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Customer Experience: Building Trust And Excitement

Mohamed Amer

In talking to retailers, I often hear of a desire for deeper engagement with customers, a richer and more consistent experience, increased customer loyalty, and more ‘wow’ in-store and online.  All of these desires speak to what constitutes customer experience.

There is general sense of the need to deliver an inspiring experience along the customer journey.  I had two distinct customer experiences recently while traveling to Dallas, Texas to visit family.  Each had to do with the idea of customer experience and how companies from airlines to retail stores pursue it with variable success.

Excitement of the Wrong Kind

In order to visit my family, I first had to get from Los Angeles (LAX) to Dallas (DFW).   Although the flight portion of a journey is relatively short, much goes into the complete customer experience of getting there. You have to come up with the date and schedule, compare prices, select the airline and get your preferred seating.

Then there’s the logistics of getting to the airport and securing parking or livery (especially tricky during peak travel periods.) Then printing or downloading boarding passes, checking-in of luggage, and going through security. We’re not done yet, you still have to find your unoccupied assigned seat (hopefully) and room to stow your carry-on (remember, just two).

All this and the flight hasn’t taken off. Yet these are all part of the ‘customer experience’ and journey.  Surprises can lurk everywhere.  Weather at origin or destination can wreak havoc on the flight; as does airline overbooking policies, mechanical troubles, flight crew availability, baggage handlers, and so on.

You guessed correctly, I should not have been surprised (but I really was!) that a direct three-hour flight from LAX to DFW can turn into a 13-hour marathon.  It was full of cancelled flights, introduction of completely unanticipated airport transfers, surprise seating arrangements, plus a luggage-finding exercise (active RFID tag anyone?). The twists and turns were not just unexpected but also undesirable.  It was a distinctly unsatisfying customer experience.

The Right Kind of ExcitementCustomer Experience: Building Trust And Excitement

The second customer experience was at The Shops at Southlake (across from Southlake Town Square), a suburb of Dallas and Fort Worth.  Your culinary tastes will not be disappointed with numerous choices in cuisine and price points (high and higher).  You can find almost any specialty retailer here and many luxury brands are well represented.  High expectations become the norm in this retail environment.

But I’ve been accustomed to tone down these expectations whenever I venture into grocery stores.  These are not normally known as models of good customer experience.  Although overly generalized, supermarkets are for the most part undifferentiated in layout (perishables along the perimeter and dry goods in center store) with the same packaged goods brands found up and down the aisles, and discount price tags flying prominently on every shelf.

Trader Joe’s, Whole Foods, Wegmans, and Publix are immediate exceptions that come to mind in food retailing.  Each has differentiated the customer experience through multiple avenues.  These include unique product assortment and range, private label program, and inspiring layout and visuals while generating excitement and emotional connection in a sensory wanderlust.  Yes, these are retail stores engaging the aspirational culinary wants and needs of foodies and gourmet alike.

Enter: Central MarketCustomer Experience: Building Trust And Excitement

I had heard of H-E-B’s Central Market stores in Texas (total of nine as of 2012), and with one a stone’s throw from my sister’s house, I volunteered to help with the grocery shopping!

As soon as you enter and grab a shopping cart you notice a cheery person greeting you at the “Answers” desk (already gets you in right frame of mind).  A layout of the store hangs next to the desk, the store is divided into several rooms and areas like multiple markets catering to your daily needs.  Gone are the long center aisles replaced with intrigue around every corner. A promising start for a good customer experience.

Fruit and vegetables galore is the first “room” as you step through the threshold.  The colors are brilliant, attractive, and welcoming.  There was an amazing 26 types of apples on display, nine of which were organic!  Coming from California, the prices were very reasonable, but I got the sense that you could do better at some competing stores; but I doubt they can match the variety and freshness.

At Central Market the customer weighs and tags their own produce and fruit using the many available scales.  I saw one customer that was using her own re-usable bag and was sticking the labels on the outside of her bag for scanning at checkout.

Coming around the corner I found my day’s destination: the fish market.  From my list, I found Atlantic Salmon and Hawaiian Kona Kampachi fish.  The store associates were of course knowledgeable as to taste, texture, and cooking ideas.  They were also helpful in explaining about how the Kampachi was farmed (offshore in deeper waters, were not genetically modified, and without antibiotics or hormones).

