab et architecte du magasin du futur pour Zappos, qui ouvrira ses portes en janvier 2015 à Las Vegas.
Quoi ? Un keynote lors du salon E-commerce Paris 2013, qui donne un avant gout du premier magasin physique du leader américain de la vente de chaussures, filiale d'Amazon.
This document discusses the rise of omni-channel logistics due to changing consumer behavior. As internet and mobile device usage grows, consumers now research, purchase, pay for, collect, and return products through various interconnected channels. This requires companies to integrate their previously separate sales channels into a single seamless customer experience. Omni-channel logistics is key to enabling companies to consistently deliver personalized service, flexible fulfillment, cross-channel inventory visibility, and meet rising customer expectations. The document explores omni-channel best practices, implications for logistics, and trends in Asia to help companies adapt to this new reality.
The document provides a blueprint for an omni-channel retail roadmap. It discusses moving from store-centric to customer-centric retail by developing shopping journeys, empowering employees, rethinking fulfillment, leveraging data, innovating with technology, and breaking down information silos. The building blocks include personalizing marketing, empowering store staff, optimizing delivery options, using internal and external data for predictions, and exploring emerging technologies like artificial intelligence and augmented reality.
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 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 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,
AS SHOPPER MARKETING CONTINUES TO GAIN
A FOOTHOLD IN CANADA, CONFERENCES LIKE
THIS ONE ARE BECOMING MORE AND MORE
VALUABLE. AGENCIES, RETAILERS, AND
MARKETERS ALL NEED TO UNDERSTAND
NOT ONLY THE UNDERPINNINGS OF THE DISCIPLINE,
BUT PERHAPS MORE IMPORTANTLY,
HOW THE DISCIPLINE IS AFFECTED BY THE
NUANCES OF THE CANADIAN RETAIL LANDSCAPE.
THIS DECK IS AN ENCAPSULATION
OF WHAT WE HEARD OVER THE TWO DAYS OF PRESENTATIONS AND DISCUSSIONS.
Stunts. Pranks. Practical jokes. All tend to get lumped in with experiential marketing. But done right, experiential marketing can help your company stay fresh and innovative by pulling together different channels into one connected and memorable experience. INBOUND guests don’t want to miss Ja-Nae's actionable advice on developing fully integrated and connected experiences based on a co-creator relationship with engaged consumers. The end results will demonstrate a brand’s ability to innovate while growing the overall company. Executives can expect to leave this session with a clear understanding of how to make the most of these programs and earn meaningful, measurable results.
Data driven marketing - Inspiration & Steps to move forwardGus Murray
How digital insights and personalisation are changing the way organisations use their corporate website.
Propeople’s Chief Digital Strategy officer and former SMW Speaker of the Year Gus Murray, delivers an evening of insights, predictions & cocktails. Join us as he shares his experiences working for leading Nordic & Global brands on the future of Data Driven Marketing, B2B / B2C Communications, Insights and digital strategy.
Covered in this session:
> How personalisation is changing the way B2B communicate with their customers
> Content as your customers first purchase
> Using social to better inform your audience understanding
> Social as a service opportunity, and
> The Attention web.
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.
Increase conversion rates, cross-selling, customer engagement, and brand awareness. We've proven traction through 50,000+ BETA users & national media attention.
Find out more at https://www.the360mall.com/retailers
Omnichannel - Customer-centric commerce: putting the consumer at the heart of...Ctac Belgium
The fast growing e-commerce turns the retail world upside down. As a retailer you realize that change is needed. But which direction should you choose? Is launching a webshop and offering your customer the possibility to collect his purchase at the point of sale sufficient? Or do you need more? During his inspiring session Gino Van Ossel guides you in your search for answers to these questions, specificly for your company and industry.
The Ecommerce Department of The FuturePracticology
Ecommerce Department of The Future – Ecommerce UK introduces a selection of seasoned multichannel retailers and experts to talk about how their careers have progressed, as well as how and why ecommerce departments (and wider organisations) are changing to embrace multichannel retail. Presentations from Nupur Manchanda, Practicology; Emma Grinter, Waterstone’s; Jamie Merrick, Demandware; Marianna Satanas, Mr Porter; Ian Scarr, SLI SYstems; Arif Harbott, Morrisons; Elliot Zissman, Pythian; Jonathan Hall, Cranberry Panda.
