The spread of mobile technology has also opened up new data-gathering and analytics possibilities for retailers, but for many, turning the new waves of mobile-generated information into useful insights is still very much a work in progress. Analytics opportunities – and challenges – enabled via shoppers’ mobile devices are multiplied when consumers enter, or even come near, a retailer’s brick-and-mortar store. Mobile-enabled analytics can be used to gain a greater understanding of general traffic patterns and customer behavior, but can also be tied to individualized measurements of shopper activity.

1. MOBILITY IN RETAIL
MOBILITY
IN RETAIL
A S u p p l e m e n t t o m o b i l e e n t e r p r i s e a n d RI S NE W S Ma g a z i n e
Enabling the on-the-go enterprise
p r o d u c e d b y
C U S T O M E R C E N T R I C I T Y • T A B L E T S • A N A L Y T I C S
MOBILITY
IN RETAILEnabling the on-the-go enterprise

2. MOBILITY IN RETAIL 3
MOBILITY IN RETAIL
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This is the third year for the Mobility in Retail supplement, and mobility shows
no signs of losing steam. In fact, it continues to gain momentum at lightning
speed, with customer centricity, tablets and mobile analytics being key areas
of growth.
Mobile technology serves a dual purpose for retailers, aiding both the em-
ployees and customers who consider a mobile device part of their daily lives.
Careful planning, execution and device management solutions are the cor-
nerstones of a successful mobile strategy for any retailer. Those who take
advantage of the benefits of integrating mobile capabilities into their brand
experience will see increased sales and productivity of employees. With mo-
bile, retailers can send customers coupons and loyalty points, access quicker
checkout and redeem rewards automatically.
Because they are portable, mobile and convenient, tablets are changing
the way businesses operate and can save time for employees by providing im-
mediate access to product information, documents, corporate materials and
presentations, plus connect workers to each other and to core business pro-
cesses now made more efficient. To truly see the value of tablets in business,
it is critical to build ROI not around the device itself, but what the business is
looking to accomplish. This means implementing a holistic solution to achieve
these goals, both from an ROI perspective and from ensuring user experience
and effectiveness.
The spread of mobile technology has also opened up new data-gathering
and analytics possibilities for retailers, but for many, turning the new waves
of mobile-generated information into useful insights is still very much a work
in progress. Analytics opportunities – and challenges – enabled via shoppers’
mobile devices are multiplied when consumers enter, or even come near, a
retailer’s brick-and-mortar store. Mobile-enabled analytics can be used to gain
a greater understanding of general traffic patterns and customer behavior, but
can also be tied to individualized measurements of shopper activity.
One thing is for certain, mobility in retail has only just begun, and we look
forward to seeing what next year’s mobile evolution will bring.
Retail on the GO
E D I T O R ’ S N O T E
Member
Member
Printed in the USA
F O U N D E R
Douglas C. Edgell
1951-1998
Nicole Giannopoulos
Associate Editor, RIS News

3. MOBILITY IN RETAIL C H A P T E R T I T L E SMOBILITY IN RETAIL C U S T O M E R C E N T R I C I T Y
Striking a balance between the tra-
ditional challenges of retail and the
ever-evolving mobility space means
retailers need to adapt quickly. Mo-
bile technology serves a dual pur-
pose for retailers, aiding both the
employees, and, in turn, customers
who consider a mobile device part
of their daily lives.
For a sales representative look-
ing to access up-to-date inventory
records and product information
quickly and without interruption to
their customer, it’s crucial to have
accurate information stored secure-
ly on a device and readily available.
Careful planning, execution and
the right device management solu-
tions are the cornerstones of a suc-
cessful mobile strategy for any re-
tailer. Those who take advantage of
the benefits of integrating mobile
capabilities into their brand experi-
ence will see increased sales and
productivity of employees. With mo-
bile, retailers can send customers
coupons and loyalty points, access
quicker checkout, send immediate
discounts at checkout, and redeem
rewards automatically.
