RETAIL VERTICAL

TOOL KIT

PART I: RETAIL AT
A GLANCE

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

OVERVIEW

OVERVIEW

MARKET VALUE

Retailers fulfill consumer needs and wants by reselling goods and/or services to customers.

The retail industry has shifted from supply-driven to consumer-driven due to unprecedented
consumer real-time access to information and social media information sharing via mobile
devices.

The retail industry is expected to change more in the next five years than over the past 50
years, as retailers adopt technologies such as mobility, the Internet of Things, data analytics,
and cloud computing that enable them to enhance the customer experience by deploying
solutions for real-time inventory, seamless transactions, and omnichannel retailing.

Retailers must deploy innovative solutions involving mobility and social media in order to gain,
or maintain, competitive advantage. Failure to do so runs retailers the risk of losing customers
who expect real-time services instant answers to questions and mobilecoupons and
transactions. Such digital savvy consumers are fast becoming the largest retail demographic.

Consumers are looking for retailers who provide a combination of a personalized experience,
best price, and delivery convenience. To be successful, retailers must transform their
businesses, executing an omnichannel strategy to build a brand that creates a seamless
experience for consumers online and offline.

TYPES OF RETAILERS
KEY RETAIL METRICS
RETAIL PAIN POINTS
MARKET DICTIONARY
RETAIL RESOURCES

MARKET VALUE

North American retailers spent nearly $60 billion on IT in 2013.

In Europe, retailer Information and Communications Technology (ICT) spend is expected to

grow at a CAGR of 5% from 59 billion in 2012 to 75 billion in 2017.

In Australia, retailer ICT spend was A$1.9 trillion in 2013 and is projected to grow to A$2.0
trillion in 2016.

In the US, IT budgets are increasing, but at a slower pace than in the last several years.

US retail sales are expected to grow to $5.6 trillion by 2018, at a pace that is slowing
somewhat year over year.
1

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

OVERVIEW
MARKET VALUE
TYPES OF RETAILERS

KEY RETAIL METRICS

RETAIL PAIN POINTS
MARKET DICTIONARY
RETAIL RESOURCES

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

Internet retail sales (e-commerce) accounted for nearly 9% of the $4.5 trillion total US
retail market in 2013.
Mobile retail sales (m-commerce) in the US totaled $42 billion in 2013, a 68% increase
from 2012
Retailers typically spend roughly 2% of annual sales on technology, and technology is a fiveyear investment.

TYPES OF RETAILERS
Types of retailers and regional examples in each category include:
Supermarkets

North America (NA): Kroger, Safeway

Europe/Africa (EA): Asda, Tesco, EDEKA, SuperCor, Spinneys, Pick N Pay
Latin America and Caribbean Region (LACR): Extra, TodoDia, Superama
Asia-Pacific and Middle East (APME): Daiei, Ito-Yokado, AEON, Woolworths, Coles
Pharmacies/Drug Stores

NA: Walgreens, CVS, Pharmasave

Europe/Africa (EA): Boots, Lloydspharmacy
Latin America and Caribbean Region (LACR): Farmacity, Pague Menos
Asia-Pacific and Middle East (APME): China Nepstar, Watsons, Mannings
Department Stores

North America (NA): Macys, Sears, JCPenney, Kohls, Hudsons Bay

Europe/Africa (EA): Harrods, Debenhams, Marks & Spencer, Selfridge, Galeries Lafayette,
El Corte Ingles, Edgars
Latin America and Caribbean Region (LACR): Liverpool, Daslu, Falabella
Asia-Pacific and Middle East (APME): Mitsukoshi, Isetan, Parkson, Lotte, Hyundai
Convenience/Gas Station Stores (C-Stores)
North America (NA): Mobil Mart, Quick Chek, Wawa, Circle K
Europe/Africa (EA): Repsol Opencor, Tesco Express, Spar
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PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART VI:
DISCOVERY
QUESTIONS

North America (NA): TJX, Target, Walmart, Dollar General, Amazon, Canadian Tire
Europe/Africa (EA): Dollarstore, B&M Bargains, Argos
Latin America and Caribbean Region (LACR): Lojas Americanas
Asia-Pacific and Middle East (APME): Big W, E-Mart
Warehouse/Supercenter/Hypermarkets

North America (NA): Costco, Home Depot, Rona

Europe/Africa (EA): Carrefour , Tesco, Real, LuLu Hypermarket, Hipercor, InterSpar,
Kaufland, IKEA
Latin America and Caribbean Region (LACR): Lder
Asia-Pacific and Middle East (APME): Ito-Yokado, Big Bazaar, Bunnings Warehouse
Specialty Hard Goods Stores

North America (NA): Toys R Us, Best Buy, Staples, AutoZone, GameStop
Europe/Africa (EA): Darty, Media Markt
Latin America and Caribbean Region (LACR): Elektra, Pontofrio
Asia-Pacific and Middle East (APME): Suning, JB Hi-Fi, Himart
Specialty Soft Goods Stores

North America (NA): Coach, Victorias Secret, Tiffany, Gap, Bed Bath & Beyond,
Lululemon
Europe/Africa (EA): Next, Massimo Dutti, Zara, Bershka, LOccitane
Latin America and Caribbean Region (LACR): Marisa, Natura, Renner
Asia-Pacific and Middle East (APME): Uniqlo, Tanishq, Chow Tai Fook, Belle
Service Retailers (e.g., beauty salons, dry cleaners)

TYPES OF RETAILERS
KEY RETAIL METRICS
RETAIL PAIN POINTS

PART V:
CONVERSATION
STARTERS

Latin America and Caribbean Region (LACR): Minimercado Extra, OXXO, xito
Asia-Pacific and Middle East (APME): 7-eleven, Ministop, Lawson, FamilyMart
Mass Merchant/Discount Stores

OVERVIEW
MARKET VALUE

PART IV:
SOLUTION
SNAPSHOT

MARKET DICTIONARY
RETAIL RESOURCES

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

OVERVIEW

KEY RETAIL METRICS

MARKET VALUE

Same Store Sales (year-over-year)

Efficient supply chain

Gross margin/profit increases

Return on Invested Capital (ROIC)

Customer satisfaction/loyalty

Market share improvement

Sales/Customer conversion rate (the percentage of people who enter a store that buy
something)

TYPES OF RETAILERS
KEY RETAIL METRICS
RETAIL PAIN POINTS
MARKET DICTIONARY
RETAIL RESOURCES

RETAILER PAIN POINTS

Converting the empowered consumer: No longer is the consumer a captive audience upon
entering a store. Customer mobile access to competitive pricing, product information, and
reviews has caused the power to shift from the retailer to the consumer.

