Category Archives: Retail Technology and Security

by Retail Pro

EMV: Frequently Asked Questions

Within the last 30 days Retail Pro product releases have been updated to include EMV support.  Current releases of 9.3 and 8.7 for Retail Pro 9 and Retail Pro 8 product families are EMV-capable now.

In addition, Retail Pro 9.3 release brings with it many operational advantages, which will help you mitigate risk and future-proof your operations. Retail Pro 9.3 supports Windows 8, Windows Server 2012 and abstracts all sensitive payment data from the retail management software. This provides you with tools to limit your PCI audit scope, protect customers’ payment data, and mitigate your risk while ensuring compliance with EMV standards.

Please review the corresponding EMV-acceptance FAQ from your payment partner Cayan, and contact your Retail Pro Business Partner to discuss implementation of Retail Pro 9.3 or 8.7.

 

FAQ: EMV, Europay, MasterCard, Visa

 

1. Why is EMV being introduced?

In the wake of numerous large-scale data breaches and increasing rates of counterfeit card fraud, U.S. card issuers are migrating to this new technology to protect consumers and reduce the costs of fraud.

2. How do I explain this to my customers? 

EMV cards are newer and include a small, metallic square. That’s a computer chip, and it’s what sets apart the new generation of cards.

The magnetic stripes on traditional credit and debit cards store unchanging data. Whoever accesses that data gains the sensitive card and cardholder information necessary to make purchases. That makes traditional cards prime targets for counterfeiters, who convert stolen card data to cash.

Unlike magnetic-stripe cards, every time an EMV card is used for payment, the card chip creates a unique transaction code that cannot be used again. If a hacker stole the chip information from one specific point of sale, typical card duplication would never work because the stolen transaction number created in that instance wouldn’t be usable again and the card would just get denied.

3. How is an EMV transaction different from a traditional swipe transaction?

Instead of going to a register and swiping your card, you are going to do what is called ‘card dipping’ instead, which means inserting your card into a terminal slot and waiting for it to process.

When an EMV card is dipped, the customer must leave the card in until the transaction is complete. Data flows between the card chip and the issuing financial institution to verify the card’s legitimacy and create the unique transaction data. This process isn’t as quick as a magnetic-stripe swipe. So if a person just sticks the card in and pulls it out, the transaction will likely be denied. A little bit of patience will be involved.

4. Do all my terminals need to be EMV capable. If so, why?

Although EMV is not a mandate, it is highly recommended for all merchants because the liability shift means the cost of fraud will fall back on the merchant. Consider the example of a financial institution that issues a chip card used at a merchant that has not changed all terminals to accept chip technology. This still allows a counterfeit card to be successfully used on the non-EMV terminals. The change is intended to help bring the entire payment industry on board with EMV by encouraging compliance to avoid liability costs.

5. How does EMV work with mobile payments?

Mobile card readers will support EMV by offering some variety of chip, pin, signature, Bluetooth, NFC capability, etc. and work the same way as a terminal.

6. What is the real risk to my business if I am not EMV compatible by the October deadline?

Prior to Oct. 1, 2015, if an in-store transaction is conducted using a counterfeit, stolen or otherwise compromised card, consumer losses from that transaction fall back on the payment processor or issuing bank, depending on the card’s terms and conditions.

After Oct. 1, the liability for card-present fraud will shift to whichever party is the least EMV-compliant in a fraudulent transaction. So if a merchant is not EMV compatible, the consumer loss from the transaction will fall back on the merchant, not the payment processor or issuing bank.

7. Is there any special “at checkout process,” either at the POS or terminal, that will need to be handled?

The card must remain in the reader slot until the transaction completes. The customer may have to select a specific credit/debit application as there could be multiple options per card. The customer will also provide their signature or PIN as prompted by the terminal.

8. Are there any configuration changes to my existing POS installations that will be needed?

Genius customers will need to update their Genius application to 5.x (currently in development) and Retail Pro 8.7.400.18 and Retail Pro 9.30.3.216.

