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.

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.

This entry was posted by Jennifer Bosavage on Monday, March 16th, 2015 at 8:02 pm .

Debunk the Training Myths

One of the myths of employee training and development is that it is a one-time event. We send employees off to a training for a day or two to learn something new. But do we ever follow up with those employees? What was their impression of the training? Was it useful? Is that new knowledge being put to good use?

For an organization to grow and benefit from training, they need to create a culture of continuous employee development. In this view of training, much less emphasis is placed on training as an event. Instead, it focuses on how the individual and the organization continues to grow and learn. It is, in fact, learning how to learn. An organization that is serious about employee development and its effect on company growth will develop company-wide processes that incorporate planning, self-analysis, and continual feedback.

Increase Aptitude for Adaptability in Evolving Markets

It’s no surprise that the most successful companies – the ones that grow continually – are those that are flexible and able to adapt to new challenges and changes in the marketplace. It’s no surprise that these companies have created a culture of continuous development where employees, teams, and departments constantly strive to be better. The healthiest companies realize that investing in the growth and development of individual employees will have a positive impact on business growth.

According to a 2012 study by the National Institute of Adult Continuing Education (United Kingdom), there is a strong correlation between employee development and sustained employment. Employees who invest in their own development are more motivated and engaged.  They are able to adapt to changing business environments. A willingness to continue their education also indicates an aptitude for adaptability and flexibility. An employee with these traits will undoubtedly apply them to workplace challenges to the benefit of their employer.

Build a Methodology of Traditional and Alternative Forms of Ongoing Education

Continuous employee development is the idea that training and development does not include one-time, or even a series of, training events. Instead, employee development is carefully planned, carried out on a daily basis, and evaluated for effectiveness. Not all training comes in a classroom setting. It doesn’t always look the way we think training should look. Continuous employee development requires that we shift from our preconceived notions of what training and development look like to explore novel approaches. In this context, employee development may include traditional classroom-based learning and online learning. In reality, these more traditional approaches may only make up a small percentage of the total training program.

Other training methods may include on-the-job training, coaching and mentoring, group or team learning, and experimental learning. Although training and education plays an important role in employee development, professional growth is equally important. Activities that encourage an individual to develop professionally include joining trade associations, attending conferences and seminars, and becoming active in industry-specific events outside of the company.

Cultivate a Growth Mindset in the Company Culture

In order to take advantage of the benefits of continuous employee development, you may find that you need to make some changes within your company.

• It Starts with Management  It’s a truism in business that culture develops from the top down. This is especially true with respect to training and development. Upper levels of management must set the tone and make employee development a priority. Employees need to understand that the organization is invested in their training. It is management’s responsibility to connect the dots between what the company wants to achieve and how the employee can help make it happen. Employees often see training as something they have to sit through or endure. They don’t see the advantages of training or its relevance to the workplace. But employees must be persuaded of the importance of development, not only to themselves but to the company. Employers communicate the necessity of training and development to the larger context of business goals.

• Dedicating Resources to Training  It’s also important that the company allocate resources, including sufficient time and money. This is especially important in times of economic uncertainty or when the company is experiencing difficulties or periods of high turnover. Too often, little more than lip-service is given to training and development. Once employees see that management is committed to their development, they will commit to it as well.

Looking Ahead

In the next newsletter article, we’ll take a look at some training and development methods – including traditional methods and some that are more innovative. If you have implemented unusual and effective training programs at your company, we would love to hear about it. Send us an email at training@retailpro.com.

One of the more traditional methods we will look at next time is classroom and online training. Retail Pro University is your partner in delivering training that will empower your employees with the skills and knowledge to use Retail Pro to its maximum capacity. Every month we offer in-person classes in our Folsom, California office. See the schedule for upcoming class dates. You can also take advantage of our online training classes. Go online from your My Retail Pro account and start any time. If your company requires a more tailored approach to education, contact us about a customized training solution.

We look forward to hearing from you!

This entry was posted by Monica Quinn on Wednesday, March 11th, 2015 at 9:45 am .

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

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.

This entry was posted by Jennifer Bosavage on Monday, March 9th, 2015 at 8:08 pm .

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.

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.

This entry was posted by Jennifer Bosavage on Tuesday, March 3rd, 2015 at 6:50 pm .

Retail Pro International (RPI), global provider of flexible retail management software, is pleased to announce that ASICS, a popular footwear retail brand, chose a Retail Pro® platform over its previous POS solution for their expansion in South East Asia.

