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for Retail
Cloud Computing
Changes the Game
This is not your
mother’s shopping.
1
Table of contents
Consumers’ embrace of digital technology is disrupting retailers worldwide 3
2
Consumers’ embrace of digital
technology is disrupting retailers
worldwide—making a strong case
for cloud-computing responses
3
Not long ago, it was enough for
retailers to carry a wide range of great
Cloud computing, scalable computing
power delivered as-a-service on a
We expect widespread
merchandise and to have a few blowout pay-by-use model, makes it possible for cloud adoption in the
sales events each year. Not any longer. retailers to meet time-pressed, on-the-
The convergence of cloud, social, and go and digitally connected consumers retail industry, with the
mobile has changed all of that. during various phases of their shopping
experience. Currently, cloud computing
industry’s cloud market
The stakes for retailers are rising.
To influence purchasing decisions and
is a very effective model for retailers to tripling from $4.2 billion
build capabilities fast enough to hold
give consumers what they value and the attention of consumers. in 2011 to an estimated
expect, retailers need to build detailed
consumer profiles from multiple sources, To date, online pure-plays (e.g., Amazon, $15.1 billion in 2015.
enriched by insights from advanced ASOS) and small retailers have achieved
analytics. They need to deliver a far more cloud-based agility than
seamless customer experience across large brick-and-mortar retailers.2
all channels and personalize offers in For long-established brick-and-mortar
real time, based on consumers’ location retailers, a key stumbling block has
and buying habits. Collaboration with been their assumptions about their
partners and consumers themselves core systems. They fear disrupting
is also essential to offer consumers these systems — particularly point of
solutions, not just commodities. And sale (POS). And because they perceive
that is just the start. their core systems as differentiators,
they often write the software in-house,
We believe much needs to be done which means significant resources
along all of these fronts. Accenture’s are tied up in technology maintenance
recent benchmark survey of retailer’s and upgrades.
readiness to deliver a seamless
customer experience found 74% of the To meet the business imperatives
surveyed retailers ranked at or below they face, we expect retailers to build
“underdeveloped.” Delving deeper, 72.5% momentum quickly on the journey
described absent or underdeveloped toward a new hybrid era of cloud
capabilities in making the end-to-end computing in which applications are
shopping experience feel connected distributed across the local data center,
across channels. And 81% reported a cloud provider and the datacenters
absent or underdeveloped capabilities and cloud providers of a retailer’s
in tailoring assortment, pricing and trading partners. As that journey
shopping occasion to customer progresses, we expect widespread cloud
expectations across channels.1 adoption in the retail industry, with the
industry’s cloud market tripling from
$4.2 billion in 2011 to an estimated $4.2 billion $15.1 billion
$15.1 billion in 2015.3 2011 2015
4
Three business imperatives
for retailers
In our view, there are six key Therefore, cloud data, analytics
characteristicsof seamless retailing, and process partners will become
each of which has a technological equally as important to retailers as
foundation in cloud computing that merchandise vendor partners. Once
would need to be put in place (see the data, analytics, and platforms
Table 1). We believe that retailers are sorted out, retailers can progress
cannot build this foundation alone — to the people, process and property
and homegrown solutions will likely issues involved in delivering a
be unable to match cloud applications seamless consumer experience.
on speed, cost or scalability.
5
Table 1. Characteristics of seamless retailing
RECEIPT
Real-time personalization Analytics and reporting/real-time access to retail
foundational data and customer data
6
2 Deliver a seamless customer experience,
providing solutions rather than commodities
Consumers want to shop on their down the silos between conventional For example, in our recent capability
terms – through the channels they functions such as merchandising, benchmark study,4 38.3% of Walmart
choose and with the information they supply chain and channel operations. and Target customers pointed to
control. Retailers will need to configure integration among store, online and
operations to meet consumer demands. Further, retailers need to benchmark mobile channels as the top-priority
To begin with, retailers will need to themselves on the six facets of the area for improvement. One-half of
transform their stores to be more seamless customer experience, which respondents expect the same product
flexible, dynamic and connected. But we define as a consistent experience, assortment in store as online; 57% of
it’s not just about the store: retailers connected shopping across channels, respondents expect the same pricing in
must adopt agile approaches that are integrated merchandising, flexible store as online; and 53% want the same
integrated across physical, web, social, fulfillment/returns, personalized promotions in store and online.
and mobile interfaces with consumers. interaction, and enriched services to
As they do so, they will be able to break improve the overall shopping experience.
