Defeating Poverty In Ghana, One Shoe At A Time

Michael Kure

Walk a mile in George Kwame Baah’s shoes and you might get an inkling of his remarkable journey. In 11 years, Baah transitioned from a poverty-stricken life in his native Ghana to working as a full-time engineer in the United States, where he is founder and chief product designer of his own footwear e-commerce business, Kwame Baah.

Buying a pair of shoes was too expensive for Baah’s family when he was a child—so he innovated, making his own shoes out of recycled tires.

This experience led him to launch his namesake e-commerce business years later, selling contemporary-designed Ghanaian sandals and shoes across the United States.

Designed to alleviate poverty

Baah designs the footwear at the company’s headquarters in Fort Worth, Texas, but the footwear products are handcrafted by his employees back in Ghana—mainly Baah’s mother, siblings, and some neighbors. Handcrafting these signature shoes enables all to support themselves.

“Kwame Baah shoes are designed to alleviate poverty,” Baah said.

It is the driving force behind Kwame Baah. And the company does so by providing a living wage for its workers in Baah’s Ghanaian hometown.

That’s a big reason why George’s passion to see his business succeed is as strong as his altruism.

Supporting his business, family, and fellow townspeople

George was inspired to launch Kwame Baah in part by his native culture, which values support and neighbors who need financial help. Baah accepts and owns this responsibility unconditionally.

Baah came to the U.S. in 2000 to study engineering, which led to a full-time job. Yet he still chose to enter an already crowded global industry dominated by powerhouse competition such as Nike and Adidas.

That can be challenging. Consumers are generally hesitant to try something new and unbranded. Nevertheless, Kwame Baah has been able to stand out among the competition, thanks to its uniquely stylish design, superior craftsmanship, and materials from Ghana.

Studies show that millennials are more inclined to purchase products from companies doing good for society, and that’s exactly the competitive advantage that George is selling.

“Most of our clients are people looking for something new, something stylish. You get a shoe that is well made and very stylish…that you can’t find on any [other] market,” Baah said. “And then you have a great story behind it—that’s our competitive edge.”

More shoes sold means more people helped

Providing a living wage requires selling a lot of shoes, just as generating awareness and growing sales requires a proven business solution to scale growth. Baah chose the end-to-end an e-commerce solution designed for small and midsize businesses to help his company think ahead in terms of future growth.

“Being able to expand and have all these analytical tools and data at my fingertips [is] what drew me to the technology,” Baah said.

Baah has made the most use of his new technology’s data analytics tool. Data collected from social media tracking helps George make more informed decisions on how to reach his audience and generate further awareness in the marketplace.

Baah expects his new business solution to help his company grow, scale, and operate more efficiently. Every penny of additional profit puts more money into the pockets of the artisans.

Another benefit has been the exposure.

“This digital approach will bring more publicity to the company because retailers we work with see that as a sign of credibility,” Baah said. In fact, since signing on, Kwame Baah footwear has been picked up and sold by the brand, Free People, an exclusive, trendy brand very popular among young people.

George’s story is truly an inspiration to all small business owners: a quality product with universal appeal and an even better purpose. Kwame Baah is a leader in meaningful business success.

Click here to learn more about how SAP Anywhere can help grow your small business.

 

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Michael Kure

About Michael Kure

Michael Kure is the lead copywriter on the Small and Midsize Businesses team and comes to SAP with 15 years of marketing communications, copywriting, and editorial experience.

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Ted Basile

About Ted Basile

Ted Basile is the senior director responsible for global marketing for SAP HANA Enterprise Cloud. His charter spans messaging, positioning, and building customer-facing assets to support all marketing and sales activities. @teddybgame | LinkedIn

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Mukund Rao

About Mukund Rao

Mukund Rao is Director of the Automotive Business Unit at SAP. He has been a key contributor to the business unit for over 18 years, focusing on both OEMs and suppliers. Mukund earned his MBA from University of Michigan and M.S. degree in Mechanical Engineering from Oklahoma State University.