Price Management: In department stores, specialty apparel stores, and shoe stores, endof-season price markdowns are often manual, time-consuming, and prone to error, affecting
sales associate productivity and customer satisfaction.

Direct Store Delivery (DSD) problems: Supermarkets, C-stores, and pharmacies receive 3060% of goods directly from product manufacturers. Mistakes in delivery, sale of expired items,
or paper-based accounting and invoicing can impact profitability and productivity.

Inefficient inventory management: Retailers need to physically count inventory and track
inventory ordered, received, and sold. Inventory accuracy today is an average of 70% of
which provides big issues to execute an omnichannel strategy. This is a labor-intensive, often
paper-based, process that is prone to errors and disruptive to retail operations. Publicly-held
companies must report a company-wide inventory at least once a year.

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

OVERVIEW

MARKET DICTIONARY

MARKET VALUE

Beacon
Low-cost small concealable wireless bluetooth devices that turn on and off when shoppers are
nearby, allowing shoppers approximate location in the store to be detected. Retailers are starting
to deploy these micro-location devices to provide retailers with store traffic heat mapping and
customers with product information, flash deals, and contactless payment options. Several layers
of permission are needed to enable these mobile apps, including turning on Bluetooth, accepting
location services for the app, and opting-in to receive in-store messages.

TYPES OF RETAILERS
KEY RETAIL METRICS
RETAIL PAIN POINTS
MARKET DICTIONARY
RETAIL RESOURCES

Brick-and-Mortar
Retailers that have a physical store staffed with sales associates that interact face-to-face with
customers.
Direct Store Delivery (DSD)
A business model in which products are sold and distributed directly by the manufacturer to
the point of sale (POS) or point of consumption (POC), bypassing third-party wholesalers and
warehouses. DSD is most often used for perishable products that need to reach consumers
quickly.
Conversion Rate
In retail, the sales or customer conversion rate is given by the percentage of people who enter a
store that buy something in the store.
Cycle Count
Cycle counting is the process of periodically counting a portion of inventory, so that every item
is counted several times per year. Cycle counts are less disruptive to store operations than full
physical inventory, provide an ongoing measure of inventory accuracy, and can focus on items of
higher value or movement (cycle count by frequency).
E-Commerce
E-commerce is the buying and selling of goods and services via the Internet using a computer or
mobile device (phone, tablet).
EMV
Europay, Mastercard, and Visa is a global standard for the security and interoperability of payment
5

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

OVERVIEW
MARKET VALUE
TYPES OF RETAILERS
KEY RETAIL METRICS
RETAIL PAIN POINTS
MARKET DICTIONARY
RETAIL RESOURCES

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

transactions. Initially designed for chip-based payment cards and acceptance devices, EMV has
broadened to include contactless and other secure payment specifications.
Internet of Things (IoT)
Smart interconnected devices that businesses use to get more visibility into the identification,
location, and condition of products, assets, transactions, or people to drive more effective and
timely business decisions or to improve customer interactions. The significance of the IoT is that
when objects can sense and communicate wirelessly, decision-making and transactions can be
conducted autonomously or semi-autonomously. Analysts estimate that there will be 26-30 billion
devices wirelessly connected to the internet by 2020. Global IoT spending will exceed $1.7T, up
14% in 2015.
Merchandising
Merchandising refers to the selection of a variety of products and the display of those products for
the purpose of stimulating interest and sales.
Mobile Commerce, or M-Commerce
M-commerce is shopping via mobile devices, such as smart phones and tablets.
Multichannel Retailing
Retail operations that include multiple connected channels, such as brick-and-mortar stores,
telephone sales, e-commerce sites, and mobile apps.
Omnichannel Retailing
Multichannel retailing conducted in such a way as to provide a seamless customer experience
through any and all channels. For instance, an order placed online and delivered directly to the
customer can be returned to a brick-and-mortar store.
Point-of-Sale (POS)
POS is the part of the retail sales process in which the transaction occurs. The term, POS, also
refers to the equipment used to process the transaction. Traditional POS equipment includes bar
code readers, cash registers, and credit card terminals. Newer mobile POS (mPOS) equipment

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

OVERVIEW

includes mobile devices, such as mobile handheld terminals and tablets.

MARKET VALUE

Showrooming
Showrooming is the consumer practice of viewing and handling merchandise in a brick-andmortar store and then shopping online to purchase at another retailer for a lower price.

TYPES OF RETAILERS
KEY RETAIL METRICS
RETAIL PAIN POINTS
MARKET DICTIONARY
RETAIL RESOURCES

Shrinkage
Shrinkage refers to loss of inventory, whether through in-store or employee theft, error, or other
loss.
3rd Platform Technologies
The convergence and mutual reinforcement of four interdependent trends: social interaction,
mobility, cloud, and information as a nexus of forces that is transforming the way people and
businesses relate to technology.

RETAIL RESOURCES

National Retail Federation (www.nrf.com)

Retail Customer Experience (www.retailcustomerexperience.com)

Retail Week (www.retail-week.com)

Plunkett Research (www.plunkettresearch.com/retailing-stores-market-research/industry-andbusiness-data)

Latin American Retail Connection (www.laretco.com)

Interbrand (www.interbrand.com/en/BestRetailBrands/2014/regional-articles/)

AT Kearney (www.atkearney.com/consumer-products-retail)

Euromonitor (http://www.euromonitor.com/retailing)

IHL Group (www.ihlservices.com)

Japan Retail News (www.japanretailnews.com/japans-retail-market.html)

PART II:
CHALLENGES
AND TRENDS

PART I:
RETAIL AT A
GLANCE

PART III:
DECISION MAKER
INSIGHT

PART II:
CHALLENGES AND
TRENDS

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

GLOBAL CHALLENGES

GLOBAL CHALLENGES

REGIONAL CHALLENGES

Insufficient IT resources to focus on mobile strategy (too many top priorities for IT)

Struggle to fulfill orders in a consistent way across multiple channels

Greater consumer visibility to competitive offerings increases pressure on pricing and margins

faster internet connections driving up online sales

online retailers stealing customers from stores
consumers using stores as showrooms then purchasing at a discount online
Retaining consumer loyalty

Transforming brick-and-mortar stores to deliver innovative services to tech-savvy shoppers

