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NIKKI BAIRD, PAULA ROSENBLUM, BRIAN KILCOURSE AND STEVE ROWEN, MANAGING PARTNERS

SEPTEMBER 25, 2012

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Agenda   About RSR   2013’s Greatest Hits:

  Q&A

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  Payments   Pricing   Global Retailing   Cross-Channel Strategy   The Future of the Store

  Marketing   Merchandising   BYOD   Advanced Analytics   Mobile   SMB Spotlight

What Is RSR?

  Market Intelligence, focused on retail   Context: the business challenges & opportunities that drive

technology investments

  Pragmatic insights

  Powered by extensive retail experience   Fueled by a deep bed of research data

  We help retailers keep their IT strategies aligned with corporate objectives

  We help solution providers align their products and messages with retailers’ needs

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RSR’s Take on Retail: The Problem

Technology is core to retailers' ability to compete and differentiate, but technology's pace of change has far outstripped retailers' ability to absorb and master it.

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Digital channels threaten the

relevancy of retail’s traditionally largest

asset: the store

Transparency, driven by consumer

technology, threatens retail differentiators of

price & product

Consumerization of IT threatens the value of

current enterprise investments

The current technologies deployed in retail – many of them decades old – will not support the basics required merely to compete, let alone win in retail.

Today’s Speakers

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Nikki Baird nbaird@rsrresearch.com

Brian Kilcourse bkilcourse@rsrresearch.com

Paula Rosenblum prosenblum@rsrresearch.com

Steve Rowen srowen@rsrresearch.com

Payments Benchmark Survey Launch: December 2012 Report Release: March 2013 Presented by: Brian Kilcourse

A DISRUPTIVE YEAR IS COMING

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2012: Digital - And Mobile - Payments On The Rise   PayPal’s Merchant Services business processed $78 billion in Total Payment

Volume in 2011, up 36 percent year over year. Merchant Services net Total Payment Volume was $23 billion in Q2 2012, up 23 percent year over year. PayPal began it’s push into brick’n’mortar stores in 2012

  Google Wallet launched on September 20, 2011

  Isis, a mobile commerce joint venture created by AT&T Mobility, T-Mobile USA and Verizon Wireless, is planning to launch in 2 test markets soon

  In March 2012, Verifone revealed that more than half of the merchants using its payment gateway are using it for mobile payments.

  In August 2012, some of the largest retailers in the U.S., including 7-Eleven, Best Buy, Sears, Walmart and Target, among many others, announced the Merchant Customer Exchange (MCX). The initiative plans to create a mobile wallet that would be honored at its members' retail locations.

  Visa, the largest credit card processor in the world, reported in July ‘12 that credit card charge volume grew in 3Q by 9.8% to $246 billion on 2.88 billion transactions, up 12.1%.

  Automated clearing house (ACH) network volume increased 4.4% in the first quarter 2012 over the year-earlier period, while paper checks saw total transaction volume decline 6.5%

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Next Year’s Focus 2013 promises to be the most disruptive year yet for consumer payment options. This study will expose retailers’ current use of payment technologies, as well as their understanding and plans for alternatives in the near future.

Questions to be answered include:   How fast retailers are moving towards adoption of contactless payment

methods (mobile, EMV); Which networks look most promising?

  How retailers manage fraud risk with “card not present” transactions

  How retailers manage data security with electronic payment transactions, especially in the context contactless payments

  The extent to which new payment types are replacing traditional cash, check, and credit

  Whether and how retailers are exploring new digital equivalents of cash

  The impact of cross-channel shopping behaviors on payment handling

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Pricing Benchmark Survey Launch: January 2013 Report Release: April 2013 Presented by: Paula Rosenblum

OUR 6TH ANNUAL REPORT

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This Year’s Key Takeaways   76% of survey respondents still continue to increase the number of price changes

sent to stores.

  67% report consumer price sensitivity as a top-three business challenge, up from 46% in 2010.

  Almost twice as many Retail Winners cite consistency in price across channels as a top-three business challenge than laggards. 1/3 more laggards focus on consumer price sensitivity and increased promotional intensity of competitors.

  34% of respondents report that zone pricing plans have been damaged by consumer price transparency and 21% report that they have returned to one price across channels - twice as many respondents as in 2011.

  Forty percent of retail respondents, down just slightly from 2011, still report that they “haven’t seen it yet” in response to questions about showrooming.

  41% of retailers report they are not able to execute at the level of granularity that pricing solutions provide, a three-fold increase over 2011.