Dubai, UAE March 4, 2015  ASICS Asia Pte Ltd, the SEA regional arm of ASICS Corporation, a leading designer and manufacturer of running shoes, is expanding in South East Asia and needed retail point of sale software that would:

• Centralize store operations
• Ensure pricing transparency and supply chain visibility
• Guarantee the consistency of product availability across the markets.

ASICS chose Retail Pro® for its all-in-one, feature-rich POS software platform, with its easily customizable workflows, security and central control.

“Anima Sana In Corpore Sano, meaning ‘A Sound Mind in a Sound Body,’ is the old Latin phrase from which ASICS is derived and the fundamental platform on which the brand still stands,” said ASICS Group Financial Controller, Maureen Neo. “Retail Pro is clearly a sound product in a sound company with its quality and global presence–over 54,000 stores with impressive clientele in over 95 countries.”

ASICS chooses Retail Pro to centralize its store operations.

Retail Pro’s® flexible design, easy setup and fast roll-out capabilities, combined with the local expert team at Integrated Retail, a Retail Pro Business Partner in the region, allowed for a quick implementation. With aggressive roll-out targets and region-wide support requirements, RPI’s proven support network across Asia with accessible locations in Singapore, Malaysia, Indonesia and Thailand is critical for ASICS’s retail expansion strategy. Other retail software providers are unable to guarantee the same adoption speed and level of support.

“RPI’s global support network of Business Partners helps our customers tailor Retail Pro to their particular operations, so it’s an exact match for their business needs,” said RPI’s VP for MEA and Asian Markets, Bevin Manian. “As market needs evolve, our customers respond, and local Business Partner experts are there to guide them through the adaptation process, so they aren’t abandoned in their customizations or expansion across channels or geography.”

Retail Pro International and Integrated Retail look forward to many years of supporting ASICS for their continued success in footwear, fitness apparel and accessories retail.

For more information about ASICS, visit www.asics.com

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About Retail Pro International

Retail Pro International (RPI) is a global leader in retail management software that is recognized world-wide for rich functionality, multi-national capabilities, and unparalleled flexibility. For over 25 years, RPI has innovated retail software solutions to help retailers optimize business operations and have more time to focus on what really matters — cultivating customer engagement and capitalizing on retail’s trends. Retail Pro® is the chosen software platform for omnichannel strategy by serious retailers everywhere. To learn more, visit www.retailpro.com

This entry was posted by Monica Quinn on Tuesday, March 3rd, 2015 at 9:48 am .

There’s a war being fought in retail between the brick-and-mortar store fronts, and the e-commerce players. Physical stores have had to beat back e-commerce competitors, which often offer lower prices for products, due in large part to low overhead costs. Slowly but surely, e-commerce is nibbling away at the retail pie: The fourth quarter 2014 e-commerce estimate from the census bureau increased 14.6% from the fourth quarter of 2013, while total retail sales increased 3.7% in the same period. E-commerce sales in the fourth quarter of 2014 accounted for 6.7% of total sales. But brick and mortars are fighting back with beacon technology.

Business Insider recently reported it expects beacons to directly influence more than $4 billion worth of U.S. retail sales this year at top retailers, or 1% of the total). That number could climb tenfold by 2016. In particular, beacons — which alert shoppers to deals, specials and discounts on in-store merchandise, while the customer is in close proximity to the item — are the next evolutionary phase in store operations and can become integral parts of loyalty programs. Repeat shoppers are rewarded with personalized offers, generated via the beacon technology.

Beacons push out messages to shoppers, rather than gather data. Once shoppers “opt-in” to the location-based marketing program, their smartphones can detect the beacons. The smartphone relays a “VIP in store” message back to the beacon, which directs the information to a store associate’s mobile retail management device, and the store associate then personally greets the loyal patron.

Beacons could beat back much of the competition from e-commerce merchants because, despite online shopping’s growing popularity, approximately 90% of what people buy still comes out of brick-and-mortar locations, according to Adweek. In addition to burnishing loyalty programs, beacon technology, with its broadcast capability, can successfully entice passersby to come in. That is a clear and distinct advantage over e-commerce retailers, which must rely on search engines and word of mouth primarily.

Beacons can broadcast a “consider stopping in” message, which a shopper receives on his or her smartphone. That can drive new customers, who may not otherwise come into a store. An even more directed effort can be obtained through hyper-local marketing, which provides very specific messages to very specific customers.

Despite the growth in e-commerce, brick and mortars are stepping up the offensive by employing beacon technologies to communicate to shoppers the deals they just shouldn’t be passing by.