Mobility means that associates
can spend more time with custom-
ers in the store ­­­— ­­improving the
experience and resulting in higher
satisfaction from this personal at-
tention. It can also enable an easier
sell (and higher job satisfaction) for
associates who have full product in-
formation in their hands. Many retail-
ers, including Saks, CVS, Walmart
and Sportsman’s Warehouse are roll-
ing out capabilities in an attempt to
keep up with consumer expectations
and reap the benefits of mobility.
The Connected Store
Saks Fifth Avenue has launched Wi-Fi
at all 44 store locations nationwide,
as part of a corporate initiative to
create a more connected, interactive
shopping experience for customers.
The network connects shoppers with
mobile tools such as the new Saks
Fifth Avenue app, which offers fea-
tures such as shareable wish lists,
fashion look books, event calendars
and more.
The retailer first launched Wi-Fi at
its flagship store in New York City in
2011, and has expanded the avail-
PersonalizingcustomerExperienceonthegoRetailers leverage mobile solutions to improve experiential shopping and increase satisfaction.
By Nicole Giannopoulos
4 MOBILITY IN RETAIL SEPTEMBER 2013
CVS launches a 3D store on its interactive iPad app

4. MOBILITY IN RETAIL C U S T O M E R C E N T R I C I T Y
with the Walmart app and then scan
their phone at a self-checkout regis-
ter to pay. Through analyzing what
customers usually buy, the retailer
thinks it can automatically compile
a list that will come up whenever the
shopper opens he app to anticipate
what the customer will need.
Personalized Shopping
There’s no doubt the worst part
about shopping is standing in line
to checkout. Retailers such as
Sportsman’s Warehouse say no
more, with the rollout of iPhones
and iPod Touches to help reduce
checkout times and make shopping
more personalized for customers.
The devices allow store associates
to lookup inventory, scan barcodes
and process payments, bringing
the checkout to the shopper and
eliminating lines.
Scanning performance, durability
and ease-of-use were key factors that
led Sportsman’s executives to rollout
500 devices to workers across its 46
stores, which accurately reads a vari-
ety of barcodes, including coupons
or loyalty club barcodes increasingly
found on the reflective screens of
mobile devices. •
Mobile Checkout
Walmart uses big data around cus-
tomer’s shopping habits to create
shopping lists for them on a mobile
app. The retailer will use this to im-
prove the in-store shopping experi-
ence as it looks to mobile-influenced
purchases outpacing e-commerce
sales.
“The future of retailing is the
history of retailing, one of a per-
sonalized interactive experience for
every customer delivered through
a smartphone,” said Gibu Thomas,
Walmart’s global head of mobile.
Thomas also noted that in-store
buying influenced by mobile was on
track to be about twice as big as e-
commerce sales by 2016.
The retailer’s smartphone app
also boosts buying: customers who
have the app make more trips to the
store and spend as much as 40%
more. The app already includes a
shopping list function, which can tell
customers where to find products in
the store, and in the future it may
provide relevant digital coupons that
can be redeemed via mobile.
The retailer is currently trialing a
Scan and Go system, allowing cus-
tomers to scan items as they shop
ability to more stores on an on-going
basis. Since the initial launch, users
have made more than 5,000,000
connections to the in-store network.
The Saks Fifth Avenue NYC Flag-
ship store is the most popular loca-
tion for Wi-Fi with more than 1.5
million connections made in this
store alone.
The retailer has found that shop-
pers average more than 19,000 con-
nections per day and have exchanged
more than 17,000,000 MB of data
traffic to date, while debating purchas-
ing decisions and sharing new looks.
A 3D Experience
CVS launched an interactive app
that delivers a digital store experi-
ence for customers using iPads.