Combatting showrooming

Developing apps to engage connected, empowered consumers

Personalizing the customer experience while protecting against security breaches

Long lines that lead to inconsistent service

Out-of-stock or inconsistent pricing that leads to loss of revenue

Staff training and frequent turnovers

GLOBAL TRENDS
REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH

REGIONAL CHALLENGES

North America (NA)

Security keeps CEO/CIOs up at night. As cyber attacks increase, by end of 2016 50%
of the top 250 retailers will have reduced exposure and loss by more than 50% with
intelligent sense and respond security strategies.
Cost to move to EMV payment environment
Legacy systems that are not designed for single customer experiences (omnichannel
retailing). In 2015, CIOs will invest in omni-channel integration technologies as a top
priority to support growth in the omni-channel shopper sales premium of 30%.
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PART I:
RETAIL AT A
GLANCE

PART III:
DECISION MAKER
INSIGHT

PART II:
CHALLENGES AND
TRENDS

PART VI:
DISCOVERY
QUESTIONS

Persistently high unemployment levels and consumer desire to increase savings and pay
down debt
Price-sensitive consumers looking for fair pricing or bargains
Latin America and Caribbean Region (LACR)

Latin America is underserved by large retail formats (20% shopping center penetration).
Economic uncertainty
Devaluation of currency may negatively affect brand image.
Asia-Pacific and Middle East (APME)

REGIONAL CHALLENGES

REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH

PART V:
CONVERSATION
STARTERS

Changing economic landscape and shopper choice. By 2017 three times as many retailers
as now will succeed to explicitly pin their customer and operations strategies on 3rd
platform technologies.
Concern over mounting regulations (e.g., healthcare reform) hampering growth
Europe/Africa (EA)

GLOBAL CHALLENGES

GLOBAL TRENDS

PART IV:
SOLUTION
SNAPSHOT

In China and other emerging nations, deceleration of economic growth

Diverse culture and languages and regulatory hurdles pose challenges for retailers

GLOBAL TRENDS

RFID tagging for managing inventory and reducing shrink (loss of inventory) is starting to gain
adoption.

Retailers are embracing an omnichannel approach to ensure consistent customer service

across all touchpoints.

Brick-and-mortar stores are now viewed as a brand experience that drives revenues.

Social media (Facebook, Twitter, etc.) is having a tremendous impact on the retail industry,
as consumers readily share information about product purchases, reviews, pricing, sales,
discounts, and coupons.

Retailers are starting to use cloud computing and big data analytics to mine the treasure trove
of consumer data created through online and in-store customer touchpoints.

10

PART I:
RETAIL AT A
GLANCE

PART III:
DECISION MAKER
INSIGHT

PART II:
CHALLENGES AND
TRENDS

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

GLOBAL CHALLENGES

REGIONAL TRENDS

REGIONAL CHALLENGES

North America (NA)

Touch-screen information monitors, handheld scanners, RFID tagging systems, and

fingerprint identification systems are available in many stores across the US.
Use of in-store video or TV to promote products
Mobile presence is a must.
Mobile retail sales are soaring (68% higher in 2013 than in 2012).
Mobile marketing (e.g., using text messaging to offer coupons to drive store traffic)
Mobile apps in malls alert shoppers to sales, parking information
First in-store deployments of micro-location technology (beacons) to enable mobile
apps in-store. By end of 2015 at least 25 retailers with location-based services
will increase LBS-impacted same shopper sales by 5% via analytics driven agile
engagement and operations.
Inventory visibility is becoming a critical component of purchase decision for customers,
since consumers want to know if a product is available before making a trip to the store.
Latin America and Caribbean Region (LACR)

Fastest growing middle class and increased consumer spending (particularly Brazil)
Brands are improving service in both traditional and digital channels, and are leveraging
increased broadband and internet penetration.
Europe/Africa (EA)

GLOBAL TRENDS
REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH

Touch-screen information monitors, handheld scanners, RFID tagging systems, and

fingerprint identification systems are deployed in many stores in Europe.
In-store TV promoting products is beginning to be deployed by large retailers (e.g., Metro
Groups Future Store, Germany).
20% of European shoppers use a mobile device to shop, with 4 of 5 using Smartphones in
store.
The outlook for retail spending in Europe is not promising, with the exception of the UK.
Online sales are gaining popularity in north Africa, but still remain relatively small.

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PART I:
RETAIL AT A
GLANCE

PART III:
DECISION MAKER
INSIGHT

PART II:
CHALLENGES AND
TRENDS

GLOBAL CHALLENGES
REGIONAL CHALLENGES

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

Web and mobile connections are growing in sub-Saharan Africa, and the middle class is
growing.
Asia-Pacific and Middle East (APME)
Many leading retailers (e.g., Nike, Starbucks, luxury brands, automotive centers) are
rushing to open stores in China, both in big cities and remote sites.
E-commerce is strong and growing in China and multichannel retailing is growing.
India is taking steps to welcome foreign retail chains (although regulatory and supply chain
issues are obstacles)
Online sales are gaining popularity in the Middle East, but still remain relatively small.

GLOBAL TRENDS
REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH

FUTURE TRENDS: IoT FORRESTER RESEARCH

China will become the largest retail market by 2016, as its middle-class expands.

In 2015, China ICT spending of $465B+, growing over 11% accounting for 43% of total ICT
industry growth.

Retail technology will converge towards a single transactional platform.

Some retailers may appoint Chief Data Officers (CDOs), to oversee the use of information
(obtained through mobile, social, web, and store channels) as an asset.

The evolution to the Internet of Things will make stores more intelligent, the customer
experience seamless and intuitive, and will make checkout feel like stealing. Benefits include:
Automated fulfillment: Sensors on store shelves will recognize low stock and trigger instore fulfillment.
Personalized shopping: Sensors on store displays and in kiosks will detect nearby
customers, triggering delivery of customized content.
Expedited checkout: RFID systems will total up cart contents prior to checkout.
Bypassing checkout: Sensors will recognize customers walking into stores, stores will
have payment cards on file, payments will be processed as customer exits store with
merchandise.
Optimized operations: As in-store sensors and other technology gather data on foot traffic,
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PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

GLOBAL CHALLENGES
REGIONAL CHALLENGES
GLOBAL TRENDS
REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

interactions, and purchases, retailers will analyze this data to learn more about shopping
habits, consumer preferences, and how to optimize resource deployment.
IoT will also transform business retailers business models, as retailer get in to the business
of collecting data from the goods they sell, and then monetizing that data.