And without even asking, they added some ice to keep the fish fresh until we finished shopping and the drive home.  I added exemplary customer service and knowledgeable employees to my list for a good customer experience.

Having made my ‘assigned’ purchase, I was primarily tagging along with other family members as I explored the store.  I found some handy “short-cuts” between rooms if you wanted to make a quick exit to the checkout counters.  So despite a room-type of layout, customers weren’t forced to navigate these if in a hurry.  I spent some time in the bulk nuts and candy area and was delighted that I can make my own fresh peanut or almond butter at the press of a button (and knowing that it’s 100% peanuts or almonds).

I found the bakery astounding in the variety and the hub bub of activity behind the counters late in the day.  The cheese department was another busy area with lots of choices.  I picked up some feta cheese, only to discover they carried not one but five different varieties.  The olive bar was extensive and the deli hot foods make for convenient and healthy alternative to cooking for time-starved shoppers.  I added unexpected excitement and choices to my list for memorable customer experience.

Many people would be surprised not to find a lot of “major” national brands on the shelves.  Instead you’ll notice lots of private label goods with smaller brands and some from overseas.  This was reminiscent of Trader Joe’s (carrying almost exclusively all private label goods) strategy or Wegmans.  With those two retailers, it’s about trusting the store brand for quality, taste, and value.  It’s also about trusting the skilled workers in the stores to know their products and to make timely and relevant suggestions.  So something similar must be happening at Central Market.  Trust made it into the customer experience bag.

My Take AwayCentral-Market-3

The folks at Central Market found a way to make for a memorable customer experience out of buying groceries.  The layout, the products, the store personnel, the smells, the visuals were all fantastic.  I wouldn’t go there to fill up on my cleaning supplies and paper products necessarily, but for that unique meal that is sure to impress, Central Market hits the spot.  There wasn’t the usual push and shove of carts, but a more casual and friendly strolling for culinary ideas.  Customers chatted with each other and with the store associates.

Shopping wasn’t a painful event, these customers appeared to enjoy being at Central Market!  They turned customer experience into desired customer behavior (exuberant fans). So what happened here? What did Central Market do that was different? I think there are a few key themes that helped Central Market redefine the value for money formula in their market:

  • Simplify her life.  Reduce shopping complexity for your customers. Planning a meal can be a complex activity, especially for the hurried working couple or busy mom.  Store layout with meal ideas and associated items in same proximity make it easier to find what you need. Now couple that with knowledgeable store employees, and you’re ready to be chef for a day.
  • Trust and consistency. Central Market earned the trust of their customers by delivering consistently on value (quality, taste, price) using private label, unique products, and a store full of helpful employees. Central Market also shared that trust by letting customers weigh their own produce, bulk nuts, etc. Together these build a “shopping culture” of trust.
  • Excitement. There’s a genuine and contagious excitement about food in empowered store employees.  Everywhere you turn you can find evocative food visuals that invite you to try new foods, find answers, share opinions.  There’s a sense of energy as you move around the store.  It’s infectious!

To make this happen, design (really experience) how a customer engages with the company throughout her purchase journey.  Customers want their specific needs met, they desire convenience and a personalized experience.  This journey is not linear and for grocery, discovery and decision can happen very quickly. Your store employees have influence along the way.

This customer journey pushes and challenges how you traditionally plan and market as well as sell and service your customers.  It necessitates a fresh approach of design thinking that takes a customer perspective to all interactions and supporting processes.  It requires that the organization builds the right capabilities, trains and empowers their employees while investing in the right set of technologies to deliver on the design and the brand promise.  The customer experience is at the heart of it all and it is not limited to affluent customers only.

Do you know your customers’ experience with your brand?

Follow me on Twitter @Bizuser

A modified version of this post originally appeared on the SAP Community Network and has been republished here with permission.

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Mohamed Amer

About Mohamed Amer

Mohamed Amer is the Global Head Strategic Communications, Global Consumer Industries, at SAP. He joined SAP in 2003 as owner of the grocery solution offering, and has since led teams in Retail Supply Chain and Field Services. After three years managing initiatives and programs involving BPX/SCN, User Groups, and Executive Councils for Trade Industries, is now in a Strategic Communications role in the Retail IBU.

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Featured , CXO , awareness

Amazing Digital Marketing Trends And Tips To Expand Your Business In 2015

Sunny Popali

Amazing Digital Marketing Trends & Tips To Expand Your Business In 2015The fast-paced world of digital marketing is changing too quickly for most companies to adapt. But staying up to date with the latest industry trends is imperative for anyone involved with expanding a business.

