Author Archives: Jennifer Bosavage

by Jennifer Bosavage

Millennials Look At Retail Differently

When we think of the evolution of retail we think mainly about the ways in which technology has impacted the segment: Payments are faster, inventories are managed more efficiently and there is a synergy between online and offline shopping. But the entire idea of shopping and purchasing is also being turned on its ear. The next generation of customer, the Millennial, is not sold on buying items that are generally thought of as standard purchases.

As millennials come of age, they're an increasingly important demographic for the retail industry.

As millennials come of age, they’re an increasingly important demographic for the retail industry.

Turns out that Millennials often choose not to take ownership of products. They do plenty of research, and, frustratingly, they tend to be shoppers rather than buyers, according to TIG. They are much more attracted to a service or rental economy. Think about the huge success of ride-share programs such as Uber.

But while its not unusual to rent a car or call a cab, some items and services don’t comfortably fall under the rental umbrella. Like clothing. Sure, for men, the renting of formal wear generally begins with the high school prom. Years late, a tuxedo may be purchased if the gentleman’s career necessitates, and there is no harm in wearing the same tux to multiple events. But for women, it’s a whole different ball game.

Career women faced with myriad black-tie events or socialites with filled dance cards, the rental option was not available. And then came Rent the Runway, offering 65,000 formal designer dresses, plus a wide selection of accessories for four-day rentals. The concept plays perfectly for value-conscious Millennials, who recognize brand name prestige but may not be able to or want to pay $800 for a dress they can rent for $100.

The RTR model is novel also because shoppers can use the service two ways, either completely online, or in store. Online, shoppers can order the same dress n two sizes, to ensure a proper fit, which is a great customer service benefit. Where the idea really shines is in its brick and mortar stores, however. For instance, at the Chicago store set to open April 30, dressing rooms have selfie mirrors and iPad minis. In terms of catering to its target audience, RTR’s got it going on.

The ability to share the experience with friends is critical to appealing to the Millennial customer. For many of them, “sharing” is as important as “having.” The sharing creates or enhances a relationship — and that is what is important to this shopper. Providing that extends an aura of goodwill over a brand, product or service. So retailers that help Millennials connect and build their communities will be the most successful in encouraging loyalty.

by Jennifer Bosavage

As the Move To EMV Nears, Will the Deadline Be Met?

Many retailers have been preparing for the mandatory October migration to EMV payments.  Those chip-embedded payment cards offer improved protection against fraud, and shifts the  liability in the case of fraud from the banks to the retailer. The plan has been on the books for three years, and although some retailers have made headway in preparation, one trade group, the Food Marketing Institute, has asked the credit card companies to move the deadline to next year.

EMV (Europay, MasterCard and Visa) is a global standard for cards with technology needed to authenticate chip-card transactions.

EMV (Europay, MasterCard and Visa) is a global standard for cards with technology needed to authenticate chip-card transactions.

U.S. retailers are late to the EMV party; MasterCard’s risk movement happened on Jan. 1, 2005, for instance. According to EMV Connection, the standard has been implemented in more than 80 countries, with roughly 1.5 billion EMV cards issued globally and 21.9 million POS terminals accepting EMV cards at the end of 2011. In March 2012, Visa, MasterCard and Discover reported EMV migration plans for the United States, and American Express followed in June 2012.

The mandate puts the responsibility for investing in the required new hardware and software in the merchants’ hands, an investment some have been slow to make. In an interview with the Wall Street Journal, the letter from Leslie Sarasin, president and chief executive of the trade group noted: “Regardless of how strong the commitment or how many dollars invested, the reality is that the system will not be ready to meet the card networks’ arbitrarily-set mandate for the liability shift in October 2015.”

