Earlier this month I was in sunny Florida at the Demandware XChange conference. A gathering of some of the biggest retail brand names – the likes of Cole Haan, Carter’s, vineyard vines, Party City to name a few, also spent time with me in Florida. With over 1400 attendees representing 600 customers, the event attracted a wide swath of brands and retailers.
The biggest message from the event was the dominance mobile has taken on in the retail world. This is something that has long been resonating in the space. When it comes to connecting with the consumer, the mobile phone is firmly entrenched as the de facto touch point. No surprise since many would rather lose their wallet rather than their iPhone. Therefore it is imperative for retailers to focus on the phone to be central to their consumer facing focus. The main takeaways from the event:
- Mobile is the thread that ties in commerce: Mobile phones are always with us – they are the one constant within the commerce ecosystem. This is specific to mobile phones, as tablets are not regarded as “mobile” but more along the same lines as computers. Retailers need to focus on a mobile first strategy. Retailers need to keep in mind that mobile is not simply about reaching conversions via that form factor – rather that mobile plays a role with regards to influencing conversions regardless of where they take place. Conversations between the brand and consumers via mobile can drive conversions – regardless if they are happening on that phone or via a physical store and even through a non-mobile web site.
- Don’t ignore important signals your customers are throwing off: There was a time when abandoned shopping carts were viewed with disdain. While retailers still want to see the highest percentages of shopping carts converted, there is some interesting information to be gathered from what products your consumers place in their shopping carts and why they don’t convert. Savvy retailers are looking at these actions by consumers and learning from them. There is also an opportunity to learn from you consumer’s social actions. Tying in buying functions with social sites such as Pinterest, allows retailers to take advantage of how their consumers’ are behaving and interacting. The lesson – find places where your consumer is sharing insights, ideas and potential demands and figure out how to take advantage of this data.
- Don’t forget the store labor! A major theme we have seen with retail is the growing importance of labor within the commerce ecosystem. Brands such as Party City are leaning on in store technologies to empower their store associates. Not only for more frictionless interactions between store associate and consumer, but also how to better handle inventory. The labor also needs to lean on the mobile access to information and data. Retailers such as Party City lean on seasonal pop up stores to drive sales around such events such as Halloween. The need for a mobile and flexible in store solution is even more imperative to keep up with these changing retail delivery points.
Demandware and their customers are focused on some key topics facing retailers – all focused on the importance of mobile. The question remains how much can the fulfillment side of the retail supply chain weave into this mobile strategy? As consumers continue to influence the retail supply chain, retailers will also need to adopt a more flexible and responsive fulfillment strategy to integrate with their mobile strategy.
Sorry it is the crazy season of United States presidential primaries and I had to tap into the Donald Trump tag line. I think I am a little punchy after spending a few days at the Cosmopolitan casino in Las Vegas. Other than the usually craziness that occurs in Las Vegas, I spend my time with the SAP Ariba team learning of their direction for 2016 and beyond. The biggest theme I took away from the event was the re-positioning of procurement. Evolving from being primarily a spend management tool to a much more global and strategic function. Taken in the context of how commerce, both from a B2B and B2C world have evolved, the ability to approach spending with greater flexibility and insight is crucial to remain not only competitive but to also capture opportunities. The highlights from the show:
- Massive volume of commerce passing through SAP Ariba: With $1 trillion worth of commerce volume passing through SAP Ariba, 8 documents per second and $40 billion in payments passing via their platform and 113 million annual PO-invoice transactions in 2015, it is impressive the volume and amount of commerce that is being handled.
- Simple, Global and Innovative – this was the mantra from main stage right from the get go. SAP Ariba has been hard at work to make the business platform simple to use – almost like the interfaces and transactional systems we are used to as consumers! Both from being able to tie in greater amounts of necessary data, to stream lining the process to the look and feel of the system the simplicity of being able to leverage the tool was apparent from main stage and in conversations with the team. The challenge for SAP Ariba and their team will be with regards to being global and innovative. These terms are too often thrown around with out much thought behind what they truly mean. Being global is necessary to truly meet spend needs from customers but the innovative side is one that SAP Ariba will have to work with their clients to demonstrate true innovation and not have it become an empty tag line.
