verifone your european payments partner

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April - May 2013
FIRST CHOICE
FOR TECHNOLOGY
PURCHASERS IN
IN MULTI-CHANNEL
MULTI-CHANNELRETAIL
RETAIL
FIRST
CHOICE FOR
TECHNOLOGY PURCHASERS
VERIFONE
YOUR E U R O P E A N
PAY M E N T S
PA R T N E R
mastheads.indd 2
11/04/2013 13:46:23
FOUNDED IN 1981
TRUSTED BY EUROPE’S
LEADING RETAIL AND
FINANCIAL BRANDS
A COMPREHENSIVE
WE’RE LOCAL
PORTFOLIO FOR PAYMENTS
IN EUROPE
PRODUCT AND SERVICES
25 OFFICES
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OR SMALL
WE SPEAK YOUR LANGUAGE
MOBILE POS, ONLINE, APPS, E-COMMERCE, LOYALTY,
CROSS-BORDER, NFC, MANAGED SERVICES...
The European payments
industry is no stranger
to change. Current consumer
behaviour, sales channels and
service requirements are placing
new demands on retailers.
Respond to these challenges with
a payments partner that understands.
One that thinks beyond the now, embraces
innovation and helps safeguard your business
long term.
A partner that matches vision with capability,
delivering globally proven solutions backed
by local support.
One that is flexible enough to respond to your
specific payments needs.
One that invests in future technology, via R&D
and product innovation.
+44 (0)8444 828 2 0 0
info-emea@v erifo n e. co m
@VeriFone_EME A
www.facebook.c o m /Veri F o n e
www.verifone.co.uk
Enable your business to survive
and thrive in the face of change.
VeriFone offers the widest range of payment
devices and multi-channel payment services
in Europe.
We deliver an extensive regional footprint,
with over 25 European offices.
Our solutions are powering payments at some
of the biggest brands in Europe – and beyond.
Our growing family of companies –
including mobile retail systems
provider VeriFone GlobalBay –
take your payments even further.
April - May 2013
FIRST CHOICE
CHOICE FOR
FOR TECHNOLOGY
IN MULTI-CHANNEL
MULTI-CHANNEL RETAIL
FIRST
PURCHASERS IN
RETAIL
Rise of the pop-up shop
With big name retailers like John Lewis embracing
the concept, the pop-up shop has entered into the
mainstream. What technology is driving this new
breed of store?
www.retail-systems.com
Retail Business Technology Expo (RBTE) review • Appointments • Social media supplement
• Multi-channel news • 3D printing feature
RS
Editor
Karen Moss
[email protected]
Contributing writers
David Adams, Glynn Davis, Wayne
Tuckfield, Ellie Robinson, David Howell
and Liz Morrell
Design & production
Jason Tucker
Advertising
Lisa Gayle
[email protected]
contents
Cover Story
April - May 2013
FIRST CHOICE
CHOICE FOR
FOR TECHNOLOGY
IN MULTI-CHANNEL
FIRST
PURCHASERS IN
RETAIL
Rise of the pop-up shop
With big name retailers like John Lewis embracing
the concept, the pop-up shop has entered into the
mainstream. What technology is driving this new
breed of store?
Retail Business Technology Expo (RBTE) review • Appointments • Social media supplement
• IMulti-channel news • 3D printing feature
34 Popping up all over
As multi-channel becomes ever more central to retail operations, store estates are slimming down. We are now
witnessing the rise of the pop-up shop, says Liz Morrell
Features
36 Big brother is watching
Is higher shrinkage inevitable in a global recession or are there was to combat it? Glynn
Davis takes a look at the security systems protecting retailers
Subscriptions
Joel Whitefoot
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General enquiries - 0208 950 9117
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38 expect the unexpected
Dave Adams investigates how retailers are protecting themselves against business
continuity incidents that can cause store and supply chain chaos
Subscription rates
£98 p.a. in the UK
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Cheques must be made payable to:
Perspective Publishing Limited and
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42 Stranger than fiction
Occasionally there are steps forward in technology that sound like science fiction. With
3D and 4D printing, could we witness a new industrial revolution?
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020 7562 2401
Supplement
Main Fax:
020 7374 2701
26 Moving in social circles
More consumers these days are using social media as the channel of choice for enquiries
and addressing complaints. Ellie Robinson asks; have retailers embraced social customer
service?
Advertising Telephone:
020 7562 2400
Advertising Fax:
020 7374 2701
Subscriptions Telephone:
28 From Facebook, with love
A new trend for digital gifting via social networks like Facebook and websites such as
Wrapp and Gifted2You, is gathering pace. Wayne Tuckfield explores how social gifting can
benefit retailers
020 7562 2420
Managing Director John Woods
Publishing Director Mark Evans
Postal address:
30 social shopping
With the rise of social media networks, the phenomenon of social shopping is now a
force that no retailer can ignore. Dave Howell reports
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Also in
this issue
06
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Comment
News
Multi-channel news
Diary
RBTE review
45
47
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59
At a glance
Book reviews
Letters to the Editor
Appointments
Retail worlds
ISSN 1369-5037
Printed by Warners (Midlands) plc
All rights reserved
April - May 2013 RS 03
RS
comment editor’s letter
Bonus round
Next boss, Lord Wolfson, declined his £2.4m bonus to share
it among staff, prompting both praise and scorn
I
Perhaps a few City
chaps could take a
page from the book
of Next boss, Lord
Wolfson, who declined
his £2.4 million bonus
to share it with
company workers
Karen Moss is Editor of Retail Systems. Her
blog on all things retail tech-related can be
found at: http://retail-systems.blogspot.
co.uk. She can be contacted at: karen.
[email protected]
04 RS April - May 2013
think I must kick off my editor’s letter for
this issue with a few words about our first
female Prime Minister, Margaret Thatcher.
Whatever your opinion about the Iron Lady and
her politics, the affect she had on the business
world cannot be denied – not just in the UK but
globally as well.
When she liberalised City working practices in
London she turned our financial centre into the
driving force of the economy. Some see this as
the beginning of irresponsible lending and the
worst excesses of bankers and financial institutions. However, you could argue that many of
the tech jobs that make up the readership of
this magazine might not exist without the capital that flowed into the country after Maggie
deregulated our stock markets.
For me, coming from Northern Ireland, the
lasting memory of the Iron Lady will always be
her signing the Anglo-Irish agreement and paving the way for the Good Friday agreement in
1998. I bought one of every newspaper at my
local shop the day that document was signed,
it seemed historic to me and like a step that I
never imagined I would see in my lifetime had
been taken.
Speaking of bankers and excess, perhaps
a few City chaps could take a page from the
book of Next boss, Lord Wolfson, who declined
£2.4 million of his bonus and plans to share it
among the company’s workers. Lord Wolfson
of Aspley Guise, chief executive of Britain’s
second-largest fashion chain, said in a letter to
staff that one element of his incentive plan had
become ‘more valuable than I could possibly
have expected’ and that he had already benefited directly from the rise in the company’s
share price.
It came as the Conservative peer enjoyed a
13 per cent pay rise to £4.6 million, including
£2.5 million in shares from a long-term incentive plan and a £1.1 million bonus.
The payment of the share-matching element of his remuneration to staff who have
worked at Next since June 2010 equates to a
1 per cent one-off bonus for 19,400 of Next’s
55,000 employees. This is about £130 each to
staff working full-time on the minimum wage.
In a letter to workers, Lord Wolfson wrote:
“The exceptional gain in our share price has
meant that this award has become more valuable than I could possibly have expected. As I
am a shareholder, I have also greatly benefited
from the increase. So, this year, instead of
accepting this reward, I have asked the board
if they will share it out between all the people
who have worked for the company during the
three-year SMP qualifying period.”
The move comes a year after Lord Wolfson
returned £640,000 of his long-term incentive
bonus after deciding to cap the payment at
£2.5 million. His £714,000 base salary is 27 per
cent below that of M&S’s Marc Bolland.
While most will find this gesture extemely
noble and deserving of praise, GMB Union have
another – possibly equally valid – interpretation
of Lord Wolfson’s cash giveaway.
GMB will campaign that Next should pay a
living wage of £7.45 per hour (£8.55 in London)
and hours of work that pay enough for people
to live on.
Paul Maloney, GMB regional secretary for
Southern Region, said: “PR gestures from Tory
peer Lord Wolfson sharing £2.4 million of his
already sky high pay with some 35 per cent of
NEXT employees is no substitute for paying
staff a living wage to all 55,000 staff.
“Over 30,000 mainly young Next staff with
less than three years’ service will get nothing.
This is hardly fair. The other directors from
their £4.6 million bonus should make a similar
gesture to help them. A recent GMB report
found vast majority of jobs Next currently offer are for 12 hours or less per week.
“It is high time profitable employers like Next
paid a living wage.”
Mick Rix, GMB National Officer for retail
staff, added: “Next staff do not need charity
hand outs from Lord Wolfson or his board.
Next makes huge profits from clothing made
in the third world. It should employ workers
in the UK on proper working hours and pay a
living wage and stop behaving like a ‘breadline
Britain’ company. “
FIRST CHOICE FOR TECHNOLOGY PURCHASERS IN MULTI-CHANNEL RETAIL
Designing email campaigns with conversion in mind
According to Forrester the typical shopping cart abandonment rate online is 88 percent. In this
exclusive webinar, retail experts will address the issues surrounding conversion and share their
thoughts on how retailers can tip the scales in their favour.
Mark your calendar: 18 June at 3:00!
Topics covered include:
•
•
•
•
How more targeted email marketing helps remedy basket abandonment online.
How retailers use email campaigns to reward their loyal customers and at the same time pull in
new shoppers
How retailers use email marketing to promote multi-channel conversion, both in-store and online
In the future will we see an increase in the use of proximity and real-time marketing to shoppers who
are in or near a retail store?
Presenter: Susan C. Wall, VP, Marketing, Bronto
Moderator: Karen Moss, Editor, Retail Systems Magazine
Speaker: Sarah McVittie, Co-founder, Dressipi
Speaker: Kestrel Lemen, Marketing Strategist at Bronto
More speakers to be announced!
Karen Moss is the editor of Retail Systems, the number one magazine for technology purchasers
in multi-channel retail. She has been with the magazine for almost two years, providing comment
and analysis on industry trends and the future of retail technology.
Donna is a co-founder of Dressipi, an online personal shopping and styling service. Prior to cofounding Dressipi Donna was Head of EMEA at IMG where she oversaw all the multi-platform
technology and content strategy for the breadth of IMG clients and companies in the areas of
Fashion, Entertainment, Sport and Social Networks. Multi-award winning, she has a proven track
record in the development and launch of new initiatives and has launched a number of ‘firsts’
across mobile, web and broadband.
As a Marketing Strategist at Bronto, Kestrel Lemen has had proven success working one-on-one
with clients to assess areas of improvements and design custom strategic action plans to help
them achieve their revenue goals. Kestrel is also fluent in other digital marketing tools such as
social media, SEO, PPC tools and content marketing.
18th June at 3:00 PM
Register at: www.retail-systems.com/conversion
RS
comment
On your marks
Trenton Moss, founder of Webcredible, explains how Burberry
won gold in the ‘Omni-channel Olympics’
I
Mobile payments uptake
has stuttered because
of technology and user
perception. But with the
right innovation, these
issues can be laid to rest.
Here are five trends I
predict this year...
Director and founder of customer experience design agency Webcredible, Trenton
is one of the most recognised names in the
user experience industry and is a regular
public speaker, helping to drive best practice and innovation in the industry.
t’s 2013, and understanding customer
behaviour is essential in order to provide the
best possible shopping experience. Consumers
want to interact with brands seamlessly across
platforms, wherever and whenever they wish.
This is the ultimate goal of omni-channel.
Brands cannot continue to adhere to a
strictly platform-based strategy as they have
done in the past – it is no longer good enough
to think about ‘mobile’ and ‘tablet’ as isolated
concepts, because that is not how customers
use them. The line between platforms must
blur to create a seamless brand experience.
In its simplest sense, omni-channel starts
with understanding the needs and behaviours
of customers, then designing experiences that
fit in with their natural habits and day-to-day
lives – it’s a holistic approach that requires
thinking about all channels as a whole.
Burberry has by far the most linkedup customer experience approach. The
luxury retailer has an obvious and dedicated
investment in customer experience, particularly
with regard to digital technologies. The brand
incorporates the latest technology with a
flawlessly consistent brand look and feel across
all channels, as well as offering sophisticated
personalisation options.
In the luxury market, customers are more
likely to have higher than usual expectations
of consistency and service – so not only
does each platform need to excel individually,
the transitions between them must also be
effortless. For example, although not limited
to this type of customer, people buying luxury
products often expect to be able to look at
a product on their mobile phones, then save
it and see the same product on their laptops
at home, or to go into a store and try it on.
Burberry has clearly spotted an opportunity
and made efforts to fulfil this need among its
target audience.
The key omni-channel element that Burberry
addressed was to bring the online experience
instore, and vice versa. Customers want the
best parts of both worlds to seamlessly collide
– in doing this, Burberry showed that it is
looking beyond individual technologies in favour
of a more customer-centric approach.
Burberry’s new flagship store on Regent
Street is currently the best example of a true
omni-channel instore approach. The design
of the garment displays and the way in which
staff interact with customers are deliberately
aimed at replicating the at-home online
shopping experience – staff carry iPads to
allow customers to log in and access their ‘My
Burberry’ account to remember which items
they’ve previously viewed online, and gain from
personalised recommendations based on their
browsing behaviour. The removal of tills and
the need to queue, with plenty of ‘break out’
areas, means customers can enjoy browsing
without the usual stresses associated with
in-store shopping. For me, this was Burberry’s
most inspiring omni-channel initiative, similar to
the Apple Store’s approach, but tailored to the
needs of fashion retail.
While it’s true that Burberry has invested
heavily in digital technology, that doesn’t
mean everyone has to – this is by no means
the focus of an omni-channel approach. The
key is to know your customer, and how they
prefer to shop. Luxury market consumers, like
Burberry’s, are more likely to be ‘early adopters’
of technology, so developing a tech-based
approach was a great way for the brand to get
ahead of the competition.
Not all businesses or target audiences are
the same, however, so research is essential
to ascertain what is most important to your
customers. This could be something as simple
as prioritising excellent customer service over
social media campaigns.
It is vital that your customers can access
products and services in whatever way they
want, be it through a website, mobile site, social
network, in-store or over the phone. An omnichannel approach gives businesses the ability to
meet these needs. The omni-channel approach
begins and ends with customer experience. But
it’s early days, and for the majority of retailers,
company culture, structure and processes still
need to evolve.
comment
Store strategies
Tim Deluca-Smith, of WDS, warns mobile operators not to
think about closing their physical stores just yet
T
he rise of online has driven exciting
measured purely against customer acquisition,
revenue growth and is drawing consumers away from the High Street in greater
not lifetime customer profitability. By altering
store performance management, and a closer
numbers. This evolution in buying behaviour is
binding to their own online channels, operators
also impacting mobile operators. The UK’s four
major players Vodafone, EE, O2 and 3 all have
can reduce the threat of ‘showrooming’.
Physical stores cannot match the web for
nationwide coverage in the major towns and
convenience. The core differentiator for the
cities. The question is, will they have a future
store is its ability to deliver a personalised,
or will they suffer the same fate as other fallen
iconic High Street brands?
The relationship between the operator and
branded and guided experience that twins
the consumer with mobile products and
services that match their requirements. With a
the customer is shifting. It is becoming more
complex because multiple brands, such as the
handset manufacturer and application provider,
customer relationship that spans several years,
surprisingly few mobile operators analyse the
role their High Street assets play in retention
are influencing customers’ wireless experiences.
In order for the operator to retain relevancy,
and ensure long-term customer loyalty, the role
and customer lifetime value. There needs to a
physical retail environment where customers
can access support, explore and discover new
convenience. The core
the traditional shop plays must also change.
services and pick up online purchases.
The in-store relationship has always been
pivotal in cementing the bond between an
These changes must also be aligned to
operators’ own multi-channel ambitions.
store is its ability to
operator and its customer. However, the role
Customers want a differentiated experience
of the High Street presence rarely extends the
value of new customer relationships beyond
the first few months. The only exceptions are
through physical stores, but they expect
consistency as they move between channels.
The information, pricing and support must
visits for technical support, or to purchase
accessories. To increase their impact as a
be consistent, wherever the destination.
This necessitates closer integration between
revenue generating resource, retail shops must
become integral across the customer lifecycle.
Mobile operators are one of the few High
operators’ marketing and merchandising teams.
Currently, many mobile operators will be
questioning the function, and viability, of their
Street retailers able to adopt such a strategy
to defend their bricks and mortar position.
Unfortunately, the rate at which operators
can make changes is often impeded by legacy
practices. The main culprit is stores being
stores. However, they should consider the
value a bricks and mortar presence can deliver
across the customer lifetime. The physical store
remains one of the few touch-points where
face-to-face engagement is possible.
Physical stores cannot
match the web for
differentiator for the
deliver a personalised,
branded and guided
ownership experience
Tim has been vice president of marketing
at WDS for the past six years. Prior to his
tenure with WDS, Tim had several roles in
the IT/telecoms marketing communications and public relations sectors. He has a
background in media studies.
RS
news
RS
IN BRIEF
CASH Access
Online cash payment provider, Ukash
announced a unique service providing the
facility to access cash without needing a
debit or credit card. The new Cash Withdrawals service, which went live in April
provides a convenient and easy way to
turn gaming winnings or spare Ukash back
into cash at more than 24,000 PayPoint
locations across the UK.
Bybox expands
ByBox embarked on a £2 million development programme that has seen its
network of locker solutions grow across
the UK. The installations are the latest
part of an on-going initiative with Peel
Land and Property. The installation
further increases ByBox’s coverage in the
Manchester area.
V.me wallet
The V.me by Visa will be available from
and promoted by RBS, NatWest and Nationwide. The digital wallet service allows
consumers to pay through the internet
browser on a PC, laptop, tablet or smartphone. Users can store their debit, credit
and prepaid cards into the wallet and
use them to pay at accepting retailers
without entering card details.
e-paper displays
German pharmacy, SaniPlus Apotheken
Lauterbach e.K., has implemented ZBD’s
e-paper system in all its stores. The
pharmacies, located in Munich, previously
used segment electronic shelf labels,
which include a paper element. All stores
have now switched to ZBD’s fully graphic
e-paper displays to update and manage
pricing and product information.
Handheld devices
The Co-operative has rolled-out new
Elf wireless handheld devices across
its entire food store estate to improve
customer service, following a £6.5 million
investment. The retailer worked with BT
Expedite and Datalogic to introduce more
than 6,500 Elf handheld terminals at over
2,800 food stores.
Mission impossible?
It seems that entrepreneurs and private firms are on a
mission to rescue failing retailers. Will they succeed?
T
he last month
has brought
us welcome
news that Jessops
and HMV will not
disappear from our
High Streets. HMV
will be given a lifeline
after a rescue deal which could save 2,500 jobs
and up to 136 stores.
The deal, struck with restructuring specialist
Hilco, will ensure that the famous brand remains on the nation’s High Street following the
announcement that it would go into administration in January.
Dan Wagner, CEO and chairman of mPowa
and Powa Technologies, which is responsible
for implementing online and mobile retail platforms, said: “The way consumers engage with
retailers is undergoing seismic shift driven by
innovations in technology. Only those retailers
that embrace and move with these changes
will survive and grow in a rapidly changing
marketplace.
“This deal will present HMV with a valuable
opportunity to address the problems that
forced it into administration earlier this year
and present a store that is revived, refreshed,
and most importantly, profitable. There is still
a great deal of value and heritage in the HMV
brand so it is beneficial to the UK’s economy
that a store with such legacy continues to
trade.”
Dan concluded: “It is hugely important now
that HMV widens its perspective and creates
a shopping experience that ticks all the right
boxes in terms of interactivity and personalised
service. Consumers looking squarely at price will
be tempted by the likes of Amazon and iTunes.
“The place where HMV has the advantage
is through the added value it can give to
shoppers through the marrying of its online
business and its high street offering. Shopping no longer needs to take place in a linear
format and so options should be considered to
redesign store layouts, payment systems and in
store facilities to create a more modern shopping experience.”
Peter Saville, partner at advisory and
restructuring firm Zolfo Cooper, commented:
“HMV lives to fight another day. This is really
positive news for the chain and the wider UK
retail sector. Hilco understands the market well
and is a seasoned high street veteran. The news
that HMV is to continue trading will also be welcomed by suppliers as an over-reliance on online
channels may be uncomfortable.
“The test now is with the consumer. Following the public’s outcry at the demise of HMV,
consumers need to start shopping in the stores
again in order to secure its future on Britain’s
High Streets.”
Dragons’ Den
And less than three months after its scollapse
Jessops will be back on the High Street under
the ownership of Peter Jones, the Dragons’ Den
entrepreneur. The photography retailers will
return as a streamlined chain of around 30 to
50 stores by the end of May.
Wholly owned and funded by Mr Jones, who
has taken over as CEO and chairman, Jessops
aims to bring in £80 million of revenue in its
first year. The retailer’s £60 million debts have
apparently been wiped out.
