9 CIO Tech Priorities For 2015

Discussion in 'Hệ thống phân phối DMS' started by bsdinsight, Feb 2, 2015.

  1. bsdinsight

    bsdinsight Well-Known Member

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    What's on the agenda for CIOs this year? Top executives at last week's NRF Big Show had plenty of advice for retailers, but these tips apply to any customer-facing company.



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    Address data risks.
    Data governance is becoming really important, said David Massey, SVP and CIO of Bealls department stores. Customers might be willing to share data. You might have opt-ins, and be following all PCI requirements, "but what happens if customer data is misappropriated?" asked Massey, who is a member of NRF's CIO Council.

    "Your reputation may be at stake, so you have to have conversations about what risks you are willing to take with the brand," he said. You have to ask questions like, "Are you adding value to the shopper experience using more customer data, and at what point does it become creepy?"

    Consumers say they are increasingly open to sharing social, location, and mobile information with trusted retailers, according to a recent IBM Institute for Business Value study, yet many balk when asked to opt in. Some 42% of consumers see the potential benefit of sharing their location via GPS with retailers, but only 28% are willing to do so, according to the study. In addition, 54% of consumers see the benefit of sharing mobile phone numbers for text with retailers, but only 42% would actually share this information.
     
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  3. bsdinsight

    bsdinsight Well-Known Member

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    Take advantage of anonymous information.
    There are ways to use iBeacons, WiFi, and RFID in a thoughtful manner without gathering any personal data, said Sahal Laher, executive VP and CIO at Brooks Brothers, in a customer panel hosted by SAS. "You can track traffic in and out of store and to specific parts of the store," he explained. "Do we need to change staffing levels in the shoe department, for example?"

    Using iBeacons and RFID tags, you can tell where people congregated, which products were picked up, and which products were brought into fitting rooms. iBeacon and WiFi systems sense smartphones (so long as Bluetooth or WiFi are turned on, respectively). RFID tags can be placed on the merchandize and monitored by in-store sensors. Either way, it's anonymous information, and crossing it with transactional data can improve staffing, merchandizing, and stocking decisions.


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    Experiment, experiment, experiment.
    Innovation requires experimentation, and "there's still a lot of learning to do," said Jim Giantomenico, VP and CIO at women's clothier Avenue Stores and a member of NRF's CIO Council. "Learning is about finding ideas and opportunities that you can put into proof-of-concept projects that you can pilot and drive meaningful measurement and feedback."

    Experimentation demands investment, but if the POC doesn't pan out, you have to walk away, he said.

    It's a good idea to set aside time and money for innovation, advised David Massey, SVP and CIO of Bealls department stores. He suggested cross-company co-innovation days, hackathons, and setting aside a separate budget for innovation that isn't lumped in with (and liable to get raided for) day-to-day budgetary needs.
     
  4. bsdinsight

    bsdinsight Well-Known Member

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    Set up a matrix for innovation.
    You need to innovate, but you have to do it efficiently. "We can't spare 10 weeks to do a proof-of-concept project on everything," said Michelle Garvey, CIO at women's apparel retailer Ann Inc. and an NRF CIO Council member. "You have to try to come up with a way to easily decide whether POCs are high opportunity or low opportunity, and high complexity or low complexity."

    The idea is obviously to take on the high-opportunity, low-complexity projects first, and put low-opportunity, high-complexity ideas last on the list. It's an easy way to set innovation pipeline priorities.


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    Look beyond channels.
    Customer-facing businesses are often organized by channel, but would you organize that way if you could start from scratch? Retailers, for instance, have stores, online, mobile, B2B, B2C, and so on. But that's not how customers look at things.

    "At the end of the day, customers are interacting with Levi's, so the organizational divides have to go," said Ramiya Iyer, VP of e-commerce technology, Levi Strauss & Co. "You have to identify customer journeys for each channel, but you also have to bring them together, because they inevitably intersect."

    Recognizing customers as they switch from online research to in-store browsing, for example, presents technology-integration challenges because each channel organization has tended to have its own systems.