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Tom Cassell

About Tom Cassell

Tom Cassell is an IBM Executive and the Global Leader for IBM’s Ariba Practice. He has led multiple transformation programs that improved source-to-pay capabilities by leveraging Ariba solutions He is leading IBM GBS’s Cognitive Procurement initiative, which includes the integration of Watson into Ariba. Tom has over 20 years of experience in supply chain management, with a particular focus in the planning and procurement domains.

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Derek Klobucher

About Derek Klobucher

Derek Klobucher is a Brand Journalist, Content Marketer and Master Digital Storyteller at SAP. His responsibilities include conceiving, developing and conducting global, company-wide employee brand journalism training; managing content, promotion and strategy for social networks and online media; and mentoring SAP employees, contractors and interns to optimize blogging and social media efforts.

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Elizabeth Milne

About Elizabeth Milne

Elizabeth Milne has over 20 years of experience improving the software solutions for multi-national, multi-billion dollar organizations. Her finance career began working at Walt Disney, then Warner Bros. in the areas of financial consolidation, budgeting, and financial reporting. She subsequently moved to the software industry and has held positions including implementation consultant and manager, account executive, pre-sales consultant, solution management team at SAP, Business Objects and Cartesis. She graduated with an Executive MBA from Northwestern University’s Kellogg Graduate School of Management. In 2014 she published her first book “Accelerated Financial Closing with SAP.” She currently manages the accounting and financial close portfolio for SAP Product Marketing. You can follow her on twitter @ElizabethEMilne

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Johannes Papst

About Johannes Papst

Johannes Papst, solution manager for SAP, focuses on aligning SAP solutions with today´s business needs especially in the Industrial Machinery and Components Industry. He has over 20 years of experience with software for the discrete manufacturing industry. His main area of focus is manufacturing processes and working will small and medium businesses.

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Falk Rieker

About Falk Rieker

Falk Rieker, Global Vice President and Global Head of the Banking Business Unit at SAP, is a senior level financial services professional and SAP veteran with over 20 years’ experience. He is responsible for leading the SAP banking solution strategy and connecting bankers with the technology they need to succeed in today´s workplace. As a thought leader in the banking space, Falk frequently speaks at international banking conferences and has been published and quoted in leading industry publications like Forbes, American Banker, IDG and Wall Street and Technology. Follow Falk on Twitter (@FalkRieker), LinkedIn, Youtube, and Instagram.

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

Comments

Hu Yoshida

About Hu Yoshida

Hu Yoshida is responsible for defining the technical direction of Hitachi Data Systems. Currently, he leads the company's effort to help customers address data life cycle requirements and resolve compliance, governance and operational risk issues. He was instrumental in evangelizing the unique Hitachi approach to storage virtualization, which leveraged existing storage services within Hitachi Universal Storage Platform® and extended it to externally-attached, heterogeneous storage systems. Yoshida is well-known within the storage industry, and his blog has ranked among the "top 10 most influential" within the storage industry as evaluated by Network World. In October of 2006, Byte and Switch named him one of Storage Networking’s Heaviest Hitters and in 2013 he was named one of the "Ten Most Impactful Tech Leaders" by Information Week.

Tags:

SME , #Forbes , awareness

Retail in the Cloud: Why Small Businesses Should Take Advantage of the Cloud

Susan Kuchinskas

Retail in the Cloud

Retail, Meet Cloud: Why Small Businesses Should Take Advantage of the CloudTaylor Stitch was born in a San Francisco apartment in 2008, when three friends decided to update the venerable bespoke shirt trade. The idea was to provide the quality of individual measurements and hand sewing while taking advantage of the speed and reach of the Internet. Once a customer has been hand-measured, he can order shirts of different styles online, and the retailer also offers an increasing variety of clothing in standard sizes.

Taylor Stitch grew steadily through word of mouth and pop-up stores. When it opened a San Francisco retail location in 2011, the founders knew they needed to get serious about their business systems.

“We needed something that would let us manage inventory on the fly,” says co-founder Michael Maher. A sold-out item at a pop-up in Boston would create cranky customers if it was still listed on the ecommerce site, for example.

The company went with three cloud-based applications: Shopify, a provider of online storefronts; Xero for accounting; and Vend for point of sale. The first decision point was price. “I couldn’t afford to custom build a $200,000 solution,” Maher says. With sales expected to reach $1.5 million this year, Taylor Stitch spends around $400 per month on its business systems.

