Evan Schuman's StorefrontBacktalk

Barely a week after Intel and Microsoft announced their own futuristic digital signage plans—including PDA integration and analytics software linked to hidden digital cameras—NEC is talking up its own approach to digitally guessing consumers’ age and gender (plus counting them, but that’s so 1990s). Takeshi Yamamoto, vice president of NEC America’s IT software group, is quoted in the Wall Street Journal saying that the program is pretty good at getting within 10 years of a consumer’s age, that the program tracks a person’s age and gender but discards the digital footage, and that the data is aggregated.

“The program uses an algorithm that draws upon a database of thousands of faces as a reference. It looks at distinguishing points of the face, from the shape of the ears and eyes to hair color, to determine the age. The database expands as more people walk past the camera, allowing the program to make better judgment calls with time,” Yamamoto said. “The technology originated in Japan, where it was easier to implement because Japanese physical traits are more uniform. Mr. Yamamoto acknowledged that the U.S. market would be more difficult because of the diverse population.”…

Some major retailers have been debating whether the buying and selling of used merchandise (please shoot me if I ever say “pre-owned”) is a business model worth pursuing. Wal-Mart and Best Buy, after pushing the idea for about six months, have surrendered plans to buy and sell used video games. But Amazon, always the more adventurous of E-tailers, thinks the idea has huge potential. A Financial Times of London story cited an Amazon ad for programmers: “As people upgrade to the latest and greatest there is a plethora of valuable, perfectly good products that need a new home. We help facilitate the pairing of new owner with device, while also creating an open marketplace.”

What makes the Amazon concept so intriguing from an IT perspective are the CRM implications. Instead of tracking purchases to merely profile the customer, the new requirement is to also profile the products purchased. What is each product’s life expectancy? What is the optimal point to make an offer to a customer who might be starting to get bored with that product? How much of an upgrade can that consumer afford? Should the company start pitching new prospects based on a software projection of what already-sold merchandise will likely come back into play? And you thought Amazon needed a huge data warehouse before?…

One of Bradley's first takeaways from the $2.8 billion HSN was that consumers' interactions with content are strongly influenced by their physical location. Why? It's expectation. Consumers see brick-and-mortars as places to look, touch and buy products. Video demos feel out of place in that context. At home watching TV, however, the expectations are much more tolerant. "Depending on where a person physically is can dictate how you can have their attention," Bradley said. "Out on the street? She'll have seconds. In-store? A minute or two. On the Web? Maybe 15 minutes. But on the TV? Hours. People go to the Web with certain goals in mind. There's a lot of bouncing back and forth as they're trying to solve a problem. There's more ADD, bouncing around."Read more...

"I typically say something like, 'It is our requirements that drive us to that price point. Adding centralized menu management, polling, integrated inventory management and labor management into the mix requires that we buy this type of system. You can’t do that stuff with a cash register or basic POS.' Typically, the response I get is something like: 'So? I don’t care about all of that complicated stuff. I just need to ring sales.' It’s no wonder franchisees think that retail CIOs are out of touch with reality. Here is the really crappy part. When you add in all of the other costs, such as high-speed broadband, hardware maintenance, software maintenance, help desk, installation, inventory management, labor management, training and various upgrades along the way, that $10,000 POS is probably going to cost franchisees $20,000 over five years--not to mention that they wrongfully expect the system to last 7 to 10 years.”Read more...

Intel and Microsoft are working on what is truly the next generation of digital signs. These devices will be able to share content—both ways—with phones. But they could also use facial recognition to identify repeat customers without the benefit of loyalty cards or RFID. The cameras embedded within the displays would simply recognize faces the system has captured before, ultimately having the potential to identify those consumers.

The camera software will initially be designed to differentiate between genders and to detect products the customer has touched. That information could signal a coupon to be sent to that consumer’s smartphone. None of these options is rocket science. But they do show a concerted effort to leverage the kind of data that is accessible in-store and, ironically, much harder to capture online. Think of it as Big Brother with a sales commission.…

The CIO needs to sells ideas upstream to senior management and sideways to line-of-business peers, convincing them that the technology is the right move and that it needs to be approved and funded. If that works, it's barely 30 percent of the battle. If the stores aren't sold on the idea, Franchisee Columnist Todd Michaud opines, the data won't be used and the project is doomed to fail. And you're to blame.Read more...

Just as certain a fact as stating that many of today’s social network sites will be gone in two years is the fact that new social sites—invariably much more niche and focused—will replace them. Hidden in plain sight within the millions of posts in dozens of languages of these huge number of sites is every trend, every individual customer profile and every hint of what customers will buy—and perhaps even their desired price range—that your chain could ever wish for. There’s only one problem: There is no simple spreadsheet-friendly way to access that data.