  Retailers reporting “measuring the impact of pricing decisions” as a top-three operational challenge increased from 50% in 2011 to 64% in 2012. Winners and laggards separate, with 70% of Winners reporting it a top-three operational challenge vs. only 30% of laggards.

  Retailer's highest investment priorities for 2012-13 include markdown planning and forecasting, followed by end-to-end pricing lifecycle management

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Next Year’s Focus Presuming that in general, hyper-promotional tactics continue:   Have retailers followed through on planned tech investments?

  Are they better able to predict impact of price changes?

  Better able to determine what the impact of what they did really was?

  Showrooming: Are more retailers seeing it yet?

  Zone pricing: Is it dead?

  And what about data gathered from new channels? Progress?

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62%

31%

8% 17%

56%

28% 33%

44%

22%

Agree Neutral Disagree

"We are Collecting Data from New Channel Promotions and Using it to Make Better Pricing

Decisions"

Retail Winners Average Performers Laggards

Global Retailing Survey Launch: February 2013 Report Release: May 2013 Presented by: Steve Rowen

A BRAND NEW STUDY FOR RSR

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Why We’re Going Global   When RSR began 5 years ago, our respondent pool and area of influence was

predominantly comprised of North American retailers

  With each survey RSR conducts, we receive a more global response pool

  At the same time, more and more North American-based retailers report retail presence in far-off places – and vice versa

  Recent reports (Merchandising, Marketing, eCommerce) have provided the ability to cross-cut data by interesting new geographies

  Mature markets show slow and stagnant growth – retailers tell us the future of their store-based based operations lies in Asia Pacific and South America

  Technologists expressing more and more interest in what our data can tell them about new geographies they are expanding to

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Where We’re Headed in 2013   What common external challenges do retailers face in their efforts to go global?

  Supply Chain   Merchandising   Marketing   Store Operations   eCommerce and Cross Channel

  What are some of ways Winners are already doing things differently?

  Lessons for retailers   Education for technologists

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Cross Channel Strategy Survey Launch: March 2013 Report Release: June 2013 Presented by: Brian Kilcourse

OUR 7TH ANNUAL REPORT

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This Year’s Key Takeaways   For the first time, more retailers report that they operate online/e-Commerce channels than they do traditional

stores (92% vs. 89%)

  The number of retailers operating a “traditional” catalog channel has dropped from 51% in 2011 to 38% now

  98% of retailers think that allowing the customer to purchase, take delivery, or return a product through the channel of their choice is important.

  For all retailers (100% of those surveyed), maintaining a single brand identity across all channels is important

  While 100% of responding retailers believe that the customer shopping experience should be consolidated across all channels for a consistent experience, only 32% have achieved that goal

  Retail Winners demonstrate a relentless focus on the customer; 100% of those retailers plan to consolidate the shopping experience, loyalty programs, and social and digital marketing across all channels

  Cross-channel fulfillment processes remain difficult to develop and execute

  37% more Retail Winners than other retailers believe that the Marketing function should drive the cross-channel strategy forward

  Not having a single view of customers across all channels has risen as the top inhibitor for 55% of retailers. Winners feel more strongly that consolidating customer data across all channels is a prerequisite to prioritizing integrated cross-channel capabilities

  A majority of Retail Winners show a greater willingness to work with outside integration partners than in the past (56% compared to 25% in 2011), a reflection of their belief that the internal IT organization is too constrained to take on more projects

  Enterprise-wide customer visibility and customer insights are the top technology enablers for Winners; for non-winners its customer and inventory visibility. These finding translate almost directly into each performance group’s technology investment priorities.

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Next Year’s Focus With the convergence of merchandising, marketing and supply chain management

in an omni-channel world, the retail industry has reached a turning point:

  Have retailers followed through designing the total customer experience?

  What is the role of digital channels in helping consumers investigate, select, pay for, and take fulfillment of their purchases?

  How are retailers converging their operational processes to support consumers’ complex paths-to-purchase?

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33%

43%

40%

27%

50%

30%

37%

35%

32%

46%

53%

54%

54%

57%

59%

61%

70%

100%

Demand Forecasting

Social media marketing

Digital marketing

Store Operations

Customer segmentation

Fulfillment

Inventory visibility

Loyalty management

Customer shopping

Very Important Synchronization Done or In Progress

  What Technology investments are retailers making to support an omni-channel operating model?

