1. 50 Years of Growth, Innovation and Leadership
Smarter Computing For Retailers:
Meeting The Needs Of The Smarter Consumer
Through Insight And Action
A Frost & Sullivan
White Paper
Brian Cotton, PhD
and
Robert Worden
www.frost.com

2. Frost & Sullivan
Abstract ..................................................................................................... 3
The Retail Industry Environment:
Savvy Customers And Agile Competitors ............................................... 3
The Business Need For Smarter Computing
To Transform The Retail Industry........................................................... 7
The Business Value Of Smarter Computing
In The Retail Industry .............................................................................. 11
Building A Responsive And Efficient
Retail Business Infrastructure ................................................................. 12
References ................................................................................................. 14
CONTENTS

3. Smarter Computing For Retailers
ABSTRACT
Retailers today are facing more technology-savvy, demanding customers and more
sophisticated competitors, which are forcing them to transform their business
models. This transformation is being guided by three imperatives defining the retail
landscape: 1) deliver a smarter shopping experience; 2) develop smarter
merchandising and supply networks; and 3) build smarter retail operations. In
response, retailers are becoming more customer-centric, which requires them to
transform their information technology (IT) infrastructures. Forward-thinking
companies are moving quickly and strategically to embrace Smarter Computing, a
progressive approach to building IT infrastructures that return real business value.
Smarter Computing enables retailers to connect with manufacturers, suppliers and
consumers globally for better real-time decision-making. Retailers embracing
Smarter Computing are also finding that they can keep pace with their customers’
changing buying preferences and demands, while realizing increased availability and
resiliency of transaction systems, and lower operating costs.
THE RETAIL INDUSTRY ENVIRONMENT: SAVVY CUSTOMERS
AND AGILE COMPETITORS
The retail environment across the globe is challenging retailers as changes in
consumer behavior interact with an unstable global economy, rapid advances in
technology, and increased competition and regulation. In some parts of the world,
the economic recession has decreased consumers’ spending ability, but has not
stopped it completely. In June 2011, for instance, the retail sales index decreased
by 0.4 percent in the Euro Zone, but in the U.S., retail sales posted a slight gain of
0.5 percent . There are also some signs that certain segments of the retail industry,
such as apparel, are picking up. The economic mood in growth markets such as
China, India and Brazil is positive. Low unemployment and rising wages, coupled
with greater access to consumer credit, have fueled spending to the point that
growth markets are expected to account for 60 percent of world GDP by 2020 and
contribute significantly to world retail sales. This all suggests that consumers
around the world are becoming more conscious about their spending, which is
forcing retail models to adapt.
Retailers are also confronting the empowered consumer. The continued spread of
mobile communications and the rapid rise of social networking have given consumers
the power to redefine their relationship to retailers. Armed with more information
and an ability to make purchases from virtually any Internet-connected device,
consumers are better informed during the purchasing process. Whereas some retail
websites provide consumers the ability to compare products and services, pervasive
social media open up multiple forums for shoppers to post comments and make
recommendations about a retailer’s products, pricing or customer service. These
consumers are savvy and seek out the highest value for products and services, as well
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4. Frost & Sullivan
as demanding a consistent shopping experience across all channels. Retailers need to
take advantage of the opportunity to engage with their consumer on a personalized
basis, and provide platforms for a new vision of electronic commerce.
Retail Industry Drivers
• An unstable global economy
• Increased access to mobile technology
• Changing consumer behavior
• Intense retail competition
• Changing regulatory rules and expectations
• Fast changing online and mobile technologies
Changes in retail competition and regulatory rules are causing additional challenges
for retailers as many seek to expand internationally to take advantage of growth
opportunities outside of their home markets. Some U.S. retailers, for instance, are
entering into Canada and this is creating a highly competitive retail market north of
the border. Over the past decade, seven of the top 10 U.S. retailers have expanded
into Canada . Wal-Mart, for instance, operates approximately 329 stores in Canada,
having made the decision to enter that market several years ago. In September 2011,
Target Corporation announced plans to open another 84 stores in Canada, bringing
the total of new stores due to open in 2013 and beyond to 189 locations . In addition
to Target, Nordstrom’s and Kohl’s are investigating opening retail operations in
Canada as well . Existing Canadian retailers have responded with lower prices,
adjusting their merchandizing mix and examining acquisition targets.
