Category Archives: Management and Operations

by Jennifer Bosavage

Big retailers try smaller formats

The retail landscape continues to evolve: big retailers are simultaneously expanding and contracting, and malls are examining their place among consumers.

Somewhat paradoxically, customers seem to be gravitating toward smaller, more curated experiences from well known and respected brand names.

Operational shifts and expansion like this requires flexibility and a broad network from a point of sale software system.

Retail Pro is an ideal partner for such moves, with Retail Pro Prism’s flexibility and partners spanning the US as well as across the world.

While a significant — and growing — number of sales are made online, brick-and-mortar shopping continues to appeal to shoppers, especially those who have immediate needs, or want to inspect a product before buying.

If high-end retailers can accurately predict what their target customers want in-store, trending data seems to indicate that’s a recipe for bottomline success.

One big question facing these large, established brands is, how can they attract shoppers who seemingly have adopted a more cautious attitude toward discretionary purchases?

Smaller has a larger impact on big retailers

Retailers, including Macy’s and Best Buy, are researching building smaller stores with strong integration between online and offline channels.

Retail Pro Prism is a great point of sale software for omnichannel retailers because it connects all your data for insight and operations that help you build better retail experiences.

Such strategies will help retailers cater to specific customer needs or demographics in a more focused way.

They can offer a curated selection of products that are tailored to the local market, which can attract customers looking for a more personalized shopping experience.

That’s easier said than done, particularly for a retailer with a New York flagship in Harold Square that boasts more than one million square feet of retail space.

Macy’s CEO said during a recent earnings call that the department store would be focusing on creating the “best stores, not the largest number of stores.”

In fact, although Macy’s has announced that it will close 150 underperforming stores during the next three years, it also said it will invest more heavily in its small-format retail brands, “Market by Macy’s” and “Bloomie’s.” The company reportedly aims to add 30 off-mall locations by the end of 2025.

Evolution of the mall and its traditional retailers

Macy’s joins a trend of large retailers with a well-heeled customer base that are leaving the confines of traditional, suburban malls where they have long been coveted as “anchors.”

Many anchor retailers, from Neiman Marcus to Sears, have faced dire economic straits and left malls, leaving property managers to reassess the need for storefronts to fill those vacancies. 

As a result, many malls are experiencing a rebirth by including a new mix such as bowling, golf, fitness centers and even apartments.

Such planning benefits the remaining retailers by increasing foot traffic within the mall. 

Best Buy is also testing offering a “curated selection” of products, Geek Squad services, and scan-and-go capabilities.

It tested the concept in late 2022 with a 5,000 sq.ft. location in Charlotte, N.C.

The off-mall location strategy of creating a slimmer, more curated customer experience has been successfully employed by Nordstrom through their Nordstrom Local brand.

One of the key reasons these locations are popular is their convenience factor.

Customers can easily return and pick up online orders.

In addition, customers tend to buy more merchandise once they are in the store.

According to Nordstrom, the Local brand’s average customer spends 2.5 times more than a regular Nordstrom customer.

Shifting the type of physical presence a retailer has is easier when a retailer uses a POS software with flexibility, especially when it comes to the back-end.

Retail Pro Prism’s architecture allows for independent and easy management of opening new stores around the world, easing any other number of questions this sort of change in operations creates.

The depth of customer analytics Nordstrom has accumulated allows it to provide targeted services it knows its shoppers appreciate.

Some of the services offered at Nordstrom Local stores include personal stylists, pickup and return for eCommerce orders, alterations, gift wrapping, dry cleaning and complimentary refreshments. 

Such shopping perks illustrate the importance of understanding customer personas to draw and retain shoppers, in addition to the actual in-store merchandise.

Crucial to success in this new paradigm is continuing to exceed customers’ expectations, both in terms of product inventory and experience.

That’s a big ask in a slimmed-down space. Answering successfully requires knowing and understanding the customer’s needs, and being able to meet them not only today, but tomorrow as well.

Retailers turn to expanding physical footprint post-COVID with regional support from Retail Pro Business Partners

Direct to consumer brands restructure retail strategies

Pop-Up Stores Support an Omnichannel Vision

by Jennifer Bosavage

Direct to consumer brands restructure retail strategies

Remember when “As Seen on TV” products were only available by calling the number on the television screen? Products such as Chia Pet, The Clapper and even The Snuggie all became pop culture icons by infiltrating TV programming.