E!
L
L
SA
SA
50%
One half expect the
57%
57% of respondents
53%
53% want the same
same product assortment expect the same pricing promotions in store
in store as online in store as online and online
7
3 Drive incremental growth in
new markets and services
Domestic markets no longer provide With the use of cloud technologies,
the growth trajectories that retailers’ emerging markets will be able to
shareholders expect. With millions of leapfrog technologically — analogous
citizens joining the middle class and to how rapid adoption of cell phones in
average incomes rising in emerging these countries made moot the lack of
nations such as Brazil, Nigeria and telecommunications wires and cabling
Indonesia, there are rich opportunities infrastructure.
for growth far from home.
8
Add deep value across retail
business areas
Cloud computing can help augment Retailers can use cloud —and the • Sales, services and support
and accelerate each of the three associated technological advances (e.g., ecommerce, reduced total
business imperatives. in mobility and analytics — to cost of ownership given optimized
improve business outcomes in the infrastructure spending and
Looking at cloud computing benefits, following areas: cloud capabilities)
the pay-as-you-go aspect can help
retailers improve business agility and • Channel operations (e.g., store task In the pages that follow we’ll describe
levels of engagement with customers. management, scale eCommerce, how retailers can add value across
contextual services) these business areas through the
And in today’s turbulent business convergence of cloud, social, and
landscape, agility can become more • Merchandising and marketing mobile technologies.
valuable as a strategic hallmark— (e.g., product catalog, allocation,
making the case for cloud computing loyalty programs)
even stronger. • Supply chain management
(e.g., warehouse, transportation,
fulfillment)
9
Cloud computing: a quick primer
Cloud computing is a model, not a specific technology. Cloud computing,
by Accenture’s definition, allows companies to access IT-based services
via the Internet. Cloud services are configurable, adaptable and scalable.
With variable pricing tied directly to use, these services generally require
less up-front investment and ongoing operating expenditure than
traditional IT models.
Clouds generally take one of four forms or a combination of these forms.
The main forms are:
+
10
Business area #1
Channel operations
Potential benefits of using cloud
computing to meet the three business
imperatives in channel operation:
11
What companies are doing today
In our view, store channels and digital Some retailers are using cloud
channels need to be integrated computing to streamline and
and complement each other. standardize their systems. By using
Many retailers’ systems are still virtualized servers run in remote server
operating in silos, therefore, meeting farms, for example, Target has been able
customer expectations will require to reduce the number of servers in each
a transformation of their channel store from seven to just two. In total,
operations, particularly their stores. Target has retired 8,650 in-store servers,
These retailers are challenged by saving millions of dollars in hardware
outdated, staid systems, operating and electrical and maintenance costs,
models out of step with current and now rolls out software upgrades to
market trends, and channel operations its stores in 45 days.5
that are not set up to deliver a
seamless customer experience. And Fast Retailing Company,6 one
of Japan’s largest apparel retailers,
Currently, many retailers have is growing rapidly both through
fragmented (not necessarily legacy) acquisition and by expansion nationally
systems that are used to run store and internationally. The company is able
operations such as inventory, time to help accommodate this rapid growth
tracking, reporting, shipping, and PoS by adopting cloud infrastructure to
terminals. Each system stores data in a unify the company’s business processes
different format, essentially locking up across functions and geographies.
the data in the silo. At the same time,
the volume, velocity and variability
of data sets is growing rapidly and
challenging current systems.
12
$
FLORIST
rise above commoditization. will then have the data it needs
to generate relevant, customized
CAFE An increased number of customers are customer insights and provide real-
“showrooming” — using the physical time product recommendations to
store to explore the merchandise individual customers. Retailers are also
and then purchasing from the online outfitting sales associates with tablets
competitor with the cheapest price. — both to give them real-time access
Retailers are countering with tactics to information about customers in the
that give consumers a reason to walk store but also to improve their training
in the door rather than purchase in creating experiences for customers.
with a click based entirely on price.
