1. Learn How to Create a Seamless
Omni-channel Retail Experience
facebook.com/perficient twitter.com/Perficientlinkedin.com/company/perficient

2. Perficient is a leading information technology consulting firm serving clients throughout
North America.
We help clients implement business-driven technology solutions that integrate business
processes, improve worker productivity, increase customer loyalty and create a more agile
enterprise to better respond to new business opportunities.
About Perficient

3. • Founded in 1997
• Public, NASDAQ: PRFT
• 2013 revenue ~$373 million
• Major market locations throughout North America
• Atlanta, Boston, Charlotte, Chicago, Cincinnati, Columbus,
Dallas, Denver, Detroit, Fairfax, Houston, Indianapolis, Los
Angeles, Minneapolis, New Orleans, New York City,
Northern California, Philadelphia, Southern California, St.
Louis, Toronto and Washington, D.C.
• Global delivery centers in China, Europe and India
• >2,100 colleagues
• Dedicated solution practices
• ~85% repeat business rate
• Alliance partnerships with major technology vendors
• Multiple vendor/industry technology and growth awards
Perficient Profile

4. BUSINESS SOLUTIONS
Business Intelligence
Business Process Management
Customer Experience and CRM
Enterprise Performance Management
Enterprise Resource Planning
Experience Design (XD)
Management Consulting
TECHNOLOGY SOLUTIONS
Business Integration/SOA
Cloud Services
Commerce
Content Management
Custom Application Development
Education
Information Management
Mobile Platforms
Platform Integration
Portal & Social
Our Solutions Expertise

5. Our Retail Business

6. Industry Situation
Retail chains react to web
retail’s growth – change
investment strategy, store
roles in e-commerce
Consumers are
spending less time
shopping in stores
and shifting more of
their retail dollars to
the web
Consumers 15yrs old+
average amount of time
shopping in brick and mortar
stores:
Weekdays: 11.8%
Weekends: 14.3%

7. The Connected Consumer
Connected Co n su m er Tr ait s
• Online research and product
evaluation online
• Technology-enabled interactions
• ‘Always on’ retail context
• Cross-channel shopping
• Looks for cost-value benefit
• Personalization & contextualization
• Localization
• Expects faster delivery & free
shipping
The Consumer is in Control of the Shopping Experience

8. Cornerstone: Shopper’s Journey
Do you know your
shopper?
Do you serve your
shopper through
each step?
Do you know how
they wish to be
served?

9. Customers’ Journey
Lack of brand
awareness
Right engagement channel
= Awareness & interest
Need information to
evaluate & select
Product/Service
meets evaluation
criteria
Positive Experience,
product works,
resolution in customer
favor = Repeat sales
Created based needs,
tastes: feedback
Channels:
digital dialogue, word of
mouth, and response to
feedback
Customer decision –
info & reviews via
digital
Long term satisfaction
= continued
personalized
costumer relationship
Customer added value
= Evaluation and
feedback = refined
products & offerings

10. In-Store Still Rules, But It’s Losing Share
5/9/2014
IBM Internal and Business Partner use only10
2012 2013
In-Store
Online
Other
Source: IBM IBV 2014 survey, n= 30,554. Year on year comparisons include 13 of 16 surveyed countries
84%
14%
2%
72%
27%
1%
Percent of last purchases reported by channel

11. Expect Personalization and Will Share
Willingness to share
of consumers want
personalized promotions in-
store based on what they scan
of retail customers want to
access relevant product
information in-store
of consumers are more likely to
do business with brands that
allow them to control where,
when and how they interact
58%42% 83%
Social handle 32%
36%GPS location
Mobile # 22%
Source: IBM IBV 2014 survey, n= 30,554

12. Expect Personalization and Will Share
Willingness to share
of consumers want
personalized promotions in-
store based on what they scan
of retail customers want to
access relevant product
information in-store
of consumers are more likely to
do business with brands that
allow them to control where,
when and how they interact
58%42% 83%
Social handle 32%
36%GPS location
Mobile # 22%
Source: IBM IBV 2014 survey, n= 30,554.
80%
Social handle 77%
72%GPS location
Mobile #
in context of shopping

