Point of View

Managing Order Costs and Velocity: A Route to Dynamic Order Management

Download this Point of View to learn how increased cost per order is more than just a margin leak for retailers and understand what can be done to address the deficiencies in the current Omnichannel order management processes….

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Benchmark Research

Stores as Hubs of Omnichannel: Myth vs. Reality

The complexities of creating a single integrated channel experience in the store are tremendous and the pressure of cost justifying each investment has slowed (not stalled) retailer’s efforts. Download this benchmark report to understand business challenges, capabilities, priorities and investment areas…

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Point of View

Democratization of Retail

Several disruptive forces are at work globally — fostering a new-age consumerism that is participative, fragmented and personal. Download this Point of View to find out the key forces disrupting retail, their impact on the retail business model, and the key capabilities retailers will need to…

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Benchmark Research

Customer-Centricity: The Holy Grail of Omni-Channel Merchandising

While retailers are making great strides with customer-centricity in marketing and customer service, merchandising has not made the same progress. The move toward customer-centricity will require not just higher levels of coordination but for many retail organizations dramatic cultural change. Download this benchmark report to learn about priority initiatives, challenges and technology trends…

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A Framework for Retail Transformation

The “democratization” of retail has decisively transferred control of the user experience from the retailer to the consumer. Disruptive and transformational forces are forcing retailers to acquire new “currencies” critical to success. Retailers need to analyze these hitherto foreign skill-sets and capabilities to transform their business. This point of view delves into each of these “currencies” and provides a detailed, prescriptive set of actions for retailers to focus on. Download Full...

Deciphering the Customer’s Buying Journey

As bricks and clicks continue to converge, stores are experiencing new operational and customer experience challenges.  Retailers have to keep themselves fully apprised of customer’s brick and click behavior before, during and after the buying experience. Retailers must focus their store transformation efforts on strengthening operational and unified commerce capabilities in order to improve their understanding of customer buying journeys or path-to-purchase decision. Download this Point of View that illustrates the retailers’ need to have in-depth knowledge of customers’ buying behavior across devices, channels, products and categories in order to improve customer experience through personalization. Retailers must focus their store transformation efforts on strengthening operational and unified commerce capabilities. Download Full...

Rapid Evolution of Unified Commerce in New Age Retail

Modern POS is an integrated customer-centric platform for unified commerce. It combines real-time contextual marketing, order, delivery & inventory visibility to aid digital and location-based commerce. This infographic reflects the Rapid Evolution of Unified Commerce in New Age...

Changing the Retail Labor Model for a New Retail Environment

The existing labor model in retail is being turned on its head. The rapidly changing retail environment is creating new challenges for retailers and consumer goods manufacturers that have an impact on their labor needs. Omnichannel sales growth has led to a number of in-store challenges – increased competition accessible via a smartphone in a shopper’s hand, inventory and fulfillment challenges, need for merchandising alignment with the online experience and a much more demanding...

Engaging Connected Consumers through Location Insights

Retailers can no longer be left in the dark about consumer shopping habits in the store. The most successful retailers will be the ones that have intimate relationships with their customers, especially those that are typically harder to track in-store throughout the purchase cycle. Download this whitepaper that illustrates how a store’s existing Wi-Fi data and insights can help monitor in-store customers and define the specific areas of the store, staffing focus and merchandise that keep these customers returning. Download Full...