The Store Survey Launch: April 2013 Report Release: July 2013 Presented by: Nikki Baird

HOW TO SURVIVE IN A POST-AMAZON WORLD

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2012 Key Takeaways   Self-service plays a role, but it’s not the only technology that can improve customer

service

  Laggards are more likely to cite new customer-facing self-service touch points as having potential to deliver value - they still eagerly hope that personal scanners and self-service scales will help drive more customer value

  Employees must play a different in-store role than they have

  Winners have shown the greatest willingness to put money back into manning their stores - 37% have increased payroll-to-sales ratios vs. 21% of peers

  While only 35% of laggards identify the ability to educate and empower in-store employees via new technologies as a means to make the store more alluring to increasingly educated consumers, 65% of Winners cite it as their top opportunity

  36% of Winners have had mobile touch-points in store managers’ hands for longer than a year (vs. 0% of laggards)

  Retailers need to speed up the exchange of data between corporate and stores

  42% of winners get near-real-time updates for sales, and as many again for customer vs. 15% of laggards for sales and 8% for customers. 77% of laggards are on nightly batch updates vs. 25% of winners.

  No WiFi, even for store employees? 40% still say that is still the case   #1 Inhibitor for store technology initiatives: existing technology infrastructure. It

narrowly trumps challenges to prove ROI and just getting the working capital to do the project.

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Where We’re Headed in 2013   The store is being asked to do more, right?

  Supply chain fulfillment point   Local marketing department   Local social media resource

  Does that change what retailers expect from store employees? Store managers?

  What’s the long-term future of the cashwrap?

  What are retailers putting on employee-facing mobile devices, and is it working?

  Selling apps?   Clienteling apps?   POS?

  Is the store still losing out to digital experiences, or is it making a comeback?

  What are the most successful opportunities for overcoming the digital divide in stores?

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Marketing Survey Launch: May 2013 Report Release: August 2013 Presented by: Steve Rowen

NEW CONSUMERS NEED NEW MARKETING

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2012 Key Takeaways   2/3rds of retailers report that their chief marketing executive reports to the CEO, but

only 23% of respondents report that the highest-level marketing executive is the Chief Marketing Officer (CMO).

  The percent of respondents reporting that the VP of Stores owns the customer has declined significantly - from 18% in 2011 to 9% in 2012. And both the CMO (or equivalent) and the CEO have benefited from that decline - the percent of respondents reporting that the CEO owns the customer increased by more than five points.

  Building the brand and driving sales are the top two areas where retailers report their marketing departments are spending their time. They report spending the least amount of time on engaging customers, building customer loyalty, and communicating offers.

As always, Winners differ:   More Winners are using community social media such as Facebook as a communication channel: 61%

vs. 45% of peers, and also outpacing all other communication channels, including print ads, direct mail, email, and TV.

  Almost one-half of Winners and 40% of less-performing retailers say that measuring effectiveness is a top internal challenge to implementing a marketing strategy

  One third more Winners than all others (55% compared to 42%) agree that tasking an executive with specific responsibility of the overall customer experience is the best way to overcome the internal challenges and inhibitors that they face.

  Almost half as many more Winners than others (47% vs. 31%) believe that investing in a streamlined marketing technology platform is critical, and an even greater differential exists as relates to technology experimentation (nearly double - 45% compared to 24%). 23

Where We’re Headed in 2013   The top three technologies reported by survey respondents in 2012 were

customer purchase analytics, CRM, and marketing operations planning.

  With these three solutions, any retailer theoretically has the ground floor to a more sophisticated marketing organization - the ability to understand customer behavior, target and influence that behavior, and coordinate that targeting across both channels and organizations internally.   Where are retailers in their implementation cycles of these new technologies?

  The role of the chief marketing officer is starting to have impact, but there is much work to be done to align supply chain, merchandising, store operations and IT to the new customer focused model.

  How are retailers responding to these new marketing challenges?

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Merchandising Survey Launch: June 2013 Report Release: September 2013 Presented by: Paula Rosenblum

ANOTHER “PERENNIAL”

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This Year’s Key Takeaways Localized assortments are just one possible outcome of assortment optimization

  Demand Forecasting and customer analytics now most important for retail success

  34% plan to optimize assortments against new key customer segments in the coming year.

Significant differences between Winners and laggards, Mid-market and all others.

  Value unquestioned, but understanding of tools and techniques varies drastically depending on performance and revenue.

  Integrated planning with cross-functional teams remains the holy grail for retailers: 47% of Winners (vs. 14% of laggards) identify this as a key means to improving their merchandise processes.

  Laggards finally moving away from spreadsheets: 25% will be spending the coming years eradicating their spreadsheet-run merchandising processes.