But as the internet took off around the turn of the century, companies found less expensive and more strategic ways to sell their products. Enter Warby Parker, Everlane and Casper, which made up the first generation of digitally native DTC companies.

Back then, those brands and others like them were happy selling a relatively niche product online without all the costs associated with brick-and-mortar retail distribution.

Today however, DTC companies are evolving to further expand their market share, joining forces with large, well-known retailers and big-box stores, as well as with holding groups.

Such collaboration is paying off, both in revenue and mindshare.

This expansion requires software with flexibility that allows for organizational intricacies.

The distribution and audience gains require resources through their software that can shift to support the areas that get new stress.

Retail Pro Prism’s flexible software with a vast library of Plugins and omnichannel support provide the necessary visibility and capabilities for brands to adjust their technology according to their strategies.

Embracing Brick-and-Mortar

Partnering with brick-and-mortar retailers has provided DTC brands access to a wider consumer base and the opportunity for more personalized customer experiences.

The ability for customers to experience these products in person is a huge win, and makes a true omnichannel experience possible.

With the integrated inventory visibility afforded in Retail Pro Prism, customers can check in-store stock of an item, place the order, and immediately experience it upon pick up in store.

Entering the brick-and-mortar space as a previously pure ecommerce brand also likely requires the inventory and broader data integration and visibility that omnichannel brings.

Retail Pro Prism provides flexibility in configuring your omnichannel POS system, so you can adjust it as you grow to satisfy your business’s changing needs.

In addition, Retail Pro Prism has a built-in customer management system that enables an associate to access prior purchase history, note preferences and other relevant information that makes for the kind of personalized customer experience shoppers have grown accustomed to online.

Direct to consumer brands Joining Forces with Holding Groups

Holding groups provide financial backing, operational support and expertise to a larger network of retail partners, so brands can scale their operations and consolidate resources more efficiently.

An example of this arrangement is the partnership between Casper, the popular mattress-in-a-box company, and Target Corp. Since 2017, Casper products have been sold on Target’s site and in its stores. The strategy allowed Casper to expand its reach outside of online sales and tap into Target’s extensive retail network, broadening its brand visibility.

Meanwhile, Target could provide its customers a popular DTC brand’s innovative sleep products, which aligned with the big box store’s focus on providing high-quality and trendy home goods.

There are a number of ways a large chain can structure their POS system, and even more configurations could be made to sell these DTC brands’ products within the larger big box ecosystem.

With Retail Pro Prism, vendor management capabilities are useful in these arrangements between specialty brands and big box retail. Subsidiary management capabilities in Retail Pro Prism are pertinent as well.  The connected data and visibility across all levels of operation that Prism facilitates will be valuable in these circumstances.

A connected view of inventory will be necessary for the DTC brand to maintain the seamless online experiences they are known for when venturing into the brick & mortar experience.

The rise of DTC brands has revolutionized the retail industry, prompting brick and mortar stores to reevaluate their perceptions of what customers want.

As brick and mortars look to fulfill those needs, DTCs are seeking to increase the ways in which they can reach new customers.

Collaborations with holding groups have allowed DTC brands to work more efficiently, while their bigger retail partners are able to offer smaller, innovative brands.

The success of those partnerships is evident in the increased revenue and mindshare gained by DTC brands.

And, as the retail landscape continues to evolve, more partnerships between DTC brands and established retailers can be expected, further shaping the future of customer shopping experiences.

Are DTC brands coming of age?

DTC brands have a big impact on traditional retail

by Jennifer Bosavage

How retailers are coping with rising retail crime

Retail crime is on the rise: A National Retail Federation survey released last month estimated that “shrink” — the term for losses in the retail sector — amounted to $112.1 billion in 2022, up nearly 20% from the year before.
But as criminals continue to exploit retailers’ vulnerabilities, stores are investing in measures to safeguard their assets, employees and customers.
Here’s how companies are coping with rising retail crime and some strategies to prevent such incidents, and one way you might increase your employee’s visibility.

1. Increased Staffing and Security Presence

Staffing up is one way to meet the challenge of retail crime.

At Best Buy, for instance, having more employees and security officers on the floor ensures a visible presence of personnel. Having more employees and security officers on the floor deters potential criminals and provides a sense of security to customers.

The increased staffing also provides better surveillance and monitoring of suspicious activities.