Toshiba’s Bigger and Better User Show in 2016

This year’s ‘Toshiba Connect’ was held in Las Vegas and dare I say what happens in Vegas stays in Vegas! In fact, it will be quite the opposite for Toshiba and its customers in 2016 as there are a slew of new strategies and capabilities that are waiting to make their mark in retail and other industries. Store and point-of-sale (POS) re-investments, customer personalization, digital consumer experiences, payments and evolution of omnichannel were the main strategy areas and collaborative themes led by Toshiba, retailers, media and analysts that spurred discussion and discourse during the conference. Toshiba executives Scott Maccabe, Bill Melo, Michael Griffiths and a few others laid out the key mission focusing on Enriched Shopping, Actionable Insights and Frictionless Checkout, as well as the strategy and solution roadmap for Toshiba Global Commerce Solutions in the aforementioned areas. Customer executives from Safeway, Kroger, Brookstone, PVH and other retailers provided a promising view of their retail growth and customer experience innovation taking place today. However, large U.S. retail executives also went on the record discussing their challenges in meeting the October 2015 EMV deadline. A number of retailers spoke at length about the lack of clarity around industry standards for seamless ‘chip & signature’ POS pin-pad migrations. Retailers have experienced various concerns related to customer experience issues, 30%-50% longer transaction time, deployment delays, system testing, continued data security concerns and store employee training complexities. EKN’s February 2015 POS Blueprint study showed that 7 out of 10 retailers were ill-equipped to roll out chip & signature-ready terminals by the October 2015. The Toshiba partner ecosystem also had a lot more depth...

Retail Enterprise Agility: A Necessary Step for Future of Retail

Within most softlines, grocery and hardlines retail segments, the need for enterprise agility and speed to market has often been talked about in terms of response time of store, headquarter or supply chain teams to align with current and emerging market and consumer trends. Agility in retail can translate into initiatives including but not limited to rolling out new channels/stores, new product introduction, marketing, content and technology innovation that improves customer experience or operational efficiencies. Retail enterprise agility is not just about quick decision-making and resource allocation but also enabling improved sales, cash-to-cash cycle time and product lead time attainment. It requires collaboration and common workflows at the product and customer-programs level between stores, digital teams, merchandise planning, sourcing, product development, marketing, IT, business intelligence and supply chain visibility and collaboration. While agility in the product value chain must conform to seamless movement of product from concept-shelf, creating deeper customer connectivity, engagement and personalization during the customer path-to-purchase journey, requires retailers to demonstrate consistent dedication, commitment and a steady flow of investments in ensuring customer-facing digital transformation. Digital thinking, data insights and customer science is inherent in such a transformation and no department or channel in retail can be devoid of essential building blocks such as access to real-time digital data, digital device-based insights & accessibility and workflows enabled on digital assets. The simplest example of the ROI waiting to be gained from such a transformation is in the ease of doing day-to-day business in a store. Retail store associates or managers should not have to pace back-and-forth between the back office and the customer front-end every time they...

How to Re-Activate Current Loyalty Programs to Bring Alive Loyalty

In this age of well-informed, technology-savvy, connected consumer, is customer loyalty dead? An EKN survey (EKN 2014 Next Generation Shopper Experience: A Millennial Consumer Perspective) shows that the customers, especially the millennials, are willing to spend additionally upto 30% over the same period in case they get a great shopping experience. EKN’s analysis shows that the same customers sometimes defect their loyal brand in search of better prices and convenience. Retention had never been so difficult. So how exactly then a retailer claims to retain a loyal customer base when the customer’s behavior suggests otherwise. One needs to figure out the good that the existing retail loyalty programs are doing for the business except for providing a momentarily transaction-based attraction for customers. It is interesting to find that many retailers run these contests amongst their employees in store in return of incentives, to get the maximum no. of registrations for their loyalty program. Does the buck stop here? No, we believe, it is equally critical for retailers to ensure the subscribed customers make use of the program consistently and this can only happen when customers realize the associated far-reaching rewards than mere transactional benefits. This notion ties back to the concept of customer lifecycle value, one of those metrics which has seen most retailers struggling with. Measuring customer’s lifecycle value considers into account a more holistic view of the value derived from the customers over the period and thus challenges the retailers’ myopic view in executing a transactional loyalty program. The concern mentioned above is applicable to most retailers irrespective of their format, segment and size. Key issues that...




EKN is a boutique research and advisory firm focused on business-technology insights in the consumer industries of retail, consumer goods, travel and hospitality. Our goal is to fill a gap in the industry by offering prescriptive insights on topics of greatest importance to our audience, and to assist business and technology executives in discovering disruptive technologies and vendors.