Regulatory initiatives in the U.S. also have retailers concerned about rising operational
costs. The Patient Protection and Affordable Care Act (PPACA) employer mandate
provision, for example, has retailers concerned about not being able to afford
healthcare for employees, a situation that may lead to layoffs . A U.S. Department of
Transportation initiative to reduce driving time hours for freight companies could
impact delivery schedules by mandating drivers have two consecutive nights off. Those
retailers using night-time shipping would be most affected. All of this means that
retailers need to develop leaner, more efficient operations.
The drivers of today’s retail environment have shifted power to the consumer,
which is compressing margins and changing the retail paradigm. Retailers are
scrambling for the right strategic approach in this challenging environment, as
traditional retail models such as warehouse stores, department stores and specialty
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5. Smarter Computing For Retailers
retailers are reaching maturity, and online retailing is growing. Retailers need to
find ways to be more agile, and to expect that their suppliers will do the same.
The challenges of the retail environment create complexity for retailers trying to adapt
to the 21st century economy, and this is requiring them to transform their business
models, and the technology that supports them, to succeed. This transformation
process is guided by three vital retail imperatives, as shown in Figure 1.
Deliver a smarter shopping experience: enabling a shopper to engage on a
personal basis with retailers, shopping whenever and wherever they want, and match
inventory and brand experience across channels, in stores and via mobile devices.
Develop smarter merchandising and supply networks: gathering
customer information continuously at every touch point, to manage and deliver
assortments based on customer insights.
Build smarter retail operations: inserting intelligence into customer data
management and processes to understand real-time sales trends, while improving
management across production, product development, and assets to drive
operational excellence and lower costs.
Figure 1: Imperatives Guiding the Transformation of the Retail
Industry
Deliver a Smarter Shopping Experience Develop Smarter Merchandising &
• Customer Intelligence & Insight Supply Networks
• Online Customer Experience & Selling • Supplier Integration & Management
• In-Store Point of Service • Supply Chain & Inventory Optimization
• Cross Channel Order Management • Transportation & Warehousing
& Fulfillment Management
• Cross Channel Campaign Management • Supply Chain Performance
• Social Retailing and Analytics Optimization
Retail
Industry
Transformation
Build Smarter Retail Operations
• Financial Performance Management
• Financial Analytics
• Energy Performance Management
Source: Frost & Sullivan Analysis and IBM
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6. Frost & Sullivan
The imperatives shown in Figure 1 revolve around how a retailer can transform its
business model to be more attuned to the customer, make changes to the
organization and improve the shopping experience for the customer. The
transformed model equips the retailer to listen to the customer, through multiple
media, and learn from their choices, feedback, and behaviors. This allows them to
service customers flawlessly, and predict and grow customer loyalty. It enables the
retailer to develop a single, “truthful” view of each customer across multiple
shopping channels, and use this information to guide changes in merchandising and
marketing to make interactions more personalized and service-oriented. Finally,
the new retail model enables the customer to select the methods and channels of
interaction, while taking control of social media so that a customer’s suggestions
and feedback are able to build a retailer’s brand. The retailer who embraces these
imperatives will become a lean, informed and versatile organization capable of
driving operational efficiencies and growth. The key requirement of success,
however, is the need to adapt the retail IT infrastructure to handle the demands
imposed by these imperatives.
Key Infrastructure Requirements
• Scalability
• Performance
• Flexibility
• Reliability and Availability
• Standardization
The conundrum for smarter retailing is how to support the imperatives with an IT
architecture that is collaborative, scalable, secure and integrated. The
infrastructure must be scalable in response to increased demand, such as consumer
responses to promotions or seasonal shopping periods. The systems must also
support high-performance computing across multiple workloads to accommodate
large numbers of consumers shopping on a website, for instance. The infrastructure
also needs to be flexible to adapt to changes in demands and new applications,
enabling IT managers to direct resources where they are needed most, and it must
be reliable and robust to ensure constant uptime. Finally, it is crucial that the
infrastructure be standardized to close gaps in the existing architecture,
governance rules, and process management simultaneously across the enterprise.