Flagship ‘kiosks’ for its new, internet-weighted business model reopened in Birmingham and
Oxford Street in central London in April.
Jones says: “I’m hoping that we will be more
successful than Jessops has ever been in terms
of profitability. They were in a tough market
with underperforming stores and a real estate
that needed a lot of work doing on it.
“I’m very big on the High Street in terms of
my belief that retail works there. I think you
can’t take away the value of the touch and feel
of the shopping experience, but you’ve got to
change the backroom set-up to make it work.”
The chain collapsed into receivership in January. Mr Jones bought the brand from administrators PricewaterhouseCoopers for £5 million
three weeks later. He is gambling that focusing
on fewer high street shops with a greater
online presence will make the once-sprawling
business more efficient. Will these ventures be
successful? We will have to wait and see.
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multi-channel news
IN BRIEF
DATA Capture
Multi-channel retailer, Halfords, chose
Heiler Software’s Product Information
Management (PIM) to help deliver efficiencies in the product data capture process from the supplier to the customer.
The solution provides a central database
of sales and marketing assets to be
utilised by the support centre functions
and significantly simplifies supplier’s contributions to the process and dramatically
reducing margin for errors.
One consumer: One commerce
Karen Moss brings you the highlights from the Cegid Retail
Connections conference in Venice
Cloud pos
Clothing retailer, Fat Face, completed
the roll-out of a new cloud-based version
of BT Expedite’s Store 6.3 point of sale
(PoS) solution. The solution was rolled-out
across all 206 of Fat Face’s stores in time
to support a record Christmas sales peak
for the retailer, with double digit sales
growth. From design to completion, the
project took a record nine months – typically similar scale bespoke deployments
can take up to 18 months.
holistic view
British clothing brand, Joules selected
MICROS Retail Merchandise Planning to
enable them to support their growing
multi-channel business. Joules identified a
need for a merchandise planning solution
that could consolidate all trading aspects
of their multi-channel activity. MICROS
enablse them to plan stock and sales
across channel and season, providing a
holistic view of their business activity and
enabling them to make swifter, informed
decisions.
Engaging shoppers
JD Williams, a subsidiary of the N Brown
Group, selected eGain for multi-channel
customer engagement. JD Williams
wanted to implement a scalable customer
engagement solution to support over
three million shoppers across 25 online
brands. With the understanding that
shoppers have gone multi-channel, the
company sought a solution that would
enable smart, context-aware customer
journeys across touchpoints.
I
ncreasingly when retailers and vendors talk
about multi-channel – or omni-channel as it is
now being called – the channel they are
looking to for big profits is international. Sure,
there are big benefits to be had; access to
growing markets and burgeoning middle class
shoppers and selling to opposite seasons in
places like Australia allows retailers to minimise
sale stock. But all of this is being tempered with
a cautiousness that retailers at the recent Cegid
conference in Venice believe is necessary to
survival when expanding overseas.
The Cegid Retail Connections Conference
held in March was opened by Patrick Retrande,
general manager of Cegid. “The world is
constantly moving and changing,” he said. “This
presents challenges and opportunities. In five
years there will be another billion people on the
planet. The GDP of BRIC countries will eventually
exceed that of developed countries. Because of
this a number of our partners and retailers are
going international. Things will not be the same
as they were before. This digital culture is not a
crisis, it’s a revolution.”
Retrande went on to discuss the pace
of the digital revolution, saying that if the
internet economy were independent it would
be the fifth largest in the world. He added:
“Extraordinary change is underway, human
beings are more connected than ever before
and the countries who have invested in digital
will be the ones leading in GDP; South Korea,
China and the UK. Over the last three years the
companies that have invested in technology
have grown the most. Twice as fast as other
companies in fact.”
E-commerce is the driving force for the
digital economy, just look at its importance in
the UK economy. More shoppers are researching
online and purchasing offline. According to
statistics presented by Cegid in Europe 32 per
cent of consumers only go in-store, 19 per cent
go only online and 49 per cent go online and
in-store. However 60 per cent of consumers
expect transparent integration.
Retrande believes mobile has further
changed the retail landscape. We have
witnessed a decline in sales for PCs, and with
the rise of the tablet he believes it won’t be
long before we see devices like the iPad exceed
sales for television sets.
Corentin Violle, CIO, of Longchamp, who
attended the conference took a few moments
to speak to Retail Systems about the retailer’s
international plans. “We now have two stores
in London,” he noted. “Soon to be three. We’re
in the process of opening a flagship store on
Oxford Street. And a concession at Harrods is
still in the works, we are currently negotiating
with the department store. We use Cegid in
both our UK stores and will implement their
software in our third store as well.”
He added: “We are a long time Cegid
customer and our goal is to expand outside
EU, we have very ambitious plans for China,
US, Japan and Korea. So we need retail systems
that we can implement all over the world. We
have an online presence in these countries as
well. As far as the Paris and US online businesses
are concerned, we view them as two additional
stores, but we’re still at the beginning of the
process. We’re taking baby steps.
“We want our BI (business intelligence) to be
really relative, so with Cegid we are killing two
news
birds with one stone. Customer data is captured
from the PoS. When it comes to CRM (customer
relationship management) we are using the
customer database to email customers. When
they receive the email and come in-store the
customer ios recognised and there’s a pop-up at
the PoS to say the customer received an email
regarding new product. It’s still pretty new to
us to have all this data, and trying to figure out
how to make it work for us.
“The journey is going to be more and more
key for the customer experience. People will
use your store like a showroom. Retailers need
an increased awareness about digital world
and how it interacts with traditional business.
We need to interface with systems, sales and
customers in 20 countries. Stock information
updates in-stores is important as we are
planning to implement Click & Collect in the EU
in the future.”
As part of a keynote panel entitled One
consumer: One commerce, Agathe Boidin,
managing director of Orchestra (a French
children’s retailer), revealed the retailer’s
multi-channel strategy. She commented: “We
created the loyalty club three years ago, the
membership gives customers a permanent
discount and means client recognition. It can
be used online and in-store and enables us to
know what our clients have bought, the age
of their children, what they bought last year.
It means we can target the customer and that
they are recognised for their loyalty, even
when they go from store to online and vice
versa. We want to make it as fluid as possible
for them.
“A few months ago we launched a new
website. It gives us sales from four of our
biggest stores. Through the data we discovered
that a large percentage of our customers asked
that items be delivered in store, the Click &
Collect concept, so we were able to implement
that. It attracts more people to our stores and
two thirds of people who go to pick something
up buy additional products.
“I believe you learn more from failures than
successes. At Orchestra we are still testing
digital channels. We have a 3,200 square metres
store were we have attendants help customers
make gift lists for baby showers and they can
make dditional sales if sizes are not available by
having shoppers order from a kiosk in-store.
That way they can buy it online while in-store
and have the item delivered to their home.
The challenge is to be able to adapt to change
very quickly. At Orchestra stores still make a
percentage of the sales but they need to be
connected with other channels so they don’t
just offer showrooming. People buy in-store
because of the advice they receive and the full
retail experience. At our stores you can test
your baby seat in real car in-store or push pram
on gravel and different surfaces. It’s a great
experience for parents.”
Michel Delbecq, IT director for Sephora,
who also sat on the panel, added: “Our project,
MySephora, is a product recommendation
engine, which allows us to propose products
to customers based on previous purchases.
The app is available for the iPad in 90 stores
this year.
“It’s an application for sales attendants so
that they can determine who the customer is
before they come to the cash register. When
you get to the point where the customer has
handed over their bank card it’s a bit late to
upsell to someone who has a gold card. This
app lets staff know if the customer has a
birthday gift they have not claimed yet and
shows a shopping list of past purchases. People
do not always remember what they have
bought before, the exact fragrance or lipstick
shade. This encourages additional purchases
in-store. Sales assistants can tell people to buy
a new bottle of perfume because they will be
out soon.
“We want to be as innovative in digital
space as we are in-store, 50 per cent of our
IT investment is in that area. IT services for
resources depend on digital applications for
sales staff in-stores because that’s useful for
the customers too. Mobile payments solutions
is another area of interest for us. It’s useful to
increase payments where there is high footfall
in-stores and increases sales in busy periods
by five-10 per cent. Not everything works.
There will be failures and companies need to
accept that. It’s your job as IT experts to help
in the decision. Deploying new solutions is
complex, there’s a lot of change and you need
excellent project management teams. What
has worked for us are applications that offer
mobile services in-store for store attendants.
My advice is pilot first and then find the answer,
you will need different solutions depending on
the country.”
multi-channel
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IN BRIEF
Supply chain
With a drive to fuel further omni-channel
and international growth, Aurora Fashions
selected Retail Assist’s supply chain
solution, Merret. Following a competitive
tender process, the womenswear fashion
brands chose Merret to underpin their
future strategies due to its inherent multiple channel functionality, scalability and
international trading foundations.
e-tail sales rise
Online retail sales rose 16 per cent yearon-year in March, according to the latest
results from the IMRG Capgemini e-Retail
Sales Index. The results conclude what
has been a very solid first quarter of the
year, with online sales up 15 per cent on
the same period in 2012, exceeding earlier expectations of 12 per cent. Despite
snowfall in March the online clothing
sector recorded growth of 15 per cent
year-on-year – in contrast with the performance reported by several major UK
High Street brands.
Mobile site
Usablenet created a mobile optimised
website for HSS Hire, one of the largest
tool and equipment hire and service
companies in the UK. The mobile website
marks the extension of the company’s
core promise: to make it easy for customers to hire tools whenever, wherever. The
site provides suggestions for other pieces
of equipment that customers might need
and allows users to reserve on mobile and
ship tools to the nearest branch for payment and pick-up in-store.
iPad apps
The Arcadia Group launched five new
iPad apps in collaboration with mobile
experience specialist Red Ant. The group
rolled-out iPad apps for Topman, Burton,
Dorothy Perkins, Evans and Wallis in May
– with Android versions following in summer. The apps allow users to browse the
full catalogue in online and offline mode,
so they can get their fashion fix even
with limited or no internet connection.
HOW SATISFIED ARE YOUR CUSTOMERS
WITH THEIR CROSS CHANNEL EXPERIENCE?
Proximity Commerce is the future of multi-channel retail. Customers are
demanding a seamless experience whenever and however they engage
with your brand and they expect an innovative experience on their mobile,
on their tablet, at the store and across every other channel in-between.
Get ready for the future now with Proximity Commerce.
www.portaltechreply.co.uk
CONTACT INFO
[email protected]
+44 (0) 207 730 6000
diary
FOCUS
REtail systems/fstech
payments awards 2013
Deadline for entries: 6 June
www.payments-awards.com/awards
RS
May
TBC
EPoS Roundtable
Location: London
Contact: Retail Systems
Tel: 0207 854 8971
Retail Systems and FStech are pleased to
22
Payments in Retailing
Location: London
Contact: Vendorcom
Tel: 07793 553150
announce that the inaugural Payments
Awards are now open for nominations.
The Awards recognise cards and
payments excellence and technology
innovation within the UK and EMEA. Entries
12-13
Retail Business Tech Expo
Location: Earl’s Court 2, London
Contact: Legend Exhibitions
Tel: 020 8874 2728
are invited from financial institutions,
retailers, telcos, issuers, acquirers,
technology vendors and various payments
22
BRC Retail Lecture 2013
Location: London
Contact: BRC
Tel: 020 7854 8971
providers. It’s free to enter and you can put
your organisation forward in as many as
categories as you wish.
The Payments Awards Gala Dinner and
Ceremony will be held at Millennium Hotel
Mayfair, London on 14 November 2013. The
night will begin with a champagne reception,
followed by a three course dinner, an
12-14 Pulse 2013
Location: Earl’s Court 1, London
Contact: Clarion Events
Tel: 0207 384 7821
30-31
World Department Store Forum
Location: Istanbul
Contact: WDSF
Tel: +41 44 295 3080
Awards ceremony – hosted by a celebrity
compere – and an after show party with
dancing and a fun casino until late.
June
Sister titles FStech and Retail Systems
are proud to join forces to deliver what
we believe is a unique event, highlighting
innovation and best practice within the
cards and payments industries from the
6
International Retailing 2013
Location: Hilton Tower Bridge, London
Contact: BRC
Tel: 020 7854 8971
6
Environmental Business Forum
Location: London
Contact: Valpak
Email: 08450 682 572
point of view of retailers, financial services,
telcos, payments and technology providers.
We look forward to receiving your entries
which will be judged by an independent
12-13 Smart Data & Analytics Forum
Location: London
Contact: IQPC
Tel: 1 800 882 8684
panel, chaired by Scott Thompson,
Editor of FStech and Karen Moss, Editor
of Retail Systems.
We’ve already had a huge amount of
interest in the Awards and are looking
forward to receiving a large number of
entries from across the UK and EMEA cards
and payments industries. The Payments
25
Retail Symposium 2013
Location: Lancaster Hotel, London
Contact: BRC
Tel: 020 7854 8971
Awards 2013 is all set for a strong debut
and we hope you will be a part of it. We look
forward to receiving your entries.
6
Payments Awards 2013:
Deadline for Entries
Tel: 0207 562 2401
TBC
Multi-channel Roundtable
Location: London
Tel: 0207 562 2401
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advertorial
Secure multi-channel
payments with TNSPay
Using P2PE and tokenisation to simplify your PCI compliance headache
P
rotection of cardholder data has been high on the
agenda for retailers since the introduction of PCI DSS.
However, while it has proven an effective security
measure, achieving and maintaining PCI DSS compliance is
widely regarded as costly and time consuming.
The risk of fines for breach and non-compliance has
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technologies that can help simplify the process. One such
technology is point-to-point encryption (P2PE), an integral
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The TNSPay P2PE solution encrypts sensitive cardholder
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Delivered by TNS, TNSPay is a PCI DSS certified managed
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offline authorisation.
For further security, retailers can add another building
block to their solution through tokenisation. Tokenisation
is the process by which a primary account number (PAN)
used in a payment transaction is replaced with a surrogate
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another option for merchants to help reduce the amount of
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are one such example.
The TNSPay tokenisation solution allows merchants to
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to initiate future transactions whatever the payment
channel. To meet this need, TNSPay supports two forms of
tokenisation:
• Transaction-level tokens which enable secondary
transactions without storing raw card details, facilitates
refunds, reversals, voice referral and sale completion.
• Card-level tokens which enable storage of a card token for
future use or internal fraud/velocity checking. The token is
PAN-based rather than reference-based and this can allow
existing tokens to be migrated on to TNSPay.
TNSPay Estate Manager is another component of the
TNSPay payment gateway that allows merchants to remotely
administer and manage their PED estates, simplifying
configuration and providing the ability to remotely upgrade
PEDs, removing the need for costly site visits.
TNSPay Estate Manager capabilities include PED
registration and validation, firmware version control and
firmware download. Merchants can add, update, search and
swap existing and new PEDs or track a PED over its entire
life span, allowing auditing and reporting of any movements
or discrepancies.
With the TNSPay solution, retailers:
• Receive a fully managed point-to-point encryption solution
for enhanced security
• Can access TNSPay’s PCI DSS certified payment gateway
to ensure cardholder data is safely decrypted for processing
• Can remove access to cardholder data and reduce PCI DSS
compliance scope
• Can utilise TNSPay’s tokenisation solution and remove
cardholder data from their payment environment
Whether updating an existing EPoS system or deploying a
new one, the TNSPay solution can be seamlessly deployed
into your payments environment.
For more information, please email us at
[email protected]
visit www.tnspay.com or call: +44 (0)870 787 5530
RBTE review
RS
Innovation is key
at Earl’s Court 2 on Tuesday 12 and
start to end, plays an integral role and retailers need to get
onboard if they are to compete in the this volatile market.”
Halford’s ex-CEO, Wild, noted: “If you want to win in retail, you
have to understand your customer. Retailers need to recognise
that consumers have product information and access to price
comparison, they need to embrace that change is accelerating.
Supply chain delivery must be geared towards customer
requirements, cost effectiveness and availability. Retailers
shoud use data to ensure that if a customers wants to collect a
Wednesday 13 March
purchase or have it delivered to their home or a collection point,
that can be done.
Karen Moss brings you the hightlights
from this year’s Retail Business Technology Expo (RBTE), including keynote
presentations. The event took place
T
his year’s RBTE was bigger and better than ever.
Attendance was up 16.5 per cent with 7,188 industry
types flocking to Earl’s Court 2 over two days (12 and
13 March), in spite of freezing temperatures and flurries of
snow. There was a packed schedule this year with an emphasis
on innovation in multi-channel retailing. Supply chain also took
a front seat as retailers and technology vendors acknowledged
its growing importance in delivering a true multi-channel
experience for consumers, especially when it comes to
international sales.
The first keynote of the show was a panel organised by BT
which delivered the results of a new report, Retailtopa2. The
survey investigated how retailers need to evolve their supply
chain operations to meet the increasing challenges of omnichannel retailing.
The company launched its exclusive report, Retailtopia2 –
produced by respected figures spanning supply chain, logistics,
consumer packaged goods manufacturing and retailing – on
Tuesday 12 March. The panel was chaired by supply chain
industry figure and GS1 UK chairman, Jim Spittle, FCILT.
The panel included: Tom Barry, managing partner, H&B
Europe; Milton Guffogg, COO, GE Capital; Neil Ashworth, CEO,
CollectPlus, ex supply chain director, Tesco.com and Woolworths;
David Wild, ex CEO of Halfords, ex-president of Walmart
Germany, former supply chain director at Tesco, non-exec
director at Premier Foods; Marcus Hickman, director, Davies
Hickman Partners LTD; Gary Sharp, vice president, UK business
development, retail services and supply chain, BT Global Services
and Josh Pert, CEO, BT Expedite & Fresca.
Spittle introduced the panel, saying: “Today we want to
discuss the integration between technology and consumers and
the impact this will have on multi-channel retailing over the next
10 years and the role of the supply chain. Consumers are much
more knowledgable now and retailers need to anticipate what
they want rather than respond to it. The supply chain, from
Challenge of returns
“Returns are a difficult issue when it comes to e-commerce.
But if you are a multi-channel retailer with physical stores,
returns represent the opportunity to make a sale. Bricks and
mortar retailers need to offer a great level of service, engaging
consumers when they come in-store. A siloed approach won’t
work, departments need to work collaboratively across offline
and online worlds to give consumers what they need.”
Collect+’s Ashworth added: “Retailers, for the first time, have
the opportunity to be proactive. It used to be when building a
supply chain that history was the best indicator of the future.
Retailers didn’t use insight but hindsight. Today Big Data allows
retailers to take information from various sources and create
signals of pure demand. They can create a supply chain to
respond to and maximise full value sales. Retailers can move
from hindsight to insight and then foresight.”
BT’s Sharp continued: “Big Data helps improve the
effectiveness of the supply chain. It allows us a look at
what’s happening with consumer buying behaviour. Due to
smartphones a great deal of this buying behaviour comes well
before they touch the retail physically. They seek advice from
friends on social media, forums and chatrooms and this is
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RBTE review
starting to shape demand.”
GE Capital’s Guffogg said: “It’s very important that your data
is accurate, otherwise it’s not practical or affective. Retailers
need to understand the costs all the way through the supply
chain. Returns for example is an area that still proves difficult for
onlne retail. Sorting that returned merchandise and getting it
back into the supply chain is a real challenge.”
The panel also discussed the difficulties of personalisation at
the point of delivery and the challenges of creating an efficient
collection point in-store. The idea of embracing showrooming –
some panel members believed the store will become a customer
experience centre for the online environment and that the role
of the store in the next five to 10 years will be to give advice to
consumers and demonstrate products. Therefore stores need
to be a fun and engaging environment to be in.
Julian Burnett, head of IT architecture at John Lewis, spoke at
RBTE about how technology innovations are powering a ‘retail
revolution’.
‘Fail fast’
Burnett shared with attendees the John Lewis approach to
trialling new technologies, as well as discussing the retailer’s popup store in Exeter and its Great British Technology competition.
During his keynote presentation at RBTE on Tuesday 12
March, Burnett emphasised the need for retailers to ‘fail fast’.
“Try a new technology by all means,” he said. “But be prepared to
admit it if the technology doesn’t deliver the business benefits
you had hoped.
“We installed ‘Magic Mirrors’ in our Oxford Street store. These
allow customers to virtually try on clothes and accessories. It
was an entertaining in-store experience but it didn’t provide
an uplift in sales, it didn’t create compelling and sustained
engagement. It was a bit of in-store theatre, but not something
we will be continuing with.”
Burnett went on to talk about the department store’s popup style shop in Exeter, which is about a third of the size of a
normal John Lewis store. He said that due to the reduction in
floor space, the retailer had to become more ingenious in the
way they used technology in-store. Instead of displaying multiple
plates on offer, the Exeter store has a ‘plate wall’ with one of
each dish and a kiosk alongside where consumers can order the
number they want and have them delivered home.
“Everything that we do is about creating an interactive,
engaging and energising experience for our customers,” Burnett
continued. “We are seeing a dramatic pace of change in the
retail sector. Retailers need to decide what areas they want to
focus on when it comes to acquiring IT assets. That’s why at
John Lewis we made a conscious decision not to look at any
technology unless it passes three tests.