As Lindsey Nelson recently pointed out, retailers reduce IT spending with cloud services because they don’t pay for hardware, servers and storage, and they typically pay only for the storage they need. Neither do they need IT staff or services.

Time is money, and speed is another advantage of cloud services, according to Phil Simon, business and technology consultant and author of The New Small: How a New Breed of Small Businesses is Harnessing the Power of Emerging Technologies. “Retainers can be up and running with new applications faster and scale as need,” he says. Adding a new user to an application or turning on additional features can usually be done from a self-service dashboard. SMBs can turn off unneeded services or reduce usage — and costs — just as easily.

Flexibility is an additional benefit to cloud services. Says Maher, “It’s always at my fingertips. I don’t have to be tied to my store or logged into something offline. If I have my laptop and wireless, I can see my inventory from anywhere.”

Simon thinks there’s little risk that startup vendors will outright fail and go away, taking your business data with them. But that doesn’t mean you shouldn’t back up your data regularly. And while it’s usually remarkably easy to migrate a business process to a cloud-based service, you should be aware that they don’t always work well together, he says.

One final caveat from Simon: Shell out a few bucks for your cloud services. Many of them offer free and premium versions; it’s worth it to sign up for premium. He says, “You get what you pay for. If you pay nothing for a service, you’re not a customer, you’re a user.”

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Tags:

SME , #Forbes , awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Ted Basile

About Ted Basile

Ted Basile is the senior director responsible for global marketing for SAP HANA Enterprise Cloud. His charter spans messaging, positioning, and building customer-facing assets to support all marketing and sales activities. @teddybgame | LinkedIn

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Mukund Rao

About Mukund Rao

Mukund Rao is Director of the Automotive Business Unit at SAP. He has been a key contributor to the business unit for over 18 years, focusing on both OEMs and suppliers. Mukund earned his MBA from University of Michigan and M.S. degree in Mechanical Engineering from Oklahoma State University.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Tom Cassell

About Tom Cassell

Tom Cassell is an IBM Executive and the Global Leader for IBM’s Ariba Practice. He has led multiple transformation programs that improved source-to-pay capabilities by leveraging Ariba solutions He is leading IBM GBS’s Cognitive Procurement initiative, which includes the integration of Watson into Ariba. Tom has over 20 years of experience in supply chain management, with a particular focus in the planning and procurement domains.

Tags:

awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Tags:

awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Derek Klobucher

About Derek Klobucher

Derek Klobucher is a Brand Journalist, Content Marketer and Master Digital Storyteller at SAP. His responsibilities include conceiving, developing and conducting global, company-wide employee brand journalism training; managing content, promotion and strategy for social networks and online media; and mentoring SAP employees, contractors and interns to optimize blogging and social media efforts.

Tags:

awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Elizabeth Milne

About Elizabeth Milne

Elizabeth Milne has over 20 years of experience improving the software solutions for multi-national, multi-billion dollar organizations. Her finance career began working at Walt Disney, then Warner Bros. in the areas of financial consolidation, budgeting, and financial reporting. She subsequently moved to the software industry and has held positions including implementation consultant and manager, account executive, pre-sales consultant, solution management team at SAP, Business Objects and Cartesis. She graduated with an Executive MBA from Northwestern University’s Kellogg Graduate School of Management. In 2014 she published her first book “Accelerated Financial Closing with SAP.” She currently manages the accounting and financial close portfolio for SAP Product Marketing. You can follow her on twitter @ElizabethEMilne

Tags:

awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Johannes Papst

About Johannes Papst

Johannes Papst, solution manager for SAP, focuses on aligning SAP solutions with today´s business needs especially in the Industrial Machinery and Components Industry. He has over 20 years of experience with software for the discrete manufacturing industry. His main area of focus is manufacturing processes and working will small and medium businesses.