- Guided buying – bringing the user experience of the B2C eCommerce world to the world of procurement. The guided buying platform brings the interface and ease of use that we expect to as consumers to the B2B space. Similar to our experience as consumers, the system applies a layer of intelligence to allow the user to be guided towards the best options. When we interact with an Amazon as well as other online commerce, we are accustomed to and expect to be providing with suggestions for related products or ancillary goods. With guided buying, SAP Ariba is providing this layer of intelligence to the procurement world.
- Supplier management – the network is only as powerful as the ability to add (and by definition subtract) suppliers to the network. A crucial characteristic of any robust network is the ability for customers to rapidly onboard vital suppliers. Whether it is to find a new source of material, to add new suppliers that can support a new product or entering a new market. SAP Ariba is adding simplicity and efficiency to the process. This is vital as speed and flexibility with regards to buying is crucial as the speed of business continues to accelerate.
Another interesting undertone – is the view of leveraging this platform to become one that goes beyond simply procurement but to being able to added data feeds such as IoT. The example provided revolved around picking up a signal from an IoT beacon around predictive maintenance. The signal would feed the platform warning of a possible break down of a product. Users can then tap right into the SAP Ariba platform to order the necessary part. This was a great example of how the open platform can allow for new business models to evolve and keep pace with digital disruptors such as IoT.
SAP Ariba is working on making “procurement cool again” I would argue they are making procurement more strategic again. Procurement and buying have to be taken into account with all other aspects of the supply chain. As customers continue to drive the ecosystem – regardless of B2B or B2C – a holistic view of the entire network is vital to capable to meet demands and uncover opportunities.
Last Fall, McDonald’s announced it would be offering their breakfast menu all day. It was widely seen as a bold move, but one that had a certain level of risk. Especially when it came to how their supply chain would be able to support the change. We took a cautiously optimistic view of the move – click here for our post. The gamble seems to be paying off for McDonald’s as well as to the detriment of their competitors. Players such as Jack in the Box basically admitted that their competitor’s offering all day breakfast has been detrimental to their business:
“Jack in the Box sales in the last part of the quarter were lower than we anticipated as several competitors began promoting aggressive value offers,” Jack in the Box CEO Lenny Comma said. “We also experienced weakness at breakfast and lunch throughout the quarter, which we attribute primarily to our decision to shift the timing of some of our promotional activity around breakfast to the second quarter as compared to the first quarter of last year. In addition, we believe a competitor’s messaging around its launch of all-day breakfast had some impact on our results, particularly in the 10:30 a.m. to noon period.”
Click here for the full post on McDonald’s breakfast results.
The undertone of this shift with McDonald’s and the positive results they are enjoying, goes back to the rise of the customer. The customer spoke, those that listened are reaping the benefits. The restaurant and food industries are retail sub-segments that are particularly sensitive to customers’ tastes…literally. As we have witnessed customers’ power growing in the relationships with retailers, this is never more apparent than in the food sub-segment. Restaurants and grocers have to be acutely in tune with the changing winds of demand from their customer base. Especially as food has become a fashion extension – foodies of all shapes and forms are abound.
As McDonald’s offered all day breakfast, not based on a whim but due to what they perceived as an unmet demand from their customer base. The lesson to take from these results is not only that McDonald’s has found success with their venture, but they also had the proper basis to make this decision. Weighing perceived customer demand, pent up market need and impacts on margins have to be taken into consideration when launching into a new product and direction.
Congratulations to McDonald’s on finding success with their all day breakfast. But as we all know, success can be fleeting. The Golden Arches cannot rest on their laurels. Not only will their competitors refocus on how they can retake some market share but the customers’ demand will evolve in manners we have not yet thought of. It is up to these entities to try and stay ahead of this wave. Not an easy task.
For an in-depth look at the food supply chain, click here for our latest research.
A few months ago I wrote a piece of research that broached the after market supply chain. Click here for link. This topic continues to grow in importance, especially for retailers. Why? Primarily due to the continued growth of the consumer’s voice within the retail supply chain. The saying “the customer is always right” has taken on a whole new degree of importance. Whereas this statement was limited to a finite number of interactions between consumer and retailer, today this saying carries much more gravitas. Consumer’s have a greater awareness to a larger portion of the retailer supply chain, and with that awareness comes greater expectations. One area where retailers are starting to feel this impact is in the after sales supply chain. Consumers want choice not only prior to the moment of truth, at the point of making a purchase, but also expect it post sales. The notion of “all sales are final” is rapidly becoming a dated concept. So what are retailers to do?