Additionally, mobile POS devices easily increase your employee’s presence in different areas of the store.
If your employee is free to walk around and complete sales anywhere in store, this may also be a deterrent to anyone who might try to pocket goods.

Retail Pro Prism is device agnostic enabling it to run smoothly on whatever mobile POS device you prefer to use. This means you can use an iPad, a Google phone, or HP tablet, with no extra effort or download.

Criminals are less likely to attempt theft or engage in suspicious activities when they know more employees are around who can observe and intervene if necessary.

2. Controlled Entrances and Exits

Best Buy and other retailers including Costco have implemented a strategy of having a single entrance and exit point.

By channeling customers through a single point, the flow of foot traffic becomes easier to monitor and control, reducing the likelihood of theft or unauthorized access.

Additionally, having staff members stationed at entrances and exits allows for quick and efficient checks, further deterring potential criminals.

3. Advanced Surveillance Systems

Installing comprehensive closed-circuit television (CCTV) systems is an effective strategy to combat retail crime.

The systems act as a deterrent and provide evidence in case of any criminal activity.

Additionally, advanced surveillance systems may include facial recognition technology, which can help identify known offenders or suspicious individuals.

4. Employee Training and Awareness

Companies are increasingly educating employees on retail crime prevention techniques.

That includes training on how to identify suspicious behavior, how to properly handle theft situations and when to escalate concerns to security personnel.

Empowering employees with knowledge and awareness creates a more vigilant and proactive workforce.

5. Collaboration with Law Enforcement

Companies are actively seeking partnerships with local law enforcement agencies to combat retail crime.

That includes sharing information about known offenders or criminal activities, coordinating efforts during investigations, and seeking advice on enhancing security measures.

As retail crime continues to rise, companies are looking to implement effective strategies to protect their assets and ensure the safety of their employees and customers.

By adopting a multi-layered approach, companies can effectively deter criminals and maintain a secure retail environment.

Pop-Up Stores Support an Omnichannel Vision

How AI Can Help Retailers Fight Shrink

by Jennifer Bosavage

Reaching Customers In a Sluggish Economy

The current uncertain economic climate is putting a damper on consumer confidence. A shaky job market economy coupled with inflation is affecting daily life everywhere from the gas pump to the grocery store.

As a result, many shoppers are focused on getting more value for their money by seeking lower pricing on everyday purchases.

Often, that means frequenting discount stores rather than higher-end retailers as well as shopping using less-traditional channels, such as retailer loyalty rewards and cashback offers. In combination with reports to help analyze potentially advantageous adjustments to price levels, Retail Pro Prism offers loyalty and rewards programs with it’s software out of box, which come in handy in these times.

Omnichannel Advantage

However, retailers that can strengthen the bond between online and in-store will find that success with one channel will positively influence the other.

Retailers and brands that provide a true omnichannel experience deliver consistent product information, customer service and account information using all their sales channels: online, in store and on the phone.

As a result, they build better customer relationships and inspire more brand advocates.

Shoppers’ purchase histories differ as widely as the ways they want to make purchases. Some prefer to shop online from start to finish.

However, according to Harvard Business Review customers who do use all channels in their journey tend to spend more – on average 10% more, so offering omnichannel services is important.

Retail Pro Prism is a full retail management and POS platform for omnichannel retailers, with integrated data and view of all channels.

Different Strategies Suit Different Customer Journeys

A solid self-service site should show customer-specific pricing, provide account information including order history and delivery status, give access to reference materials, and integrate in-store inventory information.

Others rely on customer service representatives to help place their order, or to provide more personal assistance with transactions.

Full-service requires expert salespeople or customer service reps who can answer questions, provide recommendations, develop personalized solutions and place orders for buyers.

A hybrid approach is aimed at those looking to make a purchase by themselves, but who want the opportunity to speak with someone in case a question arises.

Shoppers can communicate with a salesperson or representative by using online chat, e-mail messaging or “click-to-call.”

Combining round-the-clock customer service assistance with self-service ordering provides buyers the freedom they want with the support they need to make their purchases.

Hybrid Support

A solid hybrid methodology showcases an online approach that supports in-store shopping – which, in turn, encourages online purchasing.

By regularly evaluating your customers’ online search and purchasing history, a more personalized online experience can be created.

