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Sainsbury’s: the Christmas commercial that reenacts the Great War

Sainsbury’s chooses a historical reenactment. In its new Christmas commercial it presents a slightly modified version of a true episode of World War I, already narrated by the 2005 film “Joyeux Noel. A truth forgotten by history”.

The video tells of the ceasefire which, on the night of 24 December 1914, suspended hostilities between the British and the German armies, bringing together for once the soldiers of both sides. Who laid down their arms to challenge each other in a football match (ending 3 – 2 for the soldiers of His Majesty). An episode of brotherhood and communion which at the time had a staunch opponent in the German ranks: one Adolf Hitler (and subsequent history well explained why).

The epilogue of the Sainbury’s commercial tells of how, back in his trench, a German soldier realises that his English counterpart has given him a bar of chocolate. Well, the bar is the same one that Sainsbury’s is selling to donate the proceeds to the Royal British Legion.

Perhaps the commercial exploitation of an event of this kind can leave one a little perplexed. One thing is certain however: to date, the commercial, lasting 4 minutes, has had more than 9 million views.

And numbers in advertising matter. And matter a lot.

Forse può lasciare  un po’ perplessi la speculazione commerciale di un evento di questo genere. Una cosa però è certa: ad oggi lo spot, della durata di 4 minuti, ha avuto più di 9 milioni e mezzo di visualizzazioni.

E i numeri nell’advertising contano. E anche tanto.

 

Global Retail Theft Barometer Study Finds Shrink Cost Retailers $128 Billion Worldwide

Shrink, comprised of shoplifting, employee or supplier fraud and administrative errors, cost the global retail industry more than $128 billion last year, $42 billion in the US alone, according to the latest Global Retail Theft Barometer. This represents 1.29 percent of retail sales, on average.

Per household retail crime across the 24 countries surveyed ranged from $74 to $541. The annual cost of shrink to US shoppers, as passed on from retailers, averaged $403 per household.

The study, underwritten by an independent grant from Checkpoint Systems, Inc. (NYSE: CKP), was carried out in 2014 by The Smart Cube and Ernie Deyle, a retail loss prevention analyst. It was based upon in-depth phone and written survey interviews conducted in 24 countries among 222 retailers representing $744 billion in sales in 2013.

According to the study, shrink is down slightly in most countries. The lowest shrink rates were recorded in Norway (.83 percent of retail sales), followed by Japan. The US came in at 1.48 percent of retail sales, down slightly from 1.50 percent. The highest rates were recorded in Mexico (1.70 percent) and China (1.53 percent). The overall reduction in shrink was attributed to an increased focus on loss prevention methods and a slightly improved economic outlook, particularly in North America. In addition, there was increased loss prevention spending in countries with the best shrink improvements.

While shoplifting is the biggest cause of all retail shrink in 16 of the 24 countries surveyed, in the US, employee theft ranked first at 42.9 percent, with shoplifting next at 37.4 percent.

Cost of Retail Crime Up

Even as the US shrink rate lowered slightly, the cost of retail crime (employee theft, shoplifting, loss prevention spend) as a percentage of revenue, rose 27 percent, to 1.74 percent last year (from 1.37 percent in 2012). That increase is primarily attributed to a surge in shoplifting and dishonest employee theft incidences in the country, along with lower loss prevention spending by US retailers.

US discounters (2.78 percent), pharmacies/drugstores (2.16 percent) and supermarkets/grocery retailers (1.38 percent) witnessed the highest shrink rates because of the widespread prevalence of organized retail crime and lower loss prevention spending for some of them. Almost all types of retail stores in the US were affected by dishonest employee theft and shoplifting.

Most Stolen Merchandise

Shoplifters and dishonest employees in the US primarily targeted products that were easy to conceal and resell in the market, including fashion and mobile phone accessories. Other frequently pilfered products include power tools, wines and make-up products.

The use of source tagging RF labels prior to arriving at retailers has increased globally and continues to build momentum according to respondents, while 50 percent of US retailers plan to increase or maintain the number of source tagged SKUs.