“First of all: Will it add value in all channels for customers?
Will it streamline our organisation or will new business processes
be required? How will existing systems be impacted and what
integration will be necessary?”
It was these questions John Lewis sought to answer when it
launched its first Great British Technology Innovation for Retail
competition last year. The contest aimed to establish long term
working relationships with innovation technology partners.
John Lewis held the innovation event to seek out firms with
the technical solutions to real business challenges posed by the
retailer.
Seeking answers
The three retail scenarios were: Customer collection within
John Lewis shops – ways in which to improve the customer
and Partner (staff) experience and increase efficiencies; John
Lewis children’s shoe department – creating efficiencies around
stock management and customer service and market-leading
John Lewis Partner knowledge and service – how can this been
replicated and communicated on our online channels.
Black Marble’s submission tackled the second option for
John Lewis children’s shoe department and its solution centred
upon a ‘Help Us-Help You’ system for advance bookings via
smart phones which aimed to enhance customer interaction
in each shop and ensure customers are served as quickly and
as efficiently as possible. The company also suggested an
innovative back of house tracking system to better manage
stock and inform customers of availability.
Burnett also spoke about areas that John Lewis is currently
investigating or trialling solutions for, such as geo location
marketing and facial recognition technology, digital wallets and
mobile payments. He also said a great deal was going on ‘behind
the scenes’ with innovations in trial at the moment with Google
apps.
During his keynote, Graham Benson, CIO at MandM Direct,
stressed the importance of aligning retailers’ IT and commercial
teams. He believes that by putting your IT requirements in terms
your financial director can understand you can secure more
confidence and more investment in your team.
RBTE review
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than using traditional unreliable methods Corsten recommends
retailers use data analysis to ‘find faults in the processes’ they
currently have in place.
Chris Hockley, business analyst at Marks & Spencer, says that
for improving on-shelf-availability at M&S he uses data analytics
across the supply chain taking inputs from sources including
sales data, wastage, and from any identifiable problems that
occur within the supply chain.
Big Data
At M&S he says the decision on where to commit resource
to analysis depends on: “Where the costs are that will lead to
“I believe your people are your only assets,” Benson said. “If
you want to achieve anything in business this is done through
people and you need to secure the hearts, not the minds of
your tean if you want sustainable change. I believe success will
happen organically if you have the right people.”
He went on to describe IT professionals as usually being ‘left
brain’ people, who sell the idea of change based on quantifiable
assets. However, Benson believes measuring metrics based on
this like. how many hours of uptime this will give the website is
meaningless. “We need to convert this into commercial terms,”
he said.
Thinking commercially
“Telling your financial director that you lost 1,500 orders due to
outage for an hour at peak trading time is much more effective
and will help make your business cases much easier to sign off.
Tell them how much it’s going to cost the business commercially
not to do something, rather than how much the implementation
will cost.
“Often the commercial teams think that our requests for
new technology is just IT geeks with propeller hats wanting the
newest, shiniest gadgets. But if you put your requests into their
terms and empathise with them your applications will be more
successful.
“Never underestimate using positive language. Always say;
yes we can do this...if we have this, this and this. Don’t say; no
we can’t do this...because we don’t have those things. I believe
people buy into passion, be passionate about your projects and
your team will follow your lead.”
Retailers should view Big Data as a way of using existing
data in their businesses to solve obvious problems and not be
distracted into believing it requires the collection of other data
from myriad sources.
Speaking at RBTE Daniel Corsten, professor at Instituto de
Empresa, suggested: “Retailers should concentrate on the data
they have and not on acquiring more.”
With this data he believes they should look to solve longstanding problems like out-of-stocks and shrinkage. Rather
profits. I target analytics to where it will have an effect”.
In partnership with Star Micronics, pioneering technology
start-up Synqera showcased its retail solution for the first
time at RBTE. Together they unveiled an in-store hardware
device called the Synqera Loyalty Printer, which uses Synqera’s
software and Star Micronics’ hardware to deliver bespoke,
printed, personalised shopping lists, recipes, coupons and special
offers to customers at the entrance to a retail store.
Avery Dennison Retail Branding and Information Solutions
(RBIS) introduced its smartest markdown management solution
the Pathfinder™ 6140 Printer into the UK – the latest in its line
of one-piece scan, print and apply price marking technologies.
European customer interactions specialist, The Logic Group
was selected by Weve as one of its first technology providers
to help design and build its loyalty and coupon pilot. Weve is a
joint venture between the UK’s three largest mobile network
operators (MNOs) – EE, Telefonica UK (O2) and Vodafone UK –
delivering a secure, highly integrated m-commerce platform
based around mobile marketing and wallet services for
businesses.
The Logic Group and Weve technology collaboration will
see the company designing and building the required central
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RBTE review
database infrastructure to
support Weve’s first loyalty pilot
delivered via a wallet later this
year. The customer behaviour
insight generated through this
pilot will help guide the future
development and direction of
Weve’s planned loyalty service.
In addition, The Logic Group are
also assisting Weve with business
development activities around its
loyalty services and are providing
consultancy around the merchant
EPoS environment.
Mobile collaboration
David Sear, CEO of Weve, said:
“Part of our vision at Weve is to
transform how the consumer
can use loyalty on their mobile
for their best advantage. That
means having access to the cards they want to use at hand
when they want to use them and understanding the benefits at
that moment that using that particular loyalty programme can
deliver. From a business perspective, a better understanding
of how loyalty can improve and impact their engagement
with their customers, based upon accurate and consistent
insight into customer behaviour is imperative. A strong partner
ecosystem is crucial to our success – including companies
like The Logic Group who can support and partner with us in
delivering our ambitions in the loyalty and coupon space.”
Gareth Wokes, chairman and CEO at The Logic Group, said:
“Weve has the potential to be significant and transformative
for the British industry and consumers alike. The Logic Group
is delighted to be able to participate in this venture as a
technology contributor for managing the secure delivery of
loyalty and couponing in Weve’s m-commerce platform.”
Box Technologies, which works with leading retailers, banks
and public sector organisations, launched its ‘Personal Stylist’,
creating a truly interactive tool for today’s shopper. Through
the Personal Stylist wall shoppers can view what clothes
and shoes will look like on, as opposed to on the hanger, and
they can also mix and match other garments to see what
compliments the item they are looking to buy.
Ian Patterson, executive consultant for retail at Box,
commented: “The Personal Stylist tool is a real industry first,
and we are excited about demoing it to retailers at the Retail
Business Technology Expo.
“Retailers must interact if they are going to win business in
today’s competitive environment.”
Box Technologies, which recently re-launched its website,
believes that engaging customers and making them want to
shop in a store can be a relatively simple and cheap process.
Russell Willcox, chairman, said: “At the end of the day a store
needs to be somewhere that the customer wants to visit. A
happy and engaged customer will spend longer in store making
purchases. Technology needs to bring the customer experience
to life – which can often be achieved through low-level and
careful investment.”
Casio announced a new cloud module that enables retailers to
manage their business better, anywhere, anytime and from any
device. Guy Boxall from Casio, said: “Casio’s new cloud module
brings complete sales understanding, home or away, as retail
managers no longer have to wait for incremental reports from
their store network, they can view all activity as it happens, even
while on the beach with only their smartphone for company.”
Omnico Group, the global retail technology provider,
announced the launch of the Digipos Freedom Tablet, the
world’s first dedicated tablet point of sale device that equips
retailers for the mobile and omni-channel world. Leveraging over
20 years’ point of sale (PoS) and retail software experience,
The Digipos Freedom Tablet has been designed to enhance the
in-store experience, while joining up stores, e-commerce and
mobile infrastructure. The tablet allows sales assistants to move
in front of the till to serve the customer more personally, with
access to real-time information on products, offers and stock.
Cloud technology
Cybertill spoke alongside Amazon Web Services (AWS) about
‘Managing Peaks, Troughs, Mobility and the Cloud in Retail.’ The
seminar addressed how the retail model is becoming more agile,
and how mobility is also central to the new model,and whether
cloud technology address these strategic challenges as retailers
turn to an omni-channel model. Ian Tomlinson of Cybertill said:
“Our platform last year turned over £1 billion, processing over
51 million transactions. That’s five per second. Retailers coming
into cloud have challenges to plan for and we have a best of
breed platform across all channels.”
K3 Retail, the UK’s No1 Microsoft Dynamics Partner, discussed
what it means to be a dynamic retailer in today’s omni-channel
world at this year’s Retail Business Technology Expo.
Attendees learned how K3 and Microsoft’s vision for multichannel retail addresses the challenges of delivering a consistent
in-store and online, mail order, mobile and social customer
experience within one integrated and scalable solution.
This year, K3 Retail also had an executive lounge, in-line with
the champagne bar, where executive briefings with retailers will
be held across the two days by the K3 team. They will focus on
the future of retail today and placing your business ahead of
the curve. Additionally, they will discuss how Microsoft Dynamics
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can improve processes and save you money, including; software
innovations, and the benefits of using mobile technology in a
retail environment.
Movers & Shakers
And Retail Insider’s 2013 Movers & Shakers (sponsored by K3)
report was officially launched. It identifies the top 100 individuals
making a difference in multi-channel retail, as well as taking
a view on the future of retail, omni-channel end-to-end and
connecting channels without compromise.
To generate interest around the M&S report and get industry
peers nominating and identifying this year’s top 100 candidates,
K3 Retail held a champagne launch in the executive lounge on
the first day of RBTE, 11am– 12pm.
Ingenico announced a new partnership with MONEX that will
provide Dynamic Currency Conversion services for its customers
throughout the UK and Ireland.
Using Ingenico’s Axis platform, MONEX specialist Dynamic
Currency Conversion (DCC) solution will allow merchant
clients to yield lucrative additional revenue, whilst benefiting
International customers to expand currency payment options.
MONEX DCC will enable Ingenico’s client base to conveniently
and transparently pay in the home currency of their credit
card. MONEX DCC is an increasingly popular add-on customer
service available to Acquirers, Merchants, eCommerce and ATMs
worldwide.
The synergy between Ingenico and MONEX means that
travellers and consumers will no longer have to worry about
calculating currency conversions as each receipt shows the
amount in the merchant’s local currency and in the cardholder’s
home currency. This makes it easier for travellers to reconcile
purchases when paying card balances, greatly enhancing the
in-store and online experience.
The Axis platform, operated as a managed service,
significantly optimises costs by centralising transactions,
simplifying installations, maintenance and international updates,
in addition to the guaranteed availability of the entire system.
Proxama, the leading provider of near field communications
(NFC) mobile wallet and mobile marketing technology,
revealed that it is to partner with innovative sign and visual
communications manufacturer Signbox, to develop smartposter
campaigns for leading brands and retailers.
The two companies anticipate working with leading consumerfacing brands to design and deploy NFC-based proximity
marketing campaigns from early 2013. Signbox will deliver
Enlighten, their stylish, eye catching range of back-lit NFC and QR
code smartposters and Proxama will provide its NFC marketing
management platform TapPoint™ as the tool for creating,
managing, deploying and analysing consumer interactions for
the smart poster campaigns. Both companies have been at
the forefront of NFC developments, advocating the increased
use of NFC-enabled devices as an effective way for brands to
actively engage with their customers.
NFC payments
Commenting on the announcement, Miles Quitmann, managing
director of Proxama said: “Over the last 12 months we have
delivered a number of successful NFC marketing campaigns
aimed at consumers for brands such as EAT., Very, Orange and
Nokia which demonstrate the power of the location-based
consumer interaction. By linking up with Signbox we can quickly
launch NFC marketing campaigns for those innovative brands
looking to get one step ahead of their rivals in a bid to gain
consumers’ attention. We are now in a position to develop and
deliver large scale campaigns that will provide brands with the
very latest in customer engagement techniques. Our TapPoint™
campaign management platform also gives advertisers ‘real
time’ analytics on performance, quickly enabling ‘test and learn’
strategies, to identify which locations and creative treatments
perform best.”
And STRATACACHE, a leading provider of scalable, highperformance digital signage, content distribution and
enterprise video acceleration technologies, will showcase its
latest customer engagement technologies at Retail Business
Technology Expo in London.
At the expo, STRATACACHE showcased its latest digital media
solutions for the retail industry. Unique for consumers of all
ages, STRATACACHE’s Digital Play solution displays interactive
product and brand messages programmed to respond when
a customer interacts with sales and marketing content via
motion-based gestures.
If you missed this year’s Retail Business Technology Expo for
some reason, then never fear – the event is already scheduled
to appear in 2014. The dates for next year’s RBTE have been
announced as Tuesday 11 and Wednesday 12 March. Retail
Systems will be there...
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focus feature
sponsored by
Brace yourself
Karen Moss takes a look at how the payments landscape is
changing, and quickly
P
The world of payments is shifting, as
more consumers shop
online, retailers have
to walk a fine line
between security and
speed when it comes
to online transactions
Karen Moss is Editor of Retail Systems. Her
blog on all things retail tech-related can be
found at: http://retail-systems.blogspot.
co.uk. She can be contacted at: karen.
[email protected]
ayments – the retail world simply
wouldn’t go round without them. After
all, what does it matter if a retailer has
the latest digital signage or a cutting edge new
mobile site with 101 features to entice customers to buy if, at the end of their journey, the
shopper cannot make a transaction?
Yes, they may not be glamorous, but payments underpin the entire retail industry.
The world of payments is shifting, however.
More and more shoppers in the UK, and increasingly in the rest of Europe, are avoiding the
High Street in favour of shopping online.
But e-commerce, while it is quick and hassle
free with no queues or weary walks from store
to store, comes with its own set of problems.
Security, especially when the cardholder is not
present, is always a risk.
As much as we would all love to be able to
pay with one click on every website, checks
against card details must be carried out to protect not just consumers but retailers as well.
The cost of fraud to the retail industry is
huge, but so is business missed due to lengthy
and over-complicated payment processes. The
holy grail is striking the right balance between
speed and security.
According to figures from the British Retail
Consortium (BRC), the total cost of e-crime to
retailers in 2011-12 was at least £205.4 million.
However, of this total, actual fraud losses accounted for £77.3 million, the rest related to
missing out on legitimate business and prevention costs.
We all know how impatient consumers today
can be, if a page is taking too long to load online then they don’t hesitate in leaving that site
to look for a product elsewhere. It is the same
with payments. Checkout proceedures that
take too long or are too complicated directly
affect retailers’ basket abandonment rates.
And as if online security weren’t complicated
enough, over the last few years more and
more devices are being used to pay with and
a plethora of new payment methods, such as
digital wallets, have entered the mainstream.
With so much upheaval it is difficult to know
which horse to back.
Ogone, who were recently acquired by
Ingenico, have been a major player in the online
payments space for years. In this supplement
they will explore how payments are becoming
increasingly important and complex as retailers
recognise the importance of multiple transactional websites – for their local customers, for
those overseas, for tablets and mobile devices,
perhaps through apps. The layers of complexity
keep building. Not only are there different platforms to support, there are now a multitude of
different payment methods to support as well.
From the usual suspects like Visa and MasterCard to PayPal, Amazon one click, Google
Wallet, iDeal and Ukash. iDeal is an online payment method developed by the Dutch banking
community.
Shoppers in many European countries are
not as quick to use their credit and debit cards
online as we are here in the UK. Bank transfers and even cash on delivery are used for
e-commerce and, increasingly, m-commerce
transactions.
Of course you might be thinking, what does
this have to do with the British retail industry?
Well, our retail industry is increasingly becoming
an international one. British brands are in high
demand, not just in mainland Europe, but also
in Australia and China.
Having the local payment options to cater
for your overseas consumers is a must for
retailers. Not only do they need to offer a
range of ways to pay, they also need to offer
payment in different currencies and languages.
E-commerce has never been more complex, but
neither has there ever been such opportunity
to expand and tap into new markets.
For the retailers who get international
expansion right the possibilities abound. But get
the payments process wrong and you may as
well shut up shop. Retailers transacting online,
both at home and overseas, need the right mix
of speed, flexibility and security when it comes
to selecting a payment provider.
Cross border sales
require flexible, reliable
and secure payments
Companies seeking to expand in a difficult trading environment are looking to overseas markets and
customers throughout Europe are now choosing to purchase goods online. To compete effectively you
need access to payment solutions that meet consumer needs in individual countries, are quick and reliable
and have security measures that counter the threat of card not present fraud. Looking forward, you also
need to anticipate changes in the way people wish to pay in an increasingly mobile environment.
A grOWing OppOrtUnitY
Currently 15 percent of European companies sell their products online. This will increase to 33
percent by 2015, when 20 percent of European consumers will shop cross-border. With growing
online sales, it makes sense for businesses to focus on cross-border e-commerce.
The market is there but, for several reasons, 60 percent of cross border transactions fail.
FleXiBle ApprOAch
To offer your products and services cross-border you must understand the cultural differences.
Apart from dealing with foreign currencies and languages, distribution logistics and local taxes,
the ways people pay varies greatly. The UK credit card culture is not replicated across Europe,
where consumers may prefer to use bank transfer mechanisms. In the Netherlands iDEAL is the
favoured payment mechanism, representing 70 percent of transactions. In Germany, many use
local payment methods such as bank transfer (Sofort / giropay), direct debit (ELV) and increasingly,
open invoice (Billpay, Klarna and Ratepay).
Between 30 and 50 percent of European consumers would choose to use their local payment
methods for online purchases from foreign e-commerce sites. Research by Ogone (a leading
European payment services provider working with over 42,000 businesses worldwide) reveals
that merchants selling cross-border could increase their conversion rate by around 15 percent if
they accepted the appropriate local payment methods.
In unfamiliar markets a payment solution provider with experience of the various payments
available can advise you regarding chargeback levels, pricing etc.
Julian Wallis, Head of Sales UK and Ireland, explained “it is possible to manage local payment
methods while minimising the risk of chargeback, in partnership with local banks that maintain
close proximity to the consumer. Cross-border shopping is also made easier through reconciliation,
automatic currency conversion and services being available in 20 different languages! With Ogone
Collect you can speed up your international development and increase revenue by activating
multiple payment methods with a single contract.”
More information on www.ogone.co.uk
Cross border sales
and secure payments
reliABle pAYMentS
Transactions may also fail if your solution is not 100 percent reliable. Payment server outages
cause uncompleted transactions and lost revenue – and consumers take their business elsewhere.
Secretsales.com is a specialist ‘flash sales’ retailer offering cut-price designer goods to a member
community for limited time periods – reliable payments are essential. Before working with Ogone
Payment Services Secretsales.com suffered outages of up to 30 minutes between three and five
times a month. Payment system downtime has been reduced to zero, customer satisfaction has
improved and there has been a five percent increase in transactions processed.
SecUre pAYMentS
As e-commerce expands, fraudulent attacks increase in intensity; via card generators, phishing
attacks or by fraudsters hacking into computers to obtain card details.
the right BAlAnce
Fraud costs go beyond the direct cost of chargeback. High fraud levels can increase the acquirer
rate you pay. In addition to fraud prevention costs, an aggressive strategy involving strict
acceptance rules could result in slower transactions and in some genuine transactions being
blocked, resulting in lost revenues and diminished future sales. A Key challenge remains how
to best counter fraud while allowing genuine transactions to be processed without unnecessary
delay.
Most merchants are not fraud experts and would have difficulty building a prevention mechanism
‘from scratch’. Best results will be obtained by combining the retailer’s knowledge with the fraud
expertise and tools of a payment service provider, delivering a fraud detection strategy tailored
to the business’s needs.
Air India effectively managed fraud during a period of rapid expansion in cross-border business.
The solution involved a mix of software and human intervention, using industry knowledge and
shared expertise to generate rules that enable you to detect and highlight potentially fraudulent
transactions. Fraud Expert also uses device fingerprinting to identify machines used to commit
fraud.
Working with Ogone, Air India significantly reduced its manual review rate, lowered chargeback
to 3 percent of its previous level and increased sales revenue by 35 percent.
More information on www.ogone.co.uk
Cross border sales
and secure payments
AnticipAting chAnge
Of 84 million UK mobile phone subscriptions, 43.1 million are smartphones. According to Google,
more people will use mobile devices rather than a PC to access the Internet this year.
Mobile payments are an indispensable component of any company’s ecommerce strategy as
they will have a significant impact on the way we shop. Whether it is locating stores, comparing
prices or making purchases, the mobile phone will become an important touchpoint. In some
Southern European countries broadband penetration and online shopping are currently at a
low level. Commentators believe consumers there could move straight to mobile ahead of web
shopping.
In developing an m-commerce strategy the two main options are creating your own application
for installation on a mobile phone or providing a mobile website. Embedding an in-App payment
library software component into your native mobile app is much faster to implement and will
increase your conversion rates by enabling your customers to complete an online purchase within
the app. If you choose to accept payments via your mobile website there are two alternatives. You
can host your own mobile payment page or it can be hosted by your PSP.
“Working with Ogone you can utilize our in-app solution, design and host your own mobile
payment page, using our tokenisation to process the payments, or you can redirect your customers
from your mobile website to our mobile payment page to process the payment” explained Julian
Wallis.
the ideAl pArtner
Selling online cross-border involves embracing new payment mechanisms, encountering new
types and levels of fraud and anticipating market trends in an unfamiliar environment.