Tags:

awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Falk Rieker

About Falk Rieker

Falk Rieker, Global Vice President and Global Head of the Banking Business Unit at SAP, is a senior level financial services professional and SAP veteran with over 20 years’ experience. He is responsible for leading the SAP banking solution strategy and connecting bankers with the technology they need to succeed in today´s workplace. As a thought leader in the banking space, Falk frequently speaks at international banking conferences and has been published and quoted in leading industry publications like Forbes, American Banker, IDG and Wall Street and Technology. Follow Falk on Twitter (@FalkRieker), LinkedIn, Youtube, and Instagram.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Hu Yoshida

About Hu Yoshida

Hu Yoshida is responsible for defining the technical direction of Hitachi Data Systems. Currently, he leads the company's effort to help customers address data life cycle requirements and resolve compliance, governance and operational risk issues. He was instrumental in evangelizing the unique Hitachi approach to storage virtualization, which leveraged existing storage services within Hitachi Universal Storage Platform® and extended it to externally-attached, heterogeneous storage systems. Yoshida is well-known within the storage industry, and his blog has ranked among the "top 10 most influential" within the storage industry as evaluated by Network World. In October of 2006, Byte and Switch named him one of Storage Networking’s Heaviest Hitters and in 2013 he was named one of the "Ten Most Impactful Tech Leaders" by Information Week.

Tags:

awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

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awareness

The Blockchain Solution

By Gil Perez, Tom Raftery, Hans Thalbauer, Dan Wellers, and Fawn Fitter

In 2013, several UK supermarket chains discovered that products they were selling as beef were actually made at least partly—and in some cases, entirely—from horsemeat. The resulting uproar led to a series of product recalls, prompted stricter food testing, and spurred the European food industry to take a closer look at how unlabeled or mislabeled ingredients were finding their way into the food chain.

By 2020, a scandal like this will be eminently preventable.

The separation between bovine and equine will become immutable with Internet of Things (IoT) sensors, which will track the provenance and identity of every animal from stall to store, adding the data to a blockchain that anyone can check but no one can alter.

Food processing companies will be able to use that blockchain to confirm and label the contents of their products accordingly—down to the specific farms and animals represented in every individual package. That level of detail may be too much information for shoppers, but they will at least be able to trust that their meatballs come from the appropriate species.

The Spine of Digitalization

Keeping food safer and more traceable is just the beginning, however. Improvements in the supply chain, which have been incremental for decades despite billions of dollars of technology investments, are about to go exponential. Emerging technologies are converging to transform the supply chain from tactical to strategic, from an easily replicable commodity to a new source of competitive differentiation.

You may already be thinking about how to take advantage of blockchain technology, which makes data and transactions immutable, transparent, and verifiable (see “What Is Blockchain and How Does It Work?”). That will be a powerful tool to boost supply chain speed and efficiency—always a worthy goal, but hardly a disruptive one.

However, if you think of blockchain as the spine of digitalization and technologies such as AI, the IoT, 3D printing, autonomous vehicles, and drones as the limbs, you have a powerful supply chain body that can leapfrog ahead of its competition.

What Is Blockchain and How Does It Work?

Here’s why blockchain technology is critical to transforming the supply chain.

Blockchain is essentially a sequential, distributed ledger of transactions that is constantly updated on a global network of computers. The ownership and history of a transaction is embedded in the blockchain at the transaction’s earliest stages and verified at every subsequent stage.

A blockchain network uses vast amounts of computing power to encrypt the ledger as it’s being written. This makes it possible for every computer in the network to verify the transactions safely and transparently. The more organizations that participate in the ledger, the more complex and secure the encryption becomes, making it increasingly tamperproof.

Why does blockchain matter for the supply chain?

  • It enables the safe exchange of value without a central verifying partner, which makes transactions faster and less expensive.
  • It dramatically simplifies recordkeeping by establishing a single, authoritative view of the truth across all parties.
  • It builds a secure, immutable history and chain of custody as different parties handle the items being shipped, and it updates the relevant documentation.
  • By doing these things, blockchain allows companies to create smart contracts based on programmable business logic, which can execute themselves autonomously and thereby save time and money by reducing friction and intermediaries.

Hints of the Future

In the mid-1990s, when the World Wide Web was in its infancy, we had no idea that the internet would become so large and pervasive, nor that we’d find a way to carry it all in our pockets on small slabs of glass.

But we could tell that it had vast potential.

Today, with the combination of emerging technologies that promise to turbocharge digital transformation, we’re just beginning to see how we might turn the supply chain into a source of competitive advantage (see “What’s the Magic Combination?”).