According to The Smart Cube, “This report provides detailed descriptions of the sources of shrink and helps retailers understand the most cost-effective ways of addressing their problems. A number of best practices emerged from our research, including appropriate spending ranges to address the issue.”

“We are pleased to support this global statistical research for the thirteenth year,” said Per Levin, President and Chief Sales Officer Shrink Management & Merchandise Visibility Solutions, Checkpoint Systems. “Our hope is that retailers can learn more about the causes of shrink and work with their suppliers and solutions partners to create joint programs to reduce shrink and associated costs.”

Retail and wholesale sector calls for focus on skills, digital and labour reforms

Speaking at Tripartite Social Summit last week, EuroCommerce Director-General Christian Verschueren highlighted the fact that, “Over 29 million Europeans work in retail and wholesale, that’s one in every seven working Europeans.” However, despite being one of Europe’s biggest job providers, the sector faces challenges. For the sector to contribute to Europe’s economic recovery, we need three actions : making investments in digital infrastructure and skills, deepening and progressing the single market, and advancing further reforms of labour markets.

 Investing in skills
Retail and wholesale can provide job opportunities to those with limited qualifications who often find it difficult to find employment. Mr Verschueren stressed, “We need to be able to continue to invest both in the young people of today who are struggling to find jobs, as well as the older generations. We support the focus the Commission puts on mobilising funds for skills but these funding possibilities should be made easier, with less red tape for funding requests, so we can equip people with the right skills.”

Keeping up with the digital age
The digital age is creating new job opportunities, but these require new skills. So there is a greater need for investment in digital skills. Retail and wholesale companies are doing their share. Investments are needed as well in infrastructure (transport and digital networks). Thirdly, completion and deepening of the digital single market remains a priority. Finally, bringing legislative requirements and best practices close to retail and wholesale operators on the ground. “We have asked for a single, online, one-stop portal that would provide user-friendly information on legislative requirements in every Member State, as well as best practices,” explained Mr Verschueren, adding, “This could help traditional retailers and wholesalers to establish cross-borders or reinvent themselves in the digital age.”

Reforming the labour market
Employment conditions in some Member States still prevent businesses from hiring for growth. “Member States must invest in labour market reform or risk losing the progress made on strengthening the economy and improving employment prospects,” argued Mr Verschueren.

The 10 trends that will change e-commerce by 2020

La presentazione della previsione n° 8 al Gartner Symposium/ITxpo è stata subito retwittata. Foto @Gartner_inc.

There was also Steve Wozniak, co-founder of Apple, and Satya Nadella, CEO of Microsoft discussing e-commerce and e-economy at the Gartner Symposium/ITxpo, a series of meetings and seminars for IT managers, held this month in Orlando, Florida, in order to “understand, build and optimise the opportunities provided by digital technology and move from theory to practice”.

So what will shopping of the future be like? A true science fiction film, according to the Gartner forecasts, in which increasingly complicated algorithms take control of and decide our lives and (especially!) what to buy (carried out via smartphones and delivered with drones whistling over our heads), and with the store in the background that becomes place instilling emotions, a bit like a museum or art gallery.

Gartner, a consultancy company in the IT field, has issued its ten commandments, ten key trends that should regulate commerce in the future and that managers should certainly bear in mind. In the background, the focus, increasingly crucial for companies of the future, is to invest in people and customer experience.

1. By 2018, digital business will require 50% less staff for processes and 500% more experts in non-traditional roles such as integration specialists, digital business architects, regulatory analysts, risk professionals and lawyers.

2. By 2017, a successful digital business will be launched created by an algorithm.

3. By 2018, intelligent machines and industrialised services will lower the cost of commercial transactions by 30%.

4. By 2020, life expectancy in advanced economies will increase by six months due to the spread of wireless technology for health monitoring.

5. By 2016, e-commerce carried out exclusively via mobile devices and digital assistants will amount to 2.5 billion dollars. As a result, marketing campaigns will need not only to consider people but also to devise marketing techniques able to capture the attention of “digital personal shoppers”.