However, the National Association of Federal Credit Unions is petitioning Congressional leaders to reject the FMI’s request. In a letter to Senate Majority Leader Mitch McConnell, R-Ky., Minority Leader Harry Reid, D-Nev., House Speaker John Boehner, R-Ohio, and Minority Leader Nancy Pelosi, D-Calif. NAFCU President and CEO Dan Berger wrote:

Merchants, retailers and credit unions are all targets of cyberattacks. The difference is that financial institutions have developed and maintain robust internal protections to combat these attacks; they are required by federal law and regulation to protect this information and notify consumers when a breach occurs that will put them at risk. By contrast, merchants and retailers are not covered by any federal laws or regulations that require them to protect the data and notify consumers when data is breached.

The WSJ reported that MasterCard and American Express had no arrangements to change the date, while Visa and Discover did not respond.

However, as the deadline gets closer, more critics are voicing concerns that the standard is being compromised for expediency. CNN Money recently interviewed Mike Cook, Wal-Mart’s assistant treasurer and a senior vice president, who said that the giant retailer would have preferred the standard be chip and PIN, rather than chip and signature, which some retailers are adopting. Some critics think that move is a half-measure, one that would protect against counterfeiting, but not fraud.

CNN Money reported that Cook said during a presentation at the recent Electronic Transaction Association’s Transact conference: “Signature is worthless as a form of authentication. If you look at the Target and Home Depot breaches … not a single PIN debit card needed to be reissued in those breaches. The card number was worthless to the individual thief and fraudsters, because they didn’t know the PIN.”

The next several months will see how Chip and PIN vs. Chip and Sign play out, but it’s clear the public is ready for improved measures. Gallup reports that 69% of Americans report they frequently or occasionally worry about credit card information they used in stores stolen by computer hackers — the most common concern. And, if 2014 is any guide, retailers would be wise to adopt the most aggressive security measures possible, because fraudsters are becoming increasingly sophisticated.

by Jennifer Bosavage

IoT Is All About Providing Services

Retailers are buzzing about the “Internet of Things,” but most think of the technology as a consumer home run. Take Amazon’s Dash, for example. Dash is a small device that helps consumers keep on top of frequently used supplies. If Mother Hubbard had only had Dash, her poor dog would have been well provided for. From Amazon:

Every member of the family can use Dash to easily add items to your AmazonFresh shopping list. Keep it on your kitchen counter or hang it on the refrigerator. Did your kids just eat the last of the cereal? Conveniently refill and restock your home’s everyday essentials, and have fun doing it.

I’m not sure how much fun, exactly, this will be, but the convenience and efficiency has me eagerly awaiting the time when my address will be in the delivery zone. Until then, retailers could use similar technology to keep inventory stocked and tracked. Easily.

Internet of Things may shape future of ecommerce

Internet of Things may shape future of ecommerce

In fact, recent IoT research from Deloitte predicts that this year, one billion wireless Internet of Things devices will be shipped. That’s an increase of 60 percent from 2014, which will lead to an installed base of 2.8 billion devices. IoT-specific hardware comes in different flavors, from expensive cellular modems to much less costly Wi-Fi chips. That market is expected to be worth $10 billion, but the big news is the segment dedicated to the associated services enabled by the devices. That’ll be worth roughly $70 billion. Such services include all of the data plans that may be required for network connectivity of devices, as well as professional services — such as consulting, implementation, or analyzing data. Currently, according to Deloitte, IoT hardware and connectivity sales are increasing at approximately 10 to 20 percent annually, while the apps, analytics and services are growing at an even more rapid rate of 40 to 50 percent.

The irony is that as consumers are demanding interactive, engaging and convenient retail experiences, retailers are often hesitant to invest in the technology. But by implementing IoT devices, retailers could find themselves more accurately handling the back end processes, thus trimming expenses, while simultaneously providing improved customer service And that’s a win by any measure.