Here are five trends that have shaped the industry this year and that will become more important as we move forward:

  1. Email marketing will need to become smarter

Whether you like it or not, email is the most ubiquitous tool online. Everyone has it, and utilizing it properly can push your marketing ahead of your rivals. Because business use of email is still very widespread, you need to get smarter about email marketing in order to fully realize your business’s marketing strategy. Luckily, there are a number of tools that can help you market more effectively, such as Mailchimp.

  1. Content marketing will become integrated and more valuable

Content is king, and it seems to be getting more important every day. Google and other search engines are focusing more on the content you create as the potential of the online world as marketing tool becomes apparent. Now there seems to be a push for current, relevant content that you can use for your services and promote your business.

Staying fresh with the content you provide is almost as important as ensuring high-quality content. Customers will pay more attention if your content is relevant and timely.

  1. Mobile assets and paid social media are more important than ever

It’s no secret that mobile is key to your marketing efforts. More mobile devices are sold and more people are reading content on mobile screens than ever before, so it is crucial to your overall strategy to have mobile marketing expertise on your team. London-based Abacus Marketing agrees that mobile marketing could overtake desktop website marketing in just a few years.

  1. Big Data for personalization plays a key role

Marketers are increasingly using Big Data to get their brand message out to the public in a more personalized format. One obvious example is Google Trend analysis, a highly useful tool that marketing experts use to obtain the latest on what is trending around the world. You can — and should — use it in your business marketing efforts. Big Data will also let you offer specific content to buyers who are more likely to look for certain items, for example, and offer personalized deals to specific groups of within your customer base. Other tools, which until recently were the stuff of science fiction, are also available that let you do things like use predictive analysis to score leads.

  1. Visual media matters

A picture really is worth a thousand words, as the saying goes, and nobody can deny the effectiveness of a well-designed infographic. In fact, some studies suggest that Millennials are particularly attracted to content with great visuals. Animated gifs and colorful bar graphs have even found their way into heavy-duty financial reports, so why not give them a try in your business marketing efforts?

A few more tips:

  • Always keep your content relevant and current to attract the attention of your target audience.
  • Always keep all your social media and public accounts fresh. Don’t use old content or outdated pictures in any public forum.
  • Your reviews are a proxy for your online reputation, so pay careful attention to them.
  • Much online content is being consumed on mobile now, so focus specifically on the design and usability of your mobile apps.
  • Online marketing is essentially geared towards getting more traffic onto your site. The more people visit, the better your chances of increasing sales.

Want more insight on how digital marketing is evolving? See Shutterstock Report: The Face Of Marketing Is Changing — And It Doesn’t Include Vince Vaughn.

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Sunny Popali

About Sunny Popali

Sunny Popali is SEO Director at www.tempocreative.com. Tempo Creative is a Phoenix inbound marketing company that has served over 700 clients since 2001. Tempos team specializes in digital and internet marketing services including web design, SEO, social media and strategy.

Compelling Shopping Moments: 4 Creative Ways Stores Connect With Their Customers

Ralf Kern

compelling shopping momentsOn a recent morning, as I was going through my usual routine, my coffeemaker broke. I cannot live without coffee in the morning, so I immediately looked up my coffeemaker on Amazon and had it shipped Prime in one day. My problem was solved within minutes. My Amazon app, and my loyalty account with that company, was there for me when I needed it most.

It was in this moment that I realized the importance of digital presence for retailers. There is a chance that the store 10 minutes from my house carries this very same coffeemaker; I could have had it in one hour, instead of one day. But the need for immediate access to information pushed me to the online store. My local retailer was not able to be there for me digitally like Amazon.

Retail is still about reading the minds of your customers in order to know what they need and create a flawless experience. But the days of the unconnected shopper in a monochannel world are over. I am not alone in my digital-first mindset; according to a recent MasterCard report, 80% of consumers use technology during the shopping process. I, and consumers like me, use mobile devices as a guide to the physical world.

We don’t need to have an academic discussion about multichannel, omnichannel, and omnicommerce and their meanings, because what it really comes down to for your consumers, or fans, is shopping. And shopping has everything to do with moments in your customers’ lives: celebration moments, in-a-hurry moments, I-want-to-be-entertained moments, and more. Most companies only look for and measure very few moments along the shopping journey, like the moment of coupon download or the moment of sales.