6. By 2017, in the USA “smartphone fever” will drive purchasing revenues via smartphone to 50% of e-commerce revenues. Companies will need to consider digital wallets (Apple Passbook, Google Wallet) in order to meet the growing consumer interest in commerce and payment via mobile phone.

7. By 2016, 70% of successful digital commerce models will be based on deliberately unstable processes. Company personnel will need to have increasingly greater flexibility and responsiveness to support organisational fluidity.

8. By 2017, more than half the investments in product and service research and development will be redirected to innovation of the customer experience. It will be increasingly important to know your customer through the identification of buyer personas and ethnographic analyses.

9. By 2017, almost 20% of e-commerce companies that sell consumer durable goods will use 3D printers to offer customised products.

10. By 2018, retailers using targeted messages together with Internal Positioning Systems (a kind of GPS able to exactly locate the customer in the store) will increase visits by 20%. Knowing the customer’s data will be essential in order to send targeted offers in real time, directly in front of the shelf.

Science fiction? Certainly not, the technology and its applications are already there, it’s just a matter of numbers. Just think of widely publicised innovations in the early stages only used by the niche of techno nerds, but then adopted by the many, all of a sudden: from the e-book to 3G on mobile phones. The future indeed is just around the corner.

Anna Muzio

 

 

The Eataly Smeraldo concept wins the World Retail Award

The World Retail Awards, the prestigious awards assigned each year during the World Retail Congress to the best retail cases at the international level, have been assigned in Paris.

This year, in the Best New Retail Concept category, there were as many as three Italian cases included in the short list of finalists: Eataly Smeraldo, Alexander Dr Fleming (a multi-sensory and technological pharmacy concept) and The Horeca House by Metro. Competing with them were Level Shoe District-Chalhoub Group, Move, Navabi and Verizon-Destination Store.

Eataly Smeraldo turned out to be the winner. The award was received by Fabrizio Valente of Ki-ki Lab, representing Eataly.

Marco Pedroni (Coop): 2015 the turnaround year for consumptions

copertina-rapporto2014“Despite the recent disturbing news concerning summer consumer spending data, we believe that it is wrong to imagine a never-ending recession – affirms Marco Pedroni, Chairman of Coop Italia in commenting the presentation of the 2014 Coop Report data -. On the contrary, we believe that 2015 can be the year of the reversal of this very negative trend, as long as steps are taken to support domestic demand with measures in favour of the weaker classes, with structural investments to modernise the country, with policies to reactivate credit to businesses. In the medium term, the revival of a policy of reforms is crucial, starting with deregulations and anti-monopolistic measures that generate positive effects on the spending power of households (medicines, energy, financial services).

Finally, the Ancc-Coop report highlights that the number one problem of the country is the generation gap. Over the past 10 years, the incomes of couples under 35 years of age have decreased by 17%, while those of the over 65’s have increased by 41%. It’s no surprise, therefore, that 2014 has been the year with the fewest births in Italy. But without children there is no recovery of expectations, there is no increase in consumer spending, there is no future. In the ‘one thousand days’ programme it is essential to focus on a new policy to support new families and the birth rate: this is the shock we need”.

“The distribution sector – continued Pedroni – is under significant pressure, deriving from the decrease in consumer spending and greater competition. In Italy, the sector still has a low concentration compared to the major European countries; greater concentration will be inevitable in the coming years, with growth in efficiency and average size of the main players.

We, the leading Italian distributor of consumer goods, believe that the main response, even before quantitative growth, must be qualitative growth, profoundly innovating the way of doing business. We are working on major changes, shifting value from promotions on the shelf to those that let the consumer choose without being forced (the “you choose” mechanism); simplifying relations with industry and contractual conditions, aligning them with those in place in the rest of Europe; planning significant growth of private label products with the objective of rapidly exceeding a share of 30%. A strategy with affordability at its core, which is a primary duty of the Coop, but always associated with safety and quality for consumers; households who spend less as a result of our action. For Coop, 2014 is a year of preparation and, in part, bringing forward this important turning point which we believe will do not only us but the entire sector good”.

 

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