Many retail IT infrastructures have often been implemented without these
necessities as top considerations and over time expanded to handle singular tasks
that were not part of an integrated design.
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7. Smarter Computing For Retailers
Retail industry leaders are beginning to seek advanced IT solutions to help them
address their rapidly changing environment. Forward-thinking CIOs are starting to
transform their IT infrastructures to respond to the imperatives driving 21st century
innovations in retail business models. Retailers need a modern IT infrastructure
powered by an efficient set of operations to successfully deliver a smarter shopping
experience backed by an agile merchandising and supply network. The architectural
design of this infrastructure must accommodate a constantly updated stream of
information from customers and the supply network, feeding into analytic platforms
that enable quicker reactions to changing customer preferences and operational
conditions. They also need to perform complex information capture and processing
efficiently, and support different types of business models to keep costs down.
Smarter Computing is an approach that can help retail industry CIOs transform their
IT infrastructures to address these imperatives.
THE BUSINESS NEED FOR SMARTER COMPUTING TO
TRANSFORM THE RETAIL INDUSTRY
Introducing Smarter Computing
Smarter Computing is a new approach to transform IT infrastructures to enable
retailers to optimize the shopping experience for today’s digitally-empowered
consumer. This approach is based on three fundamental capabilities:
• Designed for Data means designing an IT infrastructure to harness all
available information, including real-time streaming data, to unlock insights for
better decision-making. It is about extending beyond traditional sources of data
to generate insights by leveraging new forms of information, which can be
incorporated into a retailer’s information supply chain to reduce operational
costs, master a single version of a customer profile, simplify data security, and
get insights from huge volumes of complex data.
• Tuned to the Task means matching workloads to systems that are
optimized to the workload characteristics, ranging from transaction processing
and database management, to business intelligence and analytics, to managing
communications across merchandising and supply networks. Optimizing the
systems to the workloads enables greater performance and efficiency, helping
CIOs working to enable smarter retail operations.
• Managed in the Cloud means changing operations to support evolving
business models and enable delivery methods that bring greater efficiencies out
of existing IT assets, and deploy resources flexibly, dynamically and quickly to
multiple store locations, distributors, and suppliers in a cost-effective manner.
Smarter Computing supports business transformation by creating a technology
framework to enable business operations that realize the business imperatives, and
generates business value in a competitive, cost-conscious environment. The
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8. Frost & Sullivan
Smarter Computing approach in the retail industry revolves around how
customers’, suppliers’, store, and partner data is collected, processed, analyzed,
saved, and shared. The IT infrastructure that supports the model’s business
operations delivers business value by using data to guide decisions, using optimized
systems to maximize efficiency, and leveraging the cloud to transcend geographic
borders and legacy system limitations. Figure 2 illustrates the application of the
Smarter Computing approach to retail industry innovation.