13. Changing Consumer Expectations
& Marketplace Realities
Intentions are
increasingly difficult
to understand
Expect flexible
delivery and
execution
Demand highly
relevant and
engaging experiences
Seamlessly interact
and shop anywhere,
anytime
It is crucial to differentiate and deliver
value to your customers

14. Omni-channel: Leader of 2013
Internet Retailer Top 500

15. The Forrester Wave™: B2C Commerce
Suites, Q3 2012
Source: AMR Research Commerce
Platform Vendor Landscape, 3Q 2009
Source: Gartner MQ for Commerce 4Q
2011
15+ Year Leader of
e-Commerce Industry

16. Analyst Reports
Forrester Wave for
B2C Commerce
Suites, October 2012

17. Analyst Reports (Continued)
Forrester Wave for
B2C Commerce
Suites, October 2012

18. Omni-channel of Yesterday
OM
Fulfillment Network.
Distribution
Centers
Enterprise
Applications
eCommerce
Customer Channels
External
Services
Order Management Requirements

19. Omni-channel of Today
Fulfillment Network
Enterprise
Applications
Call Center eCommerce StoreMobileKiosk
Customer Channels
External
Services
3PLs Distribution
Centers
Drop Shippers
Service
Providers
Store Network

20. Omni-channel & Commerce Strategy
Fulfillment Network
3PLs Distribution
Centers
Drop Shippers
Enterprise
Applications
Call Center eCommerce StoreMobileKiosk
Customer Channels
Service ProvidersStore Network
External
Services
Application Platform
Order Repository Inventory Repository
Business Rules

21. IBM Leading the Way
Sourcing
Capabilities
 Builds out the fulfillment network and defines the different
types of facilities
 Create the relationships between the fulfillment locations
 Provides rules around what locations to allocate from
based on proximity, cost, least number of shipments,
dates
 Provides constraints based on enterprise or customer
around splitting orders or lines, backorder rules and
releasing orders
 Triggers transfers or purchase orders from other facilities
depending on business rules
Benefits
 Reduces backorders by providing allocation capabilities
across an entire fulfillment network
 Improves order fill-rates and cycle times
 Increases customer satisfaction by providing customer
level rules
 Reduces inventory costs and obsolescence
 Works with external systems such as a TMS to give more
accurate results

22. IBM Leading the Way
Order Promising (ATP) Considerations
Order Promising is the process of determining the availability of products and services
based on various constrains. Sterling Commerce provides configurable rules which can be
used for controlling the selection of nodes and shipping dates.
Sourcing
Rules
Inventory/
Capacity
Date
Constrains
Scheduling
Constraints
• Ship Complete
• Backorder Rules
• Dependency
Rules
• Allocation Rules
• Lead Times
• Calendars
• Transit Time
• Order Schedule/
Release Rules
• Processing Time
• Delivery Times
• Supply Types
• Demand Types
• Supply Constrains
• Safety Stock
• Resource Types
• Resource Avail
• Process Together
• Customer Constrains
• Relationship Types
• Facility Rules
• Product Constrains
• Procurement/
Transfer Rules
• Substitution Rules
Call Center eCommerce StoreMobileKiosk

23. IBM Leading the Way
Order Visibility and Management
Capabilities
 Enables aggregating, managing, and monitoring
orders from all channels
 Provides a single order repository to create,
modify, and monitor and track an order’s
lifecycle real-time
 Line level Independence allows for more
flexibility in building orders
 Visibility down the supply chain by linking
related orders
 Coordinates intelligent sourcing and fulfillment
across the extended enterprise
Benefits
 Maximizes customer satisfaction and revenue
 Improves order fill-rates and cycle times
 Reduces order management and expediting
costs
 Reduces inventory costs and obsolescence
 Gives channels complete transparency of the
order and all relevant information pertaining to it.