- Make sure you have a strategy…okay this might seem too simple, but there are number of retailers ranging from Nordstrom to Target that offer free returns. In 2015, close to 50% of retailers offered these services, placing a massive strain on their cash flow statements. So have a plan. Providing free returns, just because the likes of Amazon and Zappos are doing it, does not necessarily make business sense for your business. Consider creating a tiered returns policies. Big spenders or loyal customers can qualify for free returns, other customers fall into different levels. Perform some ABC cost analysis on the entire supply chain – figure out the true costs. Because nothing is truly “free.” Then create a logical strategy strategy of how to deal with the reverse supply chain.
- Can you turn the after sales into a strategic advantage? The after sales supply chain should be seen as an extension of your relationship with your customer. Returns are not a negative – the customer is not saying they don’t like your product – rather it is part of the customer journey. Can you learn from why the customer returned the item? Is there something that you could alter to the process? How far back in the supply chain can you change procedures to ensure returns are lowered? And you can make returns another revenue opportunity? There are some retailers that seek to incentive customers to return in store, knowing that over 50% of these will convert on another purchase. Could retailers drive those numbers higher? Viewing after sales supply chain as part of your customers’ journey is crucial to unlocking some strategic opportunities with post sales supply chains.
- Another data source – mine it! Why are consumers returning the product? Wrong size, color, style…the number of reasons is endless. Retailers need to embrace this level of data that could be ingested back into the supply chain. Can the product be redesigned? Is the marketing of the product not appropriate? Was there a better way to promote the item? Was the style just wrong? Retailers must embrace the data and information that the after sales supply chain can render. The ability to take the information, processes it quickly and render better decisions based on this information could prove to be a data lake worth swimming in.
- Don’t hesitate to lean on your solution providers to offer solutions. One theme I saw at NRF was some innovative thinking about how to handle the after sales supply chain. From software players such as JDA and IBM to service providers such as Wipro. Retailers shouldn’t hesitate to look their existing service and solution providers to assist with this journey. Don’t be shy about expecting your software and service providers to become a true partner when it comes to handling the post sales supply chain.
The after sales supply chain is evolving beyond being a cost center and a “nuisance” to retailers. It is part of the consumer journey and consumer expectations. Retailers, service providers and software vendors all have an opportunity in the after sales supply chain. Consumers are already there expecting better post sales service, it is up to the savvy retailers to meet those expectations.
Another cold January in New York City and another NRF Retail Big Show survived! As I have found with the countless times I have attended NRF the event is a whirlwind of insanity, but it is over before you know it. The insights, meetings and seeing old friends makes the entire adventure well worth it. So here are the take aways from the NRF16:
- The STORE IS BACK – okay maybe that is a tad dramatic, the store never went away, but the store in recent years has been down played. No longer is that the case. Many vendors and retailers I met with made a point of discussing their plans and initiatives for transforming their stores. The store is no longer viewed, by most, as simply the physical location that I want to go to in order to transact for an item. It is taking on a host of new responsibilities in the new commerce environment. At the crux of these new characteristics is the focus on the customer experience. Salesforce took us on a two site visit at Design Within Reach and Suitsupply, both in the Soho part of New York City. Other than the “cool” factor of the stores, what was discussed was how each store had meticulously thought of how to maximize the real estate they had and more importantly how they could leverage technology to better address their customers’ needs and experience once in the store. That experience has to go beyond offering you free cappuccinos or coupons, but how to ensure that the customer needs and untapped wants are addressed at the right time and with the right product. Other examples were of how True Religion is working with Aptos to empower the store associates to provide consumers with better experiences when it comes to finding that right pair of jeans. Putting the entire inventory catalog on the wrist of the store associate (via an Apple Watch) allows True Religion to be able to meet that customers’ demand, literally at the touch of
Weather cooperated…albeit cold!
a finger. There was also Avanade that had a smart grocery store shelf on display. Customers could simply pick up items and the smart displays would provide a host of information from nutritional content to where the food was sourced from. These were some intriguing examples of how retailers were working with service providers to bring exciting new technologies into the store – allowing the store to find its voice in the new commerce landscape.