What’s the Magic Combination?

Those who focus on blockchain in isolation will miss out on a much bigger supply chain opportunity.

Many experts believe emerging technologies will work with blockchain to digitalize the supply chain and create new business models:

  • Blockchain will provide the foundation of automated trust for all parties in the supply chain.
  • The IoT will link objects—from tiny devices to large machines—and generate data about status, locations, and transactions that will be recorded on the blockchain.
  • 3D printing will extend the supply chain to the customer’s doorstep with hyperlocal manufacturing of parts and products with IoT sensors built into the items and/or their packaging. Every manufactured object will be smart, connected, and able to communicate so that it can be tracked and traced as needed.
  • Big Data management tools will process all the information streaming in around the clock from IoT sensors.
  • AI and machine learning will analyze this enormous amount of data to reveal patterns and enable true predictability in every area of the supply chain.

Combining these technologies with powerful analytics tools to predict trends will make lack of visibility into the supply chain a thing of the past. Organizations will be able to examine a single machine across its entire lifecycle and identify areas where they can improve performance and increase return on investment. They’ll be able to follow and monitor every component of a product, from design through delivery and service. They’ll be able to trigger and track automated actions between and among partners and customers to provide customized transactions in real time based on real data.

After decades of talk about markets of one, companies will finally have the power to create them—at scale and profitably.

Amazon, for example, is becoming as much a logistics company as a retailer. Its ordering and delivery systems are so streamlined that its customers can launch and complete a same-day transaction with a push of a single IP-enabled button or a word to its ever-attentive AI device, Alexa. And this level of experimentation and innovation is bubbling up across industries.

Consider manufacturing, where the IoT is transforming automation inside already highly automated factories. Machine-to-machine communication is enabling robots to set up, provision, and unload equipment quickly and accurately with minimal human intervention. Meanwhile, sensors across the factory floor are already capable of gathering such information as how often each machine needs maintenance or how much raw material to order given current production trends.

Once they harvest enough data, businesses will be able to feed it through machine learning algorithms to identify trends that forecast future outcomes. At that point, the supply chain will start to become both automated and predictive. We’ll begin to see business models that include proactively scheduling maintenance, replacing parts just before they’re likely to break, and automatically ordering materials and initiating customer shipments.

Italian train operator Trenitalia, for example, has put IoT sensors on its locomotives and passenger cars and is using analytics and in-memory computing to gauge the health of its trains in real time, according to an article in Computer Weekly. “It is now possible to affordably collect huge amounts of data from hundreds of sensors in a single train, analyse that data in real time and detect problems before they actually happen,” Trenitalia’s CIO Danilo Gismondi told Computer Weekly.

Blockchain allows all the critical steps of the supply chain to go electronic and become irrefutably verifiable by all the critical parties within minutes: the seller and buyer, banks, logistics carriers, and import and export officials.

The project, which is scheduled to be completed in 2018, will change Trenitalia’s business model, allowing it to schedule more trips and make each one more profitable. The railway company will be able to better plan parts inventories and determine which lines are consistently performing poorly and need upgrades. The new system will save €100 million a year, according to ARC Advisory Group.

New business models continue to evolve as 3D printers become more sophisticated and affordable, making it possible to move the end of the supply chain closer to the customer. Companies can design parts and products in materials ranging from carbon fiber to chocolate and then print those items in their warehouse, at a conveniently located third-party vendor, or even on the client’s premises.

In addition to minimizing their shipping expenses and reducing fulfillment time, companies will be able to offer more personalized or customized items affordably in small quantities. For example, clothing retailer Ministry of Supply recently installed a 3D printer at its Boston store that enables it to make an article of clothing to a customer’s specifications in under 90 minutes, according to an article in Forbes.

This kind of highly distributed manufacturing has potential across many industries. It could even create a market for secure manufacturing for highly regulated sectors, allowing a manufacturer to transmit encrypted templates to printers in tightly protected locations, for example.

Meanwhile, organizations are investigating ways of using blockchain technology to authenticate, track and trace, automate, and otherwise manage transactions and interactions, both internally and within their vendor and customer networks. The ability to collect data, record it on the blockchain for immediate verification, and make that trustworthy data available for any application delivers indisputable value in any business context. The supply chain will be no exception.