As a means to further refine our business strategy around the Internet of Things (IoT), Zebra
contracted Forrester Research, a premiere analyst firm, to conduct nearly 600 online interviews
with decision-makers across the world, of which 106 were from the Retail sector. The main
objectives of the study were to understand the markets activity level, perceptions, expectations,
and barriers to adoption of IoT. For the purpose of the study, the following definition of IoT was
used:
Smart interconnected devices that businesses use to get more visibility into the identification,
location, and condition of products, assets, transactions, or people to drive more effective and
timely business decisions or to improve customer interactions.
For most Retail firms surveyed, they associated this definition with solutions leveraging
technologies such as RTLS, Mobile Computing, Barcodes, Sensors, Wi-Fi and NFC, amongst
others.
The demographics of this audience included Manager, Director and VP-level individuals that are
involved in or influence the decision-making process for IoT, with the bulk of respondents from the
European and Asia-Pacific regions. The average company size was about 5,100 employees and
the majority of respondents were in IT related positions.

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PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

GLOBAL CHALLENGES
REGIONAL CHALLENGES
GLOBAL TRENDS
REGIONAL TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

Despite concerns about implementation/integration, privacy/security, cost, IT Governance and

regulatory issues, IoT activity and adoption within the retail sector is rapidly increasing. For
example, nearly 98% of respondents in retail feel that the IoT is the technology initiative of the
decade, and 96% stated that they were ready to make the necessary changes to implement
solutions. IoT adoption is also high, with 67% of respondents stating that they already have
implementations in place and another 26% are planning to deploy solutions within the next year.
All respondents stated that they had discussed implementing IoT.

FUTURE TRENDS: IoT FORRESTER

RESEARCH

For the actual IoT implementations, most firms indicated a strong preference to partner with (or
have partnered with) hardware (i.e.: Zebra), networking and security firms, as well as utilize IoT
platforms that are secure, easy to use, scalable and provide robust functionality.
Most respondents had several strategic objectives for IoT implementations, including improving
their customers experience, enhancing ability to respond to significant events, creating new
revenue streams, process automation & control and increases asset visibility (see chart below).
They expect to be able to leverage IoT solutions that will provide operational and actionable
location and condition data on containers, objects and personnel (see chart below) that they can
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PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

GLOBAL CHALLENGES
REGIONAL CHALLENGES

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

use to enhance their supply chains (i.e.: optimization and increased visibility), empower process
and cost optimization (i.e.: achieve cost and process efficiencies), enhance safety and ensure
compliance (i.e.: industry, government, customer).

GLOBAL TRENDS
REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH

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PART I:
RETAIL AT A
GLANCE

PART III:
DECISION MAKER
INSIGHT

PART II:
CHALLENGES AND
TRENDS

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

GLOBAL CHALLENGES
REGIONAL CHALLENGES
GLOBAL TRENDS
REGIONAL TRENDS
FUTURE TRENDS: IoT FORRESTER
RESEARCH

Zebra is well positioned to capitalize on the IoT opportunity in retail for the following reasons,
amongst others.
Our company is a premiere brand and share leader in several core technologies/solutions
supporting most IoT implementations (i.e.: RTLS, Barcodes, Mobile computing, Enterprise
Asset Intelligence, RFID, etc.)

Zebra has extensive experience with and a proven track record of success with many of
the key IoT solutions and objectives. In many instances, were the share leader.

We have an extensive partner network capable of supporting most deployments and our
products/solutions are compatible with many related technologies

Our Zatar platform can satisfy the aforementioned requirements as well as enable simplified
and facilitated implementation.

16

PART III:
DECISION MAKER
INSIGHT

17

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

DECISION MAKERS AND

INFLUENCERS
TYPICAL RETAILER GOALS
KEY DECISION DRIVERS
STRATEGIC INITIATIVES
2015 RETAILER IN STORE
INVESTMENT PRIORITIES
TOP FIVE TIPS FOR SUCCESS
HELPING YOUR PROSPECT
WORK SMARTER

PART IV:
SOLUTION
SNAPSHOT

PART III:
DECISION MAKER
INSIGHT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

Retailers plan to invest in infrastructure and software that enhances the customer experience,
drives faster inventory turns, and provides a quick ROI. Customer centricity is so important that
Chief Marketing Officers (CMOs) are spending part of their budgets on technology. In fact, in
2013, more than 10% of the $60 billion in retail technology spending in North America came from
the CMOs budget, and by 2017, some analysts predict that the CMO will have a larger technology
budget than the CIO. Note: 1 in 4 high tech CMOs will be replaced every year through 2018. The
Chief Operating Officer (COO) and Chief Purchasing Officer (CPO) are also spending money
on IT. If the CIO is tasked with managing all IT, solutions purchased outside of CIOs budget (by
CMO, CPO, COO) may require collaboration between departments.
Some retailers are redefining their leadership structure in an effort to deliver a seamless customer
experience. For instance, Macys and Finish Line have Chief Omnichannel Officers (e.g., Macys,
Finish Line), Belk has an Executive VP Omnichannel (e.g., Belk), and Sears has a VP of Customer
Experience and Integrated Retail. Such executives typically manage strategy across channels
may own technology budget.

DECISION MAKERS AND INFLUENCERS

CIO:

Decision maker focused on building infrastructure to support business functions

Concerned with implementing technology to ensure a competitive advantage without disrupting business operations, making IT as agile as the business demands, and reducing
implementation time in order to deliver value faster
Key metrics include cost management, execution on time and on budget
CMO:
Decision maker focused primarily on sales and brand image
Willing to try technology to see if it will drive sales
Relatively short timeframe for technology evaluation and deployment (when compared to
CIO)
Drive brand loyalty through customer acquisition and retention
Drive increased basket size and shopping trips
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PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

DECISION MAKERS AND

INFLUENCERS

Decision maker focused on increasing sales and profits

Ensure associate productivity (ease of use is important)
Enhance operational execution of store and supply chain
Key metrics include reduced costs (labor and inventory), increased sales
CPO/VP Purchasing:

Influencer focused on total cost of ownership and ancillary costs

Concerned with maximizing use of existing assets and rationalizing specifications for new
assets
CFO/VP of Finance

Concerned with ROI

Store owner (specialty or small retailers): decision maker

Focused on how IT can enable customer centricity and improve operational efficiency
VP of Merchandising:

Focused on ITs functionality, speed of implementation, ease of use

VP, Supply Chain: influencer

Concerned with functionality, speed of implementation, productivity, ease of use (cant afford to shut down deliveries for 1-2 days during system implementation)
Store Manager