You can read it without limits. But to automate that process and to process the data in a way to get anything meaningful out of it, that’s difficult. We are deluged with products and services that are trying to solve problems that hardly anyone has ever experienced. Who will be the first to conquer this one? Many companies—including SAP and Oracle—are trying to figure it out. But they typically try to fall back on algorithms and filters. The software needed is closer to what the CIA and the NSA use to parse billions of phone calls and E-mail messages while trying to figure out plots. It’s much closer to artificial intelligence than cryptography. Military satellite technology eventually came to consumers in the form of GPS. How long will it take for AI to visit the local retail chain, where software will peruse the world to find out the best assortment to be displayed tomorrow?…

What brings up this topic is a maddening news release issued by a customization vendor called ChoiceStream. In reporting its own survey, ChoiceStream concluded that "consumers are not as interested in shopping when engaged with social networks. The survey found that while M-Commerce is a hot spot for recommendations in 2010, social networking is not. Of the respondents who belong to a social networking site, only 8.5 percent report that they have ever made a purchase while on the site. And only 27 percent indicate any interest in product recommendations from trusted retailers." That so misses the whole point of social networks and E-Commerce. Read more...

"We consider CVS and (Walgreens) to be the most advanced, as they have already implemented chain-wide computer synchronization, advanced inventory management and pharmacy workflow optimization systems," said Deborah Weinswig, from the Citi investment research and analysis group. "The warehouse clubs are considered to be the least sophisticated of the group. However, BJ and (Costco) have fewer inventory management needs as a result of their unique business model."Read more...

The mobile retail world has now neatly morphed into three categories: consumer-used (with true M-Commerce, mobile research from home and on the road, etc.); retailer-used (for price checks, inventory inquiries, in-aisle supply chain inquiries, etc.); and consumer-in-store (2D barcodes, price comparisons, SMS communications with the chain, watching demos, mobile research from within the store, direct payment, etc.). To make matters worse, some applications sit in multiple categories, such as a retailer-used device that is temporarily given to a consumer for checking online inventory or seeing a demo.Read more...

Home Depot will spend about $60 million on more than 10,000 handheld units that are designed to help associates perform mobile checkouts, process payment cards, stock shelves and make phonecalls, according to BusinessWeek. “This is the first big customer-service tool we’ve given our associates in a very long time,” said Home Depot CIO Matt Carey.

The chain has been trialing these devices since 2008, when we reported that they were initially tested along with an RFID-based loyalty card that flagged associates when certain high-priority customers entered the store and set off a door-based reader.…

But as long as you're coming, we'd love to ask you to drop by some of the StorefrontBacktalk events and do what our readers do best: yell at us. The first shouting opportunity will be at the RetailROI event at the Marriott East Side (Lexington and 49th) on Saturday at 2:45 PM. This charity event (www.retailroi.org) is designed to raise money for global orphan care and adoption support. But to do that, we get geeky for awhile. Our panel is on retail security and it starts at 2:45 PM and features the CIO of the world's largest restaurant group: Delaney Bellinger from Yum Brands (Pizza Hut, KFC, Taco Bell and Long John Silver's, among others). Also on the panel are two of our esteemed columnists (Franchisee Columnist Todd Michaud and PCI Columnist Walt Conway) plus Mark Rasch, the former head of the U.S. Justice Department's high-tech crimes division.Read more...

From a non-IT perspective, the move would certainly discourage consumers from accepting—or even pursuing—instant credit, which has been a wonderful thing for merchants. It's unlikely that shoppers will be thrilled when asked by gum-chewing, teenage POS jockeys to whip out paystubs or a copy of last year's 1040s. Consider an analogy: The police chief who lives next door has a town ordinance passed requiring you to store in your basement a ton of heroin and cocaine that the police department has just seized. Read more...

Still, the Shopper app, published by ReachEverywhere, suffers a variety of odd restrictions, such as limiting the recall data to two food-oriented agencies—the U.S. Food and Drug Administration (FDA) and the U.S.. Department of Agriculture (USDA)—while excluding recall-friendly agencies that would impact far more products, such as the U.S. Consumer Product Safety Commission (CPSC). It also only flags recall problems when the purchase is being made. So a customer who buys a product that gets recalled an hour after the purchase is completed will, by design, not be notified. Read more...