Whole Foods, for example, encourages Ultimately, according to the Economist
customers to meet friends in its Intelligence Unit, brick-and-mortar
flagship stores for a pizza, a burger, stores will be “more focused on
or sushi and then shop afterwards. establishing brand visibility and
a reputation for service than on
Another approach is to personalize generating instore sales.”10 Such
interactions with customers who do brand visibility can be enhanced by
come to stores. For example, building hologram technology (Walmart/Asda)
a data hub to capture customers’ and 3D interactive projection (Tesco).
contextual information as they
13
Looking forward
14
Retail-as-a-service (RaaS) is System updates will be handled by
the cloud service providers without
RaaS finally becoming a solution. consuming effort from the retailer,
RaaS has been held up as a solution for which eliminates the need for outmoded
bloated and expensive retailer systems legacy systems.
since cloud computing first took
Think of it as “retail systems in a box”
hold. Only a few early adopters (e.g.
or retail as a service. Retailers no longer
Hallmark12) have committed so far to a
have to own and maintain the additional
RaaS solution for their core operations;
servers required to support peak loads
but we expect that number to increase
at holidays or product launches. Instead,
quickly, particularly among small to
through cloud technologies, they can
medium-sized retailers. Cloud vendors
simply sign up for more capacity on an
(e.g., Magento13, Epicor14 and Dell15)
$ seem to think so as well, given the
increase in offerings.
as-needed basis, paying for what they
use, as Domino’s Pizza does on Super
Bowl Sunday. After all, Super Bowl
With RaaS, operational processes Sunday is Domino’s biggest day of the
(e.g., sales associate management, year. The Super Bowl is for pizzerias
task management, restocking) will be what Valentine’s Day is for florists.”16
RaaS handled by a single retail cloud platform, And 30 percent of the 11 million pizza
with data from each optimized process slices that Dominos’ sales on Super Bowl
informing and improving the Sunday are ordered online.17
other processes.
15
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$
RaaS
In-store computing will
drop.
We believe retailers will take increasing
advantage of Software-as-a-Service
(SaaS) solutions to lower their total
cost of ownership and reduce IT
costs. Virtualization gives retailers
flexibility — for example, in a virtualized
environment, Windows applications can
be run on Android or Apple iOS devices.
$ In addition, retailers will gain access to
a multitude of cloud-based applications
that they do not need to purchase
or manage.19
FLORIST
CAFE 16
Business area #2
Merchandising and marketing
Potential benefits of using cloud
computing to meet the three business
imperatives in merchandising
and marketing:
Better understanding of
• Better understanding of trends in trends in shopping habits
17
What retailers and their customers are doing today
SCAN
18
Log In
RaaS
SALE FLORIST
the value of mobile transactions is
predictedCAFE
to rise elevenfold across
Europe between 2011 and 2017.30
19
Using cloud’s unique characteristics as a source
of competitive advantage
As retailers’ usage of cloud grows, they are on a journey toward using
cloud’s unique attributes as an ever greater source of competitive
advantage. Accenture has devised a cloud adaptation matrix to help
retailers map their path to cloud maturity, pinpoint their company’s stage
in the journey, assess the upcoming opportunities and plan best next steps.
The matrix divides the journey to The cloud is enabled in the extended Each of these objectives addresses a
cloud maturity into five main phases enterprise for the retailer’s suppliers and different defining factor of the utility
starting with on demand / trials, such partners, finally progressing to real-time context that we described earlier.
as analytics and new ventures. Then services for POS and flexible fulfillment.
stepping up to foundational IT, such as Clearly, different retailers will move
storage and computing. Core IT systems At the same time, the retailer’s into the cloud at their own pace,
follow by enabling cloud for systems objectives in using cloud also mature, reflecting the unique characteristics
such as supply chain and non-POS progressing from a focus on costs to of their business and the competitive
store operations. ad-hoc strategic enablement, before environment they face.
finally making cloud an integral part of
their operations.