- What is more important – perfect view of the order or the client? When we say perfect view of the order it really entails having a better understanding of your inventory levels across all channels. When it comes to the client is about truly understanding the context for the customer, what is driving their current, past and future demands. Having that 360 degree view of the customer has been all the rage recently, but are we missing the key element – the view of the order and of the inventory? This question kept ringing in my head as I went from meeting to meeting. What resonated with me was the need to address both, that the success of each was inevitably tied to the other. Service providers ranging from IBM to IFS are challenging the market on how to approach the need to have greater inventory and order visibility. It is not simply about the creative understanding of the customer, but also the ability to truly understand what products where and when that are available within the supply chain to fulfill the customers’ demands. Bottom line – regardless of how sophisticated and creative a retailer is in getting the customer to engage, if the product is not there at the moment of truth, then all those efforts are in vain.
- Smarter and dynamic fulfillment is the key – A major component of modern retail, driven by the consumer, is the push towards accessing orders wherever and whenever they desire. We already see the variety of methods we can access our orders – order on line delivery in store, order on line deliver to home, buy in store deliver to home, browse on line ship to store to name a few. As these forms of delivery continue to take on new dimensions, the business processes and technologies that support these new forms of last mile fulfillment will have to keep pace. This is continuing to place a strain on retail supply chains to meet these demands. Companies like 1800Flower are looking at all the nodes in their supply chain to assist in fulfilling their customer needs, in particular how their warehouses can play a more active role in the customer journey. We are seeing a growing number of retailers looking to redefine how they can meet the last mile in the retail supply chain. 2016 will continue to see these parts of the supply chain being leaned on to meet growing customer demands.
- Cool technologies are the future: smart displays, IoT, virtual reality and robots – Last year
Great catching up with old friends – Netsuite dinner.
there were lots of 3D printers on the floor, they seemed to have disappeared this year. Which I found surprising since in 2015 we have seen tangible examples of how retailers are leveraging 3D printers. For example Lowe’s is using the technology to offer customers the ability to procure items, such as door knobs and fixtures, that are no longer being produced. A great example of how retailers can expand their product offerings for their customers. Of course there remained plenty of examples of disruptive technologies on display on the floor of the Javits Center. Vendors such as Zebra Technologies, IFS, Avanade, Aptos to name a few were showcasing smart displays and how their customers were leveraging the technology. From greater view into their inventory to displaying information or being able to transact view the monitors – these smart displays are only beginning to find an important role within the store. Robotics were on display from the likes of Wipro – assisting with store navigation and shelf maintenance. IoT also was a theme that ran throughout the meetings I attended – companies like Checkpoint are continuing to add increased sensors and beacons within the store. They highlighted a timely use case in leveraging RFID and readers within a meat department of a grocer to allow greater and more efficient monitoring of the high margin but perishable product. In light of the recent news with Chipotle the use case is addressing headline news. Look towards 2016 as a continuation of disruptive technology growth within the retail landscape.
Once again I survived NRF and the cold New York City weather…it was actually a great trip…albeit I am still fighting some germs I picked up from the trip. I am very excited with the prospects for 2016 in the retail and supply chain space. Evolution is continuing to emerge at a rapid pace. Retailers cannot afford to take their eyes off the ball, they have to look internally to ensure they have the right business processes and mentality to keep pace. Service providers and vendors must also strive to act as true partners for this journey.
It is not going to be any easier in 2016, but it will continue to be exciting times.
You can also view my video from the show – click here.
Every January for the past few years I have made the trek to the Big Apple and spent the better part of the week at the cavernous Javits Center for the National Retail Federations Big Show. The event feels like the official kick off for the year. While I know many who grudgingly make their way to NRF, I have always enjoyed my time at the event. So what about this year? What will I be looking for from the show?