With the new app customers can
explore a 3D CVS store and ac-
cess services, including pharmacy
services, ExtraCare coupon center,
photo center, MinuteClinic, weekly
ads and browse departments. The
app is designed to present a fun and
interactive pathway to shop CVS and
fill prescriptions.
“The new CVS iPad app provides
the millions of customers who visit
CVS.com on a tablet device each
month with a virtual feeling of visit-
ing their neighborhood CVS/pharma-
cy from their home or on the go. Our
app makes it unbelievably easy for
customers to shop, fill prescriptions,
manage their ExtraCare accounts
and more through a highly person-
alized experience and 3D realism,”
said Brian Tilzer, SVP and chief digi-
tal officer for CVS/pharmacy.
6 MOBILITY IN RETAIL SEPTEMBER 2013
The future of retailing is the history of retailing, one of
a personalized interactive experience for every customer
delivered through a smartphone.
– Gibu Thomas, Walmart’s global head of mobile

5. MOBILITY IN RETAIL T A B L E T S I N R E T A I L
Portable, mobile and convenient,
tablets are changing the way busi-
nesses operate and can save time
for employees by providing immedi-
ate access to product information,
documents, corporate materials and
presentations, plus connect workers
to each other and to core business
processes now made more efficient.
For sales professionals, who may
have about 30 seconds to capture a
client’s or consumer’s attention, the
“instant on capability” can be criti-
cal. And in many cases, specifically
when it comes to sales (whether on
the store floor or the field) a tablet is
a matter of perception.
A sales person selling high-tech
products, for example, showing up
with a box of file folders to make
a presentation or walking around
the store with a paper catalog is an
embarrassment for a supposedly
forward-thinking company. And in
retail especially, when consumers
are hyper-connected, retailers can’t
afford to have the customer knowing
more than the sales associate.
Tablet Market Overview
Although Android is the dominant
operating system (OS) in smart-
phones, iPads are currently domi-
nating the tablet market, across
all verticals. According to IDC, “An-
droid-based tablets expanded from
1% of the market in 2012 to 7.4%
in 2017.”
In addition, “One in every two
tablets shipped this quarter was be-
low eight inches in screen size. And
in terms of shipments, we expect
smaller tablets to continue growing
in 2013 and beyond,” says Jitesh
Ubrani, research analyst for IDC’s
Tablet Tracker.
So Many Choices
Before deploying a tablet solution,
what questions do you need to ask?
Among the criteria to consider are
security capabilities, app ecosys-
tems, price point, ease of use, envi-
ronment and lifecycle.
First, where will the tablet be
used? Warehousing, for example,
due to its tough conditions, typically
require tablets with rugged design
and durability. Sales floors do not
and can use a consumer-grade de-
vice. Or is the end user in market-
ing or sales and requires a tablet to
make pitches or conference room
presentations? Does the tablet have
to face two environments – inside
the four walls and out?
How long are the shifts? Will you
need an extra battery or additional
chargers or vehicle cradles? What
peripherals must be supported? Can
they be supported by existing Wi-Fi
technology?
The ease of use is another con-
sideration, not in terms of the
hardware per se, but in terms of
support. Will robust training be re-
quired or will employees be able to
use tablets and the associated apps
immediately? Although the familiar-
ity with the OSes has reduced the
barrier to introducing new devices,
when employees are coming from
a cash register or PC experience,
many might find it challenging to
suddenly switch to a new interface.
Regarding security, tablets
should include the same gover-
nance process and mobile device
and application management solu-
tions and policies that the business
already uses for smartphones, not
the least of which are remote wiping
8 MOBILITY IN RETAIL SEPTEMBER 2013
Transformative TabletsThe role of tablets evolves as capabilities expand to include planograms, inventory, security and more.
By Lori Castle
when consumers
are hyper-connected,
retailers can’t afford
to have the customer
knowing more than
the sales associate.

