Retail VerticalToolKit05

7/23/2019 Retail VerticalToolKit05

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RETAIL VERTICAL

TOOL KIT



PART I: RETAIL AT

A GLANCE



1

PART I:

RETAIL AT A

GLANCE

OVERVIEW

• Retailers fulfill consumer needs and wants by reselling goods and/or services to customers.

• The retail industry has shifted from supply-driven to consumer-driven due to unprecedentedconsumer real-time access to information and social media information sharing via mobiledevices.

• The retail industry is expected to change more in the next five years than over the past 50years, as retailers adopt technologies such as mobility, the Internet of Things, data analytics,and cloud computing that enable them to enhance the customer experience by deployingsolutions for real-time inventory, seamless transactions, and omnichannel retailing.

• Retailers must deploy innovative solutions involving mobility and social media in order to gain,

or maintain, competitive advantage. Failure to do so runs retailers the risk of losing customerswho expect real-time services instant answers to questions and mobilecoupons andtransactions. Such digital savvy consumers are fast becoming the largest retail demographic.

• Consumers are looking for retailers who provide a combination of a personalized experience,best price, and delivery convenience. To be successful, retailers must transform theirbusinesses, executing an omnichannel strategy to build a brand that creates a seamlessexperience for consumers online and offline.

MARKET VALUE• North American retailers spent nearly $60 billion on IT in 2013.

• In Europe, retailer Information and Communications Technology (ICT) spend is expected togrow at a CAGR of 5% from €59 billion in 2012 to €75 billion in 2017.

• In Australia, retailer ICT spend was A$1.9 trillion in 2013 and is projected to grow to A$2.0trillion in 2016.

• In the US, IT budgets are increasing, but at a slower pace than in the last several years.

• US retail sales are expected to grow to $5.6 trillion by 2018, at a pace that is slowing

somewhat year over year.

PART II:

CHALLENGES AND

TRENDS

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

OVERVIEW

MARKET VALUE

KEY RETAIL METRICS

TYPES OF RETAILERS

RETAIL RESOURCES

RETAIL PAIN POINTS

MARKET DICTIONARY

PART V:

CONVERSATION

STARTERS



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PART I:

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GLANCE

» Internet retail sales (e-commerce) accounted for nearly 9% of the $4.5 trillion total USretail market in 2013.

» Mobile retail sales (m-commerce) in the US totaled $42 billion in 2013, a 68% increasefrom 2012

• Retailers typically spend roughly 2% of annual sales on technology, and technology is a five-year investment.

TYPES OF RETAILERS

Types of retailers and regional examples in each category include:

• Supermarkets» North America (NA): Kroger, Safeway

» Europe/Africa (EA): Asda, Tesco, EDEKA, SuperCor, Spinneys, Pick ‘N Pay

» Latin America and Caribbean Region (LACR): Extra, TodoDia, Superama

» Asia-Pacic and Middle East (APME): Daiei, Ito-Yokado, AEON, Woolworths, Coles

• Pharmacies/Drug Stores

» NA: Walgreens, CVS, Pharmasave

» Europe/Africa (EA): Boots, Lloydspharmacy

» Latin America and Caribbean Region (LACR): Farmacity, Pague Menos

» Asia-Pacic and Middle East (APME): China Nepstar, Watsons, Mannings

• Department Stores

» North America (NA): Macy’s, Sears, JCPenney, Kohls, Hudson’s Bay

» Europe/Africa (EA): Harrods, Debenhams, Marks & Spencer, Selfridge, Galeries Lafayette,El Corte Ingles, Edgars

» Latin America and Caribbean Region (LACR): Liverpool, Daslu, Falabella

» Asia-Pacic and Middle East (APME): Mitsukoshi, Isetan, Parkson, Lotte, Hyundai

• Convenience/Gas Station Stores (C-Stores)

» North America (NA): Mobil Mart, Quick Chek, Wawa, Circle K » Europe/Africa (EA): Repsol Opencor, Tesco Express, Spar

PART II:

CHALLENGES AND

TRENDS

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

OVERVIEW

MARKET VALUE

KEY RETAIL METRICS

TYPES OF RETAILERS

RETAIL RESOURCES

RETAIL PAIN POINTS

MARKET DICTIONARY

PART V:

CONVERSATION

STARTERS



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GLANCE

» Latin America and Caribbean Region (LACR): Minimercado Extra, OXXO, Éxito

» Asia-Pacic and Middle East (APME): 7-eleven, Ministop, Lawson, FamilyMart

• Mass Merchant/Discount Stores

» North America (NA): TJX, Target, Walmart, Dollar General, Amazon, Canadian Tire

» Europe/Africa (EA): Dollarstore, B&M Bargains, Argos

» Latin America and Caribbean Region (LACR): Lojas Americanas

» Asia-Pacic and Middle East (APME): Big W, E-Mart

• Warehouse/Supercenter/Hypermarkets

» North America (NA): Costco, Home Depot, Rona

» Europe/Africa (EA): Carrefour , Tesco, Real, LuLu Hypermarket, Hipercor, InterSpar,

Kauand, IKEA » Latin America and Caribbean Region (LACR): Líder

» Asia-Pacic and Middle East (APME): Ito-Yokado, Big Bazaar, Bunnings Warehouse

• Specialty Hard Goods Stores

» North America (NA): Toys ‘R’ Us, Best Buy, Staples, AutoZone, GameStop

» Europe/Africa (EA): Darty, Media Markt

» Latin America and Caribbean Region (LACR): Elektra, Pontofrio

» Asia-Pacic and Middle East (APME): Suning, JB Hi-Fi, Himart

• Specialty Soft Goods Stores

» North America (NA): Coach, Victoria’s Secret, Tiffany, Gap, Bed Bath & Beyond,Lululemon

» Europe/Africa (EA): Next, Massimo Dutti, Zara, Bershka, L’Occitane

» Latin America and Caribbean Region (LACR): Marisa, Natura, Renner

» Asia-Pacic and Middle East (APME): Uniqlo, Tanishq, Chow Tai Fook, Belle

• Service Retailers (e.g., beauty salons, dry cleaners)

PART II:

CHALLENGES AND

TRENDS

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

OVERVIEW

MARKET VALUE

KEY RETAIL METRICS

TYPES OF RETAILERS

RETAIL RESOURCES

RETAIL PAIN POINTS

MARKET DICTIONARY

PART V:

CONVERSATION

STARTERS



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PART I:

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GLANCE

KEY RETAIL METRICS

• Same Store Sales (year-over-year)

• Efficient supply chain

• Gross margin/profit increases

• Return on Invested Capital (ROIC)

• Customer satisfaction/loyalty

• Market share improvement

• Sales/Customer conversion rate (the percentage of people who enter a store that buysomething)

RETAILER PAIN POINTS

• Converting the empowered consumer: No longer is the consumer a captive audience uponentering a store. Customer mobile access to competitive pricing, product information, andreviews has caused the power to shift from the retailer to the consumer.