Streamline checkout, make special pricing easy to understand and find, and reduce friction both online and in-store.

Whether a retailer embraces online, in-store or a hybrid approach, web analytics defines the products customers have been researching and offers insights regarding buying patterns.

That information can inform loyalty program profiles and help provide a personalized omnichannel experience. Such personalization illustrates to customers that a company has taken the time to know them and their preferences.

Security

Another way to build trust and, as a result, loyalty, is to invest in secure, accurate technology that protects customer data.

Retailers collect a variety of information, with an enormous responsibility to keep it safe. Firewalls, private networks, encryption and multi-factor authentication can all be part of your security portfolio.

Be sure to communicate what security measures are in place with your customers, because the more customers see retailers working on securing their data, the more likely they are to trust you. Economic stutter steps are unavoidable. Retailers that are prepared with solid omnichannel solutions backed by secure technology will be well equipped to face the challenge of such slowdowns.

Retail Pro Prism is PCI compliant and has functions to prevent errors from being executed by employees that cost your business, such as limits on certain actions or transaction sizes, so that when mistakes happen they don’t have consequences.

Woman window shopping and carrying lots of shopping bags

Recessionary shoppers: convenience over experience?

female owner of fashion store using digital tablet to check stock in clothing store

Tempered supply chain issues and strategies

by Jennifer Bosavage

Tempered supply chain issues and strategies

Female Owner Of Fashion Store Using Digital Tablet To Check Stock In Clothing Store

As 2023 kicks off, there are still vestiges of supply chain shortages that continue to challenge retailers. Big box stores are still dealing with consequences of 2020 bottlenecks and supply chain issues.

Recent business surveys found that a majority of logistics managers don’t expect the supply chain to fully resolve until next year.

Additionally, a healthy unemployment number nationwide coupled with labor shortages and a looming recession has added to an overall disruption for general retail operations.

The bleak forecast has resulted in softer expectations in demand during the first half of 2023, with a possible uptick in the second half, making margins a key focus.

However, because that economic softness is expected to stick around, supply chains may appear to be working better because there’s simply less economic activity. 

The good news, according to analysts, is that the number of job openings, which reached its highest level in 21 years in 2022, is on its way down.

The Great Resignation has lost steam and the average quit rate is slowing.

Furthermore, the unemployment rate, at 3.4% in January, has been relatively stable since early 2022.

Having a good, reliable roster of associates is critical to moving goods.

Here are some tips to help get you through the next six months.

Retail recruitment strategies

Female Inventory Manager Shows Digital Tablet Information to a Worker Holding Cardboard Box, They Talk and Do Work. In the Background Stock of Parcels with Products Ready for Shipment.

The labor shortage is a significant challenge for retailers and will continue to be, well past COVID.

Competition is tough, so retailers are encouraged to look beyond financial rewards and invest in building a brand that focuses on culture, values and career growth.

Technology, too, plays a larger role inside the store. Omnichannel retailers encourage shoppers to order use multiple channels for a single order.

Associates receive, track and present customer orders – as well as deal with the inevitable returns.

Tools such as RIOT RFID can make these processes much smoother, faster and more accurate by taking care of the entire time intensive process of tracking products and updating counts upon return or order placement.  

This is a much broader scope of responsibilities, which requires a more advanced set of skills from the managers and staff.

A more transparent and connected system for retail management and point of sale leads to happier and more efficient staff. Retail Pro Prism provides total visibility across channels, saving your business and associates time so they can be more thoughtful, present resources for customers.

Streamline offerings

Supply chain troubles seem amplified when a retailer’s shelves are empty because several products are unavailable simultaneously.

Streamlining the types of products you offer and partnering with a number of suppliers to provide those specific types of items helps focus investment on high-impact areas.

You’ll be delivering a more consistent customer experience as well.

In addition, consider alternatives to what you currently offer without cutting back on quality of service. For example, florists may not be able to reliably source plastic vases for every order, so they might offer creative bouquet wrapping instead.

Map your supply chain

Ensure you have supply chain visibility. Surviving a supply chain shortage requires a steady flow of parts and materials.

Supplier mapping includes locations, details of what supplier provides and how critical each product is.

Understanding their inventory levels as well as your own is also crucial. Consider tracking your vendor’s supply chain as well.

Having the visibility of connected retail management across channels helps you in accounting for every order in process, giving you peace of mind.