6. MOBILITY IN RETAIL T A B L E T S I N R E T A I L
capabilities and trusted network ac-
cess. This is especially true for regu-
lated industries like retail that face
compliance. Some devices are cur-
rently being built with this in mind,
while others will require a solution
partner.
Finally, what is the plan for main-
tenance support plan and lifecycle
management? Will the business buy
additional devices to keep as spares?
How will downtime be handled so as
not to lose sales?
With smartphones, new devices
are typically upgraded every 18 to
21 months. Tablets generally do not
have that option. While larger com-
panies might have great relation-
ships with carriers that offer good
subsidies on smartphones the same
is difficult to achieve with tablets.
Retail Replacement
Tablets are currently used for a vari-
ety of business processes and mer-
chandising is one of the functions
where an impact is being seen. Tab-
lets are ideal to see planograms and
product pictures, for distributing
content to thousands of workers in
the field and for order management.
(See PepsiCo Case Study.)
From supplier to seller, tablet
solutions are replicating the entire
format of the retail industry. They
enable those on the floor to be more
informed and agile — both from a
consumer-facing (replacing fixed
POS terminals) and internal per-
spective (connecting the front of
store to back of house).
10 MOBILITY IN RETAIL SEPTEMBER 2013
PepsiCo Optimizes Field
with Apple and Apps
By Lori Castle
PepsiCo’s North America Beverages division direct store delivery (or DSD)
system, which supports approximately 17,000 distribution routes daily, re-
lies on a division of labor — one person focuses on selling and merchandis-
ing, one on delivering and one providing weekend merchandising support.
“This has helped us create a stronger business over the years and gives
our customers added value, but it was challenging getting all parties to com-
municate pertinent information in real time to one another since they are
all working different shifts in different stores and with different responsi-
bilities,” says Brian Spearman, SVP of Go-To-Market and Service, PepsiCo
North America Beverages.
Outdated Model
Recently, the company created two
new apps that directly impact its dis-
tribution system across the U.S., and
issued iPhones and iPads to the em-
ployees involved. This deployment
changed the way the company sup-
plies its approximately 400,000 cus-
tomers in the U.S.
Previously, PepsiCo drivers and
merchandisers utilized printed schedules with information on order quanti-
ties and tasks to be performed at each outlet. If a store needed to add to or
cancel an order, it was a challenge because communicating with the delivery
drivers was difficult.
This mobile initiative has changed all that. “It’s taken an outdated model
and brought it up to speed, allowing us to use top technology to better en-
sure there are always enough PepsiCo beverages available to consumers. In-
novation and productivity are key priorities for our company and this project
hits on both,” says Spearman.
Field merchandisers in the U.S. (approximately 4,000) are using iPhones
and have the “Power4Merch” app to enable them to view schedules and
store and display details. Merchandisers are now immediately notified when

7. MOBILITY IN RETAIL T A B L E T S I N R E T A I L
Creating Apps
Still, a tablet is only a piece of hard-
ware without the apps that run on
it and companies need to develop
their own proprietary “enterprise-
grade” apps to truly enable core
processes. For some verticals, like
retail in particular, employee and
consumer facing apps cross over.
When it comes to building apps,
the first thing a company should
ask is “What is the strategy of de-
ploying the apps? Should I look at
multi-platform or should I just look
at what I procured?”
Additional questions to be asked
are “When I add tablets, can I have
a single OS across the entire set of
infrastructure? Can I then leverage
management tools, applications,
the computing infrastructure?” One
of the the biggest obstacles in the
case for tablets is when business
apps aren’t being supported.
ROI and Beyond
To truly see value of tablets in busi-
ness, you have to create a net new
ROI for a net new piece of technol-
ogy or you have to figure out a way
to replace something that existed al-
ready as an ROI model. In the store,
the case may be quite clear, as tab-
lets are replacing other technology.