District Manager

Operations Manager

2015 RETAILER IN STORE

INVESTMENT PRIORITIES

HELPING YOUR PROSPECT

WORK SMARTER

PART VI:
DISCOVERY
QUESTIONS

KEY DECISION DRIVERS

TOP FIVE TIPS FOR SUCCESS

PART V:
CONVERSATION
STARTERS

Key metrics include customer count, basket size, and net promoter score
COO/VP Operations:

TYPICAL RETAILER GOALS

STRATEGIC INITIATIVES

PART IV:
SOLUTION
SNAPSHOT

PART III:
DECISION MAKER
INSIGHT

19

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

DECISION MAKERS AND

INFLUENCERS
TYPICAL RETAILER GOALS
KEY DECISION DRIVERS

PART IV:
SOLUTION
SNAPSHOT

PART III:
DECISION MAKER
INSIGHT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

TYPICAL RETAILER GOALS

Delight the customer through product mix, pricing, transaction, and service in order to drive
sales

Control costs (labor, inventory)

Maintain healthy gross margins

STRATEGIC INITIATIVES
2015 RETAILER IN STORE
INVESTMENT PRIORITIES
TOP FIVE TIPS FOR SUCCESS
HELPING YOUR PROSPECT
WORK SMARTER

KEY DECISION DRIVERS

The overarching priority for retailers is to enhance the customer experience. This means creating
a seamless, personalized shopping experience regardless of channel, providing customers with
real-time product information and stock levels, and streamlining the checkout process. Key drivers
for technology decisions include:

Mobile marketing, customer experience management, and loyalty applications are driving
mobile hardware sales.

Desire to conduct mobile transactions, enabling anywhere retailing that serves shoppers
anywhere in the store

Desire to optimize inventory, assortment, price, and fulfillment processes

Enabling omnichannel retailing is driving significant investment (North America)

Cost reduction (labor and inventory)

Nearly 25% of respondents to a survey indicated that competitive pressures drive spending
decisions for mobile apps.

Need for high velocity checkout is a driver for updated POS systems

20

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

DECISION MAKERS AND

INFLUENCERS
TYPICAL RETAILER GOALS
KEY DECISION DRIVERS

PART IV:
SOLUTION
SNAPSHOT

PART III:
DECISION MAKER
INSIGHT

Retailers are focusing primarily on creating personalized, omnichannel shopping experiences

designed to entice highly empowered, well informed, digital savvy consumers to buy. They are
also striving to keep labor and inventory costs down and to improve security in the wake of recent
data breaches.
Omnichannel Integration (55.0%)

Advanced CRM / Loyalty Programs (53.0%)

2015 RETAILER IN STORE

INVESTMENT PRIORITIES

Mobile for Associates (51.0%)

Mobile Engagement for Consumers (47.0%)

TOP FIVE TIPS FOR SUCCESS

Single Transaction Engine (36.0%)

Inventory Visibility (35.0%)

BI / Analytics for Store Associates (30.0%)

Clienteling / Associate Selling (23.0%)

WFM Softwarey / Hardware (22.0%)

HELPING YOUR PROSPECT

WORK SMARTER

PART VI:
DISCOVERY
QUESTIONS

STRATEGIC INITIATIVES

STRATEGIC INITIATIVES

PART V:
CONVERSATION
STARTERS

21

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

DECISION MAKERS AND

INFLUENCERS

PART IV:
SOLUTION
SNAPSHOT

PART III:
DECISION MAKER
INSIGHT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

2015 INSTORE INVESTMENT PRIORITIES

Hardware Priorites:

Software Priorites:

Mobile POS Hardware (60.8%)

Mobile Device Management (43.3%)

Mobile Devices for Store Associates (38.8%)

POS Software (40.0%)

Traditional POS Hardware (38.8%)

Mobile POS Software (38.3%)

Digital Signage (36.7%)

Merchadise Mangement (37.6%)

2015 RETAILER IN STORE

INVESTMENT PRIORITIES

Printers (34.1%)

Payment Processing (34.2%)

PIN Pads & Payment Terminals (30.2%)

BI & Analytics (21.7%)

TOP FIVE TIPS FOR SUCCESS

Self-Service Kiosks (24.6%)

Traffic Counting (21.7%)

Traffic Counting (23.8%)

Self-Checkout Systems (18.3%)

TYPICAL RETAILER GOALS

KEY DECISION DRIVERS
STRATEGIC INITIATIVES

HELPING YOUR PROSPECT

WORK SMARTER

TOP FIVE TIPS FOR SUCCESS

Understand the dominating influence of the consumer on the retail industry, and position your
solution as enhancing the customer experience.

Become an expert in omnichannel retailing and be prepared to advise retailers on how

technology solutions can help them as they adopt cross-channel synergies.

Develop relationships with the CMO (especially), COO, and CPO/VP of Purchasing in
addition to the CIO. Recognize the differences in personalities and priorities and adapt your
conversations accordingly.

Demonstrate to C-levels how your solution ties in to their business goals and gives their brand
a competitive advantage.

Time your sales cycle to avoid disrupting the busy holiday shopping season; retailers do not
want to conduct IT deployments in the last quarter of the year.

22

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

DECISION MAKERS AND

INFLUENCERS

PART IV:
SOLUTION
SNAPSHOT

PART III:
DECISION MAKER
INSIGHT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

HELPING YOUR PROSPECT WORK SMARTER

TYPICAL RETAILER GOALS

Customer centricity and blending online and in-store shopping are the top initiatives in the retail
industry. Here are some ways in which technology can help your prospect succeed:

KEY DECISION DRIVERS

Transform the customer experience: In-store wireless networks that support integrated
applications enable your prospect to provide a seamless, personalized shopping experience to
customers browsing the aisles of their stores with their smartphones. Customer self-service,
kiosks, product locator, mobile POS, mobile loyalty apps, inventory visibility all contribute to
delighting customers and earning their loyalty.

Enhance sales associate effectiveness: Equipping sales associates with mobile computers
running retail applications gives them real-time access to product information, inventory, and
order information, enabling them to better serve customers. Enhancing productivity also allows
store managers to spend less time on paperwork and more time implementing strategies to
delight customers.

Facilitate omnichannel retailing: A secure, robust, reliable wireless infrastructure and

mobile solutions can help narrow the gap between online, mobile, and in-store shopping
experiences. Data capture, inventory, and warehouse management solutions help retailers
process orders and returns seamlessly and efficiently.