• Price Management: In department stores, specialty apparel stores, and shoe stores, end-of-season price markdowns are often manual, time-consuming, and prone to error, affecting

sales associate productivity and customer satisfaction.• Direct Store Delivery (DSD) problems: Supermarkets, C-stores, and pharmacies receive 30-

60% of goods directly from product manufacturers. Mistakes in delivery, sale of expired items,or paper-based accounting and invoicing can impact profitability and productivity.

• Inefficient inventory management: Retailers need to physically count inventory and trackinventory ordered, received, and sold. Inventory accuracy today is an average of 70% ofwhich provides big issues to execute an omnichannel strategy. This is a labor-intensive, oftenpaper-based, process that is prone to errors and disruptive to retail operations. Publicly-heldcompanies must report a company-wide inventory at least once a year.

PART II:

CHALLENGES AND

TRENDS

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

OVERVIEW

MARKET VALUE

KEY RETAIL METRICS

TYPES OF RETAILERS

RETAIL RESOURCES

RETAIL PAIN POINTS

MARKET DICTIONARY

PART V:

CONVERSATION

STARTERS



PART I:

RETAIL AT A

GLANCE

MARKET DICTIONARY

BeaconLow-cost small concealable wireless bluetooth devices that turn on and off when shoppers arenearby, allowing shopper’s approximate location in the store to be detected. Retailers are startingto deploy these micro-location devices to provide retailers with store trafc heat mapping andcustomers with product information, ash deals, and contactless payment options. Several layersof permission are needed to enable these mobile apps, including turning on Bluetooth, acceptinglocation services for the app, and opting-in to receive in-store messages.

Brick-and-Mortar

Retailers that have a physical store staffed with sales associates that interact face-to-face with

customers.

Direct Store Delivery (DSD)

A business model in which products are sold and distributed directly by the manufacturer tothe point of sale (POS) or point of consumption (POC), bypassing third-party wholesalers andwarehouses. DSD is most often used for perishable products that need to reach consumersquickly.

Conversion Rate

In retail, the sales or customer conversion rate is given by the percentage of people who enter astore that buy something in the store.

Cycle Count

Cycle counting is the process of periodically counting a portion of inventory, so that every itemis counted several times per year. Cycle counts are less disruptive to store operations than fullphysical inventory, provide an ongoing measure of inventory accuracy, and can focus on items ofhigher value or movement (cycle count by frequency).

E-Commerce

E-commerce is the buying and selling of goods and services via the Internet using a computer ormobile device (phone, tablet).EMV

Europay, Mastercard, and Visa is a global standard for the security and interoperability of payment

PART II:

CHALLENGES AND

TRENDS

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

OVERVIEW

MARKET VALUE

KEY RETAIL METRICS

TYPES OF RETAILERS

RETAIL RESOURCES

RETAIL PAIN POINTS

MARKET DICTIONARY

PART V:

CONVERSATION

STARTERS



PART I:

RETAIL AT A

GLANCE

transactions. Initially designed for chip-based payment cards and acceptance devices, EMV hasbroadened to include contactless and other secure payment specications.

Internet of Things (IoT)

Smart interconnected devices that businesses use to get more visibility into the identication,location, and condition of products, assets, transactions, or people to drive more effective andtimely business decisions or to improve customer interactions. The signicance of the IoT is thatwhen objects can sense and communicate wirelessly, decision-making and transactions can beconducted autonomously or semi-autonomously. Analysts estimate that there will be 26-30 billiondevices wirelessly connected to the internet by 2020. Global IoT spending will exceed $1.7T, up14% in 2015.

Merchandising

Merchandising refers to the selection of a variety of products and the display of those products forthe purpose of stimulating interest and sales.

Mobile Commerce, or M-Commerce

M-commerce is shopping via mobile devices, such as smart phones and tablets.

Multichannel Retailing

Retail operations that include multiple connected channels, such as brick-and-mortar stores,telephone sales, e-commerce sites, and mobile apps.

Omnichannel Retailing Multichannel retailing conducted in such a way as to provide a seamless customer experiencethrough any and all channels. For instance, an order placed online and delivered directly to thecustomer can be returned to a brick-and-mortar store.

Point-of-Sale (POS)

POS is the part of the retail sales process in which the transaction occurs. The term, POS, alsorefers to the equipment used to process the transaction. Traditional POS equipment includes barcode readers, cash registers, and credit card terminals. Newer mobile POS (mPOS) equipment

PART II:

CHALLENGES AND

TRENDS

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

OVERVIEW

MARKET VALUE

KEY RETAIL METRICS

TYPES OF RETAILERS

RETAIL RESOURCES

RETAIL PAIN POINTS

MARKET DICTIONARY

PART V:

CONVERSATION

STARTERS



PART I:

RETAIL AT A

GLANCE

includes mobile devices, such as mobile handheld terminals and tablets.

Showrooming Showrooming is the consumer practice of viewing and handling merchandise in a brick-and-mortar store and then shopping online to purchase at another retailer for a lower pr ice.

Shrinkage

Shrinkage refers to loss of inventory, whether through in-store or employee theft, error, or otherloss.

3rd Platform Technologies

The convergence and mutual reinforcement of four interdependent trends: social interaction,mobility, cloud, and information” as a “nexus of forces” that “is transforming the way people andbusinesses relate to technology.

