Enviado das nuvens
quinta-feira, 28 de fevereiro de 2013
terça-feira, 26 de fevereiro de 2013
Mais uma visão do que vão ser as tendências para o ano em varejo
Always-on consumers, showrooming and economic uncertainty among key retail trends for 2013
Experian Marketing Services
provides actionable insights for digital marketers
NEW YORK, Feb. 26, 2013 /PRNewswire/
-- Marketers face a number of challenges in 2013 as consumer spending
fluctuates with continued economic uncertainty. Experian Marketing Services will
release the latest consumer retails trends, benchmarks and recommendations for
marketers in its upcoming 2013 Digital Marketer Report.
The report provides marketers with actionable insights to address the changing
consumer landscape, and help better unite brands and customers through
intelligent and meaningful interactions.
Consumers today are multidevice
and multichannel shoppers, forcing digital marketers to adapt and evolve their
message to reach consumers across channels and all along the winding path to
purchase. The 2013 Digital Marketer Report reveals unique data and
insights about the multichannel consumer. For example, Experian Marketing
Services research found that 74 percent of marketers surveyed have either
coordinated, or are in the process of coordinating, customer interactions among
both online and offline channels.
"The way consumers gain
information from brands — the means by which they get it, even the ways in
which they process it — is constantly evolving given the complexity of our
multichannel world and evolving consumer behavior driven by economic
variables," said Bill Tancer, general manager of global research for
Experian Marketing Services. "With the recent retail numbers coming out of
January, retailers can anticipate consumer hesitation, making it imperative
that marketers create integrated customer experiences and maximize digital
marketing opportunities and return on investment."
Showrooming
- Brick-and-mortar stores face
a choice in price matching to online retail. We're already seeing
this with retailers such as Best Buy rolling out policies to price match
online.
- Comparison shopping
continues to be strong as shopping sites are the third largest driver of
traffic to other retail sites.
- In Q4 2012, shopping sites
accounted for 19 percent of referral traffic on average to the top 500
retail sites.
Economic uncertainty will
continue
- Experian Marketing
Services' Consumer Expectation Index (CEI) showed a decline in consumer
confidence going into the end of 2012, fueled by the fiscal cliff, payroll
tax concerns and rising gas prices.
- In good and bad times,
however, online retailers can benefit as consumers search for better deals
and consumer awareness continues to improve with more retail information
readily available.
- Online traffic to top 500
retail sites increased 13 percent year-over-year in January 2013.
Consumers are "always on"
- Consumers are hyperconnected
and move seamlessly across devices/channels. With the always-on consumer,
multichannel marketing is no longer a trend but a marketing necessity.
- Fifty-nine percent of adults
say they email from
at least two different devices during a seven-day period. Nearly one-third
of adults under age 35 email from three or more devices each week.
- According to a recent
Experian Marketing Services survey, 36 percent of U.S. organizations
interact with customers and prospects across five or more channels. Among
young adults ages 18 to 34, mobile phones
now tie with televisions when it comes to reach.
Maturing mobile market
- The maturing mobile age
represents huge opportunities for marketers.
- Forty-eight percent of
adults ages 18 to 24 say that a conversation via text message is just as
meaningful as a telephone call. A similar share of adults ages 25 to 34
feel the same way.
- During a typical month,
smartphone owners ages 18 to 24 send 2,022 mobile text messages and
receive another 1,831, for a combined total of 3,852 texts sent and
received. With every age bracket moving up, the number of mobile texts
drops by roughly 40 percent.
- In a given month, 8 percent
of all smartphone owners report having shopped from their phones, whereas
nearly 40 percent of tablet owners say they shopped from their tablets.
Personalization
- It is important for
marketers to remember that at the receiving end of all digital marketing
channels is a customer with very specific preferences.
- Demographic data alone is
not enough for marketers to rely on to truly understand customers, as two
divergent demographic groups make up the majority of consumers today:
- Millennials represent
upwards of 80 million consumers, and 52 percent of Millennials rank far
above or above average when it comes to being early adopters of
technology.
- Baby boomers are nearly 80
million strong and account for more than 75 percent of America's net
worth.
- Personalized promotional
mailings have 29 percent higher unique open rates and 41 percent higher
unique click rates than nonpersonalized mailings.
Make sure to read about these and
more of the latest consumer trends in our 2013 Digital Marketer Report.
About Experian Marketing Services
Experian Marketing Services is a global provider of integrated consumer insight, targeting and cross-channel marketing. We help organizations from around the world intelligently interact with today's dynamic, empowered and hyperconnected customers. By coordinating seamless interactions across all marketing channels, marketers are able to plan and execute superior brand experiences that deepen customer loyalty, strengthen brand advocacy and maximize profits.
Experian Marketing Services is a global provider of integrated consumer insight, targeting and cross-channel marketing. We help organizations from around the world intelligently interact with today's dynamic, empowered and hyperconnected customers. By coordinating seamless interactions across all marketing channels, marketers are able to plan and execute superior brand experiences that deepen customer loyalty, strengthen brand advocacy and maximize profits.