Maximize supply chain efficiency: Mobile data capture, voice, and data communications
technology can help retailers transform supply chain operations by delivering the right product
at the right time while increasing supply chain visibility to proactively forecast customer
demand. Technology can assist with perishables management, price check inventory
management, back door receiving, stock replenishment and can enable staff to conduct storelevel inventories more accurately and efficiently.

Transform data into insights: POS, inventory, and other data can give retailers insights
into shopping behaviors, likes, dislikes, and decision drivers of consumers. Retailers should
use data strategically to understand customers and win business from more nimble online
competitors.

STRATEGIC INITIATIVES
2015 RETAILER IN STORE
INVESTMENT PRIORITIES
TOP FIVE TIPS FOR SUCCESS
HELPING YOUR PROSPECT
WORK SMARTER

23

PART IV:
SOLUTION
SNAPSHOT

24

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

THE ZEBRA KNOWS RETAIL

Today, consumer behavior is more sporadic and fragmented than ever before. They want to be able to shop when they want, where they want,
and on whichever device they want. And to add to this complexity, they expect their experiences to be personalized and consistent whether
theyre shopping in stores or online. Unfortunately, many retailers today dont have the infrastructure or capabilities to provide such an experience. Inventory systems arent integrated with supply chain systems, which arent integrated with CRM systems or e-commerce systems. As a
result, personnel dont have up to date information to be able to service customers effectively.
The Zebra knows that in the era of the empowered customer, visibility, control and even automation of value chains are essential in providing a
personalized customer experience efficiently and at scale. Zebras leading barcode, RFID and printing technologies can empower retailers to
provide a more tailored experience, while delivering unique business insights and making operations more efficient.
SOLUTION NAME

PAIN POINTS

ENTERPRISE COMPONENTS

Lack of store associate

knowledge

Handheld computers, MC40,

TC55, TC70

Customer frustration with

lack of assistance

Enterprise voice solution

ZEBRA COMPONENTS

CUSTOMER BENEFIT

CONNECT WITH SHOPPERS

Customer-Facing Solutions

Potential lost revenues

Sales by cross selling and

upselling
Customer satisfaction
Customer engagement in the
store
Enables Omnichannel
execution

MPact Platform for Mobile

Marketing
WLAN

Assisted Selling

Customer frustration with

lack of assistance

Handheld computers, MC40,

TC55, TC70

Potential lost revenues

WLAN

25

Zebra Commerce solutions,

Sales Assist, Item locator/
search

Sales by increased basket

size
Customer loyalty
Enables Omnichannel
execution

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

SOLUTION NAME

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

PAIN POINTS

ENTERPRISE COMPONENTS

ZEBRA COMPONENTS

CUSTOMER BENEFIT

Meeting shopper
expectations

MPact Platform for Mobile

Marketing

Zebra Kiosk printer For

example KR403.

Potential lost revenues

CC5000

Sales
Customer satisfaction
Consumer-centric marketing
Labor cost
Enables Omnichannel
execution

CONNECT WITH SHOPPERS

Connected Shopper & Self
Service

MC18 Personal Shopper

WLAN
Proximity Awareness and
Anayltics
Services: Device and
asset management, WLAN
management
Mobile Clienteling

Existing manual process not

scalable

Mobile computers,ie MC40,

TC55

Potential lost revenues

WLAN

Sales
Customer satisfaction
Consumer-centric marketing
Labor cost

Services: Device and

asset management, WLAN
management
Couponing & Gift Registry

Meeting shopper
expectations

Handheld computers, ie.

MC18,

Mobile printers; ie. ZQ110,

iMZ Series

Potential lost revenues

CC5000

Desktop printers; ie. G series

KR403 Kiosk receipt printer
High performance card
printers
Quikcard solution bundles
Standard card printers

26

Sales
Customer satisfaction

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

SOLUTION NAME

PART III:
DECISION MAKER
INSIGHT

PAIN POINTS

PART IV:
SOLUTION
SNAPSHOT

ENTERPRISE COMPONENTS

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

ZEBRA COMPONENTS

CUSTOMER BENEFIT

Increase efficiency from

back office to checkout

Mobile printers; ie. ZQ110,

iMZ Series

Sales and customer loyalty

Labor cost

Inability to printing labels on

demand to improve accuracy
and save labor

Desktop printers; ie. G series

CONNECT WITH SHOPPERS

Loyalty, Membership and Gift
Cards

KR403 Kiosk receipt printer

High performance card
printers
Quikcard solution bundles
Standard card printers

Field Sales/Direct Store

Delivery

Manual or inefficient
processes to complete
the sales cycle, ordering,
delivering, merchandising,
returns

Handheld computers,
ie. MC45, TC55, MC95,
WorkaboutPro3

DEX interface, receipt

printers and the route pallet,
Zatar

New products sold faster and

more often
Sales opportunities per shift
Predictability and visibility in
buying signals/ demand
forecast

Mobile printers, Multiplatform

SDK, supplies, Zatar

Decreased cost to serve

Higher first-time fix rates
Revenue captured through upsell and cross-sell
Customer satisfaction

ET1 Tablet
Device and asset
management services

Field Service

Slow response time by field

technicians to customer
needs
Lack of information available
to service the customer

Handheld computers, MC67,

WorkaboutPro3
HC1
ET1 Tablet
Device and asset
management services

27

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

SOLUTION NAME

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

PAIN POINTS

ENTERPRISE COMPONENTS

ZEBRA COMPONENTS

CUSTOMER BENEFIT

Customer satisfaction

MK product line

Lost revenue

CC5000

Zebra Commerce solutions,

Sales Assist, Item locator/
search , price management,
inventory management,
ordering, delivery

Customer satisfaction
Labor cost
Operations efficiencies

CONNECT WITH SHOPPERS

Price/Item Inquiry and
Merchandise Locator

WLAN
Handheld computer, MC40,
SB1
Services:WLAN
management
ENABLE ASSOCIATES
Staff Communications &
Management

Inconsistent communications

SB1, MC40, TC70

Staff Productivity
Customer satisfaction
Communications and replace
disruptive overhead paging
Communication costs

Workforce connect
WLAN
Services: Device and
asset management, WLAN
management

Merchandising & Inventory

Management

Inaccurate inventory visibility

Time and labor cost

Handheld computers;
MC31/32/92, TC70

QLn420, ZD500/R, ZT230,

ZT410

Mobile and stationary RFID

readers

Zebra Retail Solution

(Hart Systems +
ZCommerce+Services)

TC70
WLAN
Services: Device and
asset management, WLAN
management

28

Cost
Inventory accuracy
Labor productivity
Cycle time

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

SOLUTION NAME

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

PAIN POINTS

ENTERPRISE COMPONENTS

ZEBRA COMPONENTS

CUSTOMER BENEFIT

Lost sales due to long

checkout lines

Handheld computers, ie
MC40, TC55,TC70

Customer satisfaction

PD40, Note Q215

ZQ110, iMZ family, or RW

Customer satisfaction
family. Note ZQ500 family
Faster POS
will be introduced in February Operational efficiencies
and will replace the RW.