Extended enterprise
• Suppliers
• Partners 4
Core IT systems
• Merchandising
• Supply chain 3
• Store ops (non-POS)
Foundational IT
• Storage and compute
• Email & collaboration tools 2
• Back office non-core
On Demand/Trials
• Analytics
• Apps 1
• New Markets/Ventures
Test & Flex Optimize the Agile Analytics Connect with Innovate &
Foundation & Execution Customers Collaborate
Value levers • Lower testing costs • Reduce capital • Analyze big data • Improve response • Facilitate virtual
• Enable speed to expenditures and • Offer shared time collaboration and
deployment IT TCO access • Enable social and rapid iteration
• Offer flexible • Simplify • Sense & respond mobile capabilities
and scaleable infrastructure
computing
20
RaaS
Looking forward
SCAN
$
Context-based services With this context, a customer can be
classified into one of a few pre-defined
will personalize the in-store customer segments. For each segment,
experience. a custom experience can be designed
to address the needs of customers in
Smartphones provide a mechanism by that segment. Technologies such as
which an experience meant for everyone augmented reality and quick response
can be personalized with little change (QR) codes can be used in the physical
to the physical store — so long as the store to enhance physical products
SALE retailer is able to successfully prompt
customers to log in when they enter the
with digital content that is tuned to the
user’s needs.
store. Many retailers already provide
SCAN their customers with mobile apps for
their smartphones. By using Facebook
Connect™ as a login service for the app,
the smartphone can be used to collect
social profile data to learn more about
the customer.
21
SALE
SCAN
22
Context-based services
We believe the next big challenge for retail is to determine how to use
smartphones to engage with customers and drive purchasing by providing
key insight during the purchase decision process. Retailers who can
provide effective decision-making tools for in-store customers can open
up a new channel through which to market and sell.
When blended with social activity and One early example of a context- Context can move things even further,
local context, personal data can be based service is shopkick, a mobile spurring insight at the point of
used to generate highly targeted offers marketing and rewards app. Installed action—where the car rental company
that include customized communication in a mobile device, shopkick’s location automatically detects when an accident
styles and incentive structures. technology can detect if the user has with one of its cars has happened,
stepped into a departmental store initiates emergency services if needed,
The coming shifts are starting to and then send relevant shopping and sends a new rental car to meet
take shape in what Accenture labels promotions to her phone. the renter at the scene, making it
“context-based services,” where data much more likely that the renter
from a host of new sources (see Figure Tomorrow’s context-based services becomes a loyal customer for life.
2), combined with technologies that will go far beyond today’s location-
rapidly aggregate and analyze the based mobile apps. A good example Cloud computing underlies many of the
data, will deliver fresh insights that can might be a shopping app that gives elements of context-based services—the
give users much more immersive and a customer fast access to more Facebook conversations and likely the
valuable experiences online—and in the information about a new jacket whose software-as-a-service (SaaS) processing
real world. quick response (QR) code she’s scanned of customer data.
in the store; tells her how far she is
Essentially, the real world and digital from stores that carry other sizes of the Cloud computing makes it far easier for
data are merged to understand who the jacket (the “local” element); alerts her to retailers to experiment with technology
shopper is, where he is, and what he is her available credit balance (personal); trends such as context-based services.
doing, resulting in a highly customized and gets instant opinions, via Facebook, And it makes set-up of such services
technology service. from her friends about whether or not faster and less costly. Its as-needed
they like the jacket (social). characteristics mean the cloud can scale
Today’s customers have increasingly up rapidly, integrating inputs from many
high expectations that retailers will use In effect, context helps organizations sources, online and offline.
contextual information to deliver the shift their focus from insight (for
right information at the right time in the example, business travelers value ease
right location. and speed of interaction when choosing
rental car companies) to actionable
insight (speeding up the car rental
process helps frequent renters to avoid
lines, and increases customer loyalty).