 

by Jennifer Bosavage

Recognizing the Customer Is Key to Retail Personalization

Retailers today — like myriad ones before them — face the challenge of personalization. Customers want products that satisfy their needs, but they also want some element of serendipity. Creating a shopping experience that caters to the customer is the challenge of every retailer, regardless of whether it’s a brick ad mortar, or an online specialty shop. It’s been the marching orders of every store since bartering for goods: Provide what the buyer wants in both goods and services, and you’ll earn a loyal customer.

Earning those types of customers requires deep and insightful knowledge in order to successfully use personalization as a tool. Online retailers do not have the benefit of engaging customers in casual conversation, making eye contact or reading body language. But they do have reams of data from information keyed in by every customer. The challenge is in designing a Web site that will provide the desired information, and then analyzing that data for accurate results. The websites that generate the most sales are customer-centric and address shoppers’ needs.

Shrewd retailers will use that information and create shopper “personas,” or archetypes of customers, that can be used to personalize the type, amount and even design of site content. But a common trap is that the information gleaned is influenced by the researcher’s own experiences. Andrew McAfee, principal research scientist at the Center for Digital Business at MIT Sloan, wrote in a post that was published on Harvard Business Review that people are not inherently better at making decisions, predictions, judgments, and diagnoses, although people seem to be proficient at telling stories that weave together multiple causes and multiple contexts. “The stories we tell ourselves are very often wrong,” wrote McAfee, “and we have a host of biases and other glitches in our mental wiring that keep us from sizing up a situation correctly.”

Trends within customer service sometimes come and go, but one aspect that seems to satisfy consumers significantly is personalized elements during their shopping experiences.

Trends within customer service sometimes come and go, but one aspect that seems to satisfy consumers significantly is personalized elements during their shopping experiences.

Creating those personas is a solid first step, and resources exist to help retailers, such as Oracle’s blog Identifying Buyer Profiles: 5 Ways To Segment Your Marketing Audience. Physical stores with an online presence working to bolster their omnichannel efforts can benefit from understanding their target audiences — and it’s likely that online shoppers may be similar, but different from, those frequenting the mall, for instance. Personalization efforts therefore need to acknowledge and be tailored to each shopping channel.

Last week, RetailPro announced a strategic partnership with 24Seven Commerce, a Silicon-Valley based global provider of integrated e-commerce software and market place solutions for independent retailers. With 24Seven, Retail Pro customers have access to turn-key integrated e-commerce applications that extend and enhance the capabilities of their physical stores. But for online customers, the 24Seven Cart also includes an adaptable responsive design and easy to navigate interface for the quickly growing smartphone shopper segment. Personalizing those types of solutions for customers can go a long way toward positioning a retailer as one that is attending to the way customers want to shop.

It’s critical for retailers to recognize the nuances of who their buyers are: What they don’t want and need is just as important as what they do. Further, understanding their “pain points” and working to relieve them will turn a retailer’s site from one that is reflective of products, to one that is a resource that shoppers see as “just for them.”

by Jennifer Bosavage

Facebook ‘Friends’ Mobile Payment Industry

Last week Facebook announced it was going to make it easy to transfer funds between people. While that’s not on the same level as paying bills online or paying for purchase at a retail store, it has tremendous implications.

Right now a very small percentage of the overall buying public uses mobile payments. But many are eager to start doing so, and those that do are very enthusiastic. A study earlier this year by Verifone found that 84 percent of shoppers said they would use a phone to pay for small and medium purchases, but that many U.S. adults are still unaware of these services or how to use them.payments

The rollout of Apple Pay in October 2014 made huge strides in the public’s acceptance of mobile payments. Since then, more than 220,000 retailers have partnered with Apple to offer contactless mobile payments, enabling iPhones and iPads to wirelessly communicate with checkout machines using near field communication (NFC) technology. Facebook’s latest move using Messenger to transfer money between friends has the potential to move the needle in a similar manner.