ENABLE ASSOCIATES
Mobile POS

WLAN
Services: Device and
asset management, WLAN
management

Zebra Commerce Mobile

check-out solutions

Point of Sale Solutions

Slow checkout

POS scanner portfolio,

handheld, cordless,
presentation, MP6000

Zebra Commerce Mobile

check-out solutions

Customer satisfaction
Faster POS

Execute a multi-channel
strategy

Handheld computers, ie
MC40, TC55,TC70

Lack of Inventory visibility

Mobile and stationary RFID

readers

Zebra Commerce, price

management, inventory
management, ordering,
delivery

Sales
Customer satisfaction
Labor cost

Redeem mobile loyalty to

execute ecommerce solution
Omnichannel Fullfillment

WLAN
Services: Device and
asset management, WLAN
management

29

Mobile printers, QLn420,

ZD500/R, ZT230, ZT410
Zebra Retail Solution
(Hart Systems +
ZCommerce+Services)

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

SOLUTION NAME

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

PAIN POINTS

ENTERPRISE COMPONENTS

ZEBRA COMPONENTS

CUSTOMER BENEFIT

Operation that is paperbased

Hardware: MC95xx, TC7x,

ET1, WAP, LS3xxx, FXxxxx,
MC91xx, MC31xx, VCxx,
VH10, 8585, Wearables

LS material flow

Software: TeKspeechPro,
Partner WMS

Net Bridge

Inventory accuracy
Labor productivity
Efficiently speed up picking,
stacking and put away
Cycle time
Reduced costs

ENABLE ASSOCIATES
Warehouse Management

Data delays, all batch

processing
Inventory discrepancies
Poor accuracy
Large inventory carrying
costs

Enterprise Connector
Designer

WLAN
Service: MLM

Poor customer service

Inventory latency
Increased labor
Fleet Management

Proof of activity and delivery

Not able to track driver
and costly assets tracking/
rotation
Underutilization of limited
drivers & vehicles
Costly idle and dwell time

Hardware: MC95xx, TC70,

ET1, WAP, LS3xxx, FXxxxx,
MC91xx,
Software: Partner WMS
WLAN
Service: MLM

Lack of visibility
Paperwork wastes
Compliance to regulatory
standards

30

LS Yard Management system Stops Per Driver Per Day

with active RFID tags & RFID Fuel Costs
printers
Equipment Up Time
Unplanned Down-time
Eliminate Paperwork & Data
Entry Errors
Customer Satisfaction

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

SOLUTION NAME

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

PAIN POINTS

ENTERPRISE COMPONENTS

ZEBRA COMPONENTS

CUSTOMER BENEFIT

Time a cost of service

Handheld computers

Inventory (asset) inacuracies

ET1 tablet

Hardware: QLn420, P4T, G

Series, ZT230

Downtime through faster

response and optimized
maintenance schedules
Asset utilization and uptime
Reduced tools/spares
inventory and associated
costs
Technician productivity

ENABLE ASSOCIATES
Enterprise Asset Management

Software: Profile Manager,

Zatar, Zebra Designer Pro

WLAN
Rugged scanners
RFID readers

Supplies: PolyO 3100T

Service: ZebraCare

Device and asset

management services
OPERATIONAL EFFICIENCY
Price Management

Inaccurate pricing/labels on
shelves/sales floor

Handheld computers;
MC31/32/92, TC70

Time and labor cost

WLAN
Services: Device and asset
management,

QLn320, QLn220, ZD500

Zebra Commerce Price
Management, activation &
compliance apps

Data accuracy
Data entry
Service personnel

WLAN management
Shipping & Receiving

Inaccurate inventory visibility

Time and labor cost

Handheld computers; ie
MC95xx, TC70, ET1, WAP4,
LS3xxx, FXxxxx, MC91xx,
MC31xx

Zebra Commerce

ET1 tablet

ZT410

WLAN

QLn 420

Services: Device and

asset management, WLAN
management

31

G Series
ZT230

Improve inventory
management
Reduce out-of-stocks
Reduce time to bring items
from back of store to front of
store

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

SOLUTION NAME

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

PAIN POINTS

ENTERPRISE COMPONENTS

ZEBRA COMPONENTS

CUSTOMER BENEFIT

Tracking mobility assets

Mobility lifecycle
management

LinkOS Enabled Printers

Reduce device management

costs

EMPOWER IT
Device & Asset Management

Making cost effective

decisions

Device monitoring

This service identifies lost

devices and those that need
service, as well as each
devices warranty, history,
software version, to whom
it has been assigned, repair
record, and much more.

Telecom expense
management

Wireless Communications

Secure and stable wireless

network
Staff connectivity to store
applications
Guest Wifi for shoppers

WLAN

Zebra Commerce

WLAN Cloud services

Integrated services platform
WLAN management and
security
Proximity and analytics

Network Infrastructure
Management

Lack of skill to manage and

support the wireless network

IT infrastructure management
WLAN cloud services
System management
Monitoring

32

Enable associates to
securely use a variety of
reliable, service-enhancing
devices
Offer shoppers easy access
to wireless connectivity and
information
Enable omnichannel retailing
for a smarter, more profitable
store
Operational expenses
Performance

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

WHERE MOBILITY MATTERS

33

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

PART V:
CONVERSATION
STARTERS

34

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

Here is an easy process to help you talk to

retailers about their most important issues.
Although some are targeted toward specific
situations, you should choose the option that
feels right to you.

STEP 1

TAILORING YOUR
GREETING

STEP 2
CHOOSE A TOPIC

Hello, <Prospect Name>, my name is <Name> and I represent <Company Name>, a Zebra Business
Partner. I am a specialist who helps retailers drive sales by enhancing the customer experience through
the effective use of voice and data applications enabled by retail data capture and mobile technology
solutions.