A partner that has experience and expertise in these areas provides the competitive edge
necessary in a fast evolving e-commerce market. Ogone delivers local, customised, secure and
future proof solutions. Your customers can pay the way they want, transactions are processed
securely and without interruption, while you grow revenues and take advantage of new
opportunities as they arise.
Ogone United Kingdom
Tel. +44 (0)203 147 4966 Ogone germany
Ogone international
Tel. +32 (0)2 286 96 11
Ogone Austria
Tel. +43 (0)1 890 63 85 00
Ogone Belgium
Tel. +32 (0)2 286 96 11
Ogone France
Tel. +33 (0)1 70 70 09 03
Tel. +49 (0)221 455 30 180
Ogone india - eBS
Tel. +91 (0)44 4488 7000
Ogone netherlands
Tel. +31 (0)297 255 411
Ogone north America
Tel.+1 (0)415 568 2151
Ogone Switzerland
Tel. +41 (0)44 277 55 00
[email protected] | www.ogone.com
Branch out
CROSS BORDERS AND ENTER THE WORLD
WITH A LOCAL PAYMENTS APPROACH
Beginner or expert, local or multinational, thousands of
merchants have chosen Ogone to manage online and mobile
payments, prevent fraud and grow their business in new
markets.
Our extensive global network of acquirer connections means
you can offer over 80 international, alternative and prominent
local payment methods.
Discover how payment methods increase conversion.
Get your free trial account now on www.ogone.co.uk.
Did you know you can already group most local payment
methods in one single contract?
€
bank
transfer
EN
TR
bank
banka
transfer
FR
transfer
IT
bonificio
virement
bancaire
NL
PT
bank
overschrijving
W O R L D
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L O C A L
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supplement
Social skills
contents
26.....Moving in social circles
More often these days social media is the channel of choice for consumers
when addressing enquiries and complaints. Ellie Robinson asks; have
retailers embraced social customer service?
28..... From Facebook, with love
A new trend for digital gifting via social networks like Facebook and
websites such as Wrapp and Gifted2You, is gathering pace. Wayne Tuckfield
explores how social gifting can benefit retailers
30.....Social shopping
With the rise of social media networks, the phenomenon of social shopping
is now a force that no retailer can ignore. Dave Howell reports
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supplement social customer service
Moving in
social circles
Retailers are increasingly aware that they have to reach their customers through
channels consumers want to use. More often these days social media is the
channel of choice for enquiries and addressing complaints. Ellie Robinson asks;
have retailers embraced social customer service?
R
ather than putting their enquiries in a letter or email, or
making the journey into a store, more and more people
are using social media to communicate with retailers. To
meet this changing behaviour among their customers, retailers
are increasingly putting questions and comments received via
Twitter, Facebook and other social media platforms at the top of
their priority list.
But are they missing an opportunity by not going one step
further and using brand advocates and social media influencers
to improve customer satisfaction?
And what damage will be done to retailers who fail to
embrace these channels and effectively ignore a growing
portion of their client base?
One company that has sought to capitalise on the increasing
preference for social media is BT. It enhanced its contact centre
portfolio, BT Contact, by integrating solutions from its strategic
technology partner, Cisco. The new suite of products will help BT
reach customers through new channels, such as social media and
video, and enhance customer satisfaction.
Joshua March, co-founder and CEO of Conversocial, which
social customer service
develops software to enable customer service in Facebook and
Twitter says that retail has been one of the fastest industries to
embrace social media as a customer service channel.
Brand advocates
He observes: “They jumped into social to promote their brands
and products, but this opened the gates for public customer
questions and complaints on their Facebook pages and Twitter
accounts.
“The large potential brand damage from this has meant that
leading retailers have been investing in real social support over
the last couple of years – we work with some retailers who
have 30+ agents working purely in social channels (with special
training on tone of voice, dealing with customers publicly, and
handling crisis situations).
“The upside is that companies doing this well are seeing a
huge increase in positive sentiment and customer advocates in
social. Customers who complain via social media channels are
your most vocal customers – and so by giving them amazing
service the effects are multiplied.
“Retailers who don’t deliver good service over social are not
only upsetting their customers, who now expect social service;
but doing so publicly, damaging their reputation and putting
them at greater risk of a social crisis going out of control.”
Research conducted by Rakuten’s Play.com found that
almost half of consumers around the world were actively
recommending products on social media sites.
Furthermore, the UK is seeing the second highest
international growth in social shopping with over a third of
Britons sharing products with their social network (up 11 per
cent since August 2012.)
Marketing director, Adam Stewart, explains that social media
has clearly become an important platform to retailers; not only
as a direct sales referrer and new customer acquisition channel,
yet also for more immediate customer service queries and it is
also playing a key influencing role in customers future purchases.
He notes: “This social media channel and rich data it provides
creates the new concept of modern CRM (it’s now not only email
and mobile channels).
“Our findings show that just under half of young shoppers
turn to social when usual service channels fail in order to air
their concerns publically.
“Customer service is a pillar of the retail business and social
has a huge role to play in this from brands responding to
customer queries to sharing new products and promoting
loyalty schemes.
“Social media is becoming a preferable tool particularly for
young shoppers and brands should not underestimate the
importance of monitoring tweets and responding to customers
quickly to prevent complaints escalating online.
“The goal at Rakuten’s Play.com is to offer Omotenashi, a
supplement
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Japanese service style which steps away from the vending
machine retail model and aims to go the extra mile when
delivering great customer experience.
“Retailers must address the social channel if they are to
connect with social media savvy consumers and convert them
into online brand ambassadors.”
Igor Sarenac, vice president, international business at
Convergys, says that every retailer he spoke to tells him they
are seeking new ways to enhance the value of their customer
relationships while delivering a consistent experience across
multiple channels.
He adds: “As you can imagine, the rise and proliferation of
social media has added a whole new dimension to the mix, a
hugely popular channel that retailers simply can’t ignore.”
But, while retailers are definitely embracing social media and
many brands are eagerly opening up new social channels as a
way of grabbing the attention of increasingly digitally savvy
customers, just having these channels isn’t enough.
Sarenac explains: “I’ve worked to help some retailers that
have actually suffered at the hands of their enthusiasm. For
example, one company had opened up a new social channel via
Facebook chat and while activity immediately went up, they
were surprised to see that customer satisfaction was dropping
dramatically.
“The problem was the customer service team wasn’t prepared
or equipped to handle requests and solve problems via this
channel.”
Handling complaints
He argues that, in this day and age, you need to have the right
technologies in place to ensure the social customer experience
is relevant and personalised to each individual customer – to
extend the experience you would deliver over the phone to
reach these new social channels.
Convergys is working with retailers to provide the tools they
need to process more, and better, data, so that they can create,
capture, and analyse customer data whether it comes via a
phone call, email or Twitter.
It can also help retailers personalise the service and create
effective and intelligent interactions based on that analysis as
part of a multi-channel approach.
Sarenac adds: “It’s about making their knowledge of the
customer more transparent and relevant across these channels
so they can anticipate consumers’ needs, spot opportunities and
guide them to a positive result.
“When done correctly, this can lead to great things in
terms of being able to deliver excellent customer service in an
increasingly digital world.
“Ultimately, it’s about helping retailers to drive margins as well
as long-term customer loyalty regardless of the channel the
customer chooses to use.”
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supplement social gifting
From Facebook, with love
A new trend for digital gifting via social networks like Facebook and websites
such as Wrapp and Gifted2You, is gathering pace. Wayne Tuckfield explores how
social gifting can benefit retailers
Y
ou’re sitting at the desk, take
a glance at the calendar, and
realise you’ve forgotten a relative’s anniversary, or a colleague mentions they are celebrating a landmark
birthday tomorrow. It is scenarios like
this where the new market for ‘social
gifting’ – which has been boosted by
the entrance of Facebook – comes
into its own.
You can have ‘digital’ gifts sent
through to a friend or loved one within seconds via an ever-growing range
of websites and apps, or arrange a
special present to be hand-wrapped
and delivered the next day, depending
on which service you want.
Among the trend-setters for social
gifting is Sweden-based website
Wrapp, who allow people to send
giftcards – whether paid-for or via a selection of free cards – to
friends and family.
The site, from entrepreneurs behind successful ventures like
Spotify, Groupon and Soundcloud, launched in 2011, but have
been followed by social network giants Facebook, who launched
their own service for US residents last year, and new kids on the
block Gifted2You, whose mobile app has been running for almost
two months. One of the pioneers of the social gifting movement
is Andrew Wilmot, founder and CEO of Gifted2You.
“The first concept like this was Wrapp,” he says. “We tested
their proposition and looked at what consumers wanted. They
wanted choice and birthday reminder alerts. Some wanted to
use Facebook to connect with social gifting, but some did not.
They didn’t just want digital giftcards, they wanted physical
gifts arriving wrapped up with their own message. They wanted
a tool enabling them to do that and the option to post it to the
recipient’s Facebook wall or keep it as a surprise.
“With Gifted2You you, when you sign up and download the
app you can either log in with Facebook – so it brings up your
friends list and their birthdays, use contacts from your mobile or
input details manually.
“We have giftcards, which can be delivered electronically or
as a plastic card with your message, but we want people to
have choice – we also offer chocolates, Champagne, flowers or
artisan hampers – whereas many other companies are working
solely with virtual gifts or microgifts.”
There are clear benefits for retailers as these services can run
alongside the growing daily deals and freebee markets to raise
awareness and allow firms to attract new customers.
Wilmot notes: “In a recession when people are short of cash
these deals are very attractive. We do sell giftcards of major
retailers because they want to get their cards out there and social gifting is attracting those who wouldn’t have looked at that
channel before. Someone who receives a social gift may then
start buying social gifts themselves. It’s an incremental growth.
“We’ve only been live for six weeks and downloads are going
very well,” he adds. “Of our user community 30 per cent are
active gifters. We’re confident our user base will grow very fast.
social gifting supplement
We have a growing fanbase on our Facebook page, which is
increasing 20 per cent a week.”
Ajay Sethi, retail and e-commerce expert at PrePay Solutions,
is equally positive about the future of social gifting – especially
with networking behemoths Facebook getting involved.
“The latest figures put the number of Facebook accounts in
the UK at 33 million, making it the seventh largest Facebook territory in the world,” he observes. “Of those 33 million accounts,
over half are in the 18-34 age group, a group characterised as
being time poor, cash rich and having broad social networks.
“The advantages that digital gifting offers users are largely
based around convenience. Within social gifting, an average
Facebook user will tend to utilise the diary function as a record
of birthdays and big occasions. The ability to review a birthday
reminder and then instantly translate that into a personalised
gift, without needing to divert the time and money required to
do this manually, is a huge advantage.
“In the instantaneous world of social media, this kind of advantage is not just extremely useful but, for retailers, can make
the difference between a purchase and a missed opportunity.”
But gifting bringing retail and social networks together will
have a wider-reaching boost, he adds. “Despite the relatively
open and public nature of most social media, it is still believed to
be a private and personal environment by most users. As such,
the introduction of any commercial interest may be perceived
as an intrusion.
“Social gifting works well at breaking this long standing barrier
between brands and consumers because it puts the ball permanently in the consumer’s court. From conception to execution,
the consumer is the driving force behind the interaction.”
The attraction for both retailers and shoppers of combining
through social media go far further than just ‘social gifting’,
however. One of the other markets becoming evermore beneficial to both sides is digital couponing, allowing shoppers to cut
the cost of their grocery trip before they leave their house.
Coupons.com have been working with a range of retailers including Tesco, Waitrose and Co-operative Food to help distribute
vouchers through social media without exposing themselves to
the cost of a money-saving coupon going ‘viral’.
Stuart Sankey, sales director for UK and Ireland, says: “If
a retailer has its own social media platform, such as its own
Facebook page, Twitter account or email, our technology can be
integrated into it. You have to ask yourself what you are trying
to achieve. Do you want to increase your ‘likes’? Is it to get more
followers? Is it to generate fans? Is it to influence conversation?
“Are you trying to get your existing fans to create new fans?
Are you trying to promote a particular product to get people
in-store? Your coupon activity will change depending on that.
You may issue a coupon and gather some extra details if you
want to find out more about your consumers. But if your aim is
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just to get ‘likes’ then you would make your coupon very simple.
If you are trialling a particular product, you would be better off
sticking to your existing audience and create a call to action in
terms of value of offer.
“But whatever your goal, ensuring you control the integrity
of the activity by using a secure method is vital. The last thing
you want is for the deal to go viral on money-saving or deals
websites – then people don’t have to go to your Facebook page.
The biggest risk is your liability if the number of vouchers being
redeemed is uncontrollable.”
One of their success stories was a link-up with Plum Baby,
which allowed parents to download a coupon for one food
pouch if they ‘liked’ the brand on Facebook. It was backed up
by a series of YouTube videos by celebrity chef Rachel Allen on
weaning your baby off milk.
After six months of the campaign, a total of 7,250 coupons
had been printed, with 4,776 redeemed – 66 per cent. The
YouTube videos were viewed 15,000 times and Plum Baby’s
Facebook page received 21,441 ‘likes’ – a 305 per cent increase.
Anothe benefit of both social gifting and couponing is being able
to gain information about who is buying what, and when.
“Information is king,” comments Sankey. “Understanding
people’s purchasing habits is imperative to engaging with
consumers. People only want to be contacted when the offer
is targeted and relevant. In order to push a purchase, retailers must make sure it’s relevant and they can only do that by
knowing the customer’s shopping habits. It is crucial for the
retailer to be able to have a positive conversation and influence
over purchasing decisions. That’s why Tesco Clubcard offers are
targeted at previous purchases.”
While social gifting is getting increasing attention and more
firms are entering the market, the UK Gift Card and Voucher Association are urging retailers not to forget about the important
‘physical’ gift cards that are still a popular seller. Director-general
Andrew Johnson believes the social gifting market is limited,
with a small number of retailers currently offering digital
giftcards, but believes it will increase this year and open up
important pathways.
“I think there are some significant opportunities,” Johnson observes. “Over the next two to three years they could have a significant impact on their success by opening up this new channel.
Immediate gifting means you don’t have to wait for delivery or
go to the store and allows you to give instant rewards. Delivering
it through platforms like Facebook makes gifting very visual and
people will like their generosity being seen by everyone.
“I wouldn’t advocate retailers dumping giftcards. Our advice
is, to be really successful, you do need physical vouchers but
it is important to have a digital offering too. People running
down on Christmas morning to open their presents isn’t going
to be replaced by going onto Facebook, email or checking texts.”
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supplement social networks
Social shopping
With the rise of social media networks,
the phenomenon of social shopping is
now a force that no retailer can ignore.
Dave Howell reports
T
he social media networks now have a massive impact on
the retail sector. The latest e-commerce survey from
Rakuten makes for sobering reading if your business isn’t
active across all the relevant social media platforms.
According to the survey, over a third of Britons actively
share information and recommendations about products. And
with Britons also being the largest online spenders – averaging
£1,088 per person per year – supporting their need to share,
recommend, review and advocate must be a central component
of all retail businesses.
What is clear for all retailers is the leveraging their presence
on social media networks has a clear commercial advantage.
Indeed, eBay predicts that by next year social shopping will be
worth £3.3 billion.
“There’s a billion pound prize for UK retailers in using social to
help customers make up their minds when they’re looking to buy
something,” comments Petra Jung, head of mobile shopping at
eBay. “Generating direct sales is part of the prize in social shop-
ping but using peer-to-peer networks to influence purchasing
decisions is the far bigger opportunity.”
And one of the main factors for the rise in social shopping
activity is the ease with which connections and purchases can
be made. The smart phone and tablet PC have quickly become
ubiquitous.
A study by RichRelevance reveals that Britons are nearly twice
as likely to spend on mobile as Americans, with nearly 10 per
cent of all e-commerce revenue coming from mobile platforms.
“Today’s consumers visit retail websites from multiple platforms throughout the day. Whether they are shopping from
their desk at work, browsing on their mobile phone while in the
queue at lunch or making a purchase at home in the evening
from their iPad, they expect a consistent experience that is optimised for any device they choose,” says Darren Hitchcock, vice
president of UK and European territories, RichRelevance.
“This data demonstrates that retailers have an opportunity
not only to provide that seamless experience to customers, but
think about how customers are shopping at different times of
the day and week and to personalise their merchandising strategy around that behaviour.”
The recommendation economy
Retailers have known for decades that developing a closer
relationship with their customers is a commercial imperative.
social networks
Until the advent of social media this was an art that few retailers
mastered. Today, brand advocacy and the nurturing of relationships are achievable with a well organised and executed social
media campaign.
What’s more, the phenomenon of social care is another facet
of social media that retailers need to place within their sphere of
influence. Increasingly consumers are turning to their favourite
social media networks as the primary communications channel
for customer services queries.
Ask yourself if you read all the tweets and responses on your
business’ blog. In many cases these go unanswered. Research
by Evolve 24 shows that when these communications are responded to, over 80 per cent of customers will go on to become
brand advocates.
Giles Palmer, Founder and CEO of Brandwatch, observes:
“Too often, when faced with a negative comment brands are
too quick to ping back an automated message. Perhaps this is
the industry’s fault for placing too much emphasis on speed of
response. It’s not about speed: it’s about understanding what
your customers are taking the time to tell you, learning lessons,
and acting on this feedback.”
Retailers can also go one step further and make the initial
connection with their customers even easier by using social
login. Your business wants to collect data about its customers,
but if you allow social login this can have major financial benefits
as Janrain discovered.
Their research revealed over 85 per cent of respondents stating they want social login and that offering social login improves
the brand image with over half of respondents stating they
would return to a retailer’s website that recognised them via
their social login details.
It’s clear that retailers need to cultivate the communications channels that social media is presenting to them. Ignoring
tweets, Facebook comments, image uploads on Pinterest will
erode a business’ brand, but more importantly, disenfranchise
the very people that businesses need to remain sustainable in
the future.
Social development
Your business’ social media activity should start with listening.
Pay close attention to the traffic that moves through the social
media networks your business maintains a presence on. Analysis
what is being said.
Think about the sentiment and how this can be turned into
action. Rushing into a conversation, or a knee-jerk reaction to a
negative comment should be avoided. Take your time to formulate a response that is measured.
Building customer loyalty and brand advocacy takes time and
effort. Businesses that are too focused on the ROI of social media are missing a huge opportunity that may not pay dividends in
the short term, but will certainly become a lucrative component
supplement
RS
of all retailers’ operations in the future. What your business
learns now via its social media networking will influence every
aspect of your business moving forward.
It also important to realise that social media networks are in
flux. At the moment the leaders may be Facebook and Twitter,
but in the future other networks may flourish. Visual shopping
is waiting in the wings to become the next mass social network
with Pinterest showing the way.
Bizrate Insights last year showed that Pinterest is not just
about window shopping but offers retailers a real-world link to
consumers who are increasingly sharing images over content
such as Facebook updates or blog post. This speaks volumes
about how the social media retail landscape is rapidly evolving
and how all retails must develop their social media platforms to
match this tide of change.
There is no denying that social media is a powerful tool. A
report from Zuberance last year found that 16 per cent of
consumers recommend 15 or more brands across their social
networks. Developing these advocates for your business is critical. Planning is vital to get right, as too often, retailers will move
into social media without a well-developed plan of action.
Social media is no longer something that is done as an afterthought, but now takes its place at the centre of customer
services and promotional campaigns.
“Retailers have done a commendable job embracing social media - engaging their customers where it makes sense while keeping their brand relevant, interesting, appealing and exciting on
each platform,” notes Shop.org executive director Vicki Cantrell.
“Specifically, Pinterest has given retailers another channel to
‘listen’ to and interact with both existing and new customers,
telling an ongoing visual story through images of their products
and their brand ‘spirit’ – a story that customers can then tell
again to their friends and family members.”
Social commerce has many facets all of which retailers need
to master if they are to engage with their customers and form
long and commercial relationships with them. Facebook, Twitter,
Pinterest, YouTube and Google+ are at the moment the social
media touch points that retailers need to develop.
Look closely at your business’ proposition. Then listen to your
social media networks. Only then will you understand what is
motivating your business’ followers. With this data in-hand, effective social media campaigns can be developed.
But remember, social media isn’t just another sales channel. Businesses are still developing the rules of engagement.
For now, look to develop relationships with your social media
network users.
Sales messages have their place of course, but always remember that your followers in essence want to share product
information or their service experience. If you can make these
positive, brand advocacy will develop that has a commercial
value that no amount of money can buy.
NEC
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INTELLIGENT RETAIL DIGITAL SIGNAGE AT THE NEC SOLUTIONS SHOWCASE
In collaboration with our Solutions Partners, NEC Display Solutions presents fully integrated retail signage solutions to engage with your customers and increase
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Showcase delivers inspiration, knowledge, relevance and excellence.