9. Do I need to train my staff on any of this?

Cayan advises taking time to train employees so that they are familiar with EMV transactions and to make the transition seamless. Cayan is providing a step by step guide to assist with training. There are also many online resources for learning more about EMV, for example Visa has posted a series of webcasts at http://usa.visa.com/merchants/grow-your-business/payment-technologies/credit-card-chip/webinar/resources.jsp

10. I am a Cayan-acquiring customer. When will I be ready to accept EMV?

Cayan will have the updates available in September. Merchants can request updates upon general availability.

11. I am a Cayan PGS customer. When will I be ready to accept EMV?

We are working to certify our other processors. Release dates depend on each processor’s availability and certification queue.

12. Will non-US EMV cards work with Genius?

Yes.

13. I am a Cayan PGS customer. What happens if Cayan is not ready to handle EMV with my processor by the October deadline?

We are working to get all processors certified as quickly as possible. If EMV compliance is important to you, consider switching your processing to Cayan to be ready by October.

by Jennifer Bosavage

RFID Should Be a Part of the Manufacturing Process

RFID is just one type of technology that is part of the Internet of Things (IoT). Expanded use of RFID-enabled technologies is helping retailers recognize and fight back against operational loss, improve their customers’ experiences and streamline omnichannel operations. RFID-enabled systems help companies reduce costs and labor, boost accuracy, and raise production levels. Additionally, the technology is superior compared with the limitations of traditional technologies such as barcode technology. For example, RFID tags can be read from a greater distance than barcodes, and RFID tags don’t need to be positioned in a line of sight with the scanner, as barcodes do.

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

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

However, many of the applications of RFID is in the aftermarket, whereby the tags are affixed to already manufactured products. Software assigns each tagged item with a unique validation code paired with an ID number encoded to an item’s tag or label. That code is encrypted and stored not only on the tag’s chip, but also in software on a back-end database. The printers, labels, thermal ribbon, and scanning equipment can be expensive for product makers that are trying to keep track of inventory.

Such challenges caused Peltz Shoes to stop using RFID and move to the far less technologically sophisticated barcode technology. Peltz, in a press release last month, noted that, “RFID is a great tool, but for all of the inaccuracies and associated high costs, it will not be a viable solution until a significant manufacturing change at the wholesale level occurs.”

That simply means that RFID should be built into items — including apparel, furniture, electronics — so that they arrive in customers’ hands ready to be recorded using RFID.  IoT solutions can help track the location of products during the manufacturing process and throughout the supply chain at the serial number level, which can help to manage delivery expectations. In addition, the identity of the distributor and end customer for any particular product can be immediately known.

Manufacturers of luxury goods can take that tracking information one step further, and ensure  that the products are what they purport to be. Some luxury brands are using the technology to fight counterfeiting. For example, German messenger-bag manufacturer Bagjack two years ago implemented an RFID-based anti-counterfeiting solution from Serfides. Not only does the solution help confirm the authenticity of goods, it also tracks the movement of the bag through the supply chain — ensuring the bags stay on their expected routes.

Products with integrated tags are much easier to process and track, even when original packaging is lost or product labels are damaged. Also, for complex systems for which component level returns must be managed, tags are effective at preventing fraud and abuse of warranty replace policies. And, if a product must be recalled, RFID can make that entire process more efficient.

by Jennifer Bosavage

Beacons, SMS Combine To Boost Loyalty

Beacon-Zones-Shopping-Retail-Mobile-Phone

Today’s retail channel is so fluid that consumers move effortlessly between channels. A shopper may begin online, for example, to learn the price of a 50-in television. But that’s just the beginning.