CONNECT WITH SHOPPERS

In person or on the phone:
<Prospect Name>, imagine if your sale associates had mobile access to inventory, pricing, and product
information. Theyd be able to check stock levels, verify prices, locate an in-stock item that had been
misplaced, call an expert for an answer to a product-related question, and even ring up a sale all
without leaving the customers side. That sort of service really impresses customers and wins brand
loyalty.
<Prospect Name>, on a busy shopping day, you want to ensure that all store personnel are working as
efficiently as possible so that you can best serve customers and maximize sales. Mobile voice and data
solutions enable your managers, cashiers, backroom personnel, and sales floor staff to work together as
one cohesive team responding to customers needs efficiently and effectively. Youll cut out the wasted
time sales staff spend walking back and forth to locate a manager or access a computer, freeing staff up
to serve more customers and guide more sales.
Over voice mail:
<Prospect Name>, one way to increase staff productivity and boost profitability is to provide your store
managers with mobile devices, so that they can check on the days sales figures, review emails, and
adjust staff schedules wherever they are on the sales floor. Our retail clients report a 6% increase in staff
productivity, on average, resulting in a 1% increase in gross profit per week.
35

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

EMPOWER ASSOCIATES

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

expectations when it comes to mobile connectivity and getting

instant answers to their questions about product availability and
pricing. Having a secure, robust, and reliable wireless infrastructure
is a must if you are going to deliver the sort of shopping experience
that will attract and retain customers. In-building voice and data
applications that are enabled with retail floor mobile connectivity
solutions can keep your sales associates, managers, and backroom
staff connected while providing you with lots of options for
interacting with your customers via their smartphones.

In person or on the phone:

<Prospect Name>, I understand how important it is to delight
customers, and found it interesting to learn that 58% of surveyed
shoppers believed that store associates using handheld mobile
computers enhanced their shopping experience. With real-time
access to product, inventory, and order information from anywhere
in the store, sales associates are much better equipped to assist
customers and guide them to make purchases.
<Prospect Name>, imagine if your warehouse staff could focus
on managing inventory and delivering goods on time rather than
counting stock and making sure the right goods are received from
manufacturers. With automated data capture and warehouse
management solutions, you can automate the stock-taking
process and improve the accuracy of shipment information and
inspection. Your warehouse staff will be able to spend more time
getting merchandise to retail shelves or packaged for shipping
to customers. Youll improve productivity and efficiency, reduce
operational costs, and enhance customer satisfaction.

<Prospect Name>, personalizing the shopping experience can

give you the edge you need to earn customer loyalty in a cutthroat
competitive environment. With a robust, secure, reliable wireless
infrastructure, you can offer shoppers guest Wi-Fi access while
enabling proximity marketing and other location-based services in a
secure environment, and you can scale up as your business grows.
Youll find that a solid network infrastructure is the foundation you
need to build lasting customer relationships and to drive profitability.
Over voice mail:
<Prospect Name>, a simpler network empowers your IT team to
spend less time on troubleshooting and more time focusing on
applications designed to connect with customers and improve
operational efficiencies.

Over voice mail:

<Prospect Name>, one of the best ways to ensure your customers
have a positive experience with your store is to expedite the
checkout process. Effective POS tools that streamline scanning,
signature capture, and payment processing empower your
sales associates to be more efficient and to focus less on the
mechanics of the checkout process and more on the customer.
ENABLE INFORMATION TECHNOLOGY (IT)
In person or on the phone:
<Prospect Name>, customers shopping in your stores have high
36

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

STEP 3

CLOSING

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

In person or on the phone:

<Prospect Name>, what are some of the challenges your store is facing today that you would like
technology to help you address?
Over voice mail:
<Prospect Name>, I will give you a call tomorrow at <time> to see if we can get together to discuss some
of challenges your store is facing and ways to address those challenges. Or, you can reach me at <phone
number>. Thanks very much.

37

PART VI:
DISCOVERY
QUESTIONS

38

PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

General
Your company is growing. Are there any applications or opportunities for automation that you would like to address or improve?
Customer Relations
What is the number one thing you are hearing from customers about their buying experience in your stores?
What are some of the customer-driven issues that you deal with on a daily basis?
How do you ensure that your salespeople stay responsive to customer needs?
What channels are you using to communicate with customers shopping in your store (e.g., sales associates, mobile marketing)? Would you like
to enhance in-store customer communications?
Do you think your customers would like to use self-service technology to find products in your store?
What is your opinion on providing customers guest WiFi access in your stores?
Are you interested in deploying customer-facing mobile applications?
Do you have a customer loyalty program? If so, how are you using the data you collect through the program? Would you like to do more with
the data?
Sales Associate Effectiveness
How do your sales associates currently keep track of the products on the floor, in the back room, and in the warehouse?
Would it help your sales associates to have mobile devices through which they could track inventory for customers?
Supply Chain Efficiency
What are some key things you would like to do to improve operational efficiency?
Do you currently have the ability to accept Direct Store Delivery (DSD)? If so, how is that currently integrated into your inventory system?
Are you certain that all of your DSD invoices are extended correctly?
How is information about overstock, damage, or other DSD-related concerns integrated into your backend systems?

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PART I:
RETAIL AT A
GLANCE

PART II:
CHALLENGES AND
TRENDS

PART III:
DECISION MAKER
INSIGHT

PART IV:
SOLUTION
SNAPSHOT

PART V:
CONVERSATION
STARTERS

PART VI:
DISCOVERY
QUESTIONS

Checkout Process and Queue Busting

Are there aspects of the checkout process (e.g., efficiency, customer-sales interaction) that you would like to improve? Do you feel that the
checkout process leaves your customers with a positive impression of your store? If so, why? If not, why not?
Do your sales associates have the opportunity to engage with customers during the checkout process (e.g., to find out if they are satisfied with
their shopping experience, need an additional product, etc.)?
Is there customer or transaction information that you are not collecting today but would like to collect? (e.g., customer product preferences,
speed of transaction)
Are long lines a significant issue for your business?
What does your checkout staff do now when the lines get too long?
What is your opinion of self-checkout technology?
Would it help speed the checkout process if you deployed mobile POS solutions throughout your store? How?
Inventory Management
Are there any inventory management issues that automation might address for your team?
Is there room for improvement in the accuracy and timeliness of your inventory process? If so, how would any improvements help your business
(e.g., would they enable you to provide accurate product availability information to customers in a timely manner)?
How often do you take inventory? Do you do it yourself or outsource it?
How do conduct inventory? Is the process paper-based?
What is your out-of-stock percentage? Is it the same on promotional items?

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Ltd., 2014. Web. 9 July 2014. <http://www.plunkettresearch.com/retailing-storesmarket-research/industry-and-business-data>.

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