23
Figure 2. Using contextual information to understand customer needs37
Location
Actions Social
Account
$
Lists Browse history
Payment Shipping
? User Context
Search queries
Anonymous
Traditional Context
Expanded Context Call Center Ads
24
Business area #3
Supply chain
Potential benefits of using cloud
computing to meet the three business
imperatives in the supply chain area:
25
What companies are doing today
$
Stores are doubling as Cloud-based cross-channel shipping
solutions are being deployed by leading
RaaS
distribution centers. retailers at this time. These solutions
When a product is not available in provide the visibility across the supply
one store, some retailers are applying chain to be able to find a product
weighting factors such as distance in the most cost-effective location
from the customer and inventory and move it to a customer. Possible
levels at different stores to determine distribution paths include warehouse
how to fill an order. Using cloud- to consumer, warehouse to store,
MEGA MART store to store, store to consumer, or
based applications for this purpose,
particularly at holiday crunch times, supplier to any of these points.42
can improve the bottom line. Macy’s is SCAN
$
using its stores in this way with strong
results — the retailer reported a 52%
gain in online sales and 4% increase
in overall sales in 2012 over 2011.41
SCAN
E
SAL 26
Log In
to retailers $
“As a growing number of retailers are
of all sizes. [focusing] on using content like “big
Retail-as-a-service in the cloud uses a data” and social data to understand and
single master inventory system across influence consumer behavior, the need
multiple channels. Such a system drives for “governing content” (we call this,
out complexity, potentially decreasing master content management)
overhead costs, wasted shelf space is growing.”44
and long-sitting inventory — all while
Master data management (MDM)
controlling stock-outs.
is a precursor to master content
With the cloud, small- and medium- management. As such, according to
sized retailers gain access to industry Gartner, it “helps organizations break
leading inventory processes that up down operational barriers enabling
until now could only be afforded by greater enterprise agility, improved
SCAN IT and business costs
revenue, reduced
large multinationals. In 2012, adoption
of cloud solutions for inventory hovered and simplified integration activities.”
around 16%; by 2014, close to 50% Cloud-based MDM solutions are
of retailers will have transitioned.43 maturing rapidly, heading from
One momentum driver for this is single-domain (consumer or product)
the confidence of smaller retailers to multi-domain solutions.
in adopting processes tested across
industries and by the demands of
companies far larger than themselves.
E
SAL
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27
$
Retailers will adopt cloud SaaS and BPO solutions for certain
aspects of SCAN
planning, such as elements
deployment models for of demand planning. The reason for
supply chain processes/ low adoptionLog
ofInalternative delivery
models for planning applications is
functions. because planning applications and the
Cloud deployment models can help associated business processes that are
enable business agility, flexibility, powered by the planning applications
and speed, and the reduction of fixed (sales and operations planning) involve
assets cuts costs. Major adoption extracting and analyzing data from
RaaS is clearly in
across industries [currently] multiple systems, including data that
logistics — specifically, transportation is considered confidential, such as
management functions. We see limited promotional plans and new product
movement away from on-premises for introduction forecasts.45 Accenture
planning applications. Gartner estimate believes that as security concerns
less than five percent of the market diminish, we will see a steady ramping
is using alternative models for SCM up of alternative SCM planning
MEGA MART E
SAL
planning processes today, but data processes in the cloud, particularly over
from a survey completed in early 2012 the next several years.
indicates that companies are seeking
$
E
SAL
28
Business area #4
Sales, services and support
Potential benefits of using cloud
computing to meet the three business
imperatives in the sales, services and
support area:
Reduced IT budget
• Reduced IT budget
• Greater adaptability and flexibility
• Reduced response times
• Moving at the speed of trends Greater adaptability
Easier integration and flexibility
• Easier integration
• Testing new ideas with limited upfront
investment and at speed
Sales, service and support are
essential to what IDC calls the “new Testing new ideas:
limited investment and at speed
rules of retail”: retailers must “take
strategic actions toward satisfying
each individual customer’s needs
rather than on how they position their
business for greater scale and growth.
Greater scale and growth will be a Reduced response times
result of omnichannel excellence that Moving at the speed of trends
is a consequence of greater customer
loyalty.”46 And loyalty is enhanced or
eroded by every interaction with sales
and customer service representatives.
Sales, services
and support
29
What companies are doing today
Log In
$ MINI MART
+
SCAN
30
RaaS
have a mobile$device.
cameras to create maps of foot traffic
RaaS in their stores in order to focus sales MINI MART
mPOS and other cloud solutions will associates appropriately.50 When they
transform store operations and change are not helping customers, these sales STORE
how sales associates interact with associates will have training applications DISTRIB
customers in the stores. These sales at their fingertips on their tablets or
associates will also know far more other mobile device.
about customers who “check in” to the
store with their mobile devices and
will be able to offer a personalized
set of products and services to these
customers. The customer’s physical
$
presence will trigger the presentation
MINI MART
+ of personalized promotions to that
customer, which can also be delivered SCAN
to the nearest sales associate’s
tablet. In addition, some retailers are
offerings.