Blockchain Is the Change Driver

The supply chain is configured as we know it today because it’s impossible to create a contract that accounts for every possible contingency. Consider cross-border financial transfers, which are so complex and must meet so many regulations that they require a tremendous number of intermediaries to plug the gaps: lawyers, accountants, customer service reps, warehouse operators, bankers, and more. By reducing that complexity, blockchain technology makes intermediaries less necessary—a transformation that is revolutionary even when measured only in cost savings.

“If you’re selling 100 items a minute, 24 hours a day, reducing the cost of the supply chain by just $1 per item saves you more than $52.5 million a year,” notes Dirk Lonser, SAP go-to-market leader at DXC Technology, an IT services company. “By replacing manual processes and multiple peer-to-peer connections through fax or e-mail with a single medium where everyone can exchange verified information instantaneously, blockchain will boost profit margins exponentially without raising prices or even increasing individual productivity.”

But the potential for blockchain extends far beyond cost cutting and streamlining, says Irfan Khan, CEO of supply chain management consulting and systems integration firm Bristlecone, a Mahindra Group company. It will give companies ways to differentiate.

“Blockchain will let enterprises more accurately trace faulty parts or products from end users back to factories for recalls,” Khan says. “It will streamline supplier onboarding, contracting, and management by creating an integrated platform that the company’s entire network can access in real time. It will give vendors secure, transparent visibility into inventory 24×7. And at a time when counterfeiting is a real concern in multiple industries, it will make it easy for both retailers and customers to check product authenticity.”

Blockchain allows all the critical steps of the supply chain to go electronic and become irrefutably verifiable by all the critical parties within minutes: the seller and buyer, banks, logistics carriers, and import and export officials. Although the key parts of the process remain the same as in today’s analog supply chain, performing them electronically with blockchain technology shortens each stage from hours or days to seconds while eliminating reams of wasteful paperwork. With goods moving that quickly, companies have ample room for designing new business models around manufacturing, service, and delivery.

Challenges on the Path to Adoption

For all this to work, however, the data on the blockchain must be correct from the beginning. The pills, produce, or parts on the delivery truck need to be the same as the items listed on the manifest at the loading dock. Every use case assumes that the data is accurate—and that will only happen when everything that’s manufactured is smart, connected, and able to self-verify automatically with the help of machine learning tuned to detect errors and potential fraud.

Companies are already seeing the possibilities of applying this bundle of emerging technologies to the supply chain. IDC projects that by 2021, at least 25% of Forbes Global 2000 (G2000) companies will use blockchain services as a foundation for digital trust at scale; 30% of top global manufacturers and retailers will do so by 2020. IDC also predicts that by 2020, up to 10% of pilot and production blockchain-distributed ledgers will incorporate data from IoT sensors.

Despite IDC’s optimism, though, the biggest barrier to adoption is the early stage level of enterprise use cases, particularly around blockchain. Currently, the sole significant enterprise blockchain production system is the virtual currency Bitcoin, which has unfortunately been tainted by its associations with speculation, dubious financial transactions, and the so-called dark web.

The technology is still in a sufficiently early stage that there’s significant uncertainty about its ability to handle the massive amounts of data a global enterprise supply chain generates daily. Never mind that it’s completely unregulated, with no global standard. There’s also a critical global shortage of experts who can explain emerging technologies like blockchain, the IoT, and machine learning to nontechnology industries and educate organizations in how the technologies can improve their supply chain processes. Finally, there is concern about how blockchain’s complex algorithms gobble computing power—and electricity (see “Blockchain Blackouts”).

Blockchain Blackouts

Blockchain is a power glutton. Can technology mediate the issue?

A major concern today is the enormous carbon footprint of the networks creating and solving the algorithmic problems that keep blockchains secure. Although virtual currency enthusiasts claim the problem is overstated, Michael Reed, head of blockchain technology for Intel, has been widely quoted as saying that the energy demands of blockchains are a significant drain on the world’s electricity resources.

Indeed, Wired magazine has estimated that by July 2019, the Bitcoin network alone will require more energy than the entire United States currently uses and that by February 2020 it will use as much electricity as the entire world does today.