For eight years, gamers and advertisers have processed payments on Facebook. With 1.4 billion active monthly users, Facebook offers huge potential growth in the mobile payment space. And it works very simply: Via Facebook’s Messenger app, users open a message with a friend, tap the $ symbol and enter the amount to send, then tap “Pay” in the upper right, and add a debit card. The friend receives it when he or she opens the conversation and taps “add card” to add a debit card and accept the funds.

The system may eventually help increase retail sales. As IFAN Financial President and CEO J. Christopher Mizer noted: “IFAN has long-recognized the growing synergies between social commerce and mobile technologies. We believe that Facebook’s participation in the mobile payments arena will likely accelerate consumer adoption of peer-to-peer money transfers via smartphone and ultimately add value to our platforms.”

For instance, often times shoppers will see an item and remember that it was something a friend mentioned wanting to pickup. Typically, the shopper would call or text the friend with information on the product, and the friend would need to arrange getting to the store or looking it up online to take ownership. With the increasingly social nature of shopping, however, the purchase can be handled in one trip: The shopper not only advises the friend the product has been located, but also can accept payment for buying it on her friend’s behalf. (It could take one to three business days to make the money available to you depending on your bank, just as it does with other deposits.)

Of course, consumers are still very concerned about security of their information, and time will tell if players such as Apple and Facebook can instill more confidence in mobile payment platforms.  But despite that hesitance, the public is clearly interested in mobile payments, and with Facebook providing a solution it makes the process seem more accessible to many shoppers— perhaps billions of them.

by Jennifer Bosavage

Luxe Retail Shows Off Its Omnichannel Chops

One of the biggest opportunities for personalized retail lies within the luxury market. Last Fall, for example, Neiman Marcus debuted “Snap. Find. Shop,” a 3-D visual fashion search and purchase feature, and made it available through its mobile app. The high-end retailer has been successful in leveraging its in-store success online; 21 percent of its revenue is derived from its e-commerce initiative.

It pays to be first with innovative technology; “Snap. Find. Shop” lets NM app users snap images of fashion items and instantly be provided with all close-matching products currently available at www.neimanmarcus.com. Being at the leading edge positions the company as forward thinking, and attracts the sought-after Millennial segment.

Other luxury retailers, such as Bloomingdales, Saks and Nordstrom’s, are also in the high-tech game. The benefit of providing apps that attract users is all that information they gather. By capturing orders and analyzing key information about the customer retailers are building loyalty and taking full advantage of their clienteling solutions. Clienteling incorporates many technological solutions that, in union, provide data that can be analyzed by retailers to provide customers a personalized, relevant shopping experience.

Omnichannel businesses are becoming the norm, and the most successful ones develop a consistent brand across all channels.

Omnichannel businesses are becoming the norm, and the most successful ones develop a consistent brand across all channels.

Barneys New York, for example, re-launched its e-commerce sites (Barneys, Barneys Warehouse and The Window) earlier this month, incorporating “responsive design”— an approach that optimizes e-commerce sites across a variety of devices. So shoppers will feel comfortable browsing via their smartphone, for example. Better presentation online means less scrolling and resizing images, which means customers are less likely to become frustrated and go to a competitor’s site.

The new sites provide an omnichannel view of the shopper to Barneys; they incorporate what a shopper has bought in store as well as on its sites. That provides a holistic view of a customer who might buy a Ball shock-resistant Engineer Hydrocarbon Spacemaster Orbital II watch for $6,000 in-store, but might not online. In addition, the three sites are more inter-related, particularly Barneys with its editorial site, The Window. That site offers content on all things fashion and fashionable — from what to pack for a spa vacation to A Day At The Farmers Market With Freds’ Executive Chef. The Barneys retail site provides the perfect tie-in for where to buy the items featured in The Window’s editorial. The company says that visitors to The Window site are 15 times more likely to shop at barneys.com than other visitors to the site, and they spend 40% more.