Lowe’s, for example, recently announced
a cloud-based home management
system. The service is aimed at the mass
market and, in its first iteration, gives
customers anytime, anywhere access to
lock their doors, pull up their window
shades, turn down their thermostats,
and turn on lights.51
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31
$
+
SCAN
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CAFE
32
The future of cloud
computing in retail
Two primary drivers — competition So far, retailers have focused on the In order to address their customers’
with online pure-plays and customer easier capabilities. Now it is time to demand for seamless service, traditional
demand for a seamless experience use cloud computing to tackle the retailers need to seriously evaluate their
— will motivate increasingly faster harder work. Building these seamless operational capabilities. They must be
adoption rates for cloud in retail. As our capabilities will lead to collaboration seamless in terms of buying, placement
recent seamless retail survey showed, across retailers and with existing and promotion of merchandise. And that
customers want the same products, and emerging third parties. We means having inventory visibility, as
pricing and promotions in store and believe, one reason for this trend well as developing pricing strategies
online. They expect to be recognized for is that retailers will change their and managing metrics and incentives
their loyalty and receive personalized understanding of what differentiates across all channels. We see the
offers regularly. And they want a them in the marketplace; as technology following trends:
seamless rather than a channel-specific infrastructure becomes a service,
experience of the brand. retailers will develop best practices
as collaborators, such as is happening
We see large retailers embracing in the pharmaceutical industry.
this concept — witness Walmart’s
interest in “winning in ecommerce by Further, we believe that efficient
giving customers a seamless shopping innovators will win the seamless game.
experience through mobile and online” The pace of change will not slow
and Target’s search “for a broad, down. Consumers will continue to be
seamless experience across all quick to change their priorities and
retail formats.” therefore their expectations of retailer
capabilities. The cloud gives retailers
the easily scalable resources they
need to innovate using a consumption
based model — and provides resource
bandwidth, as employees are freed from
tasks moved to the cloud.
33
1 Merchandising and Marketing converge with a unified position with the
customer experience becoming equally important as product and price
3
Store Associates coalesce into two specializations: customer-facing associates
providing increasingly sophisticated customer experiences and fulfillment-centric
associates, enabling increasingly complex delivery options
34
Figure 3. Seamless retail delivered
Seamless Customer
Seamless Operations
SALE!
$
Merchandising Marketing Supply Chain Channels Finance HR IT
Seamless Partners
101010101010
101010101010
101010101010
101010101010
101010101010
35
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15
http://www.dell.com/us/corp/p/d/ Merchandise Director, as quoted in Emma
Engagement,” risnews.edgl.com, December
secure/2013-01-10-dell-cloud-retail- Hutchings, “The retailer launches a giant
7, 2012.
solutions touchscreen catalog that allows shoppers
to browse the entire product offering 49
Mobile Marketing Magazine, “Guess
16
Alexis Madrigal, “11 Million Slices: Inside in-store.” http://www.psfk.com/2012/11/ Deploys In-store iPads,” http://
Domino’s Super Bowl Pizza War Room,” tesco-virtual-toy-aisles.html mobilemarketingmagazine.com/cnotent/
The Atlantic, February 3, 2012.
guess-deploys-store-ipads
32
Gartner. Source: Hype Cycle for Retail
17
Ibid. Technologies 2012. By Gale Daikoku, July 50
“Go Big or Go Home: How Big Data Can
18
Charles Babcock, “Amazon Launches 27, 2012. Bring Big Sales,” risnews.edgl.com,
Redshift Data Warehousing As a Service,” July 16, 2012.
33
Gartner. Source: Hype Cycle for Retail
InformationWeek, February 18, 2013. Technologies 2012. By Gale Daikoku, 51
Katherine Tweed, “Lowe’s and AlertMe
19
Retail Information Systems. Rethinking July 27, 2012. Launch Cloud-Based Home Automation
TCO for POS, July 2012. Platform,” January 5, 2012.