Anticipating these moments was easier when mom and pop stores knew their customers by name. They knew how to be there for their shoppers when, where, and how they wanted it. And shoppers didn’t have any other options. Now it is crucial for companies to understand all of these moments and even anticipate or trigger the right moments for their customers.

In today’s digital economy the way to achieve customer connection is with simple, enjoyable, and personalized front ends that are supported by sophisticated, digital back ends. Then you can use that system to support your customer outreach.

Companies around the world are using creative and innovative methods to find their customers in various moments. Being there for customers comes in many different shapes and forms. Consider these examples:

Chilli Beans

A Brazilian maker of fashion sunglasses, glasses, and watches, Chilli Beans has a loyal following online and at over 700 locations around the world. Chilli Beans keeps its customers engaged by releasing 10 limited-edition styles each week. If customers like what they see, they have to buy fast or risk missing out.

Bonobos

Online men’s fashion retailer Bonobos reaches its customers with its Guide Shops. While they look like traditional retail outlets, the shops don’t actually sell any clothes. Customers come in for one-on-one appointments with the staff, and if they like anything that they try on, the staff member orders it for them online and it is shipped to their house. The 20 Guide Shops currently open have proven very successful for the company.

Peak Performance

Peak Performance, a European maker of outdoor clothing, has added a little magic to its customer experience. It has created virtual pop-up shops that customers can track on their smartphones through CatchMagicHour.com, and they are only available at sunrise and sunset at exact GPS locations. Customers who go to the location, be it at a lighthouse or on top of a mountain, are rewarded with the ability to select free clothing from the virtual shop that they have unlocked on their phones.

Shoes of Prey

The customer experience is completely custom at Shoes of Prey, a website where women can design custom shoes. From fabric to color, the customer picks every element, and then her custom creation is sent directly to her house. Shoes of Prey has even shifted its business model based on customer feedback. Its customers wanted to get inspiration and advice in a physical store. So Shoes of Prey made the move from online-only to omnicommerce and has started to open stores around the world.

While the customer experience for each of these connections is relatively simple – a website, a smartphone, an online design studio – the back end that powers them has to be powerful and nimble at the same time. These sophisticated back ends – powering simple, enjoyable, and personalized front ends – will completely change the game in retail. They will allow companies to engage their customers in ways we can’t even begin to imagine.

Technology will help you be there in the shopping moment. The best technology won’t annoy your customers with irrelevant promotions or pop-up messages. Instead, like a good friend, it will know how to engage with customers and when to leave them alone – how to truly connect with customers instead of manage them. Consequently, customer relationship management as we know it is an outdated technology in the economy of today – and tomorrow. Technologies that go beyond CRM will help retailers to differentiate. Aligning your organization and those technologies will be the Holy Grail to creating true and sustainable customer loyalty.

Learn more ways that business will never be the same again. Learn 99 Mind-Blowing Ways The Digital Economy Is Changing The Future Of Business.

Find out how SAP can help you go beyond CRM and support your retail business.

Ralf Kern is Global Vice President Retail for SAP and a retail ambassador for SAP. Interested in your feedback. You can also get in touch on Twitter or LinkedIn

This blog also appeared on SAP Customer Network.

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Ralf Kern

About Ralf Kern

Ralf Kern is the Global Vice President, Business Unit Retail, at SAP, responsible for the future direction of SAP’s solution and global Go-to-Market strategy for Omnicommerce Retail, leading them into today’s digital reality.

Running Future Cities on Blockchain

Dan Wellers , Raimund Gross and Ulrich Scholl

Building on the Blockchain Framework

Some experts say these seemingly far-future speculations about the possibilities of combining technologies using blockchain are actually both inevitable and imminent:


Democratizing design and manufacturing by enabling individuals and small businesses to buy, sell, share, and digitally remix products affordably while protecting intellectual property rights.
Decentralizing warehousing and logistics by combining autonomous vehicles, 3D printers, and smart contracts to optimize delivery of products and materials, and even to create them on site as needed.
Distributing commerce by mixing virtual reality, 3D scanning and printing, self-driving vehicles, and artificial intelligence into immersive, personalized, on-demand shopping experiences that still protect buyers’ personal and proprietary data.

The City of the Future

Imagine that every agency, building, office, residence, and piece of infrastructure has an entry on a blockchain used as a city’s digital ledger. This “digital twin” could transform the delivery of city services.