- The continued evolution towards the endless aisle – Matrix Commerce, is all about the merging of physical retail with eCommerce in all its forms. Where commerce is thought of without the distinction between what happens in a store or in cyberspace – it is just commerce. Obviously this is not a new concept, more an evolution of omni channel retail. One key need for Matrix Commerce is to be able to meet customer demands anywhere those demands emerge from – understanding inventory availability is the key. However, this remains a major challenge for retailers and holds back Matrix Commerce to take full flight. Too often retailers are still struggling to merge multiple systems, those that serve physical stores and those that may serve eCommerce, catalog driven sales and other channels. Often times these issues stem from past decisions made to treat eCommerce as separate from their traditional business – brick and mortar. Today more retailers are struggling to find ways to consolidate these systems and begin to gain greater visibility into their overall inventory positions. I will be interested to see what are the solutions and processes being offered for retailers. Without the ability to gain this visibility, the ability to achieve the endless aisle retailers are looking for will remain a major hurdle. Retailers cannot expect to be flexible and capable of meeting customer demands, regardless of which channel generates that demand, if they do not have true view into their inventory positions. This is not simply where inventory is, but what inventory has been promised and how to match order priority with accessible inventories. I am curious to see how the likes of Infor, Software AG, IBM, Aptos, Oracle and others are tackling this challenge.
- Workforce empowerment picks up momentum – An area that has picked up in intensity over the past year is the ability to bring smarter solutions, information and insights down to the store associate and even distribution center employee. How to bring more insights and tools to the store associates runs in parallel with the redefinition of the store itself. Stores are being asked to do more – become destinations through hosted contextual experiences within the stores, leveraging store inventory to fulfill orders, act as return depots and embrace show rooming. A key aspect of these new store uses will also change the store associate role within this infrastructure. In order to maximize both the store as well as the associate, retailers are looking for solution providers to offer ways in which technology and other solutions can be integrated with the store associate daily activities. Think mobile tools, wearables, greater system integration and better business processes all being put on the floor of retail brick and mortar locations – right in the hands of store associates and managers. This is also true for distribution center labor. With continued rise of eCommerce, fulfillment takes on a new dimension where distribution center labor is asked to not only package inventory to be delivered to stores but to provide direct to consumer fulfillment as retail supply chains are more flexible with regards to where they service demand. Look for more discussion, from such players as Salesforce, Netsuite, Kronos, and others, around new solutions and efforts made by those attending NRF on how they can empower retailers’ workforces with enhanced tools and insights.
- Tackling last mile logistics – All one has to do is look back a few weeks and realize that the crush on logistics, especially the last mile portion, continues to be a strain on the retail supply chain. Stories such as the one from the University of Connecticut’s mail room that is overwhelmed by package delivery, that Jet.com had to apologize to some of their customers for not being able to meet holiday order deadlines and real estate management firms such as Camden Property putting in policies that restrict and even prohibit package delivery to their properties, are all examples of the last mile retail crush. As we see more retailers offering free shipping and returns or the likes of Amazon and Jet.com incentivizing customers to look to receiving a wider array of products delivered to home – this issue will not go away. I am looking to NRF to learning of new and innovate manners vendors are looking to address this issue with their customers. How are traditional logistic solution providers such as JDA, Manhattan Associates, Oracle to name few are tackling this issue and what innovate strategies are they helping their customers implement?
- The revolution in customer relationships, beyond CRM – I hesitate to call this CRM…reason is that I believe that the connotation associated with CRM is limiting to what is really being offered to retailers. What is key in today’s retail world is getting a rich view of the customer, and not only at those customers’ interactions with the brand. Retailers, just like they do with their inventory, must approach customers across all channels that they touch the brand through. Similar to understanding your inventory position, knowing all the touch points and the context of those interactions are not easy to achieve. As retailers must pull from multiple and often time isolated systems, it is a daunting task to create a clear picture of consumers. Understanding goes beyond creating the 360 view of the customer but also how to apply this within the context of the store and even beyond. What are the technologies that can be leveraged within the store to build on this customer knowledge and help convert and build deeper relationships between the customer and the brand. Looking at NRF16, I am interested in seeing how the likes of Salesforce, Oracle, Engage.cx, SAP Hybris, Zebra Technologies to name a few are taking on this challenge.
I am bracing myself for busy and hectic 4 days in New York, but I am also looking forward to absorbing a lot of great information, seeing old friends and meeting new ones. Will I see you there? I hope so! What are you hoping to see at NRF this year?