34
Lelah Manz, “Reinvention of the retail
20
Retail Information Systems, Anatomy of store – a case for the cloud,” https://
the Retail Cloud, April 2012. blogs.akamai.com/2012/05/reinvention-
of-the-retail-store-a-case-for-the-
cloud.html
36
To find out more about how Accenture for determining the key trends affecting Additional Contributors
can help your retail company harness the world’s largest retailers and how
the power of cloud computing to they should effectively respond to Julian Allen
achieve and sustain high performance, them. Over his 19-year career, he has
julian.allen@accenture.com
please contact: led numerous transformational projects
with large, global retailers Julian Allen is the Global Retail Research
Kelly Dempski and apparel branded manufacturers Lead in Accenture Research, based in
kelly.l.dempski@accenture.com to plan, design and implement London. He is a Senior Manager and
merchandising, marketing, planning, been with Accenture for 14 years.
Kelly Dempski is a managing director product development, sourcing, supply
with Accenture Technology Labs in chain and value chain collaboration Laurie Henneborn
Silicon Valley, where he leads the R&D strategies and tactics to build long-term laurie.a.henneborn@accenture.com
program for Digital Experiences. This shareholder value.
program is focused on developing Laurie Henneborn, based in New York,
new ways for Accenture’s clients Michael Schmaltz leads the global Technology research
to interact with their customers team within Accenture Research – an
michael.c.schmaltz@accenture.com
and workforces using emerging inhouse network of professionals who
technologies in the areas of social Michael Schmaltz is a Managing have strong knowledge of various
media, mobile devices, gamification, Director in Minneapolis leading industries, geographies, technologies,
and new modes of interaction on the Accenture’s Retail Technology and functional domains, as well as
web and in the physical world. Kelly Consulting. This program is focused on research methods and techniques.
holds an Engineering degree from helping retail clients transform their Laurie specializes in cloud and
the University of Illinois, and joined IT Agenda. Michael has developed and applications-related topics.
Accenture in 1994. He has written delivered solutions with infrastructure
three books and numerous papers. He technologies, cloud, mobility and Susan S. Mann
is a frequent speaker on the subject innovation areas across Europe and the susan.s.mann@accenture.com
of technology trends and innovation. US. Michael joined Accenture in 1997.
He holds an MBA from Kellogg School Susan S. Mann has spent the last nine
Mike Redding of Management, as well as a B.S. and years as Accenture’s global industry
M.S. in Information and Communication program manager for Retail, facilitating
michael.j.redding@accenture.com
Science from Ball State University. industry thought leadership and offering
Mike Redding is the Managing Director development. She has co-authored
for Accenture Technology Labs, the Karen Voelker industry points of view on Social
dedicated technology research and Retailing, Global Operating Models, and
karen.m.voelker@accenture.com
development (R&D) organization High Performance Business. Prior to this
within Accenture. Leading a diverse Karen Voelker is the Retail lead for role, she worked for six years in strategy
team of technology experts across the the Accenture Customer Innovation consulting and helped to formulate
globe, Mike directs strategic programs Network. She has 12 years experience sales and marketing, operational and
that identify and translate new and in delivering consulting projects M&A strategies for leading consumer
emerging technologies into Accenture focused on merchandising, inventory products and retail clients.
business solutions, providing tangible optimization, store operations and
business results for large enterprises. innovation. Currently, Karen leads
Accenture’s Customer Innovation
Renato Scaff Network for Retail. Karen also works
renato.scaff@accenture.com with a series of clients supporting them
in the development of their innovation
Renato Scaff is a Managing Director practices, processes, organization and
in Accenture’s North American Retail showcases. Karen is also responsible for
Practice where he is responsible for contributing to Accenture’s research and
its Management Consulting business. thought leadership on consumer trends
Renato also serves as the Retail and the implications for retail.
Industry Global Strategy Lead where he
is responsible
37
38
About Accenture
Accenture is a global management
consulting, technology services and
outsourcing company, with approximately
266,000 people serving clients in
more than 120 countries. Combining
unparalleled experience, comprehensive
capabilities across all industries and
business functions, and extensive
research on the world’s most successful
companies, Accenture collaborates
with clients to help them become
high-performance businesses and
governments. The company generated
net revenues of US$27.9 billion for the
fiscal year ended Aug. 31, 2012. Its
home page is www.accenture.com.