The interconnection of the Barneys sites illustrate the next step in omnichannel and providing that just-right customer experience, particularly for the luxury set. And the strategy’s resulting boost to the bottomline ensures that technology will continue to create innovative retail solutions.

by Jennifer Bosavage

How Retailers Can Be Part of the ‘Experience Economy’

The “experience economy” was born more than 15 years ago, but today the concept is more relevant than ever. Bringing customers more than just good products at a good value is expected today. Consumers who have made the decision to go to a brick and mortar often want  to be treated with a personal touch, and have an enjoyable experience. Serve goes hand-in-glove with atmosphere; today’s retailer must invest in both to be successful.

One of the benefits of retail technology is the ability to collect information and drive better retail business intelligence.

One of the benefits of retail technology is the ability to collect information and drive better retail business intelligence.

But a retailer’s job doesn’t stop there, in actuality, it’s just beginning. For example, the book store with the coffee shop inside and learned staff is intriguing for a while, but after some time customers tire of it. There are no compelling new reasons to go there, and, unless you feel like a cup of coffee, it’s easier to go online and buy a copy of War and Peace.

Earlier in the year, the Harvard Business Review published a case study on this “fatigue” factor as it affected the Georgia Aquarium. The aquarium had opened in 2005 as the largest in the world: 120,000 animals spread across 60 habitats in excess of 8 million gallons of water.  But after the novelty wore off within a few years, attendance fell from a high of 3.5 million to 2 million. The aquarium had to confront what turned out to be an industrywide problem of declining revenue and attendance.

Because the aquarium was one of the most expensive in the United States, raising ticket prices wasn’t an option to boost sales numbers. In addition, that was unlikely to increase attendance. Adding attractions was ruled out as not a permanent solution; the new exhibits might be popular for a while, but it was likely that soon the same problem would reoccur, and only the “regulars” would be visiting.

A marketing expert was hired, who realized the problem was similar to that faced by brick-andmortar retail: How do you bring in the “right” customers, and cultivate them into loyal patrons? The answer is by using business intelligence to figure out what demographic is likely to be the best future customer, and target marketing to it.

The aquarium did something familiar to any retailer: First, it gathered information on its current best customers, including their ZIP codes. Then, it targeted “lookalike” ZIP codes and identified areas that were similar to the ones where the existing best customers lived. Those were families just waiting to learn about what the Georgia Aquarium could offer.

One difficulty with increasing the number of visitors is that typically as an attraction grows in popularity, customer satisfaction declines. Lines are longer, crowding is unpleasant and the entire experience is not one that engenders a return trip. To combat that, the aquarium added jugglers, mimes and a DJ to entertain people waiting in line. Inside, a parade, singers, and other activities encouraged visitors to stay in the atrium longer, thus shortening lines for exhibits. According to the HBR, satisfaction rose 3% from the prior year.

Retailers aiming to provide an experience for shoppers can learn valuable lessons from the Georgia Aquarium. Perhaps the biggest on of all: While it’s important to put on a good show, it’s mission critical to collect data, analyze it, and use that business intelligence to expand your customer base. Successful retailers in the Experience Economy are not one-trick ponies. Rather, they can grow and adapt and continue providing value while cultivating a loyal customer base.

by Jennifer Bosavage

Accenture Study: How Much Information Will Customers Share With Retailers?

Retailers are ready to embrace personalization in an effort to boost their bottom lines, and consumers say they want — and welcome — such efforts from their favorite brands. The irony, however, lies in the reality that most shoppers don’t want to share personal information, unless they are assured they will get something of value in return.

Digital coupons are being leveraged to foster loyalty for certain brands among consumers.

Digital coupons are being leveraged to foster loyalty for certain brands among consumers.

A recent study by Accenture found that nearly 60% of consumers want real-time promotions and offers but very few — just 20% — want retailers to know their current location and even fewer 14% care to share their browsing history. The Accenture Personalization Survey reported that an overwhelming majority, 82%, of surveyed consumers said they would welcome automatic discounts at checkout for loyalty points or coupons. Real-time promotions were also popular at 57%.

