WILL ROCHE
Industry Director
Microsoft Dynamics
Retail & Hospitality |
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2011 was a great year for some retailers, but
not so much for others. Regardless of where my customers fall on
this spectrum, most of them are looking forward to 2012 with a
sense of optimism. They know there will be rough spots, but
there will be opportunities as well. Their challenge is to be
ready to handle whatever comes around the next corner.
To help you prepare for a prosperous 2012, I thought I’d share
some thoughts on what I’m hearing from others in the retail
industry.
Question: What are the top three fundamental issues on the minds
of retailers today?
The top issue is one that retailers mention year after year.
How
do I get closer to my customer? Building any relationship
requires getting to know more about that person. The same is
true for building customer relationships, whether you’re selling
to individuals or corporations. The benefits of stronger
customer relationships are obvious: increased revenues, stronger
margins and a barrier against the competition.
Improving customer communications are an important part of the
answer to this challenge. Social networking and mobility
solutions are two new technologies that can have a big impact.
Retailers are looking for ways to leverage these new
technologies, in a smart way, to drive closer relationships in
the coming year.
The second issue is one that the challenging economy has forced
many retailers to think more about. Retailers need to control,
and in many cases minimize, the cost of their infrastructure.
They’ve cobbled together business systems and put up with high
maintenance costs in the past because there really was no other
option. Now, with new technologies and tighter budgets, they are
reexamining existing systems and looking for ways to streamline
their infrastructure.
As many of these retailers are discovering, streamlining
business infrastructure has other benefits as well. Newer
systems also allow them to make advancements in their business
that weren’t supported by their outdated legacy systems.
Finally, retailers are looking for ways to optimize their
business processes around the customer. In a complex world where
consumers have a wide choice of products, business processes can
become a differentiator. Retailers are looking for ways to
streamline and automate business processes by leveraging new and
existing technology. This focus on process improvement will help
them become more efficient while serving customers even better
in 2012.
Question: What do you view as some of the biggest challenges
retailers face concerning mobility?
This is such a new category of technology it helps to take a
step back and define what we mean when we say “mobility.”
Mobility, as the name implies, means that users of your system
are not tied directly to the system. For retailers, mobility
solutions are usually separated into two flavors. First, there
is the industrial mobility that is important part of your
infrastructure. Business system users need to be able to plug
into your system even from remote locations; even from locations
that are using a different system.
Then there is customer mobility. For example, your retail
business might develop a mobile app that allows your customer to
access your store from a smart phone. This app would allow them
to shop just as they would if they were sitting in front of
their computer running your website.
Both types of mobility require the ability to manage large
amounts of data and make it accessible from a wide array of
mobile devices. Managing the logistics of this and the security
behind it is the biggest challenge out there right now.
Question: How do you see the social network sites influencing
the retail business, and what can a retailer do to ensure their
success and participation?
I’m of the opinion that we’re just at the starting point of a
long journey toward new ways of facilitating interaction between
customers and retailers. Right now, there are almost as many
different ways of leveraging social networking as there are
customers. But the bottom line is that social media is important
to retailers because people are more likely to buy products
recommended by people they trust.
Right now, many retailers are maintaining multiple sites, each
allowing a different type of interaction with the customer. For
example, they might have their own website, a Facebook page and
a YouTube channel. Each of these gives the retailer different
ways to interact with the way the customer chooses to interact.
The second challenge with social networking is monitoring all of
the discussions. No retailer can monitor everything that is said
about their company and products on every single site, but new
applications can help. One example is the latest enhancements to
Microsoft Dynamics CRM 2011.
Question: What does it mean to be a customer centric retailer?
Should retailers strive to be "customer centric" and, if so,
what are some things they should be doing?
There’s an old saying in retail, “the customer is king.” But
although many retailers strive to provide outstanding customer
service, the customer has historically had limited power in the
relationship.
Technology is turning that situation on its head. For example,
marketing is no longer an exercise in mass communications
intended to create demand for a product. Instead, retailers are
identifying likely buyers for their product and tailoring
messages specifically for them, sometimes on a 1:1 basis.
In the past, retailers specialized in a certain type of product.
Grocery stores sold groceries. Clothing stores sold clothing.
Now we have retailers like Target selling everything from
clothing to pharmaceuticals to groceries. Of course, these large
retailers don’t necessarily have all the advantages. New
specialty retailers selling everything from light bulbs to
kitchen gadgets are popping up online all the time.
What do large retailers and small, specialty retailers have in
common? The successful ones spend a tremendous amount of time
researching what makes a customer buy. For example, why would a
customer buy milk from the same retailer that sells their
favorite electronic gadgets? Or why would a customer buy from a
store that sells only one type of item and wait patiently for it
to be delivered when they could go down the street and buy a
substitute immediately?
Understanding customers’ purchasing motivations and adapting the
business model accordingly will help retailers grow revenues
regardless of the economic climate.
Question: What effects will the cloud have on retailers and what
should they be doing today to ensure success in the cloud?
Technology has been a competitive advantage for retailers for a
long time: Who has the best POS system? The best online
storefront? The best merchandising applications? But the latest
technology investments have been out of reach for many
retailers.
The cloud helps even the playing field by cutting down on
upfront technology investment costs in terms of application
expense and the infrastructure required to run it. Software as a
service also helps reduce the ongoing expense of maintaining
your investment.
At this stage, not all retailing applications can or should be
delivered in the cloud. As retailers explore new technology
investments, they should be having frank discussions with their
vendor about what should be deployed in the cloud. Since the
answer may change over time, they should also discuss what their
options are for moving to the cloud when the technology becomes
available.
If you’re not sure what questions to ask, several of our
Dynamics partners got together to create a resource which may
help: 35 Questions Every CFO Needs to Ask About Cloud ERP
Software.
Question: IT has dramatically changed over the years, but many
retailers are still using older technology. How can retailers
get the data they need to grow and manage their business with
this older technology?
To leverage technology in a way that supports the business,
retailers really need to understand two things. First, they need
to have a clear picture of where they are today. What are their
strengths and their weaknesses? For some retailers, an outside
opinion can help cut through the inherent biases formed by
company insiders.
Second, they need an understanding of where they would like to
be. What areas of the company are worth investing in? What areas
should be divested or allowed to languish? What would they like
the company to look like in the one to five years?
Now the retailer can map out a technology path that supports
their business strategy for moving from Point A (today’s
reality) to Point B (where they want to be). There may be small
improvements they can make in the short term using existing
technologies, but this method also helps them prioritize
technology investments based on their contribution to the
business’s success.
Question: What should retailers do to become more efficient and
balanced while increasing their dependence on technology? How
can they manage the cost of IT when everyone wants to increase
investment in IT?
These questions are really about deciding where to invest limited
resources. Making this decision goes back to having the vision
and the strategy that we just talked about. When you have a
clear picture of where you are today and where you want to be in
the future, it’s easier to make smart investment decisions.
At Microsoft, we’re mindful of the fact that many retailers need
to make phased investments in technology to achieve their
vision. We believe that providing everything, including
architecture, platform, business applications and development
tools, allows retailers to create a solid foundation that can be
built on and adapted as business needs change.
Question: Where should retailers increase usage of technology
when IT budgets are shrinking?
All businesses run on information. For most of the retailers I
work with, getting actionable information to the right person at
the right time has the greatest impact on their ability to make
smart business decisions.
There are plenty of data management solutions available, but
while many of them are excellent at manipulating large
quantities of data, they fail when it comes to disseminating the
information in a meaningful way. Microsoft has taken a
role-based approach to providing information to users. This
helps cut down on data overload by focusing on the information
employees need to do their job.
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