Happy New Year to all, I hope that your 2016 is already off to a great start. Looking forward to this year there are some exiting changes as well and continued progress in other areas. Here are some trends we are focusing on for 2016:
- Retailers will continue to seek new solutions and services to empower their stores: in 2015 we started seeing greater efforts and emphasis on the role of brick and mortar stores. Written off as irrelevant, even a burden a few years ago, retailers’ views of their real estate assets has taken a turn. Brick and mortar stores’ role in the retail supply chain will continue to grow in importance. This momentum is due to the evolution of how stores are being leveraged by retailers. Embracing show rooming, leveraging stores as distribution centers, creating contextual experiences within the store to drive traffic to name a few trends, are all making stores matter again. Most significantly the redefinition of the store’s role allows traditional retail to tackle the pure eCommerce players. 2016 will continue to see this evolution of the store. Gaining improved inventory visibility, empowering store associates with greater information, enhanced operational data to allow more business processes to be tested and adopted are all areas where retailers will be seeking appropriate solutions. Look for retailers to lean on their solution and service providers to bring them the necessary technology and business processes that can allow retailers to continue to transform their physical assets. Solution and service providers must work with their retail clients to not only provide technology or business process solutions, but to also offer strategic insights and ideas. Technology is not the panacea but the enabler for new ideas and processes.
- Logistics continues to feel the strain: Your supply chain is only as strong as your ability to minimize the friction associated with moving inventory and products throughout your supply chain. This burden falls on logistics – rail, ocean, air, trucks even bicycles and donkeys are all part of our logistical network. This past holiday season witnessed another situation where the strain on the logistics network can rear its ugly head. eCommerce retailer Jet.com had to apologize to some of their clients for falling short on being able to deliver products in time for Christmas. Logistic giants FedEx and UPS had to jump through some hoops to meet the delivery crush. Coincidentally, over the holidays, eCommerce giant Amazon announced it is exploring adding an air cargo arm to their distribution assets. While eCommerce is growing at a steady 1o-15% year over year since 2012, the strain it is placing on logistics is disproportionate – due in large part to seasonal aspect of certain package delivery. The strain is also starting to pop up in places such as college campus mail rooms where they are being overwhelmed by services such as Amazon Prime. This trend is not going to disappear once the calendar flips to 2016. Transportation and warehousing will continue to feel the strain of keeping up with the accelerated evolution of supply chain in 2016. Look for continued efforts from service and solution providers to work with their customers to continue to find innovate manners to handle the crush of logistics.
- Explosion of disruptive technologies continue to grow: Whether it is IoT (internet of things), robotics, drones, 3d printing or virtual reality to name a few, these disruptive technologies will continue to grow in importance within supply chains. IoT is already well entrenched within manufacturing and logistics, in 2016 look for this technology to grow in importance with regards to the retail supply chain. Robotics are also well know within manufacturing, but look for this technology to play a greater role in places such as customer service and inventory management in retail. Drones are getting much attention, somewhat negative, post holidays as those who unwrapped them as gifts are wondering if they need to register with the FAA, there was even a near disaster during a World Cup skiing race when a drone literally fell from the sky, click here for video. Reality is drones have a role to play in our supply chains – the genie is out of the bottle and properly leveraged they can reduce friction from our supply chains. As technology giants Amazon and Google continue to push on how to leverage these machines to address last mile delivery. Additive manufacturing will continue to play a role in the manufacturing process, but will also create new business models. Companies such as Lowes are already experimenting with 3D printers in their stores, allowing customers to have custom products manufactured on site. 3D printing is already playing a significant role with manufacturers such as Airbus and Boeing, but we are only at the cusp of how this disruptive technology will play in our supply chains. Finally virtual reality will continue to play a role in places such as retail – allowing customers to experience product as well as in supply chain design and CAD software. As mentioned above, we see warehousing and other logistics being strained as more companies look to add more of these assets, leveraging virtual reality allows for better testing and understanding of how these capex projects will turn out. Imagine being able to test and try out a full scaled model of a plant or warehouse via virtual reality. Look for these technologies and others continue to grow in importance within our supply chains.
Every year at this time it is always interesting to look back and see what the prior year held for us and more fun to look forward to the coming year. As I have become more of an optimist as I have grown older (is that normal?) I am looking forward to 2016 and some of continued evolution of these technologies and trends.
Happy New Year to you and your loved ones!