Online, the shopper might discover he can afford a 55-inch television, so he begins his search again. Then, he realizes he’d like to view the picture quality in-person, so he searches for a nearby store. Once there, he pulls out his smartphone and looks for brand reviews online. The product has a QR code, so he scans it with his mobile device for more information. If the brand meets all the shopper’s criteria — quality, price and style — and is in the store, odds are the purchase will be completed at the brick and mortar location. If not, the consumer may opt to order online, place an order at the store, or, in the worst case for retailers, decide to postpone the purchase.

As retailers evolve to make the most of the ever-changing marketplace, they must select digital technology to enhance their model. For example, online services such as Amazon Mom offer special savings for a targeted group of shoppers: caregivers of small children. Amazon recognized that some items are purchased on a regular basis and are completely driven by need, rather than spontaneity or, frankly, fun. Buying baby wipes and diapers is a necessity for parents of young children, and once a brand is selected, there is an associated degree of loyalty, for any reason: Fit, absorbency, price, etc. Amazon takes some of the drudgery out of such mundane purchases by offering members benefits such as 30 days of Amazon Prime including free two-day shipping, 20% off diapers which are on an auto-delivery schedule, and other promotions geared toward parents.

Auto-replenishment is a terrific driver of loyalty online, encouraging shoppers to “set it and forget it.” But brick and mortars can boost loyalty as well, and in a few crucial ways are better equipped to do so. The primary factor offering them the advantage is what defines them in the first place — their physical presence.

Some stores promote loyalty by their atmosphere and their sales people. Savvy retailers understand the need to build on that using digital technology. Beacons, for example, can alert shoppers to in-store promotions as well as offer coupons and invitations to exclusive events. In return, the retailers receive analytics from which they can create marketing solutions. Business Insider Intelligence predicts that the technology will be used at 85 of the top 100 US retailers and influence $44 billion in retail sales in 2016.

Mobile devices are surging to the forefront of how people interact in today's retail industry.

Mobile devices are surging to the forefront of how people interact in today’s retail industry.

Combine that with SMS messaging, which can be used for proximity marketing campaigns, and that’s a powerful retail solution. Take a look at a recent Adroit survey of 1,000 U.S. and Canadian consumers, ages 18 to 34 and 500 U.S. and Canadian consumers ages 35 and up. Adroit found that the majority of paths to purchase are affected by digital: In both age groups, more than 70% were likely to change their plans to visit a retailer or restaurant if they were away from home and received an advertisement on their mobile devices for local deals or discounts.

The winning equation for brick and mortars? Beacons plus SMS equals efficient, affordable tools, ready to arm retailers in the battle for customers’ loyalty.

by Jennifer Bosavage

Beacons and GPS: Each Has a Place Connecting to the Customer

Retailers looking to personalize offerings can combine a GPS solution with a beacon geolocation technology.

GPS is used to determine location, and when real-time data is unneeded. It’s more of a geo-targeting solution, and a good fit for when a retailer is interested in marketing toward a group of potential customers in a certain area, rather than at a specific time.

Offering promotions via beacon or geo-location can help enhance customer satisfaction.

Offering promotions via beacon or geo-location can help enhance customer satisfaction.

For instances in which up-to-the-minute information is required, geofencing provides real-time information, and is done with GPS or beacons. Beacons may be preferred over GPS for three reasons: (1) accuracy, (2) battery life, (3) privacy.

Privacy is the most important. For retailers using GPS, customers must agree to a “contract” that stipulates the brand can track the user at all times. That can be a tough sell. With beacons, the contract is less intrusive: “We will know if you visit our stores to provide you a better service, but we won’t track you beyond the confines of the store.”

For example, a customer living in a certain ZIP code might receive promotions for merchandise featuring a local high school football team using geo-location, but a shopper walking by the store would be offered a promotion using beacon technology.