Figure 2: Smarter Computing and Retail Industry Transformation
Retail Organization Transformation
Deliver a Smarter Develop Smarter Build Smarter Retail
Shopping Experience Merchandising & Supply Operations
Business • Customer Intelligence & Networks • Financial Performance
Imperatives Insight • Supplier Integration & Management
• Online Customer Management • Financial Analytics
Experience & Selling • Supply Chain & Inventory • Energy Performance
• In-Store Point of Service Optimization Management
• Cross Channel Order • Transportation &
Management & Fulfillment Warehousing Management
• Cross Channel Campaign • Supply Chain Performance
Management Optimization
• Social Retailing and Analytics
Business SMARTER COMPUTING-BASED IT INFRASTRUCTURE
Operations
Process Automation Business Process Management
Event Processing Customer Intelligence Business Intelligence Transaction Processing
Data Storage, Sharing, & Management
Physical World Interfaces (Sensors, Systems, Devices) & Data Acquisition
DESIGNED FOR CLOUD WORKLOAD
Business DATA ENABLED OPTIMIZED
Value
Customer-Specific Offers Scalable Operations for Seasonal High Availability, Multi-tiered
and Outreach Activities Promotions and Events Transaction Processing
Source: Frost & Sullivan Analysis
Retail company CIOs can use Smarter Computing-based IT infrastructures to carry
out the operations underlying the transformation imperatives. Because the various
business operations have different characteristics, workload-optimized systems
yield efficient computing infrastructure designs. The efficiencies lie in systems that
are flexible enough to meet peak-level workload demands, such as back-to-school
or holiday sales, and enable resources to be deployed elsewhere during off-peak
periods. Smarter Computing’s cloud capabilities facilitate the deployment and
implementation of new processes and models that encourage collaboration and
contributions from customers, retailers, and suppliers across the value chain, while
giving managers a unified view of the insights derived from customer and business
intelligence. By being able to capture all available data for advanced analysis, a
Smarter Computing infrastructure can help managers predict preferences and
behaviors and make decisions accordingly. Importantly, the approach gives CIOs
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9. Smarter Computing For Retailers
control over capital and operational expenditures because existing IT
infrastructures can be transformed and need not be completely replaced.
Delivering a Smarter Shopping Experience
Delivering a smarter shopping experience requires retailers to develop a deep
insight into the needs and shopping behaviors of their customers and offer them
personalized products and services, often in real time at point of sale. This is based
on intelligence about past purchases and behavior, and incorporates social retailing
and mobile commerce patterns. Retailers use this insight to develop customized
offers and product mixes, conduct cross-channel campaigns, and fulfill orders
quickly and cost-effectively. A smarter experience also relies on communication
between a retailer and a customer across channels in whatever media the customer
chooses— store, online, or mobile—
in and offering social networking to their
community to gather and interpret customer feedback.
The key to a retailer’s ability to deliver a smarter shopping experience is putting
the savvy, digitally empowered customer at the center of their operations. There
is a wealth of data, both structured and unstructured, available to retailers that can
be captured and analyzed. The resulting insight can be shared across the value
chain. By building an IT infrastructure that is designed for data, retailers can
harness large volumes of rich data and apply sophisticated analytics to it, enabling
them to redefine their relationships with their customers. By deploying systems
and components that are optimized to their IT application and operational tasks,
and hosting the applications in the cloud, retailers can quickly scale out to maintain
a personalized connection with all of their customers— without the need to build
costly infrastructure at multiple store locations.
The Smarter Computing approach also creates business value for a smarter
shopping experience by:
• Capitalizing on social and mobile commerce;
• Contributing to growth by enhancing and extending the value that the retailer
gives to their customers; and
• Enhancing customer loyalty by supporting customer-specific offers and
outreach activities.
Developing Smarter Merchandising and Supply Networks
Developing smarter merchandising and supply networks requires retailers to
synchronize operations across the supply chain, optimizing inventory and order
fulfillment processes to bring the smarter shopping experience to customers quickly
and efficiently. This involves not only managing vendor relationships, but also
enabling open collaboration between retailers, customers, suppliers, and shippers to
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10. Frost & Sullivan
ensure that the products customers want are available and can be delivered rapidly.
Retail industry CIOs can apply the Smarter Computing approach to build an IT
infrastructure that sustains smarter merchandising and supply networks by
integrating and managing suppliers in the process of developing customer insight to
deliver product assortments that customers want. Applications that enable asset
and inventory management and tracking would be able to run on infrastructure
components architected to harness and analyze customer and operational data. In
an online and mobile commerce model, retailers would use cloud computing to
enable suppliers, outlets, and customers to remotely access storefronts and
warehouses and input data securely. A cloud model would also enable supply chain
performance optimization using real-time analysis of data to dynamically allocate
supply chain resources and coordinate workflows across the chain.