The takeaway seems to be that consumers feel as though their patronage should be rewarded. And why not? Repeat customers are the bread-and-butter of any retailer. Customers are wise to realize that their sales dollars are worth more than just what they are paying for merchandise.

Retailers are now more than ever realizing that they are in a two-way business. Retailers, which  were hesitant previously to offer discounts and coupons and other “cents-off” enticements but are now turning the corner, are learning that consumers need to be persuaded that sharing information can tangibly benefit them. After all, for every loyalty program that does provide value, there are dozens that simply collect information with no return — and customers are keenly aware of that.

“Personalization is a critical capability for retailers to master, but as our survey shows, addressing the complex requirements of U.S. consumers is challenging because they are conflicted on the issue,” said Dave Richards, global managing director of Accenture’s Retail practice. “If retailers approach and market personalization as a value exchange, and are transparent in how the data will be used, consumers will likely be more willing to engage and trade their personal data.”

The study also noted that as part of the information exchange for a more personalized retail experience, consumers expect to get something in return. After all, they are anticipating having a more unique shopping trip, catering to their preferences. The key benefits cited included: access to exclusive deals (64 percent), automatic crediting for coupons and loyalty points (64 percent), a one-time discount (61 percent) or special offers (61 percent).

Increasingly, shoppers are willing to give retailers their personal information, but businesses must be willing — and able — to provide benefits in return. Smart retailers will find that the exchange will be worth their while.

 

by Jennifer Bosavage

Macy’s: In the Omnichannel Groove

Here’s how omnichannel is supposed to work:

I live in the Northeast, in an area recently experiencing record cold temperatures and quite a bit of snow fall. It’s not quite the North Pole, but right about now a sleigh is probably the most reliable source of transportation. As snow and freezing rain came down last Wednesday, I remembered that my 13-year-old daughter had a semi-formal event to attend on Sunday and nothing in her closet was close to fitting her, or even appropriate for the occasion. Little black leggings are versatile, but they were just not going to do for this.

Retailers likely to focus on omnichannel integration in 2015

Retailers likely to focus on omnichannel integration in 2015

I contemplated going out to the mall, roughly 20 minutes away, but quickly opted for the warm coziness of my kitchen in front of my computer instead. I began my quest on Amazon, but was quickly overwhelmed by the selection and had difficulty narrowing my search. Young teenaged girls may be as tall as 20, 30 or 60-year-old women — all of whom wear dresses — but their tastes are vastly different. Getting the Amazon search engine to target that mindset was proving difficult. And then I started to worry that, despite being a Prime customer, I might not get my package in time, because of all the bad weather across the country. (We in the Northeast like to think we have a monopoly on nasty snowy weather, but this year has especially proved that’s not at all the case.)

The mall was starting to look more attractive, but the weather wasn’t, so I stayed put. I started going through my emails and saw I had a coupon code from Macy’s. I’m a loyal Macy’s shopper, and there’s one at my local mall. Now I had a plan.

Macy’s has a very easy to navigate site. I could easily find the Juniors department and even find daytime event dresses quickly. I found and bought the just-right dress in about 10 minutes. And, no worries about shipping, I was all set to pick up my merchandise at the store any day during the week. Whenever we stopped “having weather,” I could collect my purchase. I signed up for text alerts on my order status, and, in fact, my order was ready for me within a couple of hours.

Picking up the dress the next day was simple; one of the three texts I received told me exactly where to go, and my package was waiting for me. I produced my ID and off I went — but not out the door. Rather, I went to the shoe department for some coordinating footwear. I spent an additional 70% on accessory sales, and that is just exactly the way the omnichannel is supposed to work.