And those two “types” really ought to receive different messaging, even though it may be for the same retailer. For instance, through beacons a restaurant learns that Roberta always visits the same location of a chain restaurant while Jeff visits 10 branches of the same restaurant in the span of a month, we can message Roberta with “your local restaurant now serves _____” while Jeff might receive “On the road again? Treat yourself to a free ______”

Of course, such precise messaging requires careful analytics: Only the combination of beacon information and the customer profile, which is created over time, should trigger engagements. And those messages can be both informational (“New Tom’s arriving in shoe department this afternoon!”) and cost-conscious (“20% off Laura Ashley sheet sets in Housewares now!”). Either way, the communications must make people feel as though their business is valued. Over time, retailers will learn which customer needs what amount of “encouragement” to win their business.

by Jennifer Bosavage

Mobile Has a Hand In Building the Brand

 
experiential retail
 

Mobile technology is igniting a renaissance with brick-and-mortars.

Brands are using mobile technology to engage customers in and outside the store as well as at multiple levels: national, regional, all the way down to the local level.

Neighborhood managers, for example, can publish their own promotions and engage their customers with local themes.

Mobile helps bridge the gap between incorporating what corporate wants, and allowing the retailer to put a spin or flair on it, which helps build the customer base.

To compete with huge e-commerce players such as Amazon, retailers need to leverage their “embeddedness” in their communities.

For example: when the local high school football team wins a game, the town’s store manager can publish a sales special to celebrate.

Or, when a heat wave hits a region, the regional marketing director can promote a related product (air conditioners or slushies, anyone?)

Store apps help national chains provide very local interactions to its customers.

That also helps customers feel like they are part of a community within their own community.

While people often think about couponing and discounts for promoting local engagement, much more than that is involved.

Rather than simply sending a coupon, a retailer might invite app users for an event promoting a new collection, giving them a VIP experience when they get to see the new collection before the general public.

While using coupons from a mailer might seem too old-school these days — and forget about clipping them from a newspaper — mobile coupons are perceived as “cool.”

Shoppers who would never think of clipping and presenting paper coupons are happy to show a discount on their smartphone at check out. Segmentation and targeting are critical.

The best retailers are providing an experience that makes their customers feel special and understood by the retailer.

That can best happen when customers share relevant information with the merchant. The value exchange must be very clear.

For example, before asking to enable location services, a best practice is to explain to the customer what’s in it for them: By using their location, the retailer will provide them a better service, reward them for their loyalty, etc.

Customers need to be satisfied with the perceived value of the relationship.

Once the value exchange is explained and understood, there is often very little pushback.

by Jennifer Bosavage

Adidas Puts Shoes on (Computer) Display

The retail ideal of putting customers’ desires first often comes into conflict with the plain truth about inventory: While most customers enjoy making selections from a fully stocked store, retailers just can’t afford to carry stock that appeals to everyone who walks through the door. Even specialty stores, which have more limited inventory by their very natures, need to be selective so they don’t give shelf space to slow movers at the expense of products that are hot tickets.

Moving to a larger space is one potential solution, but opening a warehouse-sized store has considerable real estate costs attached. The ability to offer vast selection economically is one area in which e-commerce has a distinct advantage. But does that have to be? Here’s how one footwear maker thought to look outside the (shoe) box.

Athletic shoes are the mainstay of Adidas’ $16.3 billion business. A couple of years ago, the German-based company realized that while it was impossible for any of its retailers to carry a full selection of Adidas shoes, it was losing sales simply because shoppers were unaware of all the offerings available. Of course, customers could purchase online, but many didn’t because of their desire to try on shoes before purchase.

Adidas came upon a hybrid approach that would let customers enjoy a personalized sales approach, while boosting sales of athletic shoes. The company implemented an Intel technology-based interactive video wall to launch a line of specialty Olympic sports shoes, most of which were not physically carried in stores, due to inventory risk. The wall was installed in various locations, and has been responsible for increases in footwear sales of more than 40 percent in every instance so far, according to Adidas. Read that again: Every instance. Such an impact on sales is not trivial.

The reason for the success is straight-forward. The technology let customers see images of the shoes from different angles, learn their features, select sizes and colors, check inventory, and purchase the shoes. And that’s all done at the digital display.