It is critical to build ROI not
around the device itself but what
the business is looking to accom-
plish. This means implementing a
holistic solution to achieve these
goals, both from an ROI perspective
and from ensuring user experience
and effectiveness. •
12 MOBILITY IN RETAIL SEPTEMBER 2013
a driver has arrived at a store and can
be sure that deliveries are unloaded
quickly and displayed correctly. They
can also see store details and account
information — they start and end their
days on the iPhone.
Field managers in the U.S. (ap-
proximately 2,000) are using iPads
and the “Manager’s Briefcase” app,
which gives them the ability to coor-
dinate and monitor deliveries, sched-
ules and customer contracts; pull up
pricing and planograms; and provide
electronic versions of all the paper-
work and resources they need to man-
age teams, including store audits, em-
ployee coaching forms, and automated
notifications to merchandisers.
Uncapping Benefits
These apps have already been de-
ployed throughout the North America
Beverages division in the U.S. and are currently being rolled out in Canada.
In addition, Spearman says that many groups within the company, including
IT and supply chain, are always looking at ways to make the systems more
innovative and productive. “This project is a strong example of achieving
these goals,” he points out.
“We don’t get a lot of game-changers in our industry,” Spearman says,
“but iPhone and iPad technology allows for the integration of communica-
tion and productivity. We can be more efficient and proactive about prob-
lems. The sky’s the limit. We’re very excited about it.”
PepsiCo’s North
America DSD
system supports
17,000 Routes
and 400,000
customers.
Tablet solutions
are replicating
the entire format
of the retail
industry.

8. MOBILITY IN RETAILM O B I L E A N A LY T I C S
mobile device’s make and model; the
operating system it uses; its screen
size, and the resolution it offers. Any
or all of these variants can affect
key metrics such as site visits, time
spent on the site, pages viewed,
content that’s accessed and actual
conversion rates.
Analytics opportunities — and
challenges — enabled via shoppers’
mobile devices are multiplied when
consumers enter, or even come
near, the four walls of a retailer’s
brick-and-mortar store. Mobile-en-
abled analytics can be used to gain
a greater understanding of general
traffic patterns and customer be-
havior, but can also be tied to more
granular, individualized measure-
ments of shopper activity.
Solutions are available that track
the signals emitted by customers’
mobile devices. This type of passive
tracking is made anonymous so that
no individual or personally identifi-
able information about the device’s
owner is collected.
Instead, by tracking movement
within a brick-and-mortar location,
these solutions provide insights into
store layouts, merchandising, sig-
nage and displays and staffing levels.
By using sensors located through-
out the store that can be adjusted
The spread of mobile technology
has opened up new data-gathering
and analytics possibilities for retail-
ers, but for many, turning the new
waves of mobile-generated informa-
tion into useful insights is still very
much a work in progress.
In the mobile commerce area,
retailers realize the importance of
getting a handle on the specifics of
the customers’ experiences as they
use their own smart mobile devices.
While the actual dollar amount of
purchases made directly via smart-
phones and tablets remains small
compared to both online and store
sales, it’s on the rise. More impor-
tantly, while mobile conversion rates
may lag those in other channels, the
shopper’s mobile experience is play-
ing strong roles in building engage-
ment and overall loyalty to a brand.
The thinking is that if retailers of-
fer a mobile experience that appeals
to their customers, they are more
likely to make purchases via other
channels, either digital or physical.
To create the kind of experience
that continues to appeal to a cus-
tomer base with rapidly changing
tastes, retailers need to constantly
monitor key metrics around shop-
pers’ mobile usage — whether it’s
through the retailer’s own app or a
mobile-optimized website.
Mobile-specific segmentation
characteristics should include the
SEPTEMBER 2013 MOBILITY IN RETAIL 13
Mobile-Enabled AnalyticsMobile analytics provide a better understanding of traffic patterns, customer behavior and shopper activity.
BY ADAM BLAIR
Walgreens delivers and tracks coupon redemption via mobile beauty app
Pretty In My Pocket (PRIMP).