RETAIL RESOURCES

• National Retail Federation (www.nrf.com)

• Retail Customer Experience (www.retailcustomerexperience.com)

• Retail Week (www.retail-week.com)

• Plunkett Research (www.plunkettresearch.com/retailing-stores-market-research/industry-and-business-data)

• Latin American Retail Connection (www.laretco.com)

• Interbrand (www.interbrand.com/en/BestRetailBrands/2014/regional-articles/)

• AT Kearney (www.atkearney.com/consumer-products-retail)

• Euromonitor (http://www.euromonitor.com/retailing)

• IHL Group (www.ihlservices.com)

• Japan Retail News (www.japanretailnews.com/japans-retail-market.html)

PART II:

CHALLENGES AND

TRENDS

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

OVERVIEW

MARKET VALUE

KEY RETAIL METRICS

TYPES OF RETAILERS

RETAIL RESOURCES

RETAIL PAIN POINTS

MARKET DICTIONARY

PART V:

CONVERSATION

STARTERS



PART II:

CHALLENGESAND TRENDS



PART II:

CHALLENGES AND

TRENDS

GLOBAL CHALLENGES

• Insufficient IT resources to focus on mobile strategy (too many “top” priorities for IT)

• Struggle to fulfill orders in a consistent way across multiple channels

• Greater consumer visibility to competitive offerings increases pressure on pricing and margins

» faster internet connections driving up online sales

» online retailers stealing customers from stores

» consumers using stores as showrooms then purchasing at a discount online

• Retaining consumer loyalty

• Transforming brick-and-mortar stores to deliver innovative services to tech-savvy shoppers

• Combatting showrooming

• Developing apps to engage connected, empowered consumers

• Personalizing the customer experience while protecting against security breaches

• Long lines that lead to inconsistent service

• Out-of-stock or inconsistent pricing that leads to loss of revenue

• Staff training and frequent turnovers

REGIONAL CHALLENGES

• North America (NA)

» Security keeps CEO/CIO’s up at night. As cyber attacks increase, by end of 2016 50%of the top 250 retailers will have reduced exposure and loss by more than 50% withintelligent sense and respond security strategies.

» Cost to move to EMV payment environment

» Legacy systems that are not designed for “single customer experiences” (omnichannelretailing). In 2015, CIOs will invest in omni-channel integration technologies as a toppriority to support growth in the omni-channel shopper sales premium of 30%.

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS

FUTURE TRENDS: IoT FORRESTER

RESEARCH



PART II:

CHALLENGES AND

TRENDS

» Changing economic landscape and shopper choice. By 2017 three times as many retailersas now will succeed to explicitly pin their customer and operations strategies on 3rd

platform technologies. » Concern over mounting regulations (e.g., healthcare reform) hampering growth

• Europe/Africa (EA)

» Persistently high unemployment levels and consumer desire to increase savings and paydown debt

» Price-sensitive consumers looking for fair pricing or bargains

• Latin America and Caribbean Region (LACR)

» Latin America is underserved by large retail formats (20% shopping center penetration).

» Economic uncertainty

» Devaluation of currency may negatively affect brand image.

• Asia-Pacific and Middle East (APME)

» In China and other emerging nations, deceleration of economic growth

» Diverse culture and languages and regulatory hurdles pose challenges for retailers

GLOBAL TRENDS

• RFID tagging for managing inventory and reducing shrink (loss of inventory) is starting to gainadoption.

• Retailers are embracing an omnichannel approach to ensure consistent customer serviceacross all touchpoints.

• Brick-and-mortar stores are now viewed as a brand experience that drives revenues.

• Social media (Facebook, Twitter, etc.) is having a tremendous impact on the retail industry,as consumers readily share information about product purchases, reviews, pricing, sales,discounts, and coupons.

• Retailers are starting to use cloud computing and big data analytics to mine the treasure troveof consumer data created through online and in-store customer touchpoints.

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS


RESEARCH



PART II:

CHALLENGES AND

TRENDS

REGIONAL TRENDS

• North America (NA)

» Touch-screen information monitors, handheld scanners, RFID tagging systems, andngerprint identication systems are available in many stores across the US.

» Use of in-store video or TV to promote products

» Mobile presence is a must.

◦ Mobile retail sales are soaring (68% higher in 2013 than in 2012).

◦ Mobile marketing (e.g., using text messaging to offer coupons to drive store trafc)

◦ Mobile apps in malls alert shoppers to sales, parking information

◦ First in-store deployments of micro-location technology (“beacons”) to enable mobile

apps in-store. By end of 2015 at least 25 retailers with location-based serviceswill increase LBS-impacted same shopper sales by 5% via analytics driven agileengagement and operations.

» Inventory visibility is becoming a critical component of purchase decision for customers,since consumers want to know if a product is available before making a trip to the store.

• Latin America and Caribbean Region (LACR)

» Fastest growing middle class and increased consumer spending (particularly Brazil)

» Brands are improving service in both traditional and digital channels, and are leveragingincreased broadband and internet penetration.

• Europe/Africa (EA)

» Touch-screen information monitors, handheld scanners, RFID tagging systems, andngerprint identication systems are deployed in many stores in Europe.

» In-store TV promoting products is beginning to be deployed by large retailers (e.g., MetroGroup’s Future Store, Germany).

» 20% of European shoppers use a mobile device to shop, with 4 of 5 using Smartphones instore.

» The outlook for retail spending in Europe is not promising, with the exception of the UK.

» Online sales are gaining popularity in north Africa, but still remain relatively small.

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS


RESEARCH



PART II:

CHALLENGES AND

TRENDS

» Web and mobile connections are growing in sub-Saharan Africa, and the middle class isgrowing.

• Asia-Pacific and Middle East (APME)

» Many leading retailers (e.g., Nike, Starbucks, luxury brands, automotive centers) arerushing to open stores in China, both in big cities and remote sites.

» E-commerce is strong and growing in China and multichannel retailing is growing.

» India is taking steps to welcome foreign retail chains (although regulatory and supply chainissues are obstacles)

» Online sales are gaining popularity in the Middle East, but still remain relatively small.

FUTURE TRENDS: IoT FORRESTER RESEARCH

• China will become the largest retail market by 2016, as its middle-class expands.

• In 2015, China ICT spending of $465B+, growing over 11% accounting for 43% of total ICTindustry growth.

• Retail technology will converge towards a single transactional platform.

• Some retailers may appoint Chief Data Officers (CDOs), to oversee the use of information(obtained through mobile, social, web, and store channels) as an asset.

• The evolution to the “Internet of Things” will make stores more intelligent, the customerexperience seamless and intuitive, and will make checkout feel like stealing. Benefits include:

» Automated fulllment: Sensors on store shelves will recognize low stock and trigger in-store fulllment.

» Personalized shopping: Sensors on store displays and in kiosks will detect nearbycustomers, triggering delivery of customized content.

» Expedited checkout: RFID systems will total up cart contents prior to checkout.