Audience analytics
empowers targeted messaging for more intelligent signage and a measurable ROI
Mobile interaction
engaging with customers in-store through digital signage, mobile and social media
In-store kiosks
lead to sales uplift, enhanced in-store shopping experiences and reduced inventory costs
Interactive retail mirror
enhances the visual in-store experience with personalised shopping whilst collecting consumer
analytics
Interactive window signage
customers browse, search and download information to email or to a smartphone via a QR code
Augmented reality & gesture control
innovative and inspiring interaction techniques to enhance the retail experience and engage with
your audience
Virtual changing room
engage with customers to generate audience analytics whilst achieving brand endorsement
through social media
High quality HD signage
promotes a high quality brand image
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18/04/2013 13:43
RS
feature pop-up shops
John Lewis
This coupled with the use of
social media to market such short
term stores and mobile payment
solutions to facilitate their very
existence as a credible store
option is meaning that pop-ups are,
quite literally, popping up faster
than ever.
John Lewis launched a pop-up
shop in Exeter last year which acted
as a Click & Collect hub during its
six weeks of opening, while, at the
other end large scale pureplayers,
such as eBay and Ocado have also
taken pop-up space to help them
better explain their brands to
customers.
For smaller online only brands
it is also an ideal solution to road
test the proposition from tiny
businesses that could have the potential of being High Street giants
of the future. “For a lot of online
retailers it’s a very low risk way to
dip their toe into physical retailing,”
says Katie Lucas, senior analyst at
Pragma Consulting.
Emma Jones is founder of Enterprise Nation and co-founder
of Popup Britain – a business that has already helped more than
150 small businesses try out a High Street presence by leasing
sections of its stores to small online businesses for a two week
period and a £200 price tag. “We did a survey that showed 82
per cent of businesses wanted to go on the High Street but the
cost put them off,” she notes.
The venture has proved successful in helping retailers learn
how to improve their offer. “These are online home based
businesses and for many of them it’s their first High Street
experience and a number have changed their pricing or slightly
adjusted their product mix as a result,” explains Jones. She says
on average around 12-15 per cent of her tenants are now looking for permanent stores.
Of course the advantage of pop-ups is their short term
nature meaning that retailers can pick and choose when to have
them rather than pay the costs of a permanent store. “If you
run a good online business you don’t actually need a store all
year round but a shop at key points in the year or to build loyalty
works really well,” observes Dan Thompson, author of Popup
Business for Dummies and an experienced pop-up specialist.
Dan Coen, director at advisory and restructuring firm Zolfo
Cooper, points out that such stores are particularly useful for-
Popping-up all over
As multi-channel becomes central
to retail operations, store estates
are slimming down. We are now
witnessing the rise of the pop-up shop,
says Liz Morrell
R
etail is changing and as multi-channel becomes central
to their operating strategies retailers are slimming down
their property portfolios, giving rise to a glut of properties in shopping centres and the High Street alike.
The shift in trading patterns has fuelled the growth of a
previously quiet market, that of the pop-up shop where retailers
take short term leases – sometimes of literally a matter of days
or weeks – to test out markets or build a PR hype around their
brand.
Whilst pop-ups have long been around for independents to
expand or test the market the increasing ease in which retailers
or brands can move in and out with a temporary presence on
the High Street has meant huge growth in the sector of late,
particularly after a relaxation of property red tape last year.
pop-up shops feature
increasing or taking space at peak trading. “They also allow retailers to take advantage of increased footfall during major holidays
and events such as Christmas or the Olympics last year,” he says.
Other brands are using pop-ups simply to drive awareness and
excitement about a brand. “It’s about immersing the customer
with a full brand experience,” adds Pragma’s Lucas.
And the benefits of that are wide-ranging according to
Zolfo Cooper’s Coen: “Pop-up shops can offer an effective way
to raise the profile of a brand, which will create value that goes
far beyond any real-world sales completed on the day,” he notes.
In March the opening of Land Securities’ new shopping
centre Trinity Leeds has seen pop-up shops becoming a key
part of offering something different to shoppers with a series
of pop-ups to generate interest with leases ranging from three
weeks to three months. One of the initial openings was Candy
Kitten, an online confectionary and fashion business which was
originally launched last May by Made in Chelsea star Jamie Lang.
Ed Williams, brand director for Candy Kittens, says for
his brand pop-ups are an integral part of the company’s PR
campaign, rather than about testing the market for High Street
stores. Although the retailer may consider a flagship at some
point, he hints.
The retailer opened its first pop-up store on London’s Kings
Road last summer and was open for seven weeks. Its second
store opened in London’s Carnaby Street at Christmas for four
weeks and its third ran for three weeks at Easter within the
Trinity Leeds scheme. The retailer then moved to Bath and Manchester respectively – opening for 10 days each. Pop-up stores
in London, Edinburgh and Dublin are next on the list. He believes
the retailer has learnt how to make the concept work best. “It’s
important to keep these pop-ups short and sharp so that the
buzz is still there,” he says.
And he adds that social media plays a huge role in generating awareness, footfall and excitement. “We are trying to go in
and be at our busiest from day one so we do a lot of marketing
in the run up to opening including a lot of online competitions
and work by picking popup locations that are suitable to our
demographic and in areas where we are getting a lot of hits on
our site,” Williams observes.
“We have email marketing that goes out to invite those
people down to the stores, as well as inviting local bloggers.
Our social media following is very strong.”
Indeed technology from social media to mobile payments is
fuelling such growth. Popup Britain’s Jones recently introduced
Intuit Pay within her stores but admits that previously staff
were having to tell customers to visit the cash machine up the
road. At Candy Kittens its iZettle solution, which launched in the
UK late last year, allows it to take payments via mobiles.
“We use a lot of open market technology to host a free app
that allows you to use your smartphone or tablet as a till but
also allows you to download your catalogue so you can use it as
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a PoS too. We also have a mobile chip and pin device that links to
it,” comments Stewart Roberts, UK managing director of iZettle.
He says so long as pop-ups can get a 3G or WiFi signal they can
use the device and only pay as they go.
For Candy Kittens the iZettlesystem helps set it apart according to Williams. “From the start we have tried to be a business
that challenges existing ideas and by taking payments through
iZettle that furthers that experience and is one more thing for
customers to go away talking about. As a retailer it also allows
us to log in remotely and see how much money is being taken,”
he says.
In-store technology
Other retailers prefer to stick to more regular devices. Geoffrey
Barraclough, head of corporate propositions at WorldPay, says
ideally, when setting up a pop-up shop, retailers want to replicate the environment of a permanent store.
“Using familiar card acceptance devices will reassure customers that, although temporary, your store is trustworthy and
professional, increasing your potential revenue. If you have
permanent stores also then using the same devices will make
training of temporary staff easier,” he notes.
He says mobile devices are available on a range of contract
timeframes ranging from a week to 36 months meaning that
fixed telephone or broadband lines aren’t necessarily required,
whilst for larger retailers cloud based payment options such as
WorldPay Total are also an option.
Wincor Nixdorf general manager, retail UK and Ireland Martin
Smethurst says technology is allowing the market to change and
retailers to reassess their own use of space. “What is interesting is the fact that more traditional ‘bricks and mortar’ retailers
appear to be considering the viability of stores within stores
to extend their offerings, increase customer satisfaction and
engagement.
“This could also help them to adapt their shop layouts faster
to suit customers’ fluctuating demands, not just for products
but also product information too,” Smethurst observes.
Marks and Spencer is using the company’s Polytouch multitouch system as part of its own pop-up shop within shop
strategy. “These multi-channel devices can operate as an
alternate way to take payments or, as Marks and Spencer is
using it for currently, as an engaging multi-touch interface that
allows customers to conveniently shop for items either in store
or online,” he adds.
However retailers are using pop-ups there is no doubt they
will continue to grow. Coen believes it is an inevitable factor
in survival and as part of retailer’s multi-channel strategies
citing the John Lewis example as particular good practise.
“It is innovative strategies like this that retailers need to adopt
in order to beat the doom and gloom on the High Street and
capitalise on the benefits of pop-up shops,” he says.
RS
feature retail security
Big Brother is watching
Is higher shrinkage inevitable in a global
recession or are there was to combat
it? Glynn Davis takes a look at the
security systems protecting retailers
A
lthough the UK probably has the greatest concentration
of CCTV cameras in the world, and retailers have
used them for many years, few of these systems are
integrated across their store estates and many still operate on
old analogue video cassette technology.
Simon Gordon, chairman and founder of Facewatch, says: “It
is unbelievable. Retail is in the dark ages. The IT department has
said they cannot use the internet for CCTV. Even though they
have Wi-Fi in-stores they are not allowed to put CCTV on it. It’s
on standalone computers and is not integrated at all.”
CCTV
The lack of access to the internet is a key reason that retailers
have not been able to maximise the benefits of CCTV. But
Gordon believes most retailers are working towards a connected
system with the choice of either taking the outsourcing route
via a monitoring station solution – supplied by the likes of Chubb
and King’s Security – or by running an in-house central unit to
oversee all camera footage from around the business.
With integration across cameras and stores Gordon says there
is the potential for merchants to then bolt on a system like
Facewatch that enables stores to quickly recover footage of a
criminal incident and send it directly in electronic format to the
local police. It can also be sent to other retailers on Facewatch
who are part of local Shop Watch groups to highlight criminals.
“If an incident happens then the store will be able to call the
monitoring station and tell them, say, it’s the camera above the
door. They will then be able to log into the system and rewind
the CCTV and find the incident. It can then be sent to the
police,” he explains.
Gordon says the system is unique in enabling a statement
(from the victim) and an image from the scene (via CCTV) to be
combined and sent as a crime report for immediate action by
the authorities. And he says it is very cost effective at a rental
of £3 per month per store.
Its functionality will be enhanced greatly when face
recognition is introduced as frequent offenders will be identified
when they enter a store.
“It can reduce security guards and absolutely revolutionises
the way security works as it will stop crime before it happens
rather than waiting for a crime to be committed and for the
criminal to have left the store. It’s a huge deterrent,” suggests
Gordon.
Symon Millward, managing director of SG Systems, believes
that the present standalone nature of CCTV, and the continued
use of old non-digital systems, means these outdated solutions
are no longer any form of deterrent to criminals.
But he believes things are changing and the falling price
of digital technology is one driver. One area where change is
certainly happening is with merchandising point-of-sale security
solutions which enable goods to be securely made available for
customers to use in-store.
“It’s not about technology, it’s about having more products
out in front of the consumer because then retailers can sell
more that way,” he notes, pointing to John Lewis and Dixons
Retail as progressive operators.
The newer systems being specified by SG Systems for these
more pro-active merchants involve integration with smartphones and iPads to enable remote access to CCTV footage
via the internet. Tagging is also becoming more integrated
into other store systems whereby it can provide analytics
functionality including basic people counting.
Such additional benefits have become essential because
security solutions – especially CCTV – do not directly drive
retail security feature
revenues. In order for the required return on investment (ROI) to
be achieved they have to be sold on the basis of giving retailers
multiple benefits. “CCTV has to be sold as a management control
tool, and as a health and safety solution, as well as a security
system,” suggests Millward.
Greg Alcorn, senior vice president of global sales at Oncam
Grandeye, recognises this situation and suggests that solutions
that can offer benefits to marketing departments are
particularly strongly placed.
“We’re seeing another side to security solutions, which offer
intelligent marketing – with traffic flows and people counting
[capabilities]. The marketing teams have 100 times the budget
of the security departments in retailers,” he observes.
Greg suggests the Oncam Grandeye solution is potentially
much more than simply a 360 degree digital camera that
can replace existing fixed cameras as part of a retailer’s
CCTV solution. When hooked up to the relevant software in
a business’s video management system it can be used as a
forensic tool to undertake path analysis.
Unlike with multiple fixed cameras it is significantly easier to
track an individual in a store using a single 360 degree camera as
it can cover the whole floor. Alcorn says the company can create
‘threat profiles’ for retailers that help it to identify frequent
security issues and use its technology to address the problem
through its path analysis capabilities.
Tom Downes, chief executive of Quail Digital, is also selling
his company’s product on the back of its multiple benefits.
The company’s headsets are used as general communicational
tools – that can help improve staff efficiency and potentially
remove headcount in some stores – as well as being used for
security.
RS
The Co-operative uses the Quail Digital solution in some of its
smaller stores where there are limited numbers of employees
and so an aid to communication is therefore a great boon and
can deter theft.
To such an extent that a survey within the grocery business
found 73 per cent of store managers believed security had
improved following its introduction.
The solution allows headset users to speak with each other
and for pre-recorded messages to be sent to them following a
specific action or incident in-store. This could be a message that
indicates a checkout assistant needs assistance or that an EAS
(Electronic Article Surveillance) tag has activated an alarm at a
specific security gate.
Such tags have been used in retail for many years but the
RFID (Radio Frequency IDentification) variety has not been quite
as revolutionary on either the supply chain or on security as
many people in the industry had earlier predicted.
However, professor Joshua Bamfield, from the Centre
for Retail Research, says: “There is lots of evidence that fast
fashion chains are using them on their biggest selling items as
a way to get rapid feedback. There is evidence that RFID use
is being driven by commercial needs – to improve sales and
replenishment – but you can also get loss prevention data
from it.”
RFID
It also ensures that as the likes of Zara and H&M source goods
from around the world they know exactly where their products
are within their global supply chains. When RFID is combined with
the minimum stock holdings of these fast fashion businesses
then Bamfield says any theft will ‘throw their systems right out’
so there is obviously a security benefit to be enjoyed from the
use of such technology within these businesses.
What might prove a challenge for such fashion chains
and other retailers is when they develop further into being
multi-channel operators, because Bamfield says most merchants
are developing separate security systems for each of their
channels.
With the growth of cross-channel activities such as click &
collect and proximity marketing via mobile phones he predicts
potential trouble for retailers adopting non-integrated security
strategies.
“Traditional security departments find it hard with
e-commerce as they’ve not got the [required] skills. This is an
issue because it means retailers have got two-headed security
systems. Nobody at this stage has overall command of risk,
fraud and security across channels,” he warns.
This suggests there is a lot more work to be done by the
majority of retailers who need to move well beyond their
analogue video cassettes and adopt digital security strategies
that straddle their multiple channels.
RS
feature business continuity
Expect the
unexpected
Dave Adams investigates how retailers
are protecting their businesses against
business continuity incidents that can
cause store and supply chain chaos
R
etail can be an unpredictable, deeply stressful business at
the best of times, without the additional problems caused
by business continuity (BC) incidents. Unfortunately, such
incidents do happen, in forms ranging from adverse weather to
an IT or telecoms failure; and can cause chaos in stores and the
supply chain if a retailer has failed to put adequate plans in place
to protect the business.
In January 2013 the Business Continuity Institute (BCI) Horizon
Scan 2013 Survey revealed the continuity threats that concern
some retailers most. Twenty retailers questioned for this part of
the report, based in countries including the UK, USA and South
Africa, listed threats including unplanned IT and telecom out-
ages, data breaches, supply chain disruption, adverse weather,
cyber attack interruption to utility services and fire. They also
listed increasing supply chain complexity and use of the internet
to launch malicious attacks among the top three ‘trends/uncertainties’ in BC. That’s a lot of things to worry about. But how
well-developed is the practice of business continuity within the
UK retail sector?
The Retail Business Continuity Association (RBCA) offers
members including Tesco, John Lewis, Next, Marks & Spencer,
Asda and the Arcadia Group a useful forum to exchange ideas
and benchmark practices. But progress made by these companies does not necessarily indicate progress in the wider retail
sector. Whatever the size of a retailer, fundamental imperatives
drive BC practice in retail. “The retail sector is obsessed with
keeping the doors open, keeping footfall high,” says Will Brown,
head of business resilience for KPMG UK. Retailers are also very
much aware of the importance of brand reputation, so have
have developed sophisticated product recall and crisis management processes.
But money is tight. “Retailers are completely focused on revenue generating activities, so BC budgets are squeezed,” notes
Brown. “Organisations with existing plans and capabilities that
used to spend a lot on third party assurance and testing are now
doing a lot of that work in-house, which creates challenges for
them.” And retailers can be affected indirectly if their suppliers
have been forced to cut back on BC and disaster recovery (DR)
provision too.
Even larger retailers are cutting BC budgets, according to a
senior BC manager at a major UK retailer who wishes to remain
anonymous. “[Senior executives] see
the importance of BC plans, but they
don’t see me bringing money into the
business,” he explains. One response
to financial difficulties is to try to
get better value for money out of
planning and recovery arrangements,
not just to cut the budget. In some
companies this has encouraged use of
cloud computing. But in some cases
retail legacy infrastructures actually
help improve business resilience: if, for
example, a retail system in the store
only communicates with central office
once a day.
“So if you lose your central systems
to an extent it doesn’t matter;
you’ve got survivability in the stores,”
observes Mike Osborne, managing director, business continuity, at
Phoenix IT Services. “But if you’ve got
dumb terminals in the shops linked to a
business continuity feature
central system in the cloud you’ve introduced more risk.”
Osborne believes the growth in online retail has forced many
retailers to review BC and DR planning, with competitors just a
click away if their own site is down. At the same time, adds KPMG’s Brown: “information protection and data security issues are
becoming more and more relevant in retail”. These issues also
need to be considered within a business resilience programme.
Cyber attacks are a growing threat, including not just Denial
of Service (DoS) attacks perpetrated by ‘hacktivists’ for political
– or occasionally somewhat random – reasons, but also more
subtle, sophisticated attacks, including so-called Advanced Persistent Threats (APT). But it is difficult to protect systems from
malicious attack if an organisation lacks a good understanding
of those systems. One further unfortunate consequence of a
move into the cloud, for all the cost and efficiency savings it can
bring, is that virtualisation can make achieving such an understanding more difficult.
“Increased virtualisation is reducing organisations’ control and
understanding of their IT and systems,” says Brown. Virtualisation may also undermine BC/DR testing. “With shared, virtualised environments it is much more difficult to do complete,
integrated, end to end testing, where you’re failing the app and
the infrastructure that the app is sitting on.”
In all these situations retailers need to be able to make
informed decisions as they try to balance risks with efficiency
gains. Nowhere is that more true than in the supply chain, arguably the one factor which makes BC more of a challenge for
retailers. Yet the extent to which many retailers now depend on
their supply chain so dedicate resources to it may actually help
to make some companies more resilient.
A lack of integration and control can nullify these in-built
advantages. Andrew Rose, principal analyst, security and risk
at Forrester Research, cites the recent horsemeat scandal as
an example of what happens when the supply chain becomes
‘so complicated that no-one has a clue what’s going on’. Again,
sometimes it is a drive to improve efficiency and cut costs that
reduces visibility and increases risk.
The supply chain can also be vulnerable to factors which
come along more frequently than freak weather events. Some
retailers blame the weather for problems too often, suggested
the KPMG/Synovate Retail Think Tank (RTT) in a November 2011
white paper, which argued that improved forecasting and risk
management would reduce the weather’s impact.
But weather can have an impact on the supply or demand of
almost any retail product, as has been demonstrated from the
fortunes of the retail sector over the past 18 months or so,
through the hot March of 2012, the wet and cold summer that
followed; and the seemingly endless winter of 2012/13. All had
some impact on many retailers. Smaller-scale, shortlived weather
events can have a noticeable effect too: when heavy snow
prevents staff getting into stores, but means customers can’t
RS
get there either and shop online instead, for example. All these
factors need to be considered during BC planning.
Whatever the cause of unpredictable demand and supply, the
supply chain needs to be flexible enough to meet the retailer’s
needs, underpinned by a strong sourcing strategy, suggests Lee
Gill, vice-president for retail strategy, EMEA, at JDA Software.
The most basic components are duplicated lines of supply, with,
for example, clothing suppliers in the UK or western Europe
able to step in when demand for certain product lines rises too
quickly for suppliers further afield to deliver. Software such as
that provided by JDA can help, providing visibility and facilitating
collaboration between retailer and supplier. There’s no doubt
that improved control and visibility of the supply chain, along
with more accurate weather forecasting, can increase business
resilience and help retailers exploit commercial opportunities.
As with IT security, when it comes to coping with an incident,
prevention is better than cure; and the best way to ensure
prevention is embed good BC practices across the organisation.
At Sainsbury’s, as Louise Gravina, head of risk and resilience,
explains, Business Divisions have ownership and accountability
for their own BC programmes, including developing, testing and
maintenance of plans, training and awareness, risk assessment
and impact analysis. A Business Continuity Steering Group (BCSG)
has responsibility for policy approval, compliance and collating a view of overall BC risks. If reported incidents are thought
unlikely to have more than minimal business disruption impact,
the incident is managed and overseen either at a local level or by
a Serious Incident/Issues Committee. A Business Continuity Management Team (BCMT) of senior executives responds to more
significant events and oversees deployment of BC plans.
Optician and eyewear retailer Specsavers is also seeking to
embed BC more deeply within the organisation’s culture, says
senior business continuity manager, Kevin Bennett. It already
has its own dedicated workplace and IT recovery location for its
head office in Guernsey; and uses facilities provided by Phoenix
to recover two main UK sites in Hampshire and Nottingham.
“Specsavers is a growing business and change is a major
factor with new services and systems being implemented and
a move into the hearing aid market,” notes Bennett. “We have
processes in place to capture all these changes and use the
ClearView BC software tool to help maintain plans, exercises and
[business impact analysis (BIA)].”