Finally, as suppliers continue to feel the squeeze, be quality conscious.

It’s tempting for manufacturers to cut corners to meet demands quickly.

For designer brands, counterfeit goods can be a big problem when supplies are scarce.

Support your suppliers by investing in them, insisting they only accept first-rate work and authentic products, and offering credit terms if appropriate.

After all, if your biggest, most critical suppliers go out of business, you will too.

Strategies for Supply Chain Resilience for the Holiday Season

Female Inventory Manager Shows Digital Tablet Information to a Worker Holding Cardboard Box, They Talk and Do Work. In the Background Stock of Parcels with Products Ready for Shipment.

Rethinking the Challenges of Retail Hiring

retail worker carrying boxeslooking at phone evaluating for stock inaccuracies

Stock Inaccuracy and Omnichannel Operations

by Jennifer Bosavage

Retail – What’s causing tension in your customer experience?

Portrait of a man in the bicycle store | Portrait of a handsome bearded man as bicycle store owner or manager standing with laptop at the bicycle workshop

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✓ Replenishment & inventory management

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✓ For mobile, laptop, and desktop devices

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✓ Intuitive, tailorable POS

Visit Retail Pro and our partners at NRF!

by Jennifer Bosavage

Rethinking the Challenges of Retail Hiring

As retailers continue to emerge from the pandemic and gear up for the 2022 holiday season, the challenges of retail hiring and retaining employees are becoming increasingly apparent.

First, there’s the struggle to find employees to fill open positions, as the onsite nature of retail jobs has limited the applicant pool.

Then there’s the challenge of keeping current associates happy and fulfilled, all while not overwhelming them due to staffing problems.

Retailers are on the case. According to a Deloitte study, 83% are investing in employee recruitment and retention.

Those issues include reassessing salary but go beyond that to rethinking flexibility and culture, as well as diversity, equity and inclusion (DEI).

The key is to create a culture that’s worthy of employees’ time and energy on its own merit, rather than one in competition with another, such as those exemplified in the gig economy.

At a glance, jobs in the gig economy such as Uber, DoorDash and Instacart are tough to compete against, retail executives acknowledge.

Gig jobs may be considered more attractive than traditional retail positions because they often offer flexible hours for the same (or better) pay.

They successfully attracted workers who were forced to leave their retail jobs when stores closed during pandemic lockdowns, and many don’t want to return.

With a reported 1 million unfilled retail positions available, stores will require some creative solutions to lure back former employees.

During the past two years, many wage earners have reflected on what work means to them individually.

Money is not always tied to feelings of satisfaction and purpose. Many are seeking a better balance between work and their personal lives.

And then there’s the desire to work from home – a request that is impossible to align with the requirements of retailing.

All of that has created the perfect storm of people leaving their current job while seeking work that allows them to live their lives on their own terms.

Executives must therefore think outside the box to attract talent.

Career Advancement

The challenge facing leadership is the acknowledgment of the constraints of retail work, while leveraging its advantages.

Those benefits are many times directly influenced, if not created, by employers. Significantly, such advantages must benefit both the employer and the employee.

Developing and promoting clear career paths encourages employee tenure. Employees are not simply seen as filling a shift, but rather, as representatives of their brands.

Offering professional development programs demonstrates to workers that a business wants to invest in them.

They provide the retailer with a trained workforce and the employee with a resume-worthy credential.

Not every company can offer in-house training; some employees may be looking to continue their education more formally, for instance at a college or university.

Tuition assistance options can support those career-advancement goals.

Many workers want reassurance their activities mean something and are valued.

Providing an actionable plan to the next level as well as the education or training needed to get there can promote longevity in the ranks.

Diversity, Equity and Inclusion

Professional Shopping Assistant Using Digital Tablet Helping Female Client Buy Clothes And Improve Personal Style In Store. Free Space

Infusing DEI into the fabric of a retail business requires a commitment to investing in staffing.

Deloitte’s research found that 94% of retailers believe employees prefer workplaces that “consider DEI.” That means DEI initiatives should be in place at all levels of a company, from entry-level to the C-suite.

Improving DEI starts with an audit of current recruitment practices to identify gaps in the hiring practices.

Each element of the recruiting process—from job descriptions and candidate outreach to employee satisfaction surveys, should be evaluated.

Just as a retailer would promote its career advancement opportunities, it should also be transparent about its DEI goals and initiatives.