» Bypassing checkout: Sensors will recognize customers walking into stores, stores willhave payment cards on le, payments will be processed as customer exits store withmerchandise.

» Optimized operations: As in-store sensors and other technology gather data on foot trafc,

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS


RESEARCH



PART II:

CHALLENGES AND

TRENDS

interactions, and purchases, retailers will analyze this data to learn more about shoppinghabits, consumer preferences, and how to optimize resource deployment.

» IoT will also transform business retailers business models, as retailer get in to the businessof collecting data from the goods they sell, and then monetizing that data.

As a means to further rene our business strategy around the Internet of Things (IoT), Zebracontracted Forrester Research, a premiere analyst rm, to conduct nearly 600 online interviewswith decision-makers across the world, of which 106 were from the Retail sector. The mainobjectives of the study were to understand the market’s activity level, perceptions, expectations,and barriers to adoption of IoT. For the purpose of the study, the following denition of IoT wasused:

“Smart interconnected devices that businesses use to get more visibility into the identifcation,

location, and condition of products, assets, transactions, or people to drive more effective and

timely business decisions or to improve customer interactions.”

For most Retail rms surveyed, they associated this denition with solutions leveragingtechnologies such as RTLS, Mobile Computing, Barcodes, Sensors, Wi-Fi and NFC, amongstothers.

The demographics of this audience included Manager, Director and VP-level individuals that areinvolved in or inuence the decision-making process for IoT, with the bulk of respondents from the

European and Asia-Pacic regions. The average company size was about 5,100 employees andthe majority of respondents were in IT related positions.

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS


RESEARCH



PART II:

CHALLENGES AND

TRENDS

Despite concerns about implementation/integration, privacy/security, cost, IT Governance andregulatory issues, IoT activity and adoption within the retail sector is rapidly increasing. For

example, nearly 98% of respondents in retail feel that the IoT is the technology initiative of thedecade, and 96% stated that they were ready to make the necessary changes to implementsolutions. IoT adoption is also high, with 67% of respondents stating that they already haveimplementations in place and another 26% are planning to deploy solutions within the next year.

All respondents stated that they had discussed implementing IoT.

For the actual IoT implementations, most rms indicated a strong preference to partner with (orhave partnered with) hardware (i.e.: Zebra), networking and security rms, as well as utilize IoTplatforms that are secure, easy to use, scalable and provide robust functionality.

Most respondents had several strategic objectives for IoT implementations, including improvingtheir customer’s experience, enhancing ability to respond to signicant events, creating newrevenue streams, process automation & control and increases asset visibility (see chart below).They expect to be able to leverage IoT solutions that will provide operational and actionable

location and condition data on containers, objects and personnel (see chart below) that they can

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS


RESEARCH



15

PART II:

CHALLENGES AND

TRENDS

use to enhance their supply chains (i.e.: optimization and increased visibility), empower processand cost optimization (i.e.: achieve cost and process efciencies), enhance safety and ensure

compliance (i.e.: industry, government, customer).

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS


RESEARCH



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PART II:

CHALLENGES AND

TRENDS

Zebra is well positioned to capitalize on the IoT opportunity in retail for the following reasons,amongst others.• Our company is a premiere brand and share leader in several core technologies/solutions

supporting most IoT implementations (i.e.: RTLS, Barcodes, Mobile computing, Enterprise Asset Intelligence, RFID, etc.)

• Zebra has extensive experience with – and a proven track record of success with – many ofthe key IoT solutions and objectives. In many instances, we’re the share leader.

• We have an extensive partner network capable of supporting most deployments and ourproducts/solutions are compatible with many related technologies

• Our Zatar platform can satisfy the aforementioned requirements as well as enable simplifiedand facilitated implementation.

PART I:

RETAIL AT A

GLANCE

GLOBAL TRENDS

REGIONAL CHALLENGES

GLOBAL CHALLENGES

PART III:

DECISION MAKER

INSIGHT

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

REGIONAL TRENDS

PART V:

CONVERSATION

STARTERS


RESEARCH



17

PART III:

DECISION MAKERINSIGHT



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PART III:

DECISION MAKER

INSIGHT

Retailers plan to invest in infrastructure and software that enhances the customer experience,drives faster inventory turns, and provides a quick ROI. Customer centricity is so important that

Chief Marketing Ofcers (CMOs) are spending part of their budgets on technology. In fact, in2013, more than 10% of the $60 billion in retail technology spending in North America came fromthe CMO’s budget, and by 2017, some analysts predict that the CMO will have a larger technologybudget than the CIO. Note: 1 in 4 high tech CMOs will be replaced every year through 2018. TheChief Operating Ofcer (COO) and Chief Purchasing Ofcer (CPO) are also spending moneyon IT. If the CIO is tasked with managing all IT, solutions purchased outside of CIO’s budget (byCMO, CPO, COO) may require collaboration between departments.

Some retailers are redening their leadership structure in an effort to deliver a seamless customerexperience. For instance, Macy’s and Finish Line have Chief Omnichannel Ofcers (e.g., Macys,Finish Line), Belk has an Executive VP Omnichannel (e.g., Belk), and Sears has a VP of Customer

Experience and Integrated Retail. Such executives typically manage strategy across channelsmay own technology budget.

DECISION MAKERS AND INFLUENCERS

• CIO:

» Decision maker focused on building infrastructure to support business functions

» Concerned with implementing technology to ensure a competitive advantage without dis-

rupting business operations, making IT as agile as the business demands, and reducingimplementation time in order to deliver value faster

» Key metrics include cost management, execution on time and on budget

• CMO:

» Decision maker focused primarily on sales and brand image

» Willing to try technology to see if it will drive sales

» Relatively short timeframe for technology evaluation and deployment (when compared toCIO)

» Drive brand loyalty through customer acquisition and retention

» Drive increased basket size and shopping trips

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

TOP FIVE TIPS FOR SUCCESS

DECISION MAKERS AND

INFLUENCERS

TYPICAL RETAILER GOALS

KEY DECISION DRIVERS

PART V:

CONVERSATION

STARTERS

STRATEGIC INITIATIVES

2015 RETAILER IN STORE

INVESTMENT PRIORITIES

HELPING YOUR PROSPECT

ORK SMARTER



19

PART III:

DECISION MAKER

INSIGHT

» Key metrics include customer count, basket size, and net promoter score

• COO/VP Operations:

» Decision maker focused on increasing sales and prots

» Ensure associate productivity (ease of use is important)

» Enhance operational execution of store and supply chain

» Key metrics include reduced costs (labor and inventory), increased sales

• CPO/VP Purchasing:

» Inuencer focused on total cost of ownership and ancillary costs

» Concerned with maximizing use of existing assets and rationalizing specications for newassets

• CFO/VP of Finance» Concerned with ROI

• Store owner (specialty or small retailers): decision maker

» Focused on how IT can enable customer centricity and improve operational efciency

• VP of Merchandising:

» Focused on IT’s functionality, speed of implementation, ease of use

• VP, Supply Chain: influencer

» Concerned with functionality, speed of implementation, productivity, ease of use (can’t af-

ford to shut down deliveries for 1-2 days during system implementation)• Store Manager

• District Manager

• Operations Manager

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE


DECISION MAKERS AND

INFLUENCERS



PART V:

CONVERSATION

STARTERS





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INSIGHT


• Delight the customer through product mix, pricing, transaction, and service in order to drivesales

• Control costs (labor, inventory)

• Maintain healthy gross margins


The overarching priority for retailers is to enhance the customer experience. This means creating

a seamless, personalized shopping experience regardless of channel, providing customers withreal-time product information and stock levels, and streamlining the checkout process. Key driversfor technology decisions include:

• Mobile marketing, customer experience management, and loyalty applications are drivingmobile hardware sales.

• Desire to conduct mobile transactions, enabling “anywhere retailing” that serves shoppersanywhere in the store

• Desire to optimize inventory, assortment, price, and fulfillment processes

• Enabling omnichannel retailing is driving significant investment (North America)• Cost reduction (labor and inventory)

• Nearly 25% of respondents to a survey indicated that competitive pressures drive spendingdecisions for mobile apps.

• Need for high velocity checkout is a driver for updated POS systems

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE


DECISION MAKERS AND

INFLUENCERS



PART V:

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INSIGHT


Retailers are focusing primarily on creating personalized, omnichannel shopping experiencesdesigned to entice highly empowered, well informed, digital savvy consumers to buy. They arealso striving to keep labor and inventory costs down and to improve security in the wake of recentdata breaches.

• Omnichannel Integration (55.0%)

• Advanced CRM / Loyalty Programs (53.0%)

• Mobile for Associates (51.0%)

• Mobile Engagement for Consumers (47.0%)

• Single Transaction Engine (36.0%)

• Inventory Visibility (35.0%)

• BI / Analytics for Store Associates (30.0%)

• Clienteling / Associate Selling (23.0%)

• WFM Softwarey / Hardware (22.0%)

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE


DECISION MAKERS AND

INFLUENCERS



PART V:

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PART III:

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INSIGHT

2015 INSTORE INVESTMENT PRIORITIES

Hardware Priorites:

• Mobile POS Hardware (60.8%)

• Mobile Devices for Store Associates (38.8%)

• Traditional POS Hardware (38.8%)

• Digital Signage (36.7%)

• Printers (34.1%)

• PIN Pads & Payment Terminals (30.2%)

• Self-Service Kiosks (24.6%)

• Traffic Counting (23.8%)

• Self-Checkout Systems (18.3%)


• Understand the dominating influence of the consumer on the retail industry, and position yoursolution as enhancing the customer experience.

• Become an expert in omnichannel retailing and be prepared to advise retailers on howtechnology solutions can help them as they adopt cross-channel synergies.

• Develop relationships with the CMO (especially), COO, and CPO/VP of Purchasing inaddition to the CIO. Recognize the differences in personalities and priorities and adapt yourconversations accordingly.

• Demonstrate to C-levels how your solution ties in to their business goals and gives their branda competitive advantage.

• Time your sales cycle to avoid disrupting the busy holiday shopping season; retailers do notwant to conduct IT deployments in the last quarter of the year.

Software Priorites:

• Mobile Device Management (43.3%)

• POS Software (40.0%)

• Mobile POS Software (38.3%)

• Merchadise Mangement (37.6%)

• Payment Processing (34.2%)

• BI & Analytics (21.7%)

• Traffic Counting (21.7%)

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE


DECISION MAKERS AND

INFLUENCERS



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HELPING YOUR PROSPECT WORK SMARTER

Customer centricity and blending online and in-store shopping are the top initiatives in the retailindustry. Here are some ways in which technology can help your prospect succeed:

• Transform the customer experience: In-store wireless networks that support integratedapplications enable your prospect to provide a seamless, personalized shopping experience tocustomers browsing the aisles of their stores with their smartphones. Customer self-service,kiosks, product locator, mobile POS, mobile loyalty apps, inventory visibility all contribute todelighting customers and earning their loyalty.

• Enhance sales associate effectiveness: Equipping sales associates with mobile computersrunning retail applications gives them real-time access to product information, inventory, and

order information, enabling them to better serve customers. Enhancing productivity also allowsstore managers to spend less time on paperwork and more time implementing strategies todelight customers.

• Facilitate omnichannel retailing: A secure, robust, reliable wireless infrastructure andmobile solutions can help narrow the gap between online, mobile, and in-store shoppingexperiences. Data capture, inventory, and warehouse management solutions help retailersprocess orders and returns seamlessly and efficiently.

• Maximize supply chain efficiency: Mobile data capture, voice, and data communicationstechnology can help retailers transform supply chain operations by delivering the right productat the right time while increasing supply chain visibility to proactively forecast customer

demand. Technology can assist with perishables management, price check inventorymanagement, back door receiving, stock replenishment and can enable staff to conduct store-level inventories more accurately and efficiently.

• Transform data into insights: POS, inventory, and other data can give retailers insightsinto shopping behaviors, likes, dislikes, and decision drivers of consumers. Retailers shoulduse data strategically to understand customers and win business from more nimble onlinecompetitors.