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.
1. The document criticizes the Net Promoter Score (NPS) measurement as useless and misleading. It argues that NPS is not a valid measure of customer service performance or loyalty.
2. Several flaws of NPS are outlined, including that it uses a simple 11-point scale that lacks statistical validity and fails to account for cultural differences. NPS also provides no meaningful or actionable insights for companies.
3. The document claims companies use NPS due to self-fulfilling prophecies, simplicity, financial motives, and to avoid real discussions and change. In contrast, the author's company uses robust statistics and customer-defined metrics to provide actually useful customer experience data.
A point-of-sale software is used at a place where the customer is makes payment to the merchant in exchange of goods and/or services. Many companies used POS software for a lot more than just billing, such as Inventory Management, providing Loyalty Points and offers, Customer Database Management and Automations like Recipe Automation, etc.
There are various companies who make POS systems and/or software and offer them to businesses such as Restaurants, Departmental Stores, Pharmacy, etc.
The marketing of a POS Software is very emphasised on because of the fact that there are a lot of competitors first, and second, it’s very hard for customers to figure out the difference between different such softwares until they see it with their own eyes and use it.
Omni-channel in Retail. Lessons for the automotive industryIgnitionOne
This document discusses lessons for the automotive industry from omnichannel retail. It defines omnichannel retail as providing a seamless customer experience across online and offline channels. Retailers are integrating physical stores, websites, apps, and other channels to simplify the customer experience from information gathering to purchase to after-sales support. However, omnichannel also presents challenges like ensuring sales associates have the knowledge and tools to assist informed digital customers. The document argues automotive must also adopt customer-centric omnichannel strategies to understand individual customers across all touchpoints.
Practicology Conference - Cranberry Panda digital skills & salaries presentationPracticology
This document summarizes findings from a recruitment agency about the ecommerce job market in the UK. It discusses average ecommerce salaries, common job roles and in-demand skills like consumer psychology and data insights. Gender pay gaps are also examined, with women found to hold only 20% of executive roles and 10% of board positions. The document also looks at challenges around employee retention, reasons for leaving jobs, and what workers value like work-life balance and commute times. Key factors that impact retention are identified as overtime hours, commute lengths, and workplace happiness.
A presentation centred on a few key fundamentals small businesses should consider as they grow their business. Marketing, customer experience, metrics and of course controlling the customer experience from store to door.
The document discusses customer segmentation and how understanding customer types is important for retailers. It notes that traditionally customers are divided into irregular/passersby and regular customers. However, data science now allows more precise segmentation into four categories: transient, go steady/courtship, engaged, and loyal customers. These categories are defined by metrics like average trips, spending, retention rates, and their proportion of overall sales and transactions. Segmenting customers this way provides insights on converting different customer types to be more regular and profitable for retailers.
Le magasin du futur - Keynote Zappos E-Commerce Paris 2013 par Dominique Piot...Petit Web
Qui ? Dominique Piotet, Pdg de Rebellion Lab et architecte du magasin du futur pour Zappos, qui ouvrira ses portes en janvier 2015 à Las Vegas.
Quoi ? Un keynote lors du salon E-commerce Paris 2013, qui donne un avant gout du premier magasin physique du leader américain de la vente de chaussures, filiale d'Amazon.
This document discusses the rise of omni-channel logistics due to changing consumer behavior. As internet and mobile device usage grows, consumers now research, purchase, pay for, collect, and return products through various interconnected channels. This requires companies to integrate their previously separate sales channels into a single seamless customer experience. Omni-channel logistics is key to enabling companies to consistently deliver personalized service, flexible fulfillment, cross-channel inventory visibility, and meet rising customer expectations. The document explores omni-channel best practices, implications for logistics, and trends in Asia to help companies adapt to this new reality.
The document provides a blueprint for an omni-channel retail roadmap. It discusses moving from store-centric to customer-centric retail by developing shopping journeys, empowering employees, rethinking fulfillment, leveraging data, innovating with technology, and breaking down information silos. The building blocks include personalizing marketing, empowering store staff, optimizing delivery options, using internal and external data for predictions, and exploring emerging technologies like artificial intelligence and augmented reality.
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 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 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 ...
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.docxcatheryncouper
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)
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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