This entry was posted by Jennifer Bosavage on Monday, March 2nd, 2015 at 7:04 pm .

Spring is traditionally a time of change, renewal, and growth.  All around us, nature wakes up from the long winter as the days get longer and warmer.  Here in the United States, our baseball teams go into spring training to prepare for baseball season. The spring season is also a time when retailers traditionally launch new product lines. They take advantage of their retail software for analytics and visibility into inventory across channels to clear out the old and make room for the new.

We at Retail Pro want to help you build a strong, winning team for your business with Retail Pro University spring training.  It’s the ideal time to use your POS software to position your business for growth and prepare for action in the face of changes spurred by retail evolution.

No one needs to tell you that employee training on your retail point of sale software is critical for your business.  Investing in training for your employees can yield many benefits, including:

Increase employee productivity in store operations by training them to use your Retail Pro platform’s robust functionality effectively. 

• Improved employee morale and increased motivation
• Higher employee satisfaction and a reduction in employee turnover
• Enhanced company image
• Increased capacity for new business
• Increased efficiency in business processes

Your employees are at the heart of your retail management software’s ability to increase efficiency in your store operations and make your business more successful.  At Retail Pro University, we’re here to help you maximize productivity in one of your most valuable resources.  An investment in training is an investment in your organization’s future.

Now is the time to sign your employees up for spring training.  Each month at our Retail Pro headquarters in Folsom, California, we offer live training and certification examinations for your retail POS software.  In our two-week certification course, your employees can learn the foundations of Retail Pro and become certified in any of three specializations:

• Retail Pro Applications Expert (RPAE)
• Retail Pro Systems Engineer (RPSE)
• Retail Pro Reports Professional (RPRP)

Did you miss our February class? There are still a few spots left for March and April.  Instructor-led classes will be held from March 9 through March 20, and from April 13 through April 24.  Learn more about training options for your employees at the Retail Pro University website at https://www.retailpro.com/learning/.

This entry was posted by Retail Pro on Wednesday, February 25th, 2015 at 10:12 am .

Payments take time: time away from selling — if you’re the retailer  — and from shopping, if you’re the customer. Either way, it’s a point of friction. The easier and faster that process goes, the happier retailers — and their customers — will be.

According to figures from eMarketer, the global retail market will see continuous growth during the coming years, and in 2018, worldwide retail sales will increase 5.5% to reach $28.300 trillion. And, according to the Keynote Executive Presentation at eTail West this month, Americans see an average of 29,000 marketing messages daily. That means competition is stiff for sales dollars. So, retailers that implement smooth payment processes and streamlined shopping experiences will receive a competitive advantage.

During the keynote: “Defining The New Retail Experience – Stores And Mobile” session at eTail West, Jamil Ghani, vice

Consumers using mobile to engage with retailers.

president of enterprise strategy said that integrating mobile into stores results in bigger sales. Target recently redesigned its mobile app to create an efficient shopping experience, as well as to entice consumers to buy more products and steer the retailer toward its goal of becoming a bricks-and-mobile store.

The so-called bricks-and-mobile philosophy is a retail strategy that combines mobile and in-store offerings to drive sales, increase awareness of items that are on sale or otherwise “special” and let harried consumers get more done by providing features such as in-app shopping lists.

Another way to blur the lines between channels is to use digital signage to feature shopper-generated online content within the physical store. Shoppers engage with reviews and opinions and often become more certain of their impending purchase as a result. And, Rob Manning, content marketing manager at a digital marketing software provider, told CIO.com that stores can further “promote content sharing within stores by displaying [brand-related] hashtags on signage and on monitors and kiosks and encouraging customers to share content right then and there using the hashtags to enter to win a prize, receive an automatic discount code, and/or have their content featured on the website.

Experts agree that it is pointless to prevent customers from comparison shopping online while in store. So retailers should just go ahead and provide free Wifi. Shoppers finding alternatives online can be incentivized to stick around with a low price guarantee. And QR codes are still around; stores can put them to good use and have more control over the shopping experience by attaching them next to products with links to discover them easily on your site.

When customers finally reach checkout, retailers must provide the technology to facilitate mobile wallets. The technology will become critical, and a differentiator, in the near future.  Although Apple Pay has heightened interest in mobile payments recently, Google is the granddaddy, first introducing Google Wallet’s tap and pay feature in 2011. On Feb. 23, Google said it would partner with Softcard, a joint venture of Verizon Wireless, AT&T and T-Mobile. The Google Wallet app, including tap-and-pay functionality, will come pre-installed on Android phones (running KitKat or higher) sold by those carriers in the U.S. later this year.  The deal will expand Google’s reach, as well as provide more choices for consumers.