PART IV:

SOLUTION

SNAPSHOT

PART VI:

DISCOVERY

QUESTIONS

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE


DECISION MAKERS AND

INFLUENCERS



PART V:

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PART IV:

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PART IV:

SOLUTION

SNAPSHOT

SOLUTION NAME PAIN POINTS ENTERPRISE COMPONENTS ZEBRA COMPONENTS CUSTOMER BENEFIT

CONNECT WITH SHOPPERSCustomer-Facing Solutions • Lack of store associate

knowledge

• Customer frustration withlack of assistance

• Potential lost revenues

• Handheld computers, MC40,TC55, TC70

• Enterprise voice solution

• MPact Platform for MobileMarketing

• WLAN

↑ Sales by cross selling andupselling

↑ Customer satisfaction↑ Customer engagement in the

store• Enables Omnichannel

execution

Assisted Selling • Customer frustration wi thlack of assistance


• Handheld computers, MC40,TC55, TC70

• WLAN

• Zebra Commerce solutions,Sales Assist, Item locator/

search

↑ Sales by increased basketsize

↑ Customer loyalty• Enables Omnichannel

execution

THE ZEBRA KNOWS RETAIL

Today, consumer behavior is more sporadic and fragmented than ever before. They want to be able to shop when they want, where they want,and on whichever device they want. And to add to this complexity, they expect their experiences to be personalized and consistent whetherthey’re shopping in stores or online. Unfortunately, many retailers today don’t have the infrastructure or capabilities to provide such an experi-ence. Inventory systems aren’t integrated with supply chain systems, which aren’t integrated with CRM systems or e-commerce systems. As aresult, personnel don’t have up to date information to be able to service customers effectively.

The Zebra knows that in the era of the empowered customer, visibility, control and even automation of value chains are essential in providing apersonalized customer experience efciently and at scale. Zebra’s leading barcode, RFID and printing technologies can empower retailers toprovide a more tailored experience, while delivering unique business insights and making operations more efcient.

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

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PART VI:

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QUESTIONS

PART V:

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26

PART IV:

SOLUTION

SNAPSHOT


CONNECT WITH SHOPPERS

Connected Shopper & SelfService

• Meeting shopperexpectations


• MPact Platform for MobileMarketing

• CC5000

• MC18 Personal Shopper

• WLAN

• Proximity Awareness and Anayltics

• Services: Device andasset management, WLANmanagement

• Zebra Kiosk printer – Forexample KR403.

↑ Sales↑ Customer satisfaction↑ Consumer-centric marketing↓ Labor cost• Enables Omnichannel

execution

Mobile Clienteling • Existing manual process notscalable


• Mobile computers,ie MC40,TC55

• WLAN


↑ Sales↑ Customer satisfaction↑ Consumer-centric marketing↓ Labor cost

Couponing & Gift Registry • Meeting shopperexpectations


• Handheld computers, ie.MC18,

• CC5000

• Mobile printers; ie. ZQ110,iMZ Series

• Desktop printers; ie. G series

• KR403 Kiosk receipt printer

• High performance cardprinters

• Quikcard solution bundles

• Standard card printers

↑ Sales↑ Customer satisfaction

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

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PART VI:

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QUESTIONS

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27

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SNAPSHOT



Loyalty, Membership and GiftCards

• Increase efficiency fromback office to checkout

• Inability to printing labels ondemand to improve accuracyand save labor

• Mobile printers; ie. ZQ110,iMZ Series

• Desktop printers; ie. G series

• KR403 Kiosk receipt printer

• High performance cardprinters

• Quikcard solution bundles

• Standard card printers

↑ Sales and customer loyalty ↓ Labor cost

Field Sales/Direct StoreDelivery

• Manual or inefficientprocesses to completethe sales cycle, ordering,delivering, merchandising,returns

• Handheld computers,ie. MC45, TC55, MC95,WorkaboutPro3

• ET1 Tablet

• Device and assetmanagement services

• DEX interface, receiptprinters and the route pallet,Zatar

↑ New products sold faster andmore often

↑ Sales opportunities per shift↑ Predictability and visibility in

buying signals/ demandforecast

Field Service • Slow response time by fieldtechnicians to customerneeds

• Lack of information availableto service the customer

• Handheld computers, MC67,WorkaboutPro3

• HC1

• ET1 Tablet


• Mobile printers, MultiplatformSDK, supplies, Zatar

↓ Decreased cost to serve↑ Higher rst-time x rates↑ Revenue captured through up-

sell and cross-sell

↑ Customer satisfaction

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

INSIGHT

PART VI:

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QUESTIONS

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28

PART IV:

SOLUTION

SNAPSHOT



Price/Item Inquiry andMerchandise Locator

• Customer satisfaction

• Lost revenue

• MK product line

• CC5000

• WLAN

• Handheld computer, MC40,SB1

• Services:WLANmanagement

• Zebra Commerce solutions,Sales Assist, Item locator/search , price management,inventory management,ordering, delivery

↑ Customer satisfaction↓ Labor cost↑ Operations efciencies

ENABLE ASSOCIATES

Staff Communications &Management • Inconsistent communications • SB1, MC40, TC70• Workforce connect

• WLAN


↑ Staff Productivity↑ Customer satisfaction↑ Communications and replace

disruptive overhead paging↓ Communication costs

Merchandising & InventoryManagement

• Inaccurate inventory visibility

• Time and labor cost

• Handheld computers;MC31/32/92, TC70

• Mobile and stationary RFID

readers

• TC70

• WLAN


• QLn420, ZD500/R, ZT230,ZT410

• Zebra Retail Solution

(Hart Systems +ZCommerce+Services)

↓ Cost↑ Inventory accuracy↑ Labor productivity↓ Cycle time

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

INSIGHT

PART VI:

DISCOVERY

QUESTIONS

PART V:

CONVERSATION

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29

PART IV:

SOLUTION

SNAPSHOT


ENABLE ASSOCIATES

Mobile POS • Lost sales due to longcheckout lines

• Customer satisfaction

• Handheld computers, ieMC40, TC55,TC70

• PD40, Note Q215

• WLAN


•

• ZQ110, iMZ family, or RWfamily. Note ZQ500 familywill be introduced in Februaryand will replace the RW.

