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Retail Marketers: Step Out of the Past and Into the Cloud

BY CSA STAFF

By Arthur Sweetser, [email protected]

Retailers continue to grapple with the best way to amass and leverage marketing intelligence across disparate, addressable marketing channels. Often relying on a loosely coupled array of point solutions, far too many retail marketing executives are challenged by the lack of integrated cross-channel data across marketing systems. In fact, according to research firm The Relevancy Group, just over a third of marketers state that they have integrated their CRM systems into operational marketing systems such as profile-and behavior-driven email. Such difficulty in connecting customer intelligence to operational marketing systems increases marketing costs and slows campaign improvements.

What’s the answer? It’s time for retailers to step up to cloud based marketing intelligence solutions and alternatives to traditional marketing service provider-based remedies. These alternatives will accelerate the organizations’ time to market, advance relevance and over a calendar year improve marketing revenue by as much as a third.

Retailers have already learned that centralizing multichannel marketing data reduces costs and improves intelligence. Those marketers that have centralized the full range of their marketing data into a common database have seen clear benefits with cost reduction and the ability to improve customer intelligence. They have seen:

  1. Boost productivity and efficiency: This stands to reason, as multichannel marketing data that is centrally accessible and serves the will of the marketer across addressable marketing channels is easier to find and act on than data that is trapped in non-integrated systems.
  2. Cut down costs: Through improving marketing productivity, organizations using centralized multi-channel marketing data find it easier to target and glean subscriber intelligence, ultimately reducing labor costs. It is important for marketers to investigate the efficiency of their organizations and seek out waste in common routine marketing intelligence tasks that can be further improved by better technology and organizational alignment.
  3. Enhance customer segmentation and personalization: With a consistent view into multichannel customer data, marketers see this integrated intelligence improve their segmentation capabilities, a necessary component of realizing personalization: the ability to target individuals in a relevant manner that matches individual behaviors and criteria.

Clearly the need to centralize addressable multi-channel customer data and attain greater marketing intelligence has profound benefits, however often the costs and time required realizing this centralization are too high. Given the benefits of centralizing marketing intelligence, marketers must explore and exploit new remedies to deliver this functionality faster and more cost effectively.

While the benefits of centralizing marketing data cannot be dismissed, marketers must go further to gain additional cost efficiencies. Given that just 42% of marketers have integrated their data warehouse with their email marketing applications, marketers must explore new database marketing alternatives. This is particularly important for data intensive marketers that require advanced analytics and an integrated campaign management engine. Cloud based marketing intelligence solutions offer the all these benefits of a centralized marketing database, while also adding speed, flexibility and insight.

Arthur Sweetser is chief marketing officer at 89 Degrees, a marketing solutions provider that uses advanced analytics to drive outstanding results for data-intensive marketers. He can be reached at [email protected].

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M.Pamsungdfud says:
Mar-22-2012 02:12 am

Retail business is the
Retail business is the cornerstone of any economy. Retail outlets provide the shops and stores that allow the general population to purchase their daily necessities and this common demand creates the various markets. It not only creates the sales markets, but the employment markets as well. There are very few vocations for the average individual to follow that can create a climate of job security like retail marketing experience.Most retail marketing positions require a degree in retail management or a related field.

M.Pamsungdfud says:
Mar-22-2012 02:12 am

Retail business is the cornerstone of any economy. Retail outlets provide the shops and stores that allow the general population to purchase their daily necessities and this common demand creates the various markets. It not only creates the sales markets, but the employment markets as well. There are very few vocations for the average individual to follow that can create a climate of job security like retail marketing experience.Most retail marketing positions require a degree in retail management or a related field.

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Cost Plus 2Q loss widens, comps gain slightly

BY CSA STAFF

OAKLAND, Calif. — Cost Plus reported that net salesfor the second quarter of fiscal 2011 were $197.9 million, a 3.2% increase compared with $191.8 million for the second quarter of fiscal 2010. Same-store sales for the second quarter of fiscal 2011 increased 2.8% compared with a 6.5% increase for the second quarter last year. The increase in same-store sales for the second quarter was due to an increase in customer count of 5.5% offset by a 2.5% reduction in the average ticket per customer, the company reported.

Cost Plus reported that net loss for the second quarter of fiscal 2011 was $8 million, or 36 cents per diluted share, compared with a net loss of $7 million or 32 cents per diluted share for the second quarter of fiscal 2010.

Barry Feld, President and Chief Executive Officer, commented, “I am pleased with our second quarter results which exceeded our bottom line guidance despite a challenging outdoor season. We correctly anticipated a more promotional environment this year which was further exacerbated by the recent economic conditions. We remain cautiously optimistic about consumer sentiment as we move into the fall season and our third quarter guidance reflects a continuation of increased promotional activity. World Market has proven its ability to weather difficult economic periods by carefully balancing traffic driving activities with tight fiscal discipline to achieve its bottom line financial metrics.”

Cost Plus said itclosed five stores in the first six months of fiscal 2011, as compared with relocating one store and closing five stores in the first six months of fiscal 2010.

For the third quarter of fiscal 2011, the company expects net sales in the range of $197 million to $200 million, based on a same -tore sales increase in the range of 2% to 4% compared with a same-store sales increase of 8.8% for the third quarter of fiscal 2010. For fiscal 2011, the company expects net sales in the range of $946 million to $956 million, based on a same-store sales increase in the range of 4% to 5% compared to a same-store sales increase of 7.2% for fiscal 2010.

The company is projecting a net loss from continuing operations for the third quarter of fiscal 2011 in the range of $9 million to $8 million or 40 cents to 36 cents per diluted share compared to a net loss from continuing operations of $7.4 million for the third quarter of fiscal 2010. For fiscal 2011, the company projects net income from continuing operations in the range of $13 million to $15 million or 54 cents to 63 cents per diluted share compared to net income from continuing operations of $4.7 million for fiscal 2010.

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Survey: Food trips to nontraditional stores on rise

BY Katherine Boccaccio

New York City — A survey released Thursday by consumer research firm AlixPartners found that 51% of consumers visit traditional supermarkets for their grocery shopping, while 30% shop mass merchants such as Walmart for groceries. Drug stores pull 5% of grocery shoppers, as do dollar stores.

According to the AlixPartners Grocery Shopper Preferences Survey, of all grocery spending, the lowest-income shoppers are purchasing only 45% of their groceries at grocery stores, with mass merchandisers capturing 38% of total spending from these consumers. The highest-income shoppers (those with incomes of $100,000 and above) purchase most (56%) of their groceries at grocery stores, and club stores capture 17% of this group’s grocery spending.

“The battle with mass merchandisers, club stores and dollar stores has been dragging on for years, but it’s heating up and traditional grocery retailers are losing ground,” said Russ Jones, director in AlixPartners’ Global Retail Practice. “Shoppers are more willing than ever to try new venues — and, unfortunately for traditional grocery stores, many shoppers are finding a better fit elsewhere.”

The average shopper makes 1.8 trips per week to pick up groceries. Some 70% of consumers are making trips to the grocery store at least once per week, and 50% plan to spend more on groceries in the coming year while 39% expect to spend the same amount.

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