The two strategies can work collaboratively, helping traditionally disadvantaged groups receive training and education that can provide entrée into the elusive C-suite.

In a post-pandemic world, retailers must reevaluate what they offer employees beyond salary and standard benefits.

The past two years have given the workforce an opportunity to contemplate how they want to work, and what they want to receive for that effort.

Retailers now must reevaluate what it will take to get associates back into stores while developing a commitment to their staff as well as to their bottom line.

retailer in the back room taking account of stock, transparent white overlay of the world map above her

Meeting Stock Availability Expectations Across Channels with Retail Pro Prism

Christmas at the mall

7 Ways to get your store tech and staff ready for the holiday rush with Retail Pro POS

by Jennifer Bosavage

4 Important Ways the Retailer-Vendor Relationship has Changed

Asian woman shop owner - young Asian woman store owner carrying shoe boxes at store

The last two years have seen dramatic changes in the retailer-vendor relationship. Supply chain shortages caused by the pandemic are still reverberating throughout retail operations.

While the online channel unsurprisingly grew in response to imposed lockdowns, the less-popular hybrid shopping model known as “click and collect,” also gained tremendous momentum.

Retail Pro’s customer ACFC was able to make BOPIS a reality early on in the pandemic thanks to Prism’s data integration and total inventory visibility.

And, although shopping has returned to pre-COVID routines, supply chain issues remain. Here are some ways retailers are handling post-pandemic challenges.

The Product Journey to the Customer

delivery man holding box up as person receiving it signs an ipad

Dropship is more popular. Published statistics show that the global dropshipping market is forecast to reach $196.78 billion in 2022, a substantial increase of  23.7 percent from 2021.

That number is expected to continue to rise, reaching $243.42 billion next year.

The uptick in retailers needing to fulfill online orders during the past two years is a big reason for the dropship surge.

Retail Pro’s ability to streamline inventory visibility across all channels and give retailers a single view makes it easier for them to reduce the margin of error in fulfilling online orders.

Retailers Expanding Retailer-Vendor Relationship

Female Inventory Manager shows digital tablet Information to a male worker holding cardboard box, explaining how their retailer-vendor relationships work

Retailers have expanded their footprint to include marketplaces such as Amazon and Alibaba, as well as social platforms including Tik Tok and Instagram.

Miniso’s UK branch was able to experiment easily with selling on Amazon in the face of tough challenges brought on by COVID with Retail Pro Prism, opening their understanding of future operations possibilities

In fact, TikTok has been experimenting with shoppable ads and shoppable livestreams indicate its readiness to compete for retailers’ attention with Instagram and Facebook.

That has boosted brand awareness not only for the retailer, but also for the supplier. As product demand increases, however, shortages sometimes occur.

Expanding selection through third-party relationships. Some large retailers, notably Lands End, Hudson’s Bay and Anthropologie have begun their own marketplaces.  

Those retailers feature channels on their websites that allow select third-party brands to sell products directly to their customers. It increases selection while letting the retailer avoid increasing the number of vendor relationships they must manage.

Automation of Operations

A female Asian retailer looking over her store's automated inventory across channels

Increasing workflow automation. Reducing or eliminating the manual creation of reports regarding orders, stock levels, and sales trends, and automating that process can accelerate the receipt of information regarding potential stock shortages.

That is particularly helpful when earmarking stock for in-store purchases; for ecommerce order fulfillment and for pickup by click and collect customers.

Automation reduces errors and makes data collection more efficient. Retailer Saleem Fabrics was able to automate their inventory to lessen challenges brought on during COVID with the help of their Retail Pro Business Partners at System Plus and Retail Pro’s software plugin capabilities.

The best supplier-buyer relationships require collaboration. Retailers and their suppliers must be committed to the long-term pursuit of value.

Working with Retail Pro and our partners means a retailer has engaged support and help to take any steps necessary for the sorts of modernizing changes in operations mentioned above.

Together, retailers and their partners are employing innovative solutions to offer joint opportunities to create and retain significant value.