24. IBM Leading the Way
Drop Ship
Capabilities
 Automatic purchase order creation
 Process monitoring for timely response
 Acknowledgement
 Interim status
 Ship confirmation
 Web-based partner portal
 Review, acknowledge and release orders
 Print documents and labeling
 Interface to carrier
 Submit inventory availability
 Supplier performance monitoring
 Proactively manage your drop ship process and
community by exception
 End-to-end drop ship support for the supplier
 Accurate promising with inventory availability
Supplier Collaboration PO
Capabilities
Benefits

25. IBM Leading the Way
Capabilities
 Enables directed workflow for all tasks with visibility
and status tracking, and alerts and event
management
 Supports automated item re-classification, based on
return status and disposition codes, and configurable
rules
 Enables linking return to original sales order and all
subsequent return processing activities
 Enables ‘blind return’ processing
 Simplifies complex returns scenarios such as wrong
item returns, even and uneven exchanges.
Benefits
 Provides end-to-end return processing visibility, i.e.
‘one version of the truth’
 Ensures timely processing of returns by enabling
managing internal / external process participants
 Can be readily reconfigured to support changing
returns (business) processes
Returns Management

26. Why Customers Choose Sterling OMS
Capabilities
Benefits
 Enhances customer service across all channels
 Better exposure to problems so CSRs can react
quicker
 Reduces training
 Cross-channel call center solution gives CSRs
visibility into selling and ordering processes
across channels and fulfillment methods
 Wizard driven order entry and modification as
well as scripting
 Provide customers fulfillment options
 Easy to use task based user interface
Cross Channel Fulfillment – Call Center

27. At a Glance
Challenge
This retailer launched its strategic commerce initiative in
order to meet the demands of the increasingly informed
consumer by providing a multi-channel retail experience.
The retailer needed an order management system that
could:
• Handle growing demands across multi selling channels
• Achieve an inventory view across all demand and
fulfillment channels
• Reduce fulfillment cost
• Expand its direct-to-consumer channel
• Improve profitability
Solution
This retailer engaged Perficient to implement IBM
Sterling Order Management to address its key
commerce challenges.
Facts
Nutritional health and fitness retailer
operates over 1200 stores in 45 states
employs more than 17000 team members
Wish List
• Improve Competitive
Positioning
• Reduce Cost
• Expand Web Product
Assortment
• Enable Drop Ship
Business Value Delivered
• Reduced fulfillment cost
• Expanded Web Catalog
• Improved possibility
• Vendor drop ship platform

28. At a Glance
Challenge
This retailer’s unique business includes numerous
brands, products and a diverse customer demographic.
As their business evolved the company tried to support
its varied needs using legacy systems. This led to siloed
processes for each brand. The speed and flexibility of
the existing system could not keep pace.
Solution
This retailer selected Perficient as its implementation
partner and IBM’s Sterling Order Management to
serve as the platform.
Facts
Apparel & housewares retailer operates over
400 retail location across a variety of brands
Business Value Delivered
• Consistent seamless customer service
• Increased revenue by reducing
lost/missed sales
• Purchase online and pickup in store
• Browse online and hold in store
• Ship to store
• Drop ship capabilities
• Improved home deliveries
Wish List
• Reduce legacy system costs
• Consistent buying experience across all
channels
• Regain market share

29. Envision
• Creation of the vision, business case,
implementation plan that leads to program
development – Roadmaps / Workshops /
Strategy
Execute
• Requirements, design, development and
testing for solution implementations that result
in project results – Blueprints / End-2-End
Project execution / Optimize
Evolve
• Assess and maintain deployed solutions for
operational improvement – Training /
Mentoring / SupportBased on best practices from industry standards…
How We Engage
The Enable Methodology

31. Daily unique content
about content
management, user
experience, portals
and other enterprise
information technology
solutions across a
variety of industries.
Perficient.com/SocialMedia
Facebook.com/Perficient
Twitter.com/Perficient
For more information, please contact:
Katie Hull
972-762-1236
Katie.Hull@perficient.com