For some smaller retailers little of this will be relevant, as they
struggle to survive and can afford to do little more than to back
data up off-site. But even the smallest retailer will sometimes
be carrying out BC planning or resilience-improving activity
without being aware of it, says KPMG’s Brown. “Supply chain risk
and resilience activity needed is, for many retailers, business as
usual,” he explains. After all, as with retail in general, BC is really
about dealing with the unexpected. Even in hard times, investing
in these capabilities is money well spent.
RS
advice
In association with
Tackling retail challenges, armed
with Clausewitz
T
he evidence is in front of us: The retail scene has
been redefined and retailers must adjust their
businesses to the new reality. There has been a
clear shift in customer spending patterns – consumers buy
less on impulse. If it is not essential, they now think twice.
Consumer spending over the last two years has been flat in
most OECD countries (0.5 per cent growth) and has declined
by 3% in the UK. Forecasts for 2013 are not much better. If
nothing else goes wrong, retail sales are expected to be flat
this year, with mild growth (one to 1.5 per cent) in 2014.
Last year, KPMG said that the biggest issue facing
retailers this decade is sustainability. I don’t agree. Anyone
who just tries to survive by waiting for better times to come
back will most likely perish. In his classic book On War,
the military strategist Carl von Clausewitz said that ‘the
best form of defence is attack’. So maybe it’s time to start
thinking about growth instead of survival. Clausewitz also
warns about inaction: “It is even better to act quickly and err
than to hesitate until the time of action is past.”
and reliable system. One of Retail Directions’ customers
reported an annual net profit increase of £120,000 per store
once they deployed our software. True, they are very good
retailers, but only once they got the right system were they
able to release the latent capabilities within their business.
Eliminate waste and reduce expenses
Few would argue that the key success factor in retail is the
right stock. If the retailer has what the customers want, at
the right price and the stock is available when required, it
is difficult not to do well... unless the retailer’s costs are
too high. Furthermore, since some of the merchandising
decisions will inevitably be wrong, the required margin
buffer must be large enough to compensate for the errors.
This leads us to the first fundamental truth applicable to
every retail business: You cannot do well if your costs are
too high. Many retailers have inherited a bloated cost base
from the ‘good old days’ before 2008. This is why senior
executives in retail must focus on eliminating waste and
reducing operating costs. Clausewitz stressed that it is
essential to ‘pursue one great decisive aim with force and
determination’, and this is clearly such an aim.
Process-oriented business management
At this point comes the final, third step to create a smooth
operation: process-oriented business management. Most
managers in retail are not familiar with Total Quality
Management. This management methodology allowed Japan
to increase their GDP 10-fold within less than 40 years. TQM
has many parts to it, but one of the most important is the
ability to distinguish between process issues and incidents.
The former needs process improvements, the latter requires
case-by-case handling.
If you are not familiar with TQM, I urge you to study it –
there is real gold there, but it requires different thinking.
Once you master this approach, you will be able to take your
business to the next level.
How can you best eliminate waste and reduce expenses?
Some of the largest cost components in retail are systems
and data communications. However, we need to be
concerned about more than just costs of information
technology in the business. The other parts of the
organisation can only be as efficient and effective as the
systems allow them to be. In other words, you cannot keep
your costs down without a moderately priced, highly capable
Get your logistics right
Once the systems, your backbone, are under control,
the second fundamental is to get your logistics right.
Clausewitz said: “There is nothing more common than to
find considerations of supply affecting the strategic lines of
a campaign and a war.” This is true today as it was in 1830s
when Clausewitz wrote his famous book.
Most retailers have clunky supply chains. One of Retail
Directions’ customers saved £0.48 per item within the
supply chain by putting our software into their warehouse.
With two million items moving through their warehouse, this
translated into nearly £1 million extra at their bottom line.
For them, this was a 20 per cent improvement.
See the results
Finally, when all the handbrakes on your business are
released, you will be able see the results of being a good
merchant and a great trader. It won’t be easy. Clausewitz
said: “Everything in war is very simple; but the simplest
thing is difficult.” This is true in this case too. When the
going gets tough, remember that Clausewitz also said:
“If the leader is filled with high ambition and if he pursues
his aims with audacity and strength of will, he will reach
them in spite of all obstacles.”
news
RS
Business is booming
John Lewis announce that its online sales
passed the £1 billion mark
O
nline sales at John Lewis passed the £1 billion mark on a rolling
52 week basis, alongside a successful launch of a new multimillion pound web platform. The milestone came in April, a year
ahead of the retailer’s forecast, which had estimated reaching £1 billion
of sales in 2014.
The department store has invested nearly £40 million in its new
website during the three year project, which is the foundation for
future online growth and its customer-focused omnichannel strategy.
Mark Lewis, who has recently joined the retailer as online director,
says: “Passing the £1 billion milestone almost an entire year ahead of
schedule is a fantastic achievement for us, and a reflection of how
central online shopping has become to our customers.
“We have a leading omni-channel strategy which our customers love,
but to continue to deliver the service our customers want, we need a
website which will serve us as well as the old one did, and maintain our
position as a leading innovator in online retailing.”
The new website features new functionality including an enhanced
wish list function, search history, and more inspirational content, with
more customer-focused functionality planned for the future. With
mobile now accounting for over 25 per cent of traffic to johnlewis.com,
the retailer has also revamped its mobile offer to mirror the creative
design of the main site, and plans to launch a new app with details to
follow later this year.
Paul Coby, IT director at John Lewis, says: “With sales up over 40 per
cent for johnlewis.com in 2012, we are seeing an unprecedented pace
of online growth and customers are making more demands on our
website, than ever before.
“The billion-pound success of johnlewis.com is a reflection of our
strategy to put the customer at the heart of our online operations.
Early testing at every stage of the build, and inviting over three
million customers to use our beta site before full launch, has resulted
in what we believe will be an outstanding experience and journey for
customers. We have designed the new site to incorporate the best
features of our previous site making it not only easy and intuitive to
use, but inspiring to shop.”
The site also features a prominent feedback form, which generates
around 300 pieces of feedback a day, which the retailer will use to
prioritise issues and spot trends.
RS
feature 3D printing
Stranger than fiction
3D printing is the process of making
a three-dimensional solid object of virtually any shape from a digital model. The
technology, which has been around for
years, is used to make scale models and is
increasingly being used to make consumer
products. Companies such as Nokia, Disney
and London-based start-up MakieLab –
who sell 3D printed, customisable dolls – all
Occasionally there are steps forward
in technology that sound like science
fiction. With 3D and 4D printing, could
we witness a new industrial revolution?
I
’ve always been a fan of science fiction; books, films, graphic
novels – you name it. The possibilities when it comes to
technology are endless in these imaginary worlds. I’ve often
wondered why modern life is so slow to catch up to the ideas
proposed by science fiction writers. Look at Bladerunner, for
instance, that film (based on the essay by Philip K Dick) is set
just six years in the future in 2019. How likely is it that Earth
will have colonies on other planets or androids in six year’s time?
It seems unlikely.
Occasionally, however, there are steps forward in technology
that sound just as remarkable as science fiction. I’ve discussed
3D printing in this magazine before but I felt it was time to
revisit the subject due to some amazing advances over the last
year, not just for retail but for medicine, manufacturing and
other industries. In fact the idea of 3D printing has evolved into
4D printing.
Carlos Olguin is working on this in his role as the director
of the Bio/Nano/Programmable Matter Group at software
giant Autodesk. He believes that in the not too distant future
consumers will be able to buy a chair from Ikea and then watch
it assemble itself. The same technology is also being used to
research cancer fighting nano-robots that are implanted in the
body to find and destroy cancerous cells. Suddenly Bladerunner
is sounding more and more plausible.
offer 3D printed items.
The solid object is achieved using an additive process, where successive layers of
material are laid down in different shapes.
A materials printer usually performs 3D
printing processes using digital technology.
Since the start of the twenty-first century
there has been a large growth in the sales
of these machines, and their price has dropped substantially.
In January this year Nokia released design files that will let
owners use 3D printers to make their own cases for its Lumia
phones. Files containing mechanical drawings, case measurements and recommended materials were released by the phone
maker so customers could create a custom-designed case for
the flagship Lumia 820 handset. The project made Nokia one of
the first big electronics firms to seriously back 3D printing.
John Kneeland, one of Nokia’s community managers, revealed
the Finnish phone maker’s decision to release the 3D drawings.
“Nokia’s 3D printing community project is a simple concept with
exciting potential,” he says.
“Our Lumia 820 has a removable shell that users can replace
with Nokia-made shells in different colors, special ruggedised
shells with extra shock and dust protection, and shells that add
wireless charging capabilities found in the high-end Lumia 920
to the mid-range 820. But in addition to that, we are going
to release 3D templates, case specs, recommended materials
and best practices – everything someone versed in 3D printing
needs to print their own custom Lumia 820 case. We refer to
these files and documents collectively as a 3D-printing Development Kit, or 3DK for short.”
Speaking about the potential of 3D printing Kneeland adds:
“When I first saw 3D printing in action, I felt how I imagine people
felt when they saw the very first steam engines. The earliest
examples of steam engines were incredibly expensive, finicky,
and quite limited in what they could actually do. Every great invention starts out as but a faint shadow of what it will become.
Today we can print cases made of only one or two materials,
and the machines are limited in what they can make, but that
3D printing feature
itself is incredibly exciting—and the future even more so.
“My own view is that the hype is justified, and that 3D printing
is indeed A very big deal. I don’t think it’s an exaggeration to call
it the sequel to the Industrial Revolution. However, it’s going to
take somewhat longer to arrive than some people anticipate,
and that may disappoint people. For now, it’s a bleeding-edge
technology for bleeding-edge early adopters—which is exactly
where Nokia is aiming its 3D printing community efforts.”
Some of those disappointed people have already taken up the
cause of the slightly more controversial side of 3D printing online. Defcad, operated by Defense Distributed, is a makeshift site
that hosts mostly firearms-related 3D files. The site’s founder,
Cody Wilson, says Defcad was started in response to MakerBot’s
decision to remove 3D gun files from its catalogue. He believes
Defcad represents true freedom of information and says they
won’t bow to copyright laws.
Jackie Maguire, CEO, Coller IP, observes: “When it comes to
protecting intellectual property and 3D printing there are quite
a variety of different things to consider. The 3D printers themselves and software behind that, templates and operating and
the materials that are used.
“People using personal 3D printers at home might be reproducing designs of products that are protected by registered 3D
trademarks. Some perfume and whisky bottles, for example,
have 3D trademarks. Jean Paul Gautier’s perfume bottles are
very characteristic, or the coke bottle; you recognise it as soon
as you see it. Recently there was a case in China brought by
Chivas Whisky because their distinctive whisky bottle was being
reproduced. The bottle has a registered 3D trademark so the
case was brought to court and damages paid.
“In relation to 3D printing it’s not the label they put on the
bottle it’s the shape of the bottle itself. Before consumers buy
a design, a template off the shelf to produce at home, they are
going to need to check that they are not infringing copyrights.
This could be difficult to police, however. The end user could
request infringement free templates, or whoever sells the
template may have to provide insurance that they are free from
infringements. Or the right to sell on to other people would
need to be obtained through a licence.
“3D printing is certainly exciting,” she continues. “It bring
customisation to a whole new level, but protecting intellectual
property may require a different approach. There is a debate
in IP world generally between control or open source. I think for
the 3D printing revolution to take place there will have to be a
paradigm shift in peoples’ ability to gain access information. The
internet shifted the way the world works and legally we have
accommodated that. There is no reason why 3D printing cannot
takeoff, but in compliance with the law.
“Of course, when it comes to the internet, the illegal download of music and films is still ongoing. These sites are gaining
great cash value through infringement. There is great
RS
commercial potential in 3D printing and the end user gets
flexibility of use and choice of what they can have. They can
design their own furniture or kitchen gadgets and decide on
the colour and size they want to have.
“When you are looking at consumer goods it’s not too difficult to imagine a complete step change in the way that goods
are sold. 3D printed products are not as neat and tidy at the
moment as they could be. But it’s not beyond the imagination
to think of a home having its own 3D printer. It is even possible
to print cheese and chocolate now. At the moment 3D printing
is more about the creative use of the technology. But you can
imagine the creative technology that would someday be able to
make you a sandwich. Still a way to go yet, but not out of reach.”
Disney have already started to use 3D printing as part of their
toy manufacturing process. Printed Optics is a new approach to
creating custom optical elements for interactive devices using
3D printing. A Disney spokesperson explains: “Printed Optics is
part of our long term vision for the production of interactive
devices that are 3D printed in their entirety. Future devices will
be fabricated on demand with user-specific form and functionality. Printed Optics explores the possibilities for this vision
afforded by today’s 3D printing technology.”
London-based, MakieLab, have taken the process a few steps
further and offer fully 3D printed, customisable dolls called
Makies, through they transactional website. That site launched in
alpha in May 2012, the company raised $1.4 million from earlystage investors in June that year, and in March 2013 MakieLab
released an iPad app called Makies Doll Factory to help people
make and order Makies from their tablet.
Granted there are problems to be ironed out when it comes
to 3D printing. Control or open source, copyright infringement, the decline in manufacturing and design jobs that could
potentially come about. Yet for multi-channel retailers 3D printing could offer a level of instant consumer service never seen
before. Imagine not having to wait for delivery when you buy an
item online. Imagine just being able to print it at home. It is still
some way off, but with the price and size of 3D printers falling,
it may not be long before we have one on our desktop sitting
alongside our PC.
at a glance
MARCH
The National Union of Students (NUS) created a new free app to support its NUS
extra card, the number one student discount and lifestyle card in the UK. Created
by digital agency Code Computerlove, the
NUS extra Student Discount Companion
App uses the latest geolocation/nearfield
technology to allow students to find
discounts near them.
Interdirect has worked with John Lewis
Partnership and wayfinding experts,
Whybrow, to launch an innovative touch
screen wayfinding system at the new
John Lewis store in Exeter. The store,
which opened in October 2012, has a
touch screen on two floors providing
customers with all the information they
need to be able to find their way around
the wide selection of departments.
Aurora Fashions announced the next
phase of a fundamental reshaping of its
businesses, which will enable the brands
to further embrace omni-channel. Coast
will emerge as a standalone business and
Oasis and Warehouse will be established
under a single parent company, Fresh
Channel. Liz Evans, managing director of
Oasis, has been appointed as CEO of the
new business.
WorldPay acquired the YESpay group of
companies, a leading payments services
provider. The acquisition, made for an undisclosed amount, is in response to growing demand from WorldPay’s clients for
truly integrated payment services. It also
enables YESpay to significantly increase
the deployment of its solutions.
Cross-border sales in Europe will reach
€36 billion in 2013 to account for 10.6
Rounding up all the major retail tech related stories
per cent of total online sales in the
region, according to IMRG. UK retailers are
proving to be the most successful in trading across borders; in 2012 international
consumers spent £7.4 billion on UK-based
sites, with the total set to exceed £10
billion this year.
Regent Street, London W1, launched
24/7, a bespoke social media hub accessed through regentstreetonline.
com. The hub creates a virtual window
where everyone can engage in real-time
conversations with the Regent Street
shops, restaurants, cafés, bars and hotels.
Conversations appear on 24/7 from
multiple social media platforms such as
Twitter, Facebook, Instagram, Pinterest,
SoundCloud and YouTube.
Amscreen unveiled a seven week nationwide campaign with BlackBerry to support its experiential activity for its new
BlackBerry 10 platform. As part of the
BlackBerry Z10 smartphone’s initial launch
activity, BlackBerry has utilised Amscreen’s national screen network to run
time-specific ads at over 1,900 forecourt
and convenience store locations.
UK startup Droplet announced Chiltern
Railways and Airparks as the first national
organisations to adopt its m-payment
platform. The company’s app allows people to load money onto their phones and
send payments for free. The deals build
on a beta trial in Birmingham, which has
seen 2,500 users and 60 merchants adopt
Droplet as a payment method.
APRIL
Morrisons Cellar chose MetaPack to facilitate the delivery of their new online wine
offering. In response to a 10,000 strong
survey in which wine drinkers explained
their frustrations with the way wine is
currently being sold in the UK, Morrisons
decided to launch a new initiative, a‘Taste
Test’ to help people find the wines they
love at affordable prices.
Debenhams, Expedia and Argos topped
the UK Mobile Commerce study by
EPiServer. The report scored the mobile
websites and apps of 30 of the UK’s top
retailers’ against a detailed best practice
benchmark informed by research into
current consumer attitudes to mobile
usage and experience.
at a glance
at a glance
RS
Shutl announced that Jewson, the UK’s
leading supplier of
sustainable timber
and building materials, launched the world’s fastest, most
convenient delivery service from six of
its London branches. The partnership will
enable London-based Jewson customers
to order from a participating local branch
– either in person or by phone – and get
their orders delivered in 90 minutes.
John Lewis launched an interactive window display at its flagship Oxford Street
store and its Peter Jones store in Sloane
Square. The ‘BEAUTIFUL – On or Off’
campaign, was created by communications agency adam&eveDDB. The display
will entertain shoppers and commuters
with a memorable augmented reality
experience, which has been audio-enabled
using Feonic’s Whispering Window invisible
speakers.
And expanding global lifestyle brand, Cath
Kidston opened two, wholly owned stores,
in China’s prestigious Cloud 9 and Raffles
City shopping malls in Shanghai, both
powered by Futura’s international EPoS
and merchandise management solution.
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book reviews
The Insiders Guide to E-commerce
strategy to recover those ‘almost’ customers who filled a basket
but failed to make a payment or customers who bought once
but didn’t come back.
Tip 41: Market offline. It’s sometimes fogotten that 100 per
cent of all your prospective buyers also have a life offline. Don’t
forget traditional marketing methods like direct mail.
Barling believes analytics are very important along with Search
Engine Omptimisation, email and search engine marketing, using
video and embracing social media. There are plenty of tips that
apply to social networks, getting the most out of Facebook, connecting with your customers and understanding virality.
But it is nice to see Barling’s optimism around the effect of
social media on e-commerce tempered with words of caution.
It seems to happen all too often these days that social media is
believing its own hype. The Insiders Guide warns retailers not to
give too much away. Exclusive content for fans is one thing, giving coupons and discounts to a legion of online followers doesn’t
make financial sense.
Barling also warns retailers not ‘over commit’ to social networks like Facebook. Use of the site is starting to plateau and
online merchants need to decide what relevance these kinds of
sites hold for them, if any.
I think what I liked most about this guide is that is was so easy
to dip in and out at various points and discover a little gem of
knowledge. I couldn’t possibly go through all 440 of the tips contained in the book, suffice to say it is a comprehensive roadmap
of pretty much everything you could need or wish to know when
entering into the world of e-commerce.
Winning without losing
W
hatever your job is, chances are you find it hard to
switch off. Today, we work longer hours, at weekends,
at home and on the move – while the office is only
ever a click away via smartphones and the Internet.
But as much as we assume that this is the price of success, it
doesn’t have to be this way. Martin Bjergegaard and Jordan Milne
are here to show you how to build your business into something
big, sustainable and widely recognised – and still lead a happy,
whole and balanced life.
In a series of short insights, Winning Without Losing: 66
strategies for succeeding in business while living a happy and
balanced life, reveals strategies and methods which will allow
you to combine professional success with putting friends, family
and happiness first. Their Efficiency Boosters will increase your
effectiveness, while you’ll learn all about how to avoid Time
bits and pieces
T
hankfully the Insiders Guide to
E-commerce is actually written by
an insider. Chris Barling has been
around the digital block a few times with
the company he co-founded in 1996, Actinic, which is now known as SellerDeck.
The contents of his book are, therefore,
thoughtfully and systematically laid out. In
fact the step by step guide to setting up a store online seemed
so simple that it had me wondering whether or not I might have
a bash at the e-commerce game, rather than just writing about
it. The book boasts 440 insights for the ambitious online retailer,
most are fairly obvious and self explanatory but I’d like to share
a few lesser-known facts that all prospective e-tailers should
consider before setting up a virtual shop.
Tip 7: Consider the ownership issue.
Chris writes: “If you buy a solution that is fully hosted across
the net, you are dependent on you provider, and the business
that you painstakingly built could be gone in a flash.”
Certainly we’ve all heard horror stories about the treatment
some merchants have received so doing some background
checks on e-commerce providers is good advice.
There are a lot of good tips about marketing your website
and company. Making use of Google Analytics, considering Pay
Per Click, using blogs and social media, remembering existing
customers, getting customer feedback etc. Perhaps a couple
that fledgling e-commerce companies might forget are:
Tip 40: Recover the ones that got away. Every e-tailer needs a
Chris Barling
and Energy Wasters and build a New Mindset that gives you to
optimism and enthusiasm needed to succeed. So wave goodbye
to guiltily checking your emails on a date, or getting home when
your children are already in bed – this is your route to winning on
every level.
I must admit I don’t go in for all this self help nonsense but
perhaps it is time to evaluate the work/life balance in all our
lives. After all the last time I went on holiday and couldn’t get
any internet access to check my emails I almost had a meltdown.
And I have more than a handful of friends who have been in the
same situation.