Professional Shopping Assistant Using Digital Tablet Helping Female Client Buy Clothes And Improve Personal Style In Store. Free Space

6 Ways to connect your physical and digital store operations with Retail Pro Prism for better omnichannel experiences

retail worker carrying boxeslooking at phone evaluating for stock inaccuracies

Stock Inaccuracy and Omnichannel Operations

Your Shoppers Have Gone Omnichannel. Have You?

by Jennifer Bosavage

Retailers turn to expanding physical footprint post-COVID with regional support from Retail Pro Business Partners

Retail Executive group talking strategy to expand as covid risk and restrictions decrease

After two years of isolation, customers are ready to visit retailers, and stores are more than ready to greet them as they look to expand operations.

Anticipating pent-up demand, retailers are looking at not just beefing up their square footage but also global expansion to meet customers’ demands for exceptional selection and outstanding experience.

The recent past has been tough on retailers: COVID magnified existing weaknesses, accelerated emerging trends of increased online shopping, and forced organizations to adopt new technology faster than they had anticipated.

Approximately 40 million workers were furloughed or laid off as demand dipped and factories and offices were closed to prevent the spread of the virus, according to Deloitte. 

Additionally, people stopped traveling and leaving their homes to shop: Business Insider reported an 82.6% year-over-year foot traffic plunge for the week ending April 18, 2020. E-commerce took hold as brick and mortars complied with government mandates to close.

Retailers that had entertained physical expansion plans in 2020 quickly course corrected and invested in online sales platforms to try to make up lost revenue. That strategy – which included click and collect and curbside pickup — helped many physical locations remain in business.

As the pandemic waned and retailers reopened, they started streamlining operations to ensure that their physical stores were in sync with their online systems, which had become more robust during the last 24 months.  

Retail Pro Prism’s omnichannel retail management platform gives retailers the tools to monitor their inventory across channels, keeping in-store and online records in sync. The operations were often merged into a hybrid store/warehouse, in which online orders could be fulfilled by the stores’ brick and mortar locations.

Strategies to expand revisited

A group of retail management/operations professionals brainstorm and strategize new ways to expand after covid

With those new logistics in place, retailers are once again considering and moving ahead with physical expansion. But, for the largest, most well-known names, creating more big stores isn’t in the game plan.

Instead, smaller, more boutique-type stores that focus on the customer experience is the winning strategy.

Take Nordstrom’s, which even prior to the pandemic offered curbside pickup and has continued to strengthen its integration between online and offline channels.

Nearly five years ago, Nordstrom Local launched. The stores are roughly 3,000 square feet and do not carry dedicated inventory, but instead are focused on service: Amenities include complimentary personal stylists, eCommerce order pickup, returns, alterations, gift wrapping and complimentary refreshments.

Betting that less space could pay off more was a good gamble: On average, a Nordstrom Local customer spends 2.5 times the amount of a regular Nordstrom customer. 

The retailer sees the locals as a way to complement their existing larger stores, and cater to customers more conveniently.

Post COVID, many shoppers are looking for convenience, particularly when at brick and mortars.

The fundamental reasons for shopping in person haven’t changed: They enjoy social interaction and they want to interact with products before purchasing.

However, shoppers may now be a bit more exacting in what they expect from retailers’ service.

Businesses looking to expand their physical footprint must be certain that their existing software can handle the new load.

POS software, in particular, must be scalable in order for the business to remain efficient.

Retail Pro Prism is a scalable, comprehensive software package that can be cloud-based and offers remote support — ideal for an expanding company.

For example, Miniso UK currently has seven stores and has plans to grow its business with Retail Pro Prism to 50 stores in five years.  “As you grow, you need clear visibility on all parts of the business and we want to ensure we’re not letting down one side of the business at the expense of the other,” said Miniso UK’s Chief Operating Officer, Saad Usman. “To be successful, we have to develop the online and offline experience simultaneously, which we’re trying to do.”

Growth Requires Local Support

Woman wearing headset, supporting retailer in their region on their mission to expand

Once software requirements have been established, retailers should consider their support options. Having local IT partners can help ease concerns and create an atmosphere of camaraderie.

Retail Pro has a Global network of local IT support partners in 130 countries, helping their clients with implementations, integration of retail solutions including loyalty, ERP, ecommerce etc.

Local partners also know the region better than anyone, so they can assist with localization of the software for language and branding, and are familiar with legal requirements, such as fiscalization (fiscal law aimed at preventing retailer fraud) as well as tax reporting.

Retail Pro is compliant with regional fiscal and tax requirements such as VAT used in many regions globally, India’s GST, Canada’s GST/HST and Brazil’s ICMS, and various tax zones.