Still, computing power is becoming more energy efficient by the day and sticking with paperwork will become too slow, so experts—Intel’s Reed among them—consider this a solvable problem.

“We don’t know yet what the market will adopt. In a decade, it might be status quo or best practice, or it could be the next Betamax, a great technology for which there was no demand,” Lonser says. “Even highly regulated industries that need greater transparency in the entire supply chain are moving fairly slowly.”

Blockchain will require acceptance by a critical mass of companies, governments, and other organizations before it displaces paper documentation. It’s a chicken-and-egg issue: multiple companies need to adopt these technologies at the same time so they can build a blockchain to exchange information, yet getting multiple companies to do anything simultaneously is a challenge. Some early initiatives are already underway, though:

  • A London-based startup called Everledger is using blockchain and IoT technology to track the provenance, ownership, and lifecycles of valuable assets. The company began by tracking diamonds from mine to jewelry using roughly 200 different characteristics, with a goal of stopping both the demand for and the supply of “conflict diamonds”—diamonds mined in war zones and sold to finance insurgencies. It has since expanded to cover wine, artwork, and other high-value items to prevent fraud and verify authenticity.
  • In September 2017, SAP announced the creation of its SAP Leonardo Blockchain Co-Innovation program, a group of 27 enterprise customers interested in co-innovating around blockchain and creating business buy-in. The diverse group of participants includes management and technology services companies Capgemini and Deloitte, cosmetics company Natura Cosméticos S.A., and Moog Inc., a manufacturer of precision motion control systems.
  • Two of Europe’s largest shipping ports—Rotterdam and Antwerp—are working on blockchain projects to streamline interaction with port customers. The Antwerp terminal authority says eliminating paperwork could cut the costs of container transport by as much as 50%.
  • The Chinese online shopping behemoth Alibaba is experimenting with blockchain to verify the authenticity of food products and catch counterfeits before they endanger people’s health and lives.
  • Technology and transportation executives have teamed up to create the Blockchain in Transport Alliance (BiTA), a forum for developing blockchain standards and education for the freight industry.

It’s likely that the first blockchain-based enterprise supply chain use case will emerge in the next year among companies that see it as an opportunity to bolster their legal compliance and improve business processes. Once that happens, expect others to follow.

Customers Will Expect Change

It’s only a matter of time before the supply chain becomes a competitive driver. The question for today’s enterprises is how to prepare for the shift. Customers are going to expect constant, granular visibility into their transactions and faster, more customized service every step of the way. Organizations will need to be ready to meet those expectations.

If organizations have manual business processes that could never be automated before, now is the time to see if it’s possible. Organizations that have made initial investments in emerging technologies are looking at how their pilot projects are paying off and where they might extend to the supply chain. They are starting to think creatively about how to combine technologies to offer a product, service, or business model not possible before.

A manufacturer will load a self-driving truck with a 3D printer capable of creating a customer’s ordered item en route to delivering it. A vendor will capture the market for a socially responsible product by allowing its customers to track the product’s production and verify that none of its subcontractors use slave labor. And a supermarket chain will win over customers by persuading them that their choice of supermarket is also a choice between being certain of what’s in their food and simply hoping that what’s on the label matches what’s inside.

At that point, a smart supply chain won’t just be a competitive edge. It will become a competitive necessity. D!


About the Authors

Gil Perez is Senior Vice President, Internet of Things and Digital Supply Chain, at SAP.

Tom Raftery is Global Vice President, Futurist, and Internet of Things Evangelist, at SAP.

Hans Thalbauer is Senior Vice President, Internet of Things and Digital Supply Chain, at SAP.

Dan Wellers is Global Lead, Digital Futures, at SAP.

Fawn Fitter is a freelance writer specializing in business and technology.

Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.

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Four Retail Technology Trends To Take Off In 2018

Shaily Kumar

Over the past few years, technology has seen a significant shift from cyclical, invention-led spending on point solutions to investments targeting customer-driven, end-to-end value. The next wave of disruption and productivity improvements is here, which means a huge opportunity for digital-focused enterprises – if you are following the right roadmap.