    "We have adopted a matrix organization, so e-commerce is at the same table with wholesale and retail. You have to marry the data, and [at Levi's] we’re starting to pull it all together transactionally," said Iyer.

    It helps that in 2013 Levi Strauss's ERP vendor, SAP, acquired and is integrating the technologies of Hybris, which had been its digital marketing and e-commerce vendor for several years.
     
  5. bsdinsight

    bsdinsight Well-Known Member

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    Consider customer intimacy.
    Women's clothier Chico's created "Tech Table" digital displays that let customers browse and order products, colors, and sizes that may not be in stock. They can also add accessories that might complement items purchased in the store. The company stationed these devices in the back of many stores in cozy, intimate settings near fitting rooms.

    Tech Tables were a hit, and "they delivered solid incremental sales," according to Eric Singleton, CIO at Chico's, an SAS analytics customer. But when the chain tried to turn Tech Tables into vertical, eye-level displays at the front of the store, they were a total failure.

    "The front of the store is not a cozy setting, and customers didn't like the idea of eyes being on their back," said Singleton.

    The lesson: Consider the sensitivity of the information and also the location and visibility of kiosks and other digital-interaction elements.


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    Prepare for "gargantuan" real-time data.
    EBay has been dealing with big data for more than a decade. Today it has 15 years of historical data, multiple years of behavioral (clickstream) data, and more than 700 million listings at any given point in time. It all adds up to more than 170 petabytes.

    "We're headed into zetabytes, so we're past big data and into the era of gargantuan data," said Guyatri Patel, eBay's director of global data infrastructure. "Today, I think the technologies have to be based more on real time -- streaming data and filtering it as it's coming in -- so you can start to mine and analyze information very quickly."

    The next, related piece, said Patel, is refreshing analytic models continuously, something it's working on with help from analytics vendor SAS. "You can't wait three weeks to reflect what your customer is doing," Patel said. The goal is to change the customer experience -- presentation, messages, and marketing offers -- in near-real-time, whether online, on mobile devices, or even in stores.
     
  6. bsdinsight

    bsdinsight Well-Known Member

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    Don't let analytics pros get bogged down with BI.
    What's worse than waiting in line for IT to give you access to data? Waiting in line with "analytics" teams to help you with basic business intelligence reports. "We were getting more questions than we had time to respond to, so our analytics team was turning into a reporting team," said Jason Kappel, director of CRM, at GameStop.

    Using the combination of Tableau Software for dashboard-based reporting and Alteryx for deeper analytics, GameStop was able to set up more of a self-service environment for business users.

    "We took Monday morning reporting routines that were taking half a day and brought them down to about five minutes. We're doing away with less valuable activities so we can focus on the higher-value questions."

    GameStop's analytics team may soon have yet more data to crunch, since the retailer is experimenting with iBeacon technology at its stores in Texas. Working with vendor Shelfbucks, GameStop has enabled its mobile customer-loyalty app to interact with iBeacon displays.

    Bluetooth-based iBeacon antennas in each test store will be able to detect phones and traffic patterns from 150 feet away, but Shelfbucks says it advises limited use of push messaging. Customers who are actively interested in promotions are instructed to open their GameStop app and hold their phones within six to 12 inches of an iBeacon to download coupons, special offers, reviews, videos, or brochures.




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    Don't treat all customers alike.
    The Fresh Market, a fast-growing chain of more than 160 European-style grocery stores, needed a more sophisticated understanding of its customers. As it developed deeper customer segmentation with the help ofAlteryx analytics software, it was surprised to learn that many of its most profitable customers drove as long as 20 minutes to the store, whereas its most frequent customers tended to be within a seven-minute-drive radius.

    "These high-margin customers came in once per month, and they were very different than the customers who happen to live nearby," said Rob Koch, Fresh Market's VP of real estate.

    Fresh Market reworked its usual frequent-shopper marketing campaigns (aimed at driving weekly visits) to be more realistic about buying habits. "We're more of a destination shop than we thought we were, so we tried to get the once-per-month, special-occasion customer to come back just one more time," Koch said.


    (source)
     
: CIO

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