This entry was posted by Jennifer Bosavage on Monday, February 23rd, 2015 at 8:29 pm .

The most successful retailers have updated ecommerce solutions — rather than vestiges from the turn of the 21st century.  A recent report from RSR Research notes that the highest-performing retailers have eCommerce sites that are positioned as being a vital part of the

Is your ecommerce website appealing?

customers total shopping experience. The laggards? Many times their ecommerce systems are in the way of their success.

According to the report:

It turns out that under-performers are far more likely to be hanging on to legacy homegrown eCommerce sites than their better-performing competitors. This is consistent with other studies that we have conducted; laggards are far more likely than Winners to operate old technology long past its “sell by” date. In the case of eCommerce, while it may have been true that retailers were forced to develop their own capabilities in 2000, in 2014 commercially available solutions (delivered as an outsourced service, “in the cloud”, or licensed for on-premise operation) offer far greater functionality and flexibility than yesterday’s custom sites could.

It’s important for retailers to get current with commerce technology because shoppers are leading the way. As shoppers rely increasingly on smartphones and tablets to research and ultimately purchase products, retailers that haven’t upgraded their mobile commerce systems will be left behind. The way customers are shopping differently than they did 15, 10 or even just five years ago: 44 percent of respondents told RSR that keeping up with evolving consumer shopping patterns was one of the top three business challenges.

That wasn’t the toughest hurdle, however, said those surveyed. Forty-six percent of respondents said getting customers to engage more with their brand online was their top challenge. Pushing content to consumers through email or texts may drive short-term results, but those techniques don’t necessarily promote repeat business or loyalty. To that end, many retailers are eyeing social media as a significant marketing tool. Fifty-seven percent of respondents said that social media will be a valid selling tool in 2015.

It’s critical for retailers to keep up with their customers’ technology use, just as they do with their tastes in merchandise. Implementing mobile payment systems, buy-online-pick-up-in-store and using geo-location to offer personalized shopping experiences are all ways in which the retailer of today will usher in the shopper of tomorrow.

This entry was posted by Jennifer Bosavage on Saturday, February 21st, 2015 at 5:28 pm .

Customer satisfaction needs some urgent care at retailers nationwide, notes a survey of more than 8,700 people released today by the American Customer Satisfaction Index. And no company is in need of that more than Walmart.

The survey found that satisfaction is on the decline from last year. The drop was small, at 1.4%, but in an industry that claims to be fixated on enhancing the customer experience, that figure is disheartening. And Walmart didn’t just perform poorly, it received its worst customer satisfaction rating since 2007, securing the bottom spot on ACSI’s retail customer service ranking. In contrast, Nordstrom finished at the top of the list by a significant margin.

The problems customers have with Walmart as well as other retailers can be solved by the use of technology. These are not unique challenges. What’s holding back poor performers is the desire to invest in solutions. Let’s look at three customer complaints and ways they could improve with a technology makeover at the world’s largest retailer.

Complaint #1: Long Lines. Mobile POS can work wonders here. By equipping department associates with mobile POS, front end registers will have a lighter load. In addition, tablets can be used for linebusting, in which customers are redirected from a standard checkout and serviced via a m-POS. And, during the busiest store times, a clerk can collect a customer’s information while they stand in line for ultra-fast check-out when they reach the register. The mobile device connects to the database in real time, so the check-out process is already half-completed by the time the customer places the products on the counter.

Complaint #2: Shelves Are Consistently Understocked. By equipping the shelves with RFID antennas, EPC Gen 2

RFID tags can be used for a number of retail purposes.

readers and tags, as well as an application that can run on tablets or smartphones, inventory can be accurately monitored. Managers can reorder hot selling products or lower the prices on slower movers.

Complaint #3: Unpleasant Associates. Technology that makes workers’ jobs easier is a sure way to increase job satisfaction. Training on mobile POS, for example, requires less training than traditional registers. Knowing when shelves need to be replenished rather than waiting until they are bare helps managers set the pace of the day. Ship to-store is a technology that intentionally drives customers into the brick and mortar establishment, but if the customer is greeted by a surly representative, ship-to-store will fail in its goal of enticing those customers to add to their baskets.

This entry was posted by Jennifer Bosavage on Thursday, February 19th, 2015 at 5:52 am .