• Zebra Commerce Mobilecheck-out solutions

↑ Customer satisfaction↑ Faster POS↑ Operational efciencies

Point of Sale Solutions • Slow checkout

• Redeem mobile loyalty toexecute ecommerce solution

• POS scanner portfolio,handheld, cordless,presentation, MP6000

• Zebra Commerce Mobile

check-out solutions

↑ Customer satisfaction

↑ Faster POS

Omnichannel Fullllment • Execute a multi-channelstrategy

• Lack of Inventory visibility

• Handheld computers, ieMC40, TC55,TC70

• Mobile and stationary RFIDreaders

• WLAN


• Zebra Commerce, pricemanagement, inventorymanagement, ordering,delivery

• Mobile printers, QLn420,ZD500/R, ZT230, ZT410

• Zebra Retail Solution

(Hart Systems +ZCommerce+Services)

↑ Sales↑ Customer satisfaction↓ Labor cost

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

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PART VI:

DISCOVERY

QUESTIONS

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30

PART IV:

SOLUTION

SNAPSHOT


ENABLE ASSOCIATES

Warehouse Management • Operation that is paper-based

• Data delays, all batchprocessing

• Inventory discrepancies

• Poor accuracy

• Large inventory carryingcosts

• Poor customer service

• Inventory latency

• Increased labor

• Hardware: MC95xx, TC7x,ET1, WAP, LS3xxx, FXxxxx,MC91xx, MC31xx, VCxx,VH10, 8585, Wearables

• Software: TeKspeechPro,Partner WMS

• WLAN

• Service: MLM

• LS material flow

• Enterprise Connector

• Designer

• Net Bridge

↑ Inventory accuracy↑ Labor productivity↑ Efciently speed up picking,

stacking and put away↓ Cycle time↓ Reduced costs

Fleet Management • Proof of activity and delivery

• Not able to track driverand costly assets tracking/rotation

• Underutilization of limiteddrivers & vehicles

• Costly idle and dwell time

• Lack of visibility

• Paperwork wastes

• Compliance to regulatorystandards

• Hardware: MC95xx, TC70,ET1, WAP, LS3xxx, FXxxxx,MC91xx,

• Software: Partner WMS

• WLAN

• Service: MLM

• LS Yard Management systemwith active RFID tags & RFIDprinters

↑ Stops Per Driver Per Day↓ Fuel Costs↑ Equipment Up Time↓ Unplanned Down-time↓ Eliminate Paperwork & Data

Entry Errors↑ Customer Satisfaction

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

INSIGHT

PART VI:

DISCOVERY

QUESTIONS

PART V:

CONVERSATION

STARTERS

PART IVPART IIPART I PART III PART VIPART V



31

PART IV:

SOLUTION

SNAPSHOT


ENABLE ASSOCIATES

Enterprise Asset Management • Time a cost of service

• Inventory (asset) inacuracies

• Handheld computers

• ET1 tablet

• WLAN

• Rugged scanners

• RFID readers


• Hardware: QLn420, P4T, GSeries, ZT230

• Software: Profile Manager,Zatar, Zebra Designer Pro

• Supplies: PolyO 3100T

• Service: ZebraCare

↓ Downtime through fasterresponse and optimizedmaintenance schedules

↑ Asset utilization and uptime↓ Reduced tools/spares

inventory and associatedcosts

↑Technician productivi ty

OPERATIONAL EFFICIENCY

Price Management • Inaccurate pricing/labels onshelves/sales floor


• Handheld computers;MC31/32/92, TC70

• WLAN

• Services: Device and assetmanagement,

• WLAN management

• QLn320, QLn220, ZD500

• Zebra Commerce PriceManagement, activation &compliance apps

↑ Data accuracy↓ Data entry↓ Service personnel

Shipping & Receiving • Inaccurate inventory visibilit y


• Handheld computers; ieMC95xx, TC70, ET1, WAP4,LS3xxx, FXxxxx, MC91xx,

MC31xx

• ET1 tablet

• WLAN


• Zebra Commerce

• G Series

• ZT230

• ZT410

• QLn 420

↑ Improve inventorymanagement

↓ Reduce out-of-stocks

↓ Reduce time to bring itemsfrom back of store to front ofstore

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

INSIGHT

PART VI:

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QUESTIONS

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32

PART IV:

SOLUTION

SNAPSHOT


EMPOWER IT

Device & Asset Management • Tracking mobility assets

• Making cost effectivedecisions

• Mobility lifecyclemanagement

• Device monitoring

• Telecom expensemanagement

• LinkOS Enabled Printers ↓ Reduce device managementcosts

• This service identifies lostdevices and those that needservice, as well as eachdevice’s warranty, history,software version, to whomit has been assigned, repair

record, and much more.

Wireless Communications • Secure and stable wirelessnetwork

• Staff connectivity to storeapplications

• Guest Wifi for shoppers

• WLAN

• WLAN Cloud services

• Integrated services platform

• WLAN management andsecurity

• Proximity and analytics

• Zebra Commerce • Enable associates tosecurely use a variety ofreliable, service-enhancingdevices

• Offer shoppers easy accessto wireless connectivity andinformation

• Enable omnichannel retailingfor a smarter, more profitablestore

Network InfrastructureManagement • Lack of skill to manage andsupport the wireless network • IT infrastructure management• WLAN cloud services

• System management

• Monitoring

↓ Operational expenses↑ Performance

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

INSIGHT

PART VI:

DISCOVERY

QUESTIONS

PART V:

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33

PART IV:

SOLUTION

SNAPSHOT

WHERE MOBILITY MATTERS

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART III:

DECISION MAKER

INSIGHT

PART VI:

DISCOVERY

QUESTIONS

PART V:

CONVERSATION

STARTERS



34

PART V:

CONVERSATIONSTARTERS

PART V:PART II:PART I: PART IV:PART III: PART VI:



35

PART V:

CONVERSATION

STARTERS


In person or on the phone:

<Prospect Name>, imagine if your sale associates had mobile access to inventory, pricing, and productinformation. They’d be able to check stock levels, verify prices, locate an in-stock item that had beenmisplaced, call an expert for an answer to a product-related question, and even ring up a sale — allwithout leaving the customer’s side. That sort of service really impresses customers —and wins brandloyalty.

<Prospect Name>, on a busy shopping day, you want to ensure that all store personnel are working asefciently as possible so that you can best serve customers and maximize sales. Mobile voice and datasolutions enable your managers, cashiers, backroom personnel, and sales oor staff to work together asone cohesive team responding to customers’ needs efciently and effectively. You’ll cut out the wastedtime sales staff spend walking back and forth to locate a manager or access a computer, freeing staff upto serve more customers and guide more sales.

Over voice mail:

<Prospect Name>, one way to increase staff productivity and boost protability is to provide your storemanagers with mobile devices, so that they can check on the day’s sales gures, review emails, andadjust staff schedules wherever they are on the sales oor. Our retail clients report a 6% increase in staffproductivity, on average, resulting in a 1% increase in gross prot per week.