Yet, I can still remember (somewhere in the back of my
mind) a holiday when I didn’t have a mobile phone. It’s a distant
memory for all of us but perhaps it is one we need to reclaim. I’m
not positive a book could help me do that, but it’s a start.
letters
letters to the editor
RS
48 RS
April - May 2013
ENVIRONMENAL IMPACT OF E-TAIL
Retailers including The Co-operative Group, Sainsbury’s and
Nestle have committed to improving their environmental
performance with the guidance of government body WRAP’s
Product Sustainability Forum. The impact of retail, both High
Street and online, on the environment is significant and one
area that is particularly pertinent is how e-commerce affects
the environment.
This could be a wake-up call to look at ways of reducing
environmental impact for sectors other than food and groceries. In sectors like clothing, garment return rates at their
industry average of 25 per cent have a huge impact in terms
of unnecessary transportation: with an average 27 per cent
of those returned items exchanged for another size, retailers
face making 132 deliveries and collections to successfully
sell just 82 garments. On top of that, returned items usually
mean new or additional packaging. On this basis, aiming to cut
return rates can make a serious and visible contribution to a
clothing retailer’s environmental initiatives at a time when it is
high on the consumer agenda.
There is obviously no ‘quick fix’ for this problem, but
there are some important measures that retailers can adopt
to reduce their real estate costs in order achieve crucial
cost-savings. Retailers should begin by carefully analysing the
number and size of the buildings they occupy, for example,
and then consider whether they can downsize in some areas
and maybe even close stores completely, if necessary.
Energy management is another key area that, if controlled
carefully, can achieve huge cost savings across a retailer’s
real estate portfolio. By taking a closer look at their energy
usage, retailers can very quickly identify any shortcomings
in their energy and resource management, and can often
achieve substantial savings by implementing some very simple
changes to their daily working practices.
However, retailers will need to begin this process by
measuring and monitoring their current usage, so that they
will be able to see the impact of any changes they make.
Armed with this information, retailers will be in a much
stronger position to make changes that really count – not
only in terms of operational efficiency, but also as a way of
cutting costs and improving the bottom line.”
Heikki Haldre, founder and chief executive of Fits.me
Tim Clapham, director at Planon Software
GETTING ONLINE MARKETING RIGHT
Morrison’s’ announcement that it will be opening an online
sales channel to help boost its business is another strong indicator of how vital e-commerce and online marketing is in the
retail space. But to get it right and make ‘online’ a commercial
success email marketers must run their campaigns underpinned by the ‘engine room’ of email intelligence to drive
the success and ROI of their online initiatives. The three vital
ingredients that marketers must ensure they address in their
email marketing programmes are as follows: Maximising Inbox
Placement Rates: by understanding what satisfies the ISPs and
having a strong sender reputation. Mastering Mobile Email: understand where, when and what device their subscribers are
opening emails and tailoring campaigns accordingly. And email
Security: avoiding phishing and spoofing attacks and protecting their subscribers and the brand. Get these key elements
right and businesses like Morrisons stand the best chance of
driving successful email marketing campaigns with engaged
subscribers converting into strong sales figures.
Richard Gibson, director client services, Return Path
RENT CHALLENGES FACING RETAILERS
One of the key challenges that retailers are facing is the
soaring cost of rent, as most landlords are unwilling to adjust
their rates to accommodate the distressed High Street.
CONSUMERS EXPECT ONLINE OFFERS
ShopperCentric has released its report on premium shopping,
which reveals that 59 per cent of shoppers believe premium
brands that never offer discounts are out of touch with
customers. For years now, premium brands have worked
hard to effectively position discounting and offers within
a broader brand growth strategy but now, with consumer
spending squeezed, customers are researching prices and
looking to publisher sites before brand websites in order to
find the best deal. It’s important that premium brands don’t
underestimate the value of publishers that offer money off
or cashback in order to meet shoppers’ changing appetites
and taste for premium goods.
However, brands must consider who they partner with
carefully. It’s crucial to appear on sites that echo your own
brand values, not only so that you are able to access the right
target audience, but so that you can match your brand image
wherever you appear on the web. Brand image is everything
and premium retailers don’t need to compromise, they just
have to get the balance right. Using a CPA network allows
luxury and premium brands that chance to work with trusted
advisors who will know which publishers represent the right
opportunity for their brand.
Mark Haviland, MD of leading CPA network, Rakuten LinkShare
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appointments
People on the move
Eduardo Sanchez
RichRelevance has appointed Eduardo Sanchez
as president. Sanchez brings more than 25
years of global leadership, operational and
technical experience in enterprise computing,
cloud services, mobile and social applications
and data infrastructure to the company. He was one of the
earliest members of the MicroStrategy leadership team and
over his 16-year tenure played a major role in driving the development of the company, most recently serving as executive
vice president of strategic development.
Max Way
K3 Retail has appointed Max Way as head of
multi-channel retail to further develop its
position as the leading authority and enabler
in the world of multichannel retail.
The role was created to ensure the K3 team broadens and
deepens knowledge across all areas of retail; from marketing to
finance and supply chain, through to PCI compliance and customer service excellence – adding value to customer projects
through prior and on-going strategy support. Max brings more
than 13 years of experience in the retail technology sector.
Sir Terry Leahy
Sir Terry Leahy, former CEO of Tesco, who
became a MetaPack shareholder in June 2011,
has now officially joined the board of directors. Sir Terry, who has been a regular advisor
to the company since his investment, will now take up his official role to contribute to the strategic development of this fast
growing firm. Bringing with him his expertise in international
expansion, this is perfectly timed to coincide with MetaPack
opening its first European office in Hamburg, Germany.
Martin Hiscox
Kewill Ltd has appointed Martin Hiscox,
chairman and CEO of Masternaut, Europe’s
largest telematics SaaS business, to its board
as non-executive director. A well-known and
respected industry figure, Hiscox is an experienced business
leader. He brings to the Kewill Board in excess of 20 years’
experience of private equity owned IT businesses that he will
utilise supporting the senior management team in creating and
executing successful growth strategies.
Jas Virdee
Jas Virdee has joined Kurt Salmon as a partner, to lead its UK multi-channel practice. He
has worked within the retail sector for more
than 25 years, most recently as an executive
board member of Mothercare, responsible for group strategic
planning, which included accountability for business transformation, e-commerce and IT. Virdee has led many large strategic
client assignments, including those relating to post-merger
integration, global supply chains, international growth and the
implementation of multi-channel solutions across Europe.
Patrick Carney
Vodat International has appointed Patrick
Carney as business development manager in
a bid to push forward and establish itself as
a leading player in the hospitality and leisure
sector. The international communications provider has made
the appointment to focus on developing its work within the
sector and drive forward Vodat’s new business relationships
at all levels. His key responsibilities will be focused around
identifying and opening new business channels while managing
a number of existing accounts.
Graham Halling
Mobile shopping couponing company,
Shopitize, has appointed Graham Halling as
its commercial director. Halling takes up his
appointment with immediate effect. He has
been developing new business and strategies over the past 20
years at some of the biggest telecoms, media and marketing services brands in the UK and Europe including Wegener
Marketing, News International and Saga. He has also undertaken
numerous consultancy and non-executive roles.
Andrew Livingston
Kingfisher has named Andrew Livingston
as the CEO of its Screwfix trade business.
Livingston, who is Screwfix commercial and
e-commerce director, replaces Steve Willett
who was promoted to become CEO of group development and
productivity at Kingfisher, a role which includes responsibility
for developing the group’s multi-channel operations. Livingston’s previous roles include director of showroom at B&Q and
chief operating officer at Wyevale Garden Centres.
Multi-Channel Conference
SAVE THE DATE
25 September 2013, London Stock Exchange
FREE for Retailers and Consultants
Register now: www.retail-systems.com/multichannel
For event enquiries or to book your place please contact:
For sponsorship enquiries please contact:
Deputy Head of Events
Hayley Kempen
+44 (0)20 7562 2414
[email protected]
Advertising and marketing Manager
Lisa Gayle
+44 (0)20 7562 2430
[email protected]
For marketing opportunities please contact:
Marketing Manager
Sarah Whittington
+44 (0)20 7562 2426
[email protected]
Sponsored by:
@RSMultichannel
Senior Sales Executive
Emma Stokes
+44 (0)20 7562 2429
[email protected]
directory
RS
Marketplace
directory
listing
To Advertise contact Lisa Gayle Telephone: 0207 562 2428 Email: [email protected]
To make the directory section as easy as possible to use, we have added an index of headings below. These are listed alphabetically in order for you to find
the products and services you are looking to source.
To list your company within the section, please contact Lisa on 020 7562 2428 or email [email protected] for a quote.
The leading IT source guide for retailers
CONTENTS
address management software
epos, store, head office, warehouse and web solutions
business software
international payment services
delivery solutions
payment processing solutions
direct commerce software
payment solutions
e-commerce and head-office
supply chain solutions
(multi-channel) solutions
epos, head office (multi-channel) and warehouse solutions
epos, store, mail order, head office and distribution solutions
store, head office and distribution solutions
epos hardware
address management software
Enigma House
Elgar Business Centre
Moseley Road, Hallow
Worcester
WR2 6NJ
Tel: 0800 047 0495
Postcode Anywhere is a UK-based company well known for its award-winning “what’s
your postcode” technology, used to quickly complete your address when buying online.
The company’s range of services, all delivered online, are specifically designed to boost
business efficiency and include route optimisation, international address auto-fill, data
cleansing, business information services and lifestyle profiling.
Over 8,000 customers worldwide use Postcode Anywhere for better data cleanliness,
speedier form-filling and increased conversion rates. Postcode Anywhere processes over
a million transactions a day.
business software
Keystone Software
Development Ltd
4-5 Hill Court
Grantham
NG31 7XY
Khaos Control is a leading business software solution, with a strong focus on the multi-channel
retail industry.
It is Sales Order Processing software, but with integrated and powerful stock control,
purchasing, accounts, CRM, contact management, invoicing, marketing and promotions.
It integrates with most e-commerce web sites, complementing them by providing a powerful
back-office solution for controlling the picking, packing and despatching of orders and
T: 0845 25 75 111
supporting the full range of customer services including returns/refunds.
[email protected]
It's modern, Windows based, scaleable and resilient.
W: www.khaoscontrol.com
delivery solutions
MetaPack Ltd
12-16 Laystall Street
London, EC1R 4PF
Tel: 020 7843 6720
Fax: 020 7843 6721
Email: [email protected]
Web: www.metapack.com
MetaPack is the leading provider of delivery management solutions
•
•
•
•
•
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Best practise delivery solution – improve customer retention
Single point of integration for all carriers
Easily add new carriers and switch between them allowing for contingencies
Complete tracking and extensive performance reporting
Proactive customer care through email & sms messaging for shipments
Reduce logistics costs through effective allocation
Customers range from large and multichannel retailers such as John Lewis, ASOS, B&Q,
Marks & Spenser and DGSi Group to smaller pure play companies.
D I R ECTO RY O F K EY PLAYE R S
call
020 7562 2428
l i s a . g ay l e @ r e ta i l - s y s t e m s . c o m fa x
e-commerce and head-office
(multi-channel)
020 7374 2701
solutions
hybris UK Ltd.
Holborn Tower
137 High Holborn
London
WC1V 6PW
hybris is a leading vendor of multichannel commerce & communication software. Its clear vision
T +44 (0)207 429 4175
F +44 (0)207 329 8291
[email protected]
enabling companies to master the complexities of implementing and managing single site,
Kudos Software Ltd
Cliff House, Cliff Road
Salcombe
Devon
TQ8 8JQ
Kudos Software are specialists in retail and operational stock management software solutions
Tel: 01548 843586
Fax: 01548 843503
E: [email protected]
W: www.kudos-software.co.uk
mail order operations, large unit sales (such as caravans and boats) and e-commerce. We
about the need for consistency, co-ordination and personalization of information across all
channels and throughout all phases of the customer lifecycle has resulted in the development of
an integrated solution which supports the industrialization and automation of communication,
sales and support processes both online and offline. It is spearheading innovation in this field,
Nisyst
Nirvana House
89 - 99 High Street
Little Lever
Bolton
BL3 1NA
Tel: 01204 706 000
W: www.nisyst.co.uk
multi-site and multichannel communication and commerce processes step-by-step without
any compromises
with 20 years experience in the retail industry and 300+ installed sites. Supporting single or
multi-branch operations our feature rich EPOS tilling solutions increase efficiency, reduce admin
and improve profitability. Kudos’ integrated systems are designed for retail shops, workshops,
offer a complete solution from initial consultancy through to installation, hardware, training
and support.
Nisyst has over 20 years experience of developing and implementing EPoS systems for a range
of retail users from multi-site, multi-channel operations through to small, single-site businesses.
Nisyst delivers complete solutions from point of sale to back office, reporting and stock control
systems, giving a real commercial advantage to your organisation. Its market leading solutions,
NPoS Enterprise and NPoS Lite, can be fully customised to meet customer requirements, improve
business efficiency and save costs.
Key NPoS modules include full sales and marketing control featuring email and SMS integration,
stock control, purchase ordering, instant reporting and analysis, and pre-built e-commerce
integration for ordering and distribution. Nisyst systems operate on a comprehensive range
of electronic point of sale systems, including the latest generation of contactless and mobile
applications.
Retail Assist is a leading retail-only solutions and services company, providing UK and
international retailers with end-to-end business applications plus a comprehensive range of
services that reduce costs, optimise retail operations and support higher revenues.
Retail Assist Ltd
The Hub
40 Friar Lane
Nottingham
NG1 6DQ
T: 0115 853 3910
W: www.retail-assist.com
www.merret.com
Our managed services offer 24/365 Help Desk, Technical Services, Operations, Data Centre
Hosting, Hardware Maintenance and Disaster Recovery. Managed solutions offer hardware,
software and services, based on a fully-managed and hosted "software as a service" model.
Merret, our award-winning integrated supply chain solution covers all areas of stock control and
retail supply for real-time multi-outlet, multi-channel merchandising and warehousing, plus
business intelligence.
Clients include La Senza, Aurora, Paperchase, World Duty Free, First Quench and Harvey
Nichols.
e-commerce, head-office
MNP
91 Crane Street
Salisbury
Wiltshire
SP1 2PU
(multi-channel)
and warehouse solutions
Enterprise back office retail platforms for mid sized retailers, ActiveSeries comprises
order management (OMS), warehousing (WMS) and purchase & merchandising solution
(IMS) ensures real time multi channel inventory, operational efficiency with real time
business intelligence.
Interfaces into Torex, Island Pacific, RBS, Futura, Riva, Red Prairie, Hybris, Magento
Tel: 01722 341342
and 30+ proprietary ecommerce platforms. Integrated with Channel Advisor, Royal Mail,
Fax: 01722 341888
Metapack, GFS, Ebay, Amazon and many more third parties.
E-mail: [email protected]
Web: www.mnp-media.com
ActiveSeries platform users include Lakeland Limited, Kurt Geiger, LK Bennett, Surfdome
and Soletrader
call
020 7562 2428
020 7374 2701
ecommerce, store, mail order, head office and distribution solutions
Sanderson Multi-Channel
Solutions
Sanderson House
Manor Road
Coventry
CV1 2GF
T: 0333 123 1400
W: www.sanderson.com/elucid
Contact: Lee Ashworth
Elucid is our complete software solution for Multi-Channel Retailers that integrates store,
web and mail order sales and back office fulfilment operations.
Whether you’re looking for a consolidated view of customers or striving to fulfil orders
from multiple stock locations and reduce delivery timescales, Elucid helps you to deliver a
seamless customer experience.
“Elucid has brought together our multiple sales channels and collective systems, providing
us with a central hub that allows us to operate a true multi-channel sales organisation.”
Patrick Walker, Beaverbrooks The Jewellers
epos hardware
Casio Electronics Co.Ltd
Unit 6, 1000 North Circular Road
London
NW2 7JD
Casio provides ruggedised hand-held terminals for the retail store and warehouse
environment. Our terminals are used for logistics, shelf-edge labelling, stock control and
PLU applications. Operating Windows CE or Mobile, our mobile terminals can include an
auto-focus camera, WLAN/WWAN communications, GPS mapping, a barcode scanner,
Tel: 020 8450 9131
W: www.casio.co.uk/mobile
contactless card reader and the brightest touch screen display available.
Casio is a market-leader, with support and service facilities in London. Contact us
for more information and a loan sample of our retail products - the DT-X7, DT-X30 & IT-800.
World Headquarters
Via Berettine 2
43010 Fontevivo
Parma ITALY
Tel. +39 0521 680111
Fax +39 0521 610701
[email protected]
www.custom.biz
CUSTOM : DESIGN AND INNOVATION FOR YOUR POINT OF SALE
Custom’s main activity is to design, produce
and supply solutions for the point of sale
automation, the printing process automation for the industry, issuing solutions for tickets and
travel documents, the point of sale automation for lotteries and betting.
Custom stands out in the market for design, technology, innovation and range of products
offered, especially in the Retail sector: receipt printers, portable printers, fiscal printers,
touch-screen cash registers, POS terminals, customer displays, retail keyboards, digital
signage. The mission is to provide innovative services and solutions able to satisfy all the
needs of our Customers.
DED Limited
Harden Road
Lydd
Kent
TN29 9LX
T: 01797 320636
F: 01797 320273
W: www.ded.co.uk
Star Micronics Europe Limited
Star House
Peregrine Business Park
Gomm Road
High Wycombe
HP13 7DL
UK
Tel: +44 (0) 1494 471111
Fax: +44 (0) 1494 473333
Web: www.Star-EMEA.com
DED Limited distribute a wide range of EPOS hardware for a
variety of applications. Products include:
-
Dot Matrix & Thermal Receipt Printers
Label, Ticket & Kiosk Printers
CCD & Laser Barcode Scanners
Magnetic/Smart Card Readers & Writers
Cash Drawers
Customer Displays
Star Micronics provides an extensive range of thermal and matrix POS printers designed for
a variety of applications. Key products include:
- The revolutionary TSP100 futurePRNTTM series offers a range of models, including the
world’s first ECO POS printer, with a variety of unique software tools. This printer has
been successfully installed by a number of major retailers worldwide including Harrods
and Selfridges.
- Award-winning TSP800II A4 replacement printer
- High speed TSP700II combined receipt, ticket, label and barcode printer
- Versatile FVP10 front operating, vocal direct thermal printer
- Wide range of OEM kiosk printers
- Card reader/writer systems designed to instantly erase, re-write or print up-to-date
information.
call
020 7562 2428
020 7374 2701
The BlueBox
85 High Street
Tunbridge Wells
Kent
TN1 1XP
United Kingdom
Tel: 077 437 035 74
Web: www.blueboxonline.com
Celtech Software
International Ltd.
East Point, Fairview,
Dublin 3. Ireland
T: +353 1 855 8200
F: +353 1 836 5509
W: www.celtech.ie
The BlueBox has been providing bespoke ePOS, warehouse/logistics and procurement
software solutions since 1996 for small businesses as well as large brands like KFC.
We are a small, customer-focused company who do not believe in the one-size-fits-all
approach to system implementation. Our systems are 100% web/cloud based, requiring
no software installation and ensuring all data is live and central at all times. However, our
ePOS module works online as well as offline and is based on the best-of-both approach
at the leading edge of current technology.
ab-initio from Celtech Software is the ultimate real-time system suite for retail and wholesale
multiples.
From head-office to point-of-sale, from warehouse to web, individual ab-initio modules can be
adopted and integrated with your existing systems to fulfil immediate business requirements,
or we can run the whole suite as a complete end-to-end solution for you.
ab-initio real-time will deliver more than just live visibility and control of your business – it will
radically streamline your operations and opportunities. It will enable you to deliver unique
customer experience initiatives over your competitors – better, faster, easier and cheaper.
It will enable you to achieve maximum internal operational efficiency and cost savings.
Contradictory? Proven!
Don’t make a decision until you have seen the power of ab-initio.
Eurostop
West Africa House, Ashbourne
Road, Ealing, London. W5 3QP
T: 020 8991 2700
F: 020 8991 9561
W: www.eurostop.co.uk
Contact: Mr Phillip Moylan.
Sales and Marketing Manager
FUTURA RETAIL
SOLUTIONS - DEDICATED
RETAIL SPECIALISTS
Founded in 1990, with operations in London, Singapore and Shanghai, Eurostop provides complete solutions for Retail Management for the Fashion, Footwear and General
Merchandise sectors encompassing both hardware and software. Eurostop’s products
include Head Office based software, EPOS, e-commerce, customer loyalty, fulfilment/
picking/warehouse management, mobile solutions, and comprehensive reporting
facilities, all fully integrated. Eurostop EPOS software is installed on over 20,000 tills
worldwide.
Eurostop Limited, Contact: Phillip Moylan, Tel: 020 8991 2700, email: phillipm@eurostop.
co.uk, www.eurostop.co.uk
FUTURA RETAIL SOLUTIONS - DEDICATED RETAIL SPECIALISTS
Futura specialises in making a difference to profitability - through rapid response to customers'
needs, greater efficiency throughout leading to reduced stockholding to free up working capital.