  NO retailers in the mid-market report the use of market basket analytics, while 51% of the largest retailers and 44% of the smallest retailers report these technologies are implemented.

  Mid-market retailers lag in Customer segmentation and planogram optimization technologies.

  FMCG retailers still trail other segments in both current technology usage and forward-looking processes.

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This Year’s Focus Blending old and new merchandising tools and techniques to support profitable growth

  Progress made on incorporating customer segment info into merchandising processes

  Has the mid-market progressed?

  Have retailers followed through on planned tech investments? Are they using more creative delivery mechanisms?

  What has the impact been on selling gross margin?

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59%  

22%   19%  

53%  

35%  

12%  

33%   33%   33%  

Increased   Remained  the  Same   Decreased  

Changes  to  Selling  Gross  Margin  Over  the  Past  Three  (3)  Years  

Retail  Winners   Average  Performers   Laggards  

BYOD Survey Launch: July 2013 Report Release: October 2013 Presented by: Brian Kilcourse

OUR 1ST ANNUAL REPORT

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BYOD – a Hot Topic!   In RSR’s 2012 Store Technology study, we learned that 50% of high-performing

retailers agree that new in-store technologies can help improve their workforce, compared to only 6% of underperformers.

  Mobile is clearly a “winning” strategy. The same study showed that 36% of Winners who have had mobile touch-points in store managers’ hands for longer than a year (vs. the 0% of laggards) The staggering 46% of laggards reported no plans to give store managers mobile access.

  One hundred percent of mega retailers (over $5 billion in annual sales) cite the ability to educate and empower their in-store employees via technology as a top-three opportunity.

  39% of retailers surveyed now deliver information to customer-owned PDAs, cell phones, or tablets. Another 39% currently have plans to do so.

  Only 19% of retailers make WiFi available to their customers in the store. Twenty-one percent make it available throughout the store to employees. Retail Winners show a slight edge, with 29% reporting wireless available to customers and 36% reporting wireless available to sales associates and managers throughout the store.

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Next Year’s Focus The rapid adoption of “smart” mobile technologies affords retailers the

opportunity to enable BYOD (“bring your own device”) capabilities to the store – for both customers and employees. RSR’s 1st study specifically on the subject will seek to uncover:

  If and how retailers are considering offering instore mobile capabilities to consumers with content, social media, and commerce capabilities

  If and how retailers are enabling store employees with BYOD strategies for assisted selling, access to corporate data, social networking, e-mail, and business applications

  Concerns retailers have about security, ease-of-use, and manageability of BYOD capabilities, and how they will address them

  The level of interest retailers have in enabling consumer smart mobile devices for self-checkout, payment handling, and loyalty incentives

  What Technology investments are retailers making/planning to make to support BYOD for both consumers and employees?

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eCommerce Survey Launch: Current Report Release: November 2012 Survey Launch 2: August 2013 Report Release 2: November 2013 Presented by: Steve Rowen

WHAT COMES NEXT?

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2012 Key Takeaways Community: More than twice as many Winners express the ability to provide more

ways for consumers to connect with each other through their brand as a top-three challenge.

Top challenges are understanding how different customer segments engage online and difficulties coordinating with other channels to create a seamless cross-channel experience. Laggards don’t even know where to start in creating a differentiated online experience; Winners have made significant inroads, understanding that inventory plays a key role.

Retail Winners feel the need to upgrade their eCommerce channel, either to accommodate cross-channel capabilities, or in the case of online pureplays, to create an outstanding online experience that eclipses the need for stores

The biggest eCommerce opportunities come from the cross-channel imperative. Retail Winners agree that the eCommerce platform will serve as the central point of all digital activity across channels

Winners are more focused on online merchandising and the rich media that goes with it, while laggards are looking at search and browse as their most valuable capabilities.

Winners are also more focused on improving the fulfillment process - a very mechanical aspect of eCommerce and cross-channel, as well as more targeted email campaigns.

Retailers are becoming less beleaguered to allocate human resources to experiment with new eCommerce offerings. 32

Where We’re Headed in 2013   Survey available now – nearly at quorum

  Report releases in November, draft will be available in mid-October

  New focus on third-party marketplaces, their role in branded retailing

  Previous years have shown heavy retailer focus on ‘bread and butter’ technologies, such as online analytics product reviews, and product recommendations, while Winners look further down the line

  Where are Winners with such technologies as Product-level Social Networking Integration, Site Performance Monitoring, Distributed Order Management, Internationalization of Site, User Tagging/Personalization, Product Video, and Self-learning Search/Facets?

  eCommerce platform refresh is widely needed – So is POS refresh

  What happens across channels - Is the eCommerce platform ready to extend?