STEP 2CHOOSE A TOPIC

Hello, <Prospect Name>, my name is <Name> and I represent <Company Name>, a Zebra BusinessPartner. I am a specialist who helps retailers drive sales by enhancing the customer experience throughthe effective use of voice and data applications enabled by retail data capture and mobile technologysolutions.

STEP 1TAILORING YOUR

GREETING

Here is an easy process to help you talk to

retailers about their most important issues.

Although some are targeted toward specicsituations, you should choose the option that

feels right to you.

PART II:

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TRENDS

PART I:

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PART IV:

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36

PART V:

CONVERSATION

STARTERS

EMPOWER ASSOCIATES


<Prospect Name>, I understand how important it is to delightcustomers, and found it interesting to learn that 58% of surveyedshoppers believed that store associates using handheld mobilecomputers enhanced their shopping experience. With real-timeaccess to product, inventory, and order information from anywherein the store, sales associates are much better equipped to assistcustomers and guide them to make purchases.

<Prospect Name>, imagine if your warehouse staff could focuson managing inventory and delivering goods on time rather than

counting stock and making sure the right goods are received frommanufacturers. With automated data capture and warehousemanagement solutions, you can automate the stock-takingprocess and improve the accuracy of shipment information andinspection. Your warehouse staff will be able to spend more timegetting merchandise to retail shelves or packaged for shippingto customers. You’ll improve productivity and efciency, reduceoperational costs, and enhance customer satisfaction.

Over voice mail:

<Prospect Name>, one of the best ways to ensure your customershave a positive experience with your store is to expedite thecheckout process. Effective POS tools that streamline scanning,signature capture, and payment processing empower yoursales associates to be more efcient — and to focus less on themechanics of the checkout process and more on the customer.

ENABLE INFORMATION TECHNOLOGY (IT)


<Prospect Name>, customers shopping in your stores have high

expectations when it comes to mobile connectivity and gettinginstant answers to their questions about product availability andpricing. Having a secure, robust, and reliable wireless infrastructureis a must if you are going to deliver the sort of shopping experiencethat will attract and retain customers. In-building voice and dataapplications that are enabled with retail oor mobile connectivitysolutions can keep your sales associates, managers, and backroomstaff connected while providing you with lots of options forinteracting with your customers via their smartphones.

<Prospect Name>, personalizing the shopping experience cangive you the edge you need to earn customer loyalty in a cutthroat

competitive environment. With a robust, secure, reliable wirelessinfrastructure, you can offer shoppers guest Wi-Fi access whileenabling proximity marketing and other location-based services in asecure environment, and you can scale up as your business grows.You’ll nd that a solid network infrastructure is the foundation youneed to build lasting customer relationships and to drive protability.

Over voice mail:

<Prospect Name>, a simpler network empowers your IT team tospend less time on troubleshooting and more time focusing onapplications designed to connect with customers and improveoperational efciencies.

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PART V:

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STARTERS

STEP 3CLOSING


<Prospect Name>, what are some of the challenges your store is facing today that you would liketechnology to help you address?

Over voice mail:

<Prospect Name>, I will give you a call tomorrow at <time> to see if we can get together to discuss someof challenges your store is facing and ways to address those challenges. Or, you can reach me at <phonenumber>. Thanks very much.

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38

PART VI:

DISCOVERYQUESTIONS

PART VI:PART II:PART I: PART IV:PART III: PART V:



39

PART VI:

DISCOVERY

QUESTIONS

General

Your company is growing. Are there any applications or opportunities for automation that you would like to address or improve?

Customer Relations

What is the number one thing you are hearing from customers about their buying experience in your stores?What are some of the customer-driven issues that you deal with on a daily basis?

How do you ensure that your salespeople stay responsive to customer needs?

What channels are you using to communicate with customers shopping in your store (e.g., sales associates, mobile marketing)? Would you liketo enhance in-store customer communications?

Do you think your customers would like to use self-service technology to nd products in your store?

What is your opinion on providing customers guest WiFi access in your stores?

Are you interested in deploying customer-facing mobile applications?

Do you have a customer loyalty program? If so, how are you using the data you collect through the program? Would you like to do more withthe data?

Sales Associate Effectiveness

How do your sales associates currently keep track of the products on the oor, in the back room, and in the warehouse?

Would it help your sales associates to have mobile devices through which they could track inventory for customers?

Supply Chain Efciency

What are some key things you would like to do to improve operational efciency?

Do you currently have the ability to accept Direct Store Delivery (DSD)? If so, how is that currently integrated into your inventory system?

Are you certain that all of your DSD invoices are extended correctly?

How is information about overstock, damage, or other DSD-related concerns integrated into your backend systems?

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART IV:

SOLUTION

SNAPSHOT

PART III:

DECISION MAKER

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PART V:

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STARTERS

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40

PART VI:

DISCOVERY

QUESTIONS

Checkout Process and Queue Busting

Are there aspects of the checkout process (e.g., efciency, customer-sales interaction) that you would like to improve? Do you feel that thecheckout process leaves your customers with a positive impression of your store? If so, why? If not, why not?

Do your sales associates have the opportunity to engage with customers during the checkout process (e.g., to nd out if they are satised withtheir shopping experience, need an additional product, etc.)?

Is there customer or transaction information that you are not collecting today but would like to collect? (e.g., customer product preferences,speed of transaction)

Are long lines a signicant issue for your business?

What does your checkout staff do now when the lines get too long?

What is your opinion of self-checkout technology?

Would it help speed the checkout process if you deployed mobile POS solutions throughout your store? How?

Inventory Management

Are there any inventory management issues that automation might address for your team?

Is there room for improvement in the accuracy and timeliness of your inventory process? If so, how would any improvements help your business(e.g., would they enable you to provide accurate product availability information to customers in a timely manner)?

How often do you take inventory? Do you do it yourself or outsource it?

How do conduct inventory? Is the process paper-based?

What is your out-of-stock percentage? Is it the same on promotional items?

PART II:

CHALLENGES AND

TRENDS

PART I:

RETAIL AT A

GLANCE

PART IV:

SOLUTION

SNAPSHOT

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INSIGHT

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“2013 Retail Technology Spending Report.” Worldwide Business Research,2013. Web. 9 July 2014. <http://cdn2.content.compendiumblog.com/uploads/user/10de84bd-0a35-4f29-a053-88b2268a231b/fef49a9a-812b-

45cf-8f3e-ab3d795690e8/File/e02f367b339dd76fc403a5ea8aaca9bc/

etailpalmspringsbenchmark_att.pdf>.

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