Based on an unrivalled understanding of retailer's needs, Futura offers the most robust,
Contact: Paul Court
Tel: 01189 841925
Website: www.futurauk.com
sophisticated integrated solution available, suiting lifestyle retailers, fashion houses and
department stores.
Futura is proven, reliable and affordable and gives management greater vision and control,
helping to optimise target levels, minimise losses and achieve a rapid return on investment. To
grow your business, expand on the web or streamline your Head Office to increase profitability,
call 01189 841925 today.
K3 Business Technology
Group plc
Corinthian Court
80 Milton Park
Abingdon
Oxfordshire
OX14 4RY
Tel: +44 (0) 870 225 1390
Fax: +44 (0) 870 225 1391
Support: +44 (0) 870 225 1392
Web: http://www.theretailpeople.com
“As a global leader providing ERP and Retail software solutions K3 have 25 years of specialist
experience. K3 are a major provider of the award winning Microsoft Dynamics business solution
and have been certified as a Microsoft Gold Partner and are an invited member of Microsoft’s
prestigious 'Inner Circle';
K3's success has resulted in an enviable reputation for not only delivering some of the most
complex solutions for our clients; we also back up our products and applications with high quality
service and support.
At K3 we believe that our success is supported by our values, fundamental in our processes and,
ultimately, reflected in your business.”
call
020 7562 2428
020 7374 2701
Prima Solutions Ltd
Loughborough Technology Park
Ashby Road
Loughborough
LEICS LE11 3NG
T: +44(0)1509 232200
F: +44(0)1509 262323
http://www.primasolutions.co.uk
Prima Solutions is widely regarded as one of the UK’s leading providers of complete multichannel business solutions for the clothing, footwear, bags and accessories marketplace. The
Prima ethos is simple - by really understanding the business requirements and issues faced by
each customer, we can work together to design practical, low risk solutions that add real value.
Our aim is to work in continuous partnership with our clothing, footwear and accessory industry
clients to deliver outstanding apparel solutions covering every aspect of the business from
product development through to order management, stock control and planning, manufacturing
and sourcing, wardrobe management, customer and supplier management, financial controls
and business reporting.
Customers include: Mulberry, Joules, Nigel Hall, Curvy Kate, Blue Max Banner, Dubarry of
Ireland, Church’s Shoes, Wolsey and John Smedley.
international payment services
Ogone Payment Services
Highbridge
Oxford Road
Uxbridge UB8 1HR
United Kingdom
M. [email protected]
Tel. 0203 147 4966
www.ogone.co.uk
Ogone Payment Services is Europe’s leading provider of international e-Commerce
payment solutions for retailers that want to drive secure, compliant sales across European
markets. The Ogone PCI-DSS compliant platform enables our customers to process
payments from over 40 international and local payment methods in multiple
languages and local currencies. Our approach is focused on helping retailers drive
maximum revenue from multiple markets, with minimal effort. Dedicated in-market
support and consultancy is provided across all major European countries to ensure your
payment strategy consistently delivers.
payment processing solutions
PacNet Services Ltd.
Payment Processing
Contact: Brian Weekes
Tel: +353 61 714360,
W: www.pacnetservices.com
PacNet offers a global range of inbound and outbound payment processing
services for electronic retailers. Enjoy easy access to credit card merchant
accounts, electronic debits and credits, international payment types and the
cutting edge RAVEN payment gateway. Lift sales by offering your customers
relevant payment options in up to 130 currencies. There is no need to set up
foreign bank accounts or contract with multiple providers – no matter what
currency your customers use to pay, you will enjoy fast access to funds in the
very same bank account that you use today.
payment solutions
Symphony House
7 Cowley Business Park
High Street, Cowley Uxbridge,
UB8 2AD, UK
T: +44 1895 275275
W: (www.verifone.com)
VeriFone Holdings, Inc. ("VeriFone") (NYSE:PAY), a global leader in secure
electronic payment technologies, provides expertise, solutions and services for
today with a migration strategy for tomorrow. VeriFone delivers solutions that add
value to the point of sale, resulting in improved merchant retention and the
generation of new sources of revenue for its partners and customers. VeriFone
solutions are specifically designed to meet the needs of vertical markets including
financial, retail, petroleum, government and healthcare.
FIS Merchant Payments
Tricorn House,
51/53 Hagley Road,
Birmingham. B16 8TU
United Kingdom.
FIS Merchant Payments make it easier to accept a wide range of payment types
more securely. Card payments can be processed from multiple store locations or
ecommerce sites for authorisation, fraud detection and data storage. Our
ClearCommerce solution is the world's leading ecommerce payment processing
solution that detects and reduces payment fraud before you process the order.
T: 0121 410 4357
F: 0121 410 4200
TRANSAXion is ideal if you operate many branch locations, offering one point of
contact for all your payment processing. We are PCI:DSS accredited.
W: www.fismerchantpayments.com
Contact: [email protected] The net results are proven to reduce your costs and protect your profits. Call us.
call
020 7562 2428
020 7374 2701
payment solutions
Chase Paymentech
Europe Limited
Block K
East Point Business Park
Dublin 3
Ireland
T: + 353.1.726.2900
w: www.chasepaymentech.co.uk
Chase Paymentech is a global leader in payment processing and merchant acquiring and
is a specialist in customer-not-present (CNP) transactions, capable of authorising
transactions in more than 130 currencies. The company's proprietary platforms provide
access to a wide variety of payment methods including credit and debit cards. In 2009,
Chase Paymentech processed more than 18.0 billion transactions with a value exceeding
$409.7 billion, including an estimated half of all global e-commerce Visa and MasterCard
transactions. The company also provides a full set of solutions aimed at accelerating cash
flow and managing transaction data. Chase Paymentech's unique combination of outstanding service, innovative solutions and financial strength offers solid benefits to companies
both large and small. Chase Paymentech Europe Limited, trading as Chase Paymentech,
is a subsidiary of JPMorgan Chase, N.A. (JPMC) and is regulated by the Central Bank of
Ireland. More information can be found at www.chasepaymentech.co.uk.
ByBox
Unit 1-2 Central City Industrial
Estate
Red Lane
Coventry
West Midlands, CV6 5RY
Tel: 0844 800 5219
Fax: 024 7658 4278
Website: www.bybox.com
Manhattan Associates
2 The Arena
Downshire Way
Bracknell, Berkshire
RG12 1PU
Contact: Corinna Walker
Tel: +44 (0) 1344 318074
w. www.manh.co.uk
ByBox, the locker solutions specialist offers a complete end-to-end supply chain solution – from
sourcing parts, warehousing, distribution, simple swap outs and non-intensive installations
through to a bespoke high-end engineering solution for more complex tasks.
Operating 7 days a week, 365 days a year, ByBox delivers 20 million items a year into its network
of lockers which are situated at convenient locations such as petrol stations, supermarkets, train
stations, sports grounds and shopping centres. Working with hundreds of companies in a variety
of sectors, ByBox also manages the repair and return of any faulty items and operates an in
house repair centre, where a fully trained workforce of repair technicians provides full repair,
refurbishment and screening services.
Established in 1990, Manhattan Associates provides supply chain solutions to organisations that consider
supply chain software, processes and technology strategic to their market leadership. With over 2,000 staff
supporting 1,200 customers globally, Manhattan Associates is well placed to serve the local and global
supply chain needs of companies of every size in a wide range of industry sectors.
The company's supply chain innovations include Manhattan SCOPE®, a portfolio of software solutions and
technology that leverages a Supply Chain Process Platform to help organisations optimise their supply
chains from planning through execution.
Customers include Alliance Boots, Argos, Co-op, Debenhams, El Corte Inglés, Halfords, House of Fraser,
Matalan, Mothercare, Mulberry, PUMA, Sainsbury’s, Staples, Tesco, Thorntons, Under Armour, Urban
Outfitters, Vanity Fair Brands and World Duty Free.
store, head office and distribution solutions
BCP - Business Computer
Projects Ltd
BCP House, 151 Charles Street
Stockport, Cheshire
SK1 3JY
United Kingdom
T: +44 (0) 161 355 3000
F: +44 (0) 161 355 3001
W: www.bcpsoftware.com
Contact: Richard Marshall
BCP is a leading supplier of Supply Chain software solutions to the Retail and Wholesale
Distribution industry.
Our Accord ® supply chain solution is a powerful, fully integrated system offering store automation,
web, cash control, central store management, voice-directed warehousing, logistics, finance and
business analytics. Based upon a modern, cost-effective, real-time technology and single
architecture, Accord ® is an ideal solution for today's progressive retailer, empowering
companies to improve business across all channels, facilitating overall growth in revenue and
profitability.
Over 8000 users across the UK and Ireland depend on BCP solutions to control their
day-to-day business.
RedPrairie Ltd
EMEA Headquarters:
Beacon House
Ibstone Road
Stokenchurch
Bucks. HP14 3AQ
www.redprairie.co.uk/retail
Tel: 01494 486500
[email protected]
Contact: Natalie Green
RedPrairie delivers productivity solutions to retailers to help manage workforce, inventory and
transportation both in the supply chain and in-store. RedPrairie provides these solutions to
enable retailers to support business strategies that increase revenue, reduce costs and create
competitive advantage.
With over 20 global offices and solutions that are installed at more than 34,000 customer sites in
over 40 countries, companies trust RedPrairie workforce, inventory and transportation solutions to
deliver an increase in productivity - with the flexibility to adapt, as business needs change.
At RedPrairie, we understand today’s operational demands and we’re committed to
delivering solutions that work. We’re committed to delivering solutions for the real world.
IS YOUR PAYMENTS SOLUTION
THE BEST IN THE INDUSTRY?
OR ARE YOU INVOLVED IN THE
IMPLEMENTATION OF AN OUTSTANDING
PAYMENTS PROJECT OR INITIATIVE?
Enter the Payments Awards 2013
The inaugural Payments Awards in association with FStech and Retail Systems are now open for
nominations! The Awards recognise cards and payments excellence and technology innovation
within the UK and EMEA financial services and retail sectors.
We are calling all companies with outstanding payments projects to enter
the Awards, including financial institutions, retailers, gaming companies,
telcos, issuers, acquirers, technology vendors and various payments
providers. The Awards are FREE to enter and deadline for entries is
6 June 2013.
EE
R
F
TO R
TE
N
E
In association with:
www.payments-awards.com
Awards Gala Dinner and Ceremony
Thursday 14 November 2013
Millennium Hotel Mayfair, London
retail worlds
RS
Dan
Wagner
Dan Wagner, CEO and chairman of mPowa
and Powa Technologies, which is responsible
for implementing online and mobile retail
platforms.
Retail Systems: How did you get started in retail?
Dan Wagner: After leaving an advertising agency in 1984,
I started one of the first online databases of newspapers,
trade journals and periodicals. I was convinced technology
would change libraries from unwieldy repositories of paper
to computers accessing databases online. Having set up
the first online information service five years in advance of
the constitution of the world wide web, I had to move the
company I founded, M.A.I.D., to the U.S. for it to really take
off. But 10 years later it went public on the London Stock
Exchange valued at £120 million. Following this, I created
e-commerce business, Venda, 10 years before we started
to use the term ‘cloud’ or ‘on demand’ software services. I
have been working with many of the most prominent retail
brands in the country ever since.
RS: Who has been the biggest influence on your
career?
DW: Two friends who both started in business on their
own at early ages. One was Julian Richer who set up Richer
Sounds and for whom I worked for a while. The other
started off with a market stall selling books and became a
world-wide expert and successful antiquarian book dealer.
Both of them showed me that if you believe in yourself, you
can make things happen.
RS: What do you enjoy most about your job?
DW: I enjoy creating new business tools and services and
making them indispensable for our customers; working with
a team of talented professionals, motivating them to see
and execute against my vision and I enjoy the challenges of
overcoming the naysayers and speed bumps that slow our
progress to success.
RS: Is there anything that frustrates you about the
retail industry?
DW: I’ve worked in the technology industry all my life and
one thing I find particularly frustrating is when online businesses trade on the ignorance of their customers by taking
longer and charging more than necessary. There is a standard of service and a level of value for money, below which
no decent provider should fall.
RS: Who is your IT hero?
DW: Larry Ellison, founder of Oracle, and Bill Gates, both for
his business accomplishments and for his altruism.
RS: What piece of technology can’t you live
without?
DW: The internet. I’m always online. The internet is my primary tool for work but I use it for downtime as well. I really
appreciate the mobility element of the web and love the
fact that it chimes with the worlds of my customers and the
consumers they serve.
RS: How do you relax?
DW: By watching Arsenal FC – although I must say recently
they have been playing so erratically that watching them is
becoming a rather less relaxing experience!
RS: What was the last purchase you made
online/on the High Street? Were they positive
experiences?
DW: Yes, I bought a multi plug socket from eBay and the experience was excellent and rewarding. As I tend to do most
of my shopping online these days, I haven’t made a purchase
on the High Street in ages.
awards
2013
Now open for entries
Deadline: 25 July 2013
Celebrating Excellence and Innovation in the Field of Retail Technology
Now in its eighth year, the Retail Systems Awards are FREE to
as being the leader in their field. The Co-operative Group,
enter and you can enter your organisation in as many categories
Tesco.com, House of Fraser, The Post Office and Topshop
as you wish. This year there are 20 categories, including three
and technology suppliers such as ChannelAdvisor, Bleep UK,
NEW categories ‘Online Retailer of the Year’, ‘Loyalty
eCommera, Fujitsu and Red Ant were among the winners at the
Programme of the Year’ and ‘Best Use of Technology for
2012 Retail Systems Awards.
Personalisation’. The awards present an opportunity for
We look forward to receiving your entries and seeing you on the
organisations to gain the prestige of public acknowledgement
night as we once again celebrate the stars of Retail Technology.
Sponsored by
Awards Gala Dinner and Ceremony
23 October 2013, Lancaster London Hotel, Hyde Park
ENTER NOW: www.retail-system.com/awards
MOBILE ENABLED DEVICES WILL UNLOCK
MOBILISING
FROM SMART
PHONES AND NFC
TO M-PAYMENTS
AND M-POS,
MOBILE IS
SHAKING UP THE
WAY WE PAY
ACROSS EUROPE.
EUROPEAN
PAYMENTS
MOBILE
SPEAKS
EVERYONE’S
LANGUAGE
Europe has:
European countries
45
230 official languages
857 million people
741 million live mobile phones (i)
mobile broadband
336 active
subscriptions (i)
Which means almost everyone in
Europe has a phone AND nearly half
can access the internet on them.
AND THEY’RE
GETTING SMARTER
1number
billion
+
of smartphones
globally (ii)
63.2%
Spain has Europe’s highest
smart phone penetration (iii)
61%
of UK mobiles are smart
phones (iv)
OPENING UP NEW
CHANNELS FOR
RETAILERS
$171.5b
mobile payments
worldwide in 2012 (v)
$250b
EUR/year – the value of
m-payments in Europe by
2014;
PAVING THE WAY FOR ‘WAVE TO PAY’
285m
$100b
NFC-enabled devices will
be shipped in 2013 (vi)
global NFC mobile
payments by 2016 (vii)
NFC payments will account for
of all mobile
payments made in
Europe in 2015 (viii)
There will be
mobile contactless payments
issuers in Europe in 2013 (ix)
42.3%
40
By the end of 2013 around
of smartphone will
80 types
be certified by Visa (x)
of all new VeriFone
devices support
100% POS
contactless and NFC
NFC enabled VeriFone POS
1m shipped globally in 2012
all NFC handsets will
26% ofhouse
a contactless
ticketing application by
2017 (xi)
TOP
REVENUE FOR RETAILERS
WAYS MOBILE WILL
TRANSFORM PHYSICAL
RETAILING
M-POS
AND
QUEUE
BUSTING
11.4%
growth in Mobile POS
hardware by 2016,
reaching approximately
$230 million (xii)
VeriFone GlobalBay solutions support
of smart device platforms
- Apple, Windows,
Android, and Blackberry
100%
Mobile coupons are
MVOUCHERS
AND
LOYALTY
more likely to be redeemed
10 times
than printed coupons (xiii)
Shoppers will redeem
discount coupons using their
10 billion
mobile phones worldwide in 2013 (xiv)
VeriFone’s VX POS solutions support
mobile voucher systems
TABLET
INVENTORY
CONTROL
& ORDERING
Inventory
management
ranks as retailers’
£££
NO 2
top investment
focus
71%
INSTORE
INTERNET
BROWSING
23%
NFC
TAGGING
& MOBILE
MARKETING
By 2016,
of smartphone users
across France, Germany,
Sweden and UK are
researching potential
purchases via mobile (xv)
of UK retailers offer free
Wi-Fi in store (xvi)
70%
of NFC tags will be used for smart
posters and mobile marketing
The NFC tag market will be worth
in next
5 years
US$298 million
+44 (0)8444 828 200
inf o-emea@ver if one.com
@Ver iFone_ E ME A
www.f acebook .com/Ver iF o n e
www.verifone.co.uk
(i). mobithinking.com/mobile-marketing-tools/
latest-mobile-stats/a (ii). www.businesswire.
com/news/home/20121017005479/en/StrategyAnalytics-Worldwide-Smartphone-PopulationTops-1 (iii). techcrunch.com/2012/12/17/
smartphone-penetration-in-europes-big-5markets-now-at-55-apple-continues-to-feelthe-heat-from-fast-rising-samsung/ (iv). www.
kantarworldpanel.com/Global/News/Windows-
sees-strong-European-growth (v). www.
telecomreview.net/index.php?option=com_co
ntent&view=article&id=344:global-mobilepayments-to-top-171-billion&catid=1:latestnews&Itemid=62 (vi). www.abiresearch.com/
press/nfc-will-come-out-of-the-trial-phase-in2013-as-28 (vii and xi). www.abiresearch.
com/press/nfc-mobile-payment-transactionspend-to-hit-the-10 (viii). www.nfcworld.
com/2012/12/19/321635/frost-sullivan-nfc-toaccount-for-half-of-europes-mobile-payments/
(ix and x). www.visaeurope.com/en/newsroom/
news/articles/2013/annual_results_uk.aspx
(xii). blog.vdcresearch.com/autoid/
mergers-acquisitions/page/2/ (xii and
xiii). madmobilenews.com/mobile-couponredemption-growing-in-popularity-set-to-doublein-2013-353/#.UW-g4LXvvPo
(xiv). www.retail-systems.com/rs/
Forrester_Tradedoubler_Mobile.php (xv). www.
computerweekly.com/news/2240177289/
Retailers-eye-e-commerce-investment-amidimminent-store-closures (xvi). www.jda.com/
company/press-releases/pID/2171/?utm_
source=&utm_medium=News&utm_
campaign=mtec
The global leader
in innovative
and easy-to-use
payment devices
for all types of
card acceptance
From
September 2011September 2012,
VeriFone
shipped over
1,000,000
NFC capable devices
FOR SOME OF THE
LARGEST BRANDS
VeriFone GlobalBay is
at the forefront of mobile
retailing software with
solutions for clienteling,
queue busting, inventory
management, mPOS
and more
IN EUROPE, VERIFONE
IS ENABLING
RELIABLE, SECURE
...to deliver a seamless
experience for customers
AND HASSLE FREE
PAYMENTS
VeriFone’s contactless
payment devices and
mobile solutions are used
by retailers large and small
throughout Europe
VeriFone’s
managed service
makes it easy for
retailers to tie all the
elements of a
multi-channel
strategy together
VeriFone Sorts
for Multi-Channel
Rohan, one of the leading providers of outdoor clothing
with over 60 outlets has deployed PAYware Ocius,
VeriFone’s popular and proven multi-channel managed
service platform. It’s part of a complete overhaul of
Rohan’s eCommerce system.
‘‘VeriFone’s PAYware Ocius solution has had a hugely
positive impact on our eCommerce business. Our online
customers now experience quicker and safer transactions
and no longer have to deal with the hassle of delayed
feedback if they have an issue with their card. The VeriFone
solution has increased customer card data security,
sped up transaction times and ensured that customers
experiencing card problems are notified immediately.
VeriFone has proven itself to be a very proactive partner,
offering support throughout the implementation process.”
IT & Operations Director at Rohan
To align the online and in-store environments,
retailers are turning to VeriFone’s multi-channel
managed services...
For VeriFone,
industry engagement
is key, including
involvement with SEPA/
OSCar, Vendorcom, PCI
SSC, European Vending
Association, EPASorg,
Smartex and others.
How Managed Payment Services
Work for Merchants
Download our white paper:
www.verifone.co.uk/managedservicewp
Payments as a service solutions are the future – they
encompass a whole range of services integrating payments
inside the retailer’s wider organisation, supporting multichannel commerce and engaging with customers.
Payments as a service is a key opportunity for retailers as it
helps to build a cohesive omni-channel strategy and covers
all aspects of managing the customer’s transaction journey.
Download our white paper to find out more on:
unification, differentiation and simplification
of payment solutions
services beyond payments
payments as a service for the customer journey
an end-to-end total solution
VeriFone’s PAYware Ocius is a complete payments
as a service platform. For more information contact
[email protected]
+44 (0)8444 828 200
inf o-emea@ver if one.com
@Ver iFone_ E ME A
www.f acebook .com/Ver iFo n e
www.verifone.co.uk

verifone your european payments partner

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