Technology trends have significant potential over the next few years. Establishing a digital platform will not only set the stage for business innovation to provide competitive advantage, but it will also create new business models that will change the way we do business. Technology trends in 2018 will lay the foundation for the maturity of innovative technologies like artificial intelligence and machine learning and will prepare both businesses and shoppers to be ready for their consumption.

Like any other industry, retail is being disrupted. It is no longer enough to simply stock racks with alluring products and wait for customers to rush through the door. Technological innovation is changing the way we shop. Customers can find the lowest price for any product with just a few screen touches. They can read online reviews, have products sent to their home, try them, and return anything they don’t want – all for little or nothing out of pocket. If there are problems, they can use social networks to call out brands that come up short.

Retailers are making their products accessible from websites and mobile applications, with many running effective Internet business operations rather than brick-and-mortar stores. They convey merchandise to the customer’s front entry and are set up with web-based networking media if things turn out badly.

Smart retailers are striving to fulfill changing customer needs and working to guarantee top customer service regardless of how their customer interacts with them.

2017 saw the development of some progressive technology in retail, and 2018 will be another energizing year for the retail industry. Today’s informed customers expect a more engaging shopping experience, with a consistent mix of both online and in-store recommendations. The retail experience is poised to prosper throughout next couple of years – for retailers that are prepared to embrace technology.

Here are four areas of retail technology I predict will take off in 2018:

In-store GPS-driven shopping trolleys

Supermarkets like Tesco and Sainsbury’s now enable their customers to scan and pay for products using a mobile app instead of waiting in a checkout line. The next phase of this involves intelligent shopping trolleys, or grocery store GPS: Customers use a touch screen to load shopping lists, and the system helps them find the items in the store. Customers can then check off and pay for items as they go, directly on-screen. These shopping trolleys will make their way into stores around the last quarter of 2018.

Electronic rack edge names

Electronic rack edge names are not yet broadly utilized, but this could change in 2018 as more retailers adopt this technology. Currently, retail workers must physically select and update printed labels to reflect changes in price, promotions, etc. This technology makes the process more efficient by handling such changes electronically.

Reference point technology

Despite the fact that it’s been around since 2013, reference point technology hasn’t yet been utilized to its fullest potential. In the last few years, however, it’s started to pick up in industries like retail. It’s now being used by a few retailers for area-based promotions.

Some interesting uses I’ve observed: Retailers can send messages to customers when they’re nearby a store location, and in-store mannequins can offer information about the clothing and accessories they’re wearing. I anticipate that this innovation will take off throughout 2018 and into 2019.

Machine intelligence

The technological innovations describe above will also provide retailers with new data streams. These data sources, when merged with existing customer data, online, and ERP data, will lead to new opportunities. Recently Walmart announced it would begin utilizing rack examining robots to help review its stores. The machines will check stock, prices, and even help settle lost inventory. It will also help retailers learn more about changing customer behavior in real time, which will boost engagement.

Clearly, technology and digital transformation in retail have changed the way we live and shop. 2018 will see emerging technologies like machine learning and artificial intelligence using structured and unstructured data to deliver innovation. As technology develops, it will continue to transform and enhance the retail experience.

For more insight on e-commerce, see Cognitive Commerce In The Digital World: Enhancing The Customer Journey.

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Shaily Kumar

About Shaily Kumar

Shailendra has been on a quest to help organisations make money out of data and has generated an incremental value of over one billion dollars through analytics and cognitive processes. With a global experience of more than two decades, Shailendra has worked with a myriad of Corporations, Consulting Services and Software Companies in various industries like Retail, Telecommunications, Financial Services and Travel - to help them realise incremental value hidden in zettabytes of data. He has published multiple articles in international journals about Analytics and Cognitive Solutions; and recently published “Making Money out of Data” which showcases five business stories from various industries on how successful companies make millions of dollars in incremental value using analytics. Prior to joining SAP, Shailendra was Partner / Analytics & Cognitive Leader, Asia at IBM where he drove the cognitive business across Asia. Before joining IBM, he was the Managing Director and Analytics Lead at Accenture delivering value to its clients across Australia and New Zealand. Coming from the industry, Shailendra held key Executive positions driving analytics at Woolworths and Coles in the past.