  If so, how?   If not, when?

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Cross-Channel Supply Chain Survey Launch: September 2013 Report Release: December 2013 Presented by: Nikki Baird

THE IMPLICATIONS OF BUY ANYWHERE/GET ANYWHERE CULTURE

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2012 Key Takeaways   Retail Winners report feeling more pressure than their peers from the

business challenges of erratic consumer demand and fast-paced digital growth.

  Winners have opted to sacrifice service levels as the preferred alternative to carrying too much inventory - they are half again as likely as their peers to report they suffer from out of stocks than that they have too much slow-moving inventory.

  Flexibility to adjust quickly to deviations from forecast appears to be too hard of an opportunity to grasp for almost 70% of this study’s respondents, although more Retail Winners continue to invest in those capabilities than do other retailers (36% compared to 24%).

  Retailers don’t think that a supply chain redesign is a prerequisite to improving performance, turning instead to better coordination between supply chain, merchandising, and channels.

  Retailers say that they need to rip out the current incentives and metrics alongside a major reorganization of the internal structure, but that they need a hard business case and return on investment before they can do it.

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Where We’re Headed in 2013   We’ve waited a long time for cross-channel to have an impact on supply

chain, and time is finally up.

  Retailers have bought some time by isolating supply chain from the biggest omni-channel impacts, but can’t get away with it any longer.

  How a retailer sells is starting to dictate how the supply chain should be organized, not the other way around

  How much progress are retailers making in acknowledging – and embracing – this transformation?

  How are new types of fulfillment changing the supply chain opportunity?

  Drive-ins? Drive-solos? Dark stores? Neighborhood lockers? Ship from store?

  Retailers last year said they needed a hard ROI before they could make the drastic organizational and structural changes they need to keep supply chain on top of omni-channel changes

  Is that still true, or has reality finally set in about the cost of NOT investing in cross-channel supply chain?

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Advanced Analytics In Retail Survey Launch: October 2013 Report Release: January 2014 Presented by: Brian Kilcourse

OUR 7TH ANNUAL REPORT ON BI

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Advanced Analytics In Retail   In RSR’s 2012 study on BI & Analytics, 50% of retailers rate “shifting from

product focus to customer focus” as their top business challenge today

  2012 responses show an elevated concern that merchants don’t get information fast enough today to react to differences between what they thought would happen vs. what is actually happening (61% compared to 52% in 2011).

  Seventy three percent of retailers in the survey rate “Better ‘what if’ modeling capabilities for matching demand with assortment, price, and promos” as the top opportunity from the use of BI and analytics (up from 65% in 2011)

  Different “versions of the truth” – data in different operational systems that can’t easily be reconciled, and a hard-to-prove ROI remain top inhibitors to progress.

  Store Managers and Line Managers are viewed as most needing access to the results of BI and Analytics. Executives and analysts are the ones currently getting the most access.

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Next Year’s Focus Retailers’ priorities have historically been focused on products. However,

our 2012 research revealed that retailers - challenged by new omni-channel consumer behaviors - have “turned a corner.” 45% are currently putting an enterprise-wide analytics strategy in place, with the majority shifting from a product focus to a consumer focus. 2013 will be a critical year to track retailers’ progress.

  How retailers are using advanced analytics to anticipate consumers’ paths-to-purchase in the omni-channel selling environment based on past history and similar behavioral patterns

  What new metrics are being utilized to determine the best way to reach consumers with value messaging that builds loyalty, sales, and profits

  How retailers are taking advantage of new non-transactional attributes of customer data to optimize marketing and merchandising decisions

  How retailers are positioning actionable information from their analytical systems with those closest to the consumer at the time of purchase.

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Mobile Survey Launch (Consumer Mobile): October 2012 Report Release (Consumer Mobile): January 2013 Survey Launch 2 (Infrastructure): November 2013 Report Release 2 (Infrastructure): February 2014 Presented by: Steve Rowen

WHERE ARE THE BIGGEST OPPORTUNITIES?

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Past Key Takeaways   By 2011, had the opportunity to take over conversation in any topic, became its own

report

  Already a Winner’s game:   Over half of Retail Winners report that they are seeing sales from their mobile channel vs. 37% of their

peers   92% cite the consumers use of mobile as part of their “today” shopping experience as their top

business challenge   Winners outnumber their peers nearly 3 to 1 in the number of respondents in currently operating a

dedicated mobile site, and are also more likely to report having a downloadable mobile app. Their peers, on the other hand, are most likely to report their mobile presence is an SMS campaign, rather than something targeted to a smartphone.