Smarter Computing can help CIOs gain business value from smarter merchandising
and supply networks, including:
• Optimized supply chain performance, from product manufacturing through
warehousing and distribution;
• Efficient, robust, and resilient supply networks; and
• Secure and seamless transaction processing and order fulfillment.
Building Smarter Operations
Retail CIOs can apply Smarter Computing to build smarter operations to improve
business processes, make production more efficient, and control costs across the
business. The big data capabilities used to develop sophisticated customer insights can
also be applied to better understand the financial performance of retail operations and
support management decisions. An IT infrastructure that is optimized to handle a
retailer’s workloads can save operational costs, such as energy, and reduce
unnecessary infrastructure expenditures. By applying virtualization technologies,
retailers can deploy resources during off-peak times of demand for other projects,
such as application development or backup of mission-critical systems.
Smarter Computing can also help realize other business value from having smarter
operations, including:
• Improved business intelligence;
• Support for high-availability, multi-tiered transaction processing; and
• Cost and consumption management.
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11. Smarter Computing For Retailers
THE BUSINESS VALUE OF SMARTER COMPUTING IN THE
RETAIL INDUSTRY
Retail organizations are facing an unprecedented set of challenges that are forcing “The goal was to
changes in their business models. Global economic uncertainty is making customers ensure that our
more careful about their spending, and mobile communications and social networking customers would
are giving them the means to demand more from retailers. Competition among have a great site
retailers for this business is increasing, and the successful merchants will be those that experience relative
consistently deliver a smarter shopping experience to their customers. Commercial to performance.
success will also depend on smarter merchandising and supply networks, and smarter We wanted to
and more efficient operations. All of these factors are driving retailers’ IT departments decrease our total
to transform their IT infrastructures to adapt to the imperatives of today’s retail cost of ownership
environment. Some progressive organizations have embraced the Smarter Computing for the hardware
approach to direct their transformation to meet these imperatives. technology while
increasing flexibility
Staples: Delivering a Smarter Shopping Experience
and scalability
Staples is the world’s largest office products company and provides products and for the future.”
services in office supplies, copy & print, technology, facilities, breakroom, and
furniture. The company is a leader in eCommerce sales and considers the continual —Rob McClellan,
improvement of the online shopping experience to be a strategic priority. As part of Vice President of IT,
this, Staples’ marketing teams need the ability to model customer responses to Staples.com
various promotions before taking them to market. Staples recognized that its current
IT architecture would be unable to provide the computing platform necessary for this
transformation, and it would need substantial investments in it to achieve its
ambitious goals. Rather than taking on a huge cost burden, it partnered with IBM to
implement a Smarter Computing approach to guide the process.
The goal of the project was to develop a next-generation platform that would give
Staples’ customers a differentiated shopping experience, and save the company
capital and operational costs. The core of the transformation involved replacing 35
older servers with seven new servers, built specifically to support Staples’ e-
commerce initiative. The architecture design enabled Staples to apply real-time
Web analytics to a range of customer data, which was used to create targeted
marketing messages and offerings. The system is also designed to scale to handle
spikes in activity during peak load periods. During off-peak periods, it can redeploy
resources on the fly to do promotion testing alongside production, boosting the
flexibility and efficiency of the system. Staples’ system was built with future
capabilities in mind, such as leveraging its cloud capabilities to serve multiple micro
e-commerce sites. By consolidating its servers and building them to handle specific
e-commerce tasks, Staples reduced data center space requirements by 56 percent,
cut hardware maintenance requirements by 80 percent, and saved tens of
thousands of dollars in energy costs in the first year.