It might seem easy to reduce the interaction between customer and shopper using this technology, but that’s not necessarily the case — it simply depends on the intent. If a retailer is aiming for a self-service model, an Adidas-like solution will fit the bill. But it can also add to the customer-associate relationship, as Adidas found. The system added a point of interaction for the associate to help involve the customer by explaining how the wall works and pointing out the innovative features, such as 3D rendering and social interaction. In addition, it provided an “endless aisle” of product for customers, who could search a complete inventory of thousands of shoes using the video wall, while the retailer could carry far fewer shoes in-store.

Understanding what the customer wants (large selection) and answering that desire (endless aisle solutions) offers a positive shopping experience that will inspire many to become loyal shoppers. While this type of solution is not be specifically tailored for an individual, it provides customization based on an individual’s preference, over and over. In that way, many customers can enjoy personalized experiences, without providing much personal data. A win for the customer, as well as the retailer.

by Jennifer Bosavage

IoT Is All About Providing Services

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

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

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

Internet of Things may shape future of ecommerce

Internet of Things may shape future of ecommerce

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

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

 

by Jennifer Bosavage

Macy’s: In the Omnichannel Groove

Here’s how omnichannel is supposed to work:

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

Retailers likely to focus on omnichannel integration in 2015

Retailers likely to focus on omnichannel integration in 2015

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

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

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

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

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

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

by Jennifer Bosavage

Walmart Needs Tech Help. Now.

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.

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.

by Jennifer Bosavage

Mobile Is Crucial Part of Retail Strategy

Retailers afraid of mobile? No way — virtually all (93%) of retailers surveyed by Retail Systems Research said that mobile will help their employees meet customer service expectations. Long gone, apparently, are the bad old days when retailers feared showrooming by customers and distraction of associates. Today a vast majority (88%) of retailers say the purpose of their mobile strategy is to drive shoppers to the store.

Retail customer trends point to the growing popularity of mobile devices for shopping and payment transactions.

Retail customer trends point to the growing popularity of mobile devices for shopping and payment transactions.

“Consumers are in love with their mobile devices; the best thing any retailer can do right now is think creatively about how to leverage that relationship. And with stores in such need of reinvigoration, it has the potential to be a match made in heaven,” according to the study, entitled, “Mobile Retail Finds New Purpose.”

That means that retailers need to pay closer attention to what needs customers want mobile to satisfy. Right now, although the most popular mobile capability offered by 62% of retailers is “store locator,” it’s one that only customers 29% would find valuable. Other technology can easily provide that same function — a store can easily be found by using a smartphone’s map program, for instance. However, an app that helps shoppers search for and select merchandise is more highly valued by customers (59%), but implemented by only 49% of responding retailers.

Likewise, retailers need to assess how mobility can best serve their associates in their jobs. Although 47% of retailers noted that they have either piloted or implemented email, access to email is valued by only 25% of employees. Assisted selling, however, is valued by 53%, but implemented by only 27%. Also popular among employees (40%) was the ability to access corporate information about products and services; that mobile capability was offered by only 30% of retailers.

The survey also outlined the tremendous opportunities retailers could benefit from by adopting a mobile strategy. The top three advantages:

  1. Deeper customer engagement to build loyalty through mobile channels (65%)
  2. Deeper customer engagement to drive sales through personalized offers (62%)
  3. Deeper insights into shopper behavior through mobile site or app insights. (55%)

The survey defined a segment of respondents as “Winners,” and another as “Laggards,” and revealed a surprising trend:

“Laggards are even more bullish on getting deeper insights into shopper behavior through mobile site or app insights – a whopping 70% to Winners’ 51%. This is interesting, as it potentially points out a common tendency among those whose sales are hurting to overhype the saving power of a single technology. We call it ‘magic bullet syndrome,’ and it often leads laggards astray from what they really need to focus on.”