Macy’s does a very good job integrating its online with the in-store experience. And that is starting to show in its financial results. Its digital efforts helped fourth-quarter sales increase to $9.364 billion, up 1.8% from the prior year. Among its stronger areas were dresses and men’s and women’s shoes, areas where Macy’s tested a single view of inventory between stores and direct-to-customer warehouses. During Macy’s earnings call last week, CFO Karen Hoguet said the company had just rolled out those same programs companywide based on those successes.

“Our digital channels at both Macy’s and Bloomingdale’s did extremely well in the quarter. We were very focused and pleased with what we accomplished with Buy-Online, Pick Up In Store,” Hoguet said. “Both because of the new wave of customers who utilize this shopping, but also for the radiated sales we got when the orders were picked up. And our same-day delivery test was successful and we will expand in 2015 to additional markets.” “Radiated sales”? I guess I participated in that. It does sound awfully nice and warm to this Northeasterner.

by Jennifer Bosavage

Apple Pay Connects With NFL

Today’s most modern payment process — mobile wallets — is quite a departure from your grandfather’s, your mom’s or, quite possibly, your older sibling’s.

In 1879, when the cash register debuted, cash was king, and it would reign unchallenged until 1950, when the first credit card — Diners Club — was established. But there was no fundamental change in payments until 2011, when Google Wallet was introduced. Google Wallet uses near field communication (NFC) to make secure payments quickly and efficiently, by simply tapping the phone on any PayPass-enabled terminal at checkout.

Retailers need to embrace mobile payments.

Retailers need to embrace mobile payments.

Although groundbreaking, Google Wallet did little to move the needle and get shoppers using mobile wallets. That didn’t happen until late last year, when Apple announced Apple Pay. At its announcement, Apple CEO Tim Cook described the credit card payment process as antiquated, calling the magnetic interface “outdated and vulnerable,” and its reliance on security codes insecure:

“We’re totally reliant on the exposed numbers, and the outdated and vulnerable magnetic interface — which by the way is five decades old — and the security codes which all of us know aren’t so secure.”

Apple struck a chord. The new process was so simple and efficient that payments made through Apple Pay accounted for between 0.1% and 1.6% of transactions at five top retailers in the month following the launch of the feature. That’s a heady figure, particularly because Apple Pay is only available on the newest iPhones.

In addition to the simplicity of use, Apple Pay is secure. The technology uses near-field communication (NFC) technology, which lets iPhone 6 and 6 Plus owners pay for goods by holding their phones directly in front of payment terminals. It uses tokenization, authentication by fingerprint (Touch ID) and a secure method that isn’t part of iOS for storing the data. All those factors have made the technology attractive to a variety of businesses, from retailers such as Macy’s to organizations like the National Football League.

The NFL, in fact, showcased Apple Pay at this year’s Super Bowl, while using Retail Pro POS software as the backbone for all transactions. Visa actively incented customers to use the mobile payment technology by offering a $5 discount coupon to anyone who completed an Apple Pay demo. Further, Visa gave $10 to any one who loaded the credit card into their wallets or demonstrated that they already had done so.

It helped, of course, that there was higher than average iPhone 6 penetration on hand at the Super Bowl this year – according to pymnts.com, Visa noted that 35% to 40% of customers in the NFL shop were carrying around Apple’s newest phone. A quarter of the users put a Visa on their phone and took the $10 dollar coupon, though the majority — 75% — were happy simply with the $5 card they got for demoing the service. In the end, roughly 15,000 people came in to try out Apple Pay during the Super Bowl.

Retail Pro has provided the much-needed impetus for the growth in mobile payments with Apple Pay. It has proven that consumers will embrace the technology, provided it is reliable and easy to use. In response to the projected uptick in mobile payment usage, rivals PayPal and Google announced this week efforts to position themselves more competitively. PayPal will purchase Paydiant, a startup that helps companies such as Subway and Capitol One build mobile payments options, and Google unveiled Android Pay, an NFC-based solution that will serve as platform for third-party store and payment apps. If competition is good for business, then the mobile payment arena is doing very well indeed.