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12. Frost & Sullivan
Rocky Mountain Chocolate Factory: Automating Business Processes
Increases Insight and Effectiveness
“We can run our
business so much Rocky Mountain Chocolate Factory, a candy maker, franchisor, and retailer with 300
more effectively locations in North America and the Middle East, applied Smarter Computing
and with so much principles to develop a smarter merchandising operation. The company maintains a
more insight using focus on developing and producing candy, and leaves the majority of sales operations
the IBM system.” to the 300 franchise stores. Each of them, in turn, maintains a separate point-of-sales
(POS) system and manually e-mails sales and inventory data to the company’s main
—Key Jobson, office. This manual approach was time- and labor-intensive, which meant that the
CIO, important findings in the data reports were often out of date and not useful to the
Rocky Mountain company’s merchandising strategy. Trends were also difficult to identify, and
Chocolate Factory products were often not delivered to meet these trends. Rocky Mountain Chocolate
Factory’s management decided that the threat to business was substantial and
decided to team up with IBM to standardize the POS system, which would feed data
quickly into an IT system designed to manage the company’s merchandising and
supply network. By applying the Smarter Computing approach, the company is able
to identify trends more quickly, and act on them, to increase sales and profitability.
BUILDING A RESPONSIVE AND EFFICIENT RETAIL BUSINESS
INFRASTRUCTURE
Retail industry CIOs and IT managers are under constant pressure to ensure that
their IT infrastructures enable their companies to be lean and agile in their
intensely competitive retail environment. Value-conscious customers are
connected and empowered, and demand personalized service across a number of
channels. At the same time, retail in a globalized world is fiercely competitive as
companies contend for business at brick-and-mortar stores and e-commerce sites.
To succeed, retailers need to adapt their business models to deliver a smarter
shopping experience to respond to their customers, while building smarter retail
operations and smarter supply networks to maintain cost-efficiency. Retail CIOs
need a smarter way to transform IT infrastructures to capture complex customer,
competitor, and operational insights underlying retail business models that are
responsive and efficient.
The application and operational requirements to realize these imperatives come
with substantive IT workloads, and traditional IT infrastructures that were
designed around a one-function-one-hardware system principle cannot cope with
these workloads. In today’s austere economic climate and highly competitive
industry, retail CIOs have the additional requirement for their IT infrastructures to
reduce operating costs, be flexible and scalable to deploy computing resources
where they are needed, and to encourage collaboration across the value chain.
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13. Smarter Computing For Retailers
The Smarter Computing approach is a holistic solution that can guide retailers’ IT
departments along the path of establishing the IT infrastructure to support the
imperatives of a responsive, efficient, and reliable business infrastructure. A
number of retailers around the world are beginning to realize the benefits of
implementing a Smarter Computing approach. Industry CIOs may wish to
investigate using a Smarter Computing approach if they are considering:
• Establishing a sophisticated program to capture customer intelligence and
derive insight from a variety of data types and sources;
• Supporting a global network of merchandise suppliers, store outlets, and virtual
storefronts for serving customers across multiple channels;
• Enabling the rapid development and deployment of promotions and offerings to
take advantage of emerging product and customer trends; and
• Creating a company-wide data management system, with shared access to
master records.
Forward-thinking retailers, such as Staples and Rocky Mountain Chocolate Factory,
have employed a Smarter Computing approach to help them meet the needs of
demanding customers and succeed in a competitive, cost-conscious environment.
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14. Frost & Sullivan
REFERENCES
1
U.S. Census Bureau. “ADVANCED MONTHLY SALES FOR RETAIL AND FOOD SERVICES JULY
2011,” August 12, 2011.
2
“IBM Forecast: Fall Looking Bright for Apparel Retailers.” IBM Press Release, 31 August 2011.
3
The Conference Board, “Global Economic Outlook 2011.” http://www.conference-
board.org/data/globaloutlook.cfm
4
Colliers. “The Retail Report Canada,” Spring 2011 Edition.
5
Target Corporation. Press Release “Target Finalizes Real Estate Transaction with Selection of 84
Additional Zellers Leases,” September 23, 2011.
6
Reuters, “Canada a magnetic north for U.S. retailers,” September 26, 2011.
7
National Retail Federation. “NRF Testifies on Health Care Reform, Asks Congress to Eliminate
Employer Mandate Penalties,” February 9, 2011.
This report was developed by Frost & Sullivan with IBM assistance and funding. This
report may utilize information, including publicly available data, provided by various
companies and sources, including IBM. The opinions are those of the report’s
author and do not necessarily represent IBM’s position.
XBL03015-USEN-00
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