  Retail Winners are more likely to focus on a more definable business need - that they are seeing the traffic on their online site increasingly come from mobile devices.

  Winners more inclined to feel that store sales are getting cannibalized, while simultaneously seeing an opportunity - that their competitors have not yet figured out their mobile strategy.

  Laggards are six times as likely to say that mobile price comparison is hurting their business   Also more laggards ironically note that their competitors have a mobile strategy and they need to

respond.   Winners slightly edge out their peers in reporting an interest in leveraging

employee-owned devices to meet the information challenges that mobile-armed consumers are presenting in stores

  Both Winners and their peers struggling with the fast pace and "wild west" feel of the consumer technology landscape - citing the speed of change in consumer mobile technology 41

Where We’re Headed in 2013   Survey getting ready to launch (Mid-October, 2012)

  In-Store Customer-facing mobile opportunities and technologies: continuous study in Store Report/Omni-channel Report

  In-Store Employee-facing mobile opportunities and technologies: Store Report/Omni-Channel Report, even the Merchandising and Supply Chain Reports

  Leaves complicated questions around security, consistency: How do retailers intend to meet the needs of these various constituents?

  A question that needs answers sooner than later

  Soon-to-be released survey will examine the infrastructure requirements to support ALL of the mobile opportunities are hungry for

  What does a Winning mobile infrastructure look like?

  2013 Report releases in January 2013

  Another survey already scheduled for November, 2013

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Spotlight on the Small and Midsized Retailer Report Release: March 2014 Presented by: Paula Rosenblum

A UNIQUE PERSPECTIVE

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Why Focus on the Small and Mid-market Retail Space

1.  About a third of our overall survey respondents

2.  Unique problems

  The small retailer pressured on all sides, in surprising ways   Mid-market growing pains, apparently under-served and under-educated

3.  Opportunity to inform, educate and elevate the level of conversation

4.  The breeding ground for the next generation of Retail Winners

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Highlights from 2012 Reports Merchandising Mid-market Challenges   Technologies MIA: Assortment optimization technologies, price

optimization, Space optimization, market basket analytics, Customer segmentation and planogram optimization technologies.

Store

  Small and mid-sized retailers adding more payroll than others

  38% mid-market retailers report plans to buy POS next year

  Mid-sized retailers want to provide more specific and localized direction to their store managers

Supply Chain

  Dramatic changes required as a retailer grows

  Some surprising challenges (chart on next page)

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Surprising Issues in the Supply Chain

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43%

7%

36%

50%

57%

29%

36%

43%

17%

17%

33%

33%

33%

50%

50%

67%

Excessive transfer activity to meet local demand

Not enough visibility into our supply chain within our “four walls” (store-store, store-DC, store-direct, etc.)

Information gleaned from our processes and systems comes too late to enable corrective action

Not enough visibility into the supply chain outside our “four walls”

Past sales are no longer enough to predict future demand

Lost sales from out of stocks

Too much inventory

Supply Chain Management and Merchandising Management are often in conflict

Top Three Operational Challenges Currently Impacting The Supply Chain

Retailers < $500M Retailers > $500M

Next Year’s Focus Support the next generation of Retail Giants   Highlight improvements from prior year   Identify new segment-specific weaknesses   Be very, very prescriptive  Short-circuit problems before they happen   Infrastructure MATTERS

Help de-silo organizations

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Questions?

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Topic   Survey Launch   Report Release  Payments   Dec-12   Mar-13  

Pricing   Jan-13   Apr-13  

Enabling Global Retailing   Feb-13   May-13  

Cross-Channel Strategy   Mar-13   Jun-13  

Store   Apr-13   Jul-13  

Marketing   May-13   Aug-13  

Merchandising   Jun-13   Sep-13  

BYOD: Secure Employee Enablement   Jul-13   Oct-13  

eCommerce   Aug-13   Nov-13  

The Cross-Channel Supply Chain   Sep-13   Dec-13  

Advanced Analytics in Retail   Oct-13   Jan-14  

Mobile   Nov-13   Feb-14  

SMB: Profitable Differentiation   Dec-13   Mar-14  

Linda Wolfe: lwolfe@rsrresearch.com

774-284-4679

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Thank You!

www.rsrresearch.com