Domino’s is seeing a huge increase in online sales—a critical and fiercely competitive arena for national pizza chains today—after it allowed consumers to see a real-time interactive graphic that depicts their pizza order, adding or subtracting toppings and the corresponding price adjustments. It also throws in some impressively detailed product status information, “with updates on when a pie enters the oven or leaves a store.” But the requirement of a new $20,000 POS system for each of its 5,000 franchisees and company-owned stores in the U.S. was a bit difficult to swallow.

Also, according to this well-done story in The Wall Street Journal, those new systems were apparently delivered with extra glitches. “We built a system by trying to do 1,000 things, but 500 of them didn’t work. We had a real crisis of quality,” Domino’s CIO Christ McGlothlin said. “We had to make sure the 20 basic things the system needed to do would work, so the first year all we focused on was getting those basic things working flawlessly.” An example of an early problem: “One franchisee had organized delivery maps in a way that didn’t work with other franchisees’ maps. Another franchisee sorted his employee time sheets in a way that wasn’t compatible with the rest of the system.” All in all, it’s an interesting read.…

Restaurants are, by their nature, very different from most other retailers (to the extent that they are considered retailers at all). They tend to attract a strongly local customer base, so if another restaurant is just a few ZIP codes away, it's not likely to be too competitive. That could make the downside of such a program—giving dollars away to rivals—less of a problem. But the radical idea of such a joint gift card does address the fear of bankruptcy, which is what the Connecticut Attorney General stressed when his office announced the Connecticut card.Read more...

But the A&P exec said his concerns are more generic, as in "the imaging of the mobile device itself and the readability of the barcode on the mobile." Another factor is that chains need to deal with a staggeringly large number of different phones, with very different screens, and they must interface with all of them with the same barcode scanning wand.Read more...

A couple of years ago, Near Field Communication was seen in some influential corners—such as at consumer goods giant Procter & Gamble—as the ultimate victor in the fight between NFC and 2D barcodes. Many saw NFC as the better technology, with 2D barcodes being used as a placeholder until NFC was ready. But in the last couple of years, neither technology has gotten very far in the U.S. Few phone manufacturers included the feature and even fewer developers tried to design for it.Read more...

The easy path is to be very lenient. Offer access to anyone receiving the E-mail announcing the event. If that person posts the URL and perhaps the password—for that one event—on Facebook, Twitter and LinkedIn accounts, let it happen. So the audience is somewhat diluted. If those others buy stuff while attending the event, what’s the harm? The intent of an invite-only event, however, is to be able to control the attendees, perhaps to reward excellent customers. More likely, though, the invite-only approach is to lure a very lucrative small subset of your audience to a virtual gathering where you can flood those people with highly targeted promotions. Maybe a key supplier wants to pay you for access to that subgroup?Read more...

In the world of green retail strategy, CVS' non-traditional approach may prove quite wise. Its strategy is that the chain needs consumers to support and participate in the program, and truly accomplishing that goal means customers must, if you will, have some organic biodegradable skin in the game. "What we've learned is that getting customers to mentally buy into the program is critical," said Melissa Studzinski, the director of relationship marketing for CVS. By making customers pay almost a buck for each tag, "you're forcing them to understand and to opt into a behavior."Read more...

Then there are negotiations. “You need to sharpen your pencil, I’m not paying this much.” Good IT leaders will work hard to deliver services at the lowest possible cost. But they need to be careful not to negotiate such a low price that the vendor will never be able to meet their expectations for service. Believe it or not, getting the lowest price is not always the right goal. By the way, if anyone is looking for someone to help negotiate a cheap, crappy IT service, Michaud knows plenty of people who would rock your world.Read more...

A Boston geolocation vendor argues that different phone brands absolutely are linked to very different purchasing patterns and preferences. For example: "BlackBerry users are more likely to compare gas prices online than other smartphone owners. Users of iPhones, meanwhile, are eight times more likely to search for Starbucks locations than users of other smartphones."Read more...

One site monitoring company this week reported that the 1-800-Flowers.com E-Commerce site was down for a whopping 65 hours and 26 minutes. The flower company didn't respond to our inquiries, but a fairly perplexed representative of the monitoring firm did. "To be honest, this is one of those rare cases where I’m not entirely sure if this is legitimate downtime, that is, downtime that regular human Web site visitors would notice," he said.Read more...

These new details of Wal-Mart's data breach—which saw POS source code grabbed and zapped to parties unknown in Eastern Europe—are shedding more light on the early days of such retail assaults and how various chains learned of and then dealt with them. But here’s the rub: Wal-Mart maintains that no customer or employee data was taken. Does it truly stand to reason that those thieves would have had secret access to the systems from the world's largest retailer for 17 months and not taken any names or card data? Oddly enough, it seems likely that they, in fact, didn't. And therein lies the potentially most intriguing part of the story.Read more...