p.o.p by 4:00AM

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I have been working for one of New Zealand’s largest and oldest retailers (1.9 million customers) for six years.  My roles have been in sales assistance service, merchandising, store promotion management, stock-taking management, and supply chain liaison.  

 

I know first-hand what goes on behind the counter, the shop floor, warehousing, customer behaviours/expectations and staff experiences. 

 

Over the years, I have been experiencing, exploring and thinking about where the operational performance gaps are.  Questions I have been engaging in, how do we: -

 

  1. Improve connected experiences for customers

  2. Use the collection of consumer data in fluid ways AND make the most of data

  3. Comply with security and privacy regulations

  4. Increase staff productivity and retention

  5. Reduce friction, stress, and dysfunction internally and externally

  6. Be time effective in solving customer dissatisfaction

  7. Create environmental sustainability strategies

  8. Is there cutting-edge technology being created that could transform key challenges

  9. What’s missing?

 

My assertions are: -

 

  • Retail transactional systems are not optimized for transparency, meeting customer expectations, operational effectiveness and are not taking full advantage of technological opportunities,

 

  • Most transactional systems are outdated, fragmented, inefficient, and detrimental to our environment. These systems create significant disconnectedness between all parties involved in the transaction process, including payment systems and banks,

 

  • Retailers need to expand the lifetime value of a customer by engaging with them continuously and intelligently to strengthen relationships across diverse cultures, genders, products, and services.

 

  • There is a need to gain richer data sets that are required to fuel advanced analytics to generate significant value for customers, retailer partners, including banks and through AA (advanced analytics) and ML (machine learning) information for decision making to avoid breaching security/privacy laws internationally

 

  • End-to-end automation to craft highly personalized messages at each step of the customer acquisition journey, capture information for easy expenditure/payment reference.

 

  • Retail transactions have a negative impact on our environment.

 

There is an operational blind spot from “my day to day” experiences on the shop floor.

The key practical challenges of our current system:

 

Consumers and Data Capture/Use

 

  • Exchanges

  • Returns

  • Purchase History

  • Warranties

  • The efficiency of service in-store

  • Ease

  • Customer Satisfaction/Experiences/Knowledge contribution

 

Merchants

 

  • Productivity

  • Employee Retention,

  • Cost-effectiveness and profit

  • Operational effectiveness

  • Information systems and data for fluid use

  • Time

  • Customer reach

 

Environment

 

- ¼ of all paper landfill is thermal paper (receipts)

 

According to The Huffington Post, for one year in the US alone it takes the following to manufacture paper receipts

 

• 10 million trees

• 250 million gallons of oil

• and 1 billion gallons of water

 

Thermal receipts currently contribute to all the impacts listed above.

 

Health and Well-Being

 

  • Staff are subjected often to “retail rage”

  • Situations regarding dissatisfaction through lack of transparency in transactions from both ends cause stress and put pressure on staff and customers

  • Staff are not fulfilled, do not engage with customers for fear of difficult situations, this then creates high attrition and dysfunction in the culture

  • People could be at risk of not being protected from the spread of Covid.

 

Data Capture

 

  • Data Capture for transparency and user/customer experiences

 

 

 

A connected experience is an

Optimized transparent experience. 

It’s time to digitize, become eco-efficient or

fall behind!

 

There is a solution!

 

p.o.p

Personal. Optimized. Purchasing

 

p.o.p is a simple, eco-efficient digital solution that has the potential to disrupt current end to end transactions (affecting banks, consumers, retailers, supply chains).  p.o.p will enable retailers to serve more customers, expand market share, and increase revenue at lower cost, whilst having a positive impact on the economic, environmental, and social well-being of communities, globally.

 

Fundamentally, P.O.P will make the shopping experience easier, more enjoyable, and sustainable.

 

It involves digital technology that enables across production and the end-to-end value chain, this includes connecting with customers directly, without violating security commission sanctions.

 

It proves measurable improvements across performance indicators including cost, agility, convenience, and quality.

 

It drives sustainability gains by reducing consumption, resource waste, emissions whilst sustainability and competitive excellence are not only compatible but interwoven.

 

Significant research has been undertaken, including validation by large retailer executives and IT programmers who suggest the P.O.P is the future of retail.

 

 

 

p.o.p is in the pre-formulation phase.

 

For the big picture, technology framework and further information:

 

Please contact Lucia Kennedy