For example:

  • Property owners could easily monetize assets by renting rooms, selling solar power back to the grid, and more.
  • Utilities could use customer data and AIs to make energy-saving recommendations, and smart contracts to automatically adjust power usage for greater efficiency.
  • Embedded sensors could sense problems (like a water main break) and alert an AI to send a technician with the right parts, tools, and training.
  • Autonomous vehicles could route themselves to open parking spaces or charging stations, and pay for services safely and automatically.
  • Cities could improve traffic monitoring and routing, saving commuters’ time and fuel while increasing productivity.

Every interaction would be transparent and verifiable, providing more data to analyze for future improvements.


Welcome to the Next Industrial Revolution

When exponential technologies intersect and combine, transformation happens on a massive scale. It’s time to start thinking through outcomes in a disciplined, proactive way to prepare for a future we’re only just beginning to imagine.

Download the executive brief Running Future Cities on Blockchain.


Read the full article Pulling Cities Into The Future With Blockchain

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Dan Wellers

About Dan Wellers

Dan Wellers is founder and leader of Digital Futures at SAP, a strategic insights and thought leadership discipline that explores how digital technologies drive exponential change in business and society.

Raimund Gross

About Raimund Gross

Raimund Gross is a solution architect and futurist at SAP Innovation Center Network, where he evaluates emerging technologies and trends to address the challenges of businesses arising from digitization. He is currently evaluating the impact of blockchain for SAP and our enterprise customers.

Ulrich Scholl

About Ulrich Scholl

Ulrich Scholl is Vice President of Industry Cloud and Custom Development at SAP. In this role, Ulrich discovers and implements best practices to help further the understanding and adoption of the SAP portfolio of industry cloud innovations.

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Are AI And Machine Learning Killing Analytics As We Know It?

Joerg Koesters

According to IDC, artificial intelligence (AI) is expected to become pervasive across customer journeys, supply networks, merchandizing, and marketing and commerce because it provides better insights to optimize retail execution. For example, in the next two years:

  • 40% of digital transformation initiatives will be supported by cognitive computing and AI capabilities to provide critical, on-time insights for new operating and monetization models.
  • 30% of major retailers will adopt a retail omnichannel commerce platform that integrates a data analytics layer that centrally orchestrates omnichannel capabilities.

One thing is clear: new analytic technologies are expected to radically change analytics – and retail – as we know them.

AI and machine learning defined in the context of retail

AI is defined broadly as the ability of computers to mimic human thinking and logic. Machine learning is a subset of AI that focuses on how computers can learn from data without being programmed through the use of algorithms that adapt to change; in other words, they can “learn” continuously in response to new data. We’re seeing these breakthroughs now because of massive improvements in hardware (for example, GPUs and multicore processing) that can handle Big Data volumes and run deep learning algorithms needed to analyze and learn from the data.

Ivano Ortis, vice president at IDC, recently shared with me how he believes, “Artificial intelligence will take analytics to the next level and will be the foundation for retail innovation, as reported by one out of every two retailers globally. AI enables scale, automation, and unprecedented precision and will drive customer experience innovation when applied to both hyper micro customer segmentation and contextual interaction.”

Given the capabilities of AI and machine learning, it’s easy to see how they can be powerful tools for retailers. Now computers can read and listen to data, understand and learn from it, and instantly and accurately recommend the next best action without having to be explicitly programmed. This is a boon for retailers seeking to accurately predict demand, anticipate customer behavior, and optimize and personalize customer experiences.

For example, it can be used to automate:

  • Personalized product recommendations based on data about each customer’s unique interests and buying propensity
  • The selection of additional upsell and cross-sell options that drive greater customer value
  • Chat bots that can drive intelligent and meaningful engagement with customers
  • Recommendations on additional services and offerings based on past and current buying data and customer data
  • Planogram analyses, which support in-store merchandizing by telling people what’s missing, comparing sales to shelf space, and accelerating shelf replenishment by automating reorders
  • Pricing engines used to make tailored, situational pricing decisions

Particularly in the United States, retailers are already able to collect large volumes of transaction-based and behavioral data from their customers. And as data volumes grow and processing power improves, machine learning becomes increasingly applicable in a wider range of retail areas to further optimize business processes and drive more impactful personalized and contextual consumer experiences and products.