9. MOBILITY IN RETAIL
chases to the consumer’s PRIMP
profile via technology offered by
Sparkfly, a mobile POS redemption
platform.
The Shopkick app, provides re-
wards to consumers in the form of
“kicks” and includes retail partici-
pants such as Target, Macy’s, Best
Buy, Bath & Body Works and Urban
Outfitters, enables measurement
based on consumers’ actions in re-
lation not only to the retailers but
the products they offer.
Users earn “kicks” for simply
being present within a participat-
ing store, but also for browsing and
interacting with products, making
purchases at the stores, and now
making purchases from directly
within the Shopkick app itself.
Technologies that interact with
mobile devices are also capable of
providing clues about customer be-
havior. Electronic shelf labels from
Pricer that include QR codes allow
customers to “like” and “comment
on products via their social media
networks. The retailers and brand
provide shoppers with more infor-
mation about the product by direct-
ing them to online content such as a
Facebook page, the brand’s website
or a YouTube video.
Targeted benefits and discounts
can be offered to shoppers who
share their opinion while in the
store. For their part, the retailers
and brands can receive immediate
feedback when testing new prod-
ucts, as well as information about
marketing strategies and potential
audiences for the products. •
conversion rates for each offer. If
retailers have individual information
about their shoppers, derived from a
customer loyalty program, they can
also measure the impact of offer
types and marketing messages on
different customer segments.
For example, Walmart is using
analytics based around data from
customers’ usual shopping habits
to create suggested shopping lists
for them. (See Customer Centricity
page 4) Customers who have the
Walmart app make more trips to the
store and spend as much as 40%
more than other shoppers.
The interaction and analytical
tracking doesn’t have to be done
through a retailer’s own app. Wal-
greens is piloting a program that
launches, delivers and tracks launch,
delivery and redemption of coupons
for specific products from L’Oreal
Paris, all the way to the brick-and-
mortar store’s point-of-sale. Product
coupons are delivered through a mo-
bile/social beauty app, Pretty In My
Pocket (PRIMP), and the coupons can
be redeemed at Walgreens and Duane
Reade locations in New York City.
Because the coupons have in-
dividualized barcodes, the trading
partners can connect itemized pur-
to track different configurations (for
example, a wide field for traffic within
an entire department or a limited,
narrow field to measure the impact of
an end-cap display), these solutions
can track variables such as where
customers go first when they enter a
store, how long they stay in particu-
lar departments, and when checkout
lines begin to grow too long.
Many retailers have also made
investments in offering free Wi-Fi ac-
cess to shoppers within their stores.
Analytics can be applied to those
shoppers that take advantage of the
service, noting those that stay on the
retailer’s own website or those that
move to others — another strong
potential indicator of showrooming
activity.
For those shoppers that use a re-
tailer’s mobile app or website, and
opt in to programs that the retailer
offers, there are opportunities to
gain a clearer picture of individual
customer activity and how it relates
to purchase patterns. When retail-
ers send text messages, coupons
or other location-based, real-time
offers to shoppers based on their
proximity to the store or to a spe-
cific part of the store, they can (and
should) measure the response and
14 MOBILITY IN RETAIL SEPTEMBER 2013
the shopper’s mobile experience is playing
a strong role in building engagement and
overall loyalty to a brand.
M O B I L E A N A LY T I C S

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ing in-store operations and improving service. Personalize the customer experience
– in the store or on the go – leveraging technology that can influence purchasing deci-
sions, anytime and anywhere. Experience Retail without Boundaries. Experience SAP.
www.sap.com
From mobile selling to omni-channel engagement, Starmount’s next generation re-
tail solutions help retailers have more personalized, relevant, and dynamic interactions
with customers — from point-of-interest to point-of-sale. Starmount works with a di-
verse client base of leading retailers around the world, such as Pep Boys, Urban Outfit-
ters, and Perry Ellis. Visit www.starmount.com.