In addition, any software that a growing retailer selects should be “expansion-friendly.”

Retail Pro’s robust API provides centralized flexibility that adapts to local regulation variations, allowing retailers to customize their retail POS systems to specific regional requirements.

For more than 30 years, Retail Pro has provided a base platform and API that supports regional requirements, which are specific to a retail management system and point of sale.

From the UX –where local language support is key– to the more complex needs of taxation and reporting requirements, localization has and continues to be part of Retail Pro’s DNA.

Globally, language can also be a business barrier. Because all languages have a vernacular, idioms and regional “quirks,” Retail Pro has a fully translatable user interface, so translations can be tailored toward local dialects for a given region, specific business or vertical type.

Finally, partnering with the right IT solution provider is critical for retailers’ success domestically and abroad – and the right fit can help both companies grow, especially if they operate with similar values. 

Authorized partners are not only trusted technology advisors, but they are also serving as IT project managers for store launches in different regions of the same country as well as coordinating store launches in new countries.

Establishing mutually-beneficial goals motivates all parties. Post-COVID, analysts expect the global retail market to reach $39,933.3 billion in 2030, up from nearly $20,331.1 billion in 2020. Retail implementation of regionally-savvy software and partnerships with local solution providers will be crucial for success.

retailer taking account of stock in the back room

Meeting Stock Availability Expectations Across Channels with Retail Pro Prism

Retail Pro Prism: Tracking inventory needs and movement in COVID-19’s accelerated Omnichannel

by Jennifer Bosavage

Take Another Look at Sustainability

earth growing green foliage because of sustainability practices

Sustainability means serious business to a new generation of customers.

Business sustainability is far more than using recycled plastic in shopping bags or motion-sensing lighting.

It’s not a feel-good buzzword. Rather, it’s a way of doing business that considers the effect companies have on the environment or society.

Sustainability – from Millennials & Gen Z to Mainstream

a stack of clothes from different fabrics with a tag labeled co2 neutral Carbon neutral, CO2-free concept product to signal sustainability

For Millennials and Gen Z customers, sustainability includes reusability.

Thrifting or “resale marketing,” is popular with this group, and the secondhand market, including clothing retailers such as Poshmark and ThredUp, is thriving.

The similar concept of “circular fashion” considers the entire lifecycle of a garment, from how it’s made to ensuring its durability so it can ultimately be passed to several owners.

 Established brands are joining the party; for example, Patagonia’s “Worn Wear” program offers credits toward new items when customers trade-in gear.

With Millennials representing $600 billion in spending power and Gen Z at $140 billion, their preference to shop sustainably can’t be ignored.

Increased appetite for sustainability

Woman who cares about sustainability with shopping bags in studio on yellow background isolated

Not every product can be reused, however, so looking at responsible, “green” ways of manufacturing continues to be important.

What has changed, however, is that customers are more willing to pay for sustainable products. For example, last July, a survey from First Insight and Wharton’s Baker Retailing Center of more than 1,000 U.S. consumers found 68 percent of them willing to pay more for sustainable products, up from 58 percent from a survey taken in 2019.

That’s a compelling argument for retailers to create, source, and sell more sustainable goods.

Sustainability and cost incentives

packing away products to ship with brown cutout paper to increase sustainability

Sustainability aligns with business goals as well – and though many small and midsize retails are leading the charge, it’s not solely the purview of smaller companies.

A great example is “Amazon Day” when the behemoth retailer packages into one weekly delivery, chosen by the customer. That’s a huge savings in gas costs for Amazon, while it reduces environmental pollution.

In addition, Amazon has committed to produce 100,000 electric vehicle delivery vans for Amazon through 2024.

Brick and mortar retailers that provided enhanced delivery and customer pickup services might consider reducing the resulting carbon footprint by bundling packages for customers, which will consolidate the number of delivery/pick up trips.

Employees and sustainability goals

employee at sustainability-conscious artisinal

Finally, companies that embrace sustainability as a key purpose may be better positioned that their competitors to attract motivated, skilled workers that drive financial success.

Everyone likes to rally around a common goal, and employees with shared purpose are likely to be more satisfied at work – and happy employees are great ambassadors for your business.

Millennials: the force driving thrifting’s upsurge

woman shopping in store

Gartner: Retail’s role in sustainability improvements

Millennials and the Importance of Authenticity