The transformation of retail has already begun

The impacts of AI and machine learning are already being felt. For example:

  • Retailers are predicting demand with machine learning in combination with IoT technologies to optimize store businesses and relieve workforces
  • Advertisements are being personalized based on in-store camera detections and taking over semi-manual clienteling tasks of store employees
  • Retailers can monitor wait times in checkout lines to understand store traffic and merchandising effectiveness at the individual store level – and then tailor assortments and store layouts to maximize basket size, satisfaction, and sell through
  • Systems can now recognize and predict customer behavior and improve employee productivity by turning scheduled tasks into on-demand activities
  • Camera systems can detect the “fresh” status of perishable products before onsite employees can
  • Brick-and-mortar stores are automating operational tasks, such as setting shelf pricing, determining product assortments and mixes, and optimizing trade promotions
  • In-store apps can tell how long a customer has been in a certain aisle and deliver targeted offers and recommendations (via his or her mobile device) based on data about data about personal consumption histories and preferences

A recent McKinsey study provided examples that quantify the potential value of these technologies in transforming how retailers operate and compete. For example:

  • U.S. retailer supply chain operations that have adopted data and analytics have seen up to a 19% increase in operating margin over the last five years. Using data and analytics to improve merchandising, including pricing, assortment, and placement optimization, is leading to an additional 16% in operating margin improvement.
  • Personalizing advertising is one of the strongest use cases for machine learning today. Additional retail use cases with high potential include optimizing pricing, routing, and scheduling based on real-time data in travel and logistics, as well as optimizing merchandising strategies.

Exploiting the full value of data

Thin margins (especially in the grocery sector) and pressure from industry-leading early adopters such as Amazon and Walmart have created strong incentives to put customer data to work to improve everything from cross-selling additional products to reducing costs throughout the entire value chain. But McKinsey has assessed that the U.S. retail sector has realized only 30-40% of the potential margin improvements and productivity growth its analysts envisioned in 2011 – and a large share of the value of this growth has gone to consumers through lower prices. So thus far, only a fraction of the potential value from AI and machine learning has been realized.

According to Forbes, U.S. retailers have the potential to see a 60%+ increase in net margin and 0.5–1.0% annual productivity growth. But there are major barriers to realizing this value, including lack of analytical talent and siloed data within companies.

This is where machine learning and analytics kick in. AI and machine learning can help scale the repetitive analytics tasks required to drive leverage of the available data. When deployed on a companywide, real-time analytics platform, they can become the single source of truth that all enterprise functions rely on to make better decisions.

How will this change analytics?

So how will AI and machine learning change retail analytics? We expect that AI and machine learning will not kill analytics as we know it, but rather give it a new and even more impactful role in driving the future of retail. For example, we anticipate that:

  • Retailers will include machine learning algorithms as an additional factor in analyzing and  monitoring business outcomes in relation to machine learning algorithms
  • They will use AI and machine learning to sharpen analytic algorithms, detect more early warning signals, anticipate trends, and have accurate answers before competitors do
  • Analytics will happen in real time and act as the glue between all areas of the business
  • Analytics will increasingly focus on analyzing manufacturing machine behavior, not just business and consumer behavior

Ivano Ortis at IDC authored a recent report, “Why Retail Analytics are a Foundation for Retail Profits,” in which he provides further insights on this topic. He notes how retail leaders will use new kinds of analytics to drive greater profitability, further differentiate the customer experience, and compete more effectively, “In conclusion, commerce and technology will converge, enabling retailers to achieve short-term ROI objectives while discovering untapped demand. But implementing analytics will require coordination across key management roles and business processes up and down each retail organization. Early adopters are realizing demonstrably significant value from their initiatives – double-digit improvements in margins, same-store and e-commerce revenue, inventory positions and sell-through, and core marketing metrics. A huge opportunity awaits.”

So how do you see your retail business adopting advanced analytics like AI and machine learning? I encourage you to read IDC’s report in detail, as it provides valuable insights to help you invest in – and apply – new kinds of analytics that will be essential to profitable growth.

For more information, download IDC’s “Why Retail Analytics are a Foundation for Retail Profits.

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Joerg Koesters

About Joerg Koesters

Joerg Koesters is the Head of Retail Marketing and Communication at SAP. He is a Technology Marketing executive with 20 years of experience in Marketing, Sales and Consulting, Joerg has deep knowledge in retail and consumer products having worked both in the industry and in the technology sector.