For more information, please
visit: http://www.experian.com/marketingservices.
segunda-feira, 25 de fevereiro de 2013
domingo, 24 de fevereiro de 2013
quinta-feira, 21 de fevereiro de 2013
Artigo: Watch: How It Feels To Use Google Glass
http://www.fastcodesign.com/1671916/watch-a-first-look-at-google-glass-at-workEnviada via Flipboard
Enviado das nuvens
Warby Parker In The Frame To Help With Design
http://www.fastcompany.com/3006116/where-are-they-now/google-glass-warby-park...Enviada via Flipboard
Enviado das nuvens
quarta-feira, 20 de fevereiro de 2013
Os 13 erros do PT. Muito bom isso... Se abrirmos o item 11, que são 2, são os 14 erros do PT. By Aécio, que tomara faça menos.
Aécio enumera '13 fracassos' petistas e diz que 'falta humildade' ao partido
Iara LemosDo G1, em Brasília
Provável candidato tucano à Presidência da República em 2014, o senador Aécio Neves (PSDB-MG) fez discurso na tarde desta quarta-feira (20) em que afirmou que falta humildade ao PT ao comemorar os 10 anos do partido no governo. A festa de comemoração do partido ocorre na noite desta quarta-feira, em São Paulo. A presidente da República, Dilma Rousseff, deverá participar do evento.
“Ao escolher comemorar seu aniversário falando no PSDB, o PT transformou nosso partido no convidado de honra. Temos muito a dizer a nossos anfitriões, é justo assinalar algumas ausências importantes, nela não estão presentes a autocrítica, a humildade e o reconhecimento", disse.
O PT preparou uma cartilha com 15 páginas, cuja capa é um desenho de Lula e de Dilma com roupas vermelhas e estrelas do PT, com o sub-título “do povo, para o povo e pelo povo”, mostrando dados comparativos dos governos tucanos com os governos petistas. Na cartilha, o duelo se dá entre “neoliberais e desenvolvimentistas”.
Aécio enumerou no seu discurso o que ele chamou dos "13 fracassos" do partido durante os 10 anos de gestão sob, primeiramente, o governo do então presidente Luiz Inácio Lula da Silva e agora o governo da presidente Dilma Rousseff.
Entre os itens enumerados como fracassos pelo tucanos, está o Programa de Aceleração do Crescimento (PAC) e a falta de investimentos em infraestrutura no país, como problemas em estradas e aeroportos.
“O Brasil está estagnado. O Brasil está parado”, disse.
Veja os "13 fracassos petistas" nomeados por Aécio:
"1. O comprometimento do nosso desenvolvimento:
Tivemos um biênio perdido, com o PIB per capita avançando minúsculo 1%. Superamos em crescimento na região apenas o Paraguai. Um quadro inimaginável há alguns anos.
2. A paralisia do país: o PAC da propaganda e do marketing
O crítico problema da infraestrutura permanece intocado. As condições de nossas rodovias, portos e aeroportos nos empurram para as piores colocações dos rankings mundiais de competitividade. O Brasil está parado.São raras as obras que se transformaram em realidade e extenso o rol das iniciativas só serve à propaganda petista.3. O tempo perdido: A indústria sucateada
O setor industrial – que tradicionalmente costuma pagar os melhores salários e induzir a inovação na cadeia produtiva – praticamente não tem gerado empregos. Agora começa a desempregar, como mostrou o IBGE. Estamos voltando à era JK, quando éramos meros exportadores de commodities.
4. Inflação em alta: a estabilidade ameaçada
O PT nunca valorizou a estabilidade da moeda. Na oposição, combateu o Plano Real.
O resultado é que temos hoje inflação alta, persistentemente acima da meta, com baixíssimo crescimento. Quem mais perde são os mais pobres.
5. Perda da Credibilidade: A Contabilidade criativa
A má gestão econômica obrigou o PT a malabarismos inéditos e manobras contábeis que estão jogando por terra a credibilidade fiscal duramente conquistada pelo país.Para fechar as contas, instaurou-se o uso promíscuo de recursos públicos, do caixa do Tesouro, de ativos do BNDES, de dividendos de estatais, de poupança do Fundo Soberano e até do FGTS dos trabalhadores.Recorro ao insuspeito ministro Delfim Neto, próximo conselheiro da presidente da republica que publicamente afirmou:“Trata-se de uma sucessão de espertezas capazes de destruir o esforço de transparência que culminou na magnífica Lei de Responsabilidade Fiscal, duramente combatida pelo Partido dos Trabalhadores na sua fase de pré-entendimento da realidade nacional, mas que continua sob seu permanente ataque”.A quebra de seriedade da política econômica produzidas por tais alquimias não tem qualquer efeito pratico, mas tem custo devastador.6. A destruição do patrimônio nacional: a derrocada da Petrobras e o desmonte das estatais.
Em poucos anos, a Petrobras teve perda brutal no seu valor de mercado. É difícil para o nosso orgulho brasileiro saber que a Petrobras vale menos que a empresa petroleira da Colômbia.
Como o PT conseguiu destruir as finanças da maior empresa brasileira em tão pouco tempo e de forma tão nefasta? Outras empresas estatais vão pelo mesmo caminho. Escreveu recentemente o economista José Roberto Mendonça de Barros:
“Não deixa de ser curioso que o governo mais adepto do estado forte desde Geisel tenha produzido uma regulação que enfraqueceu tanto as suas companhias”.
7. O eterno país do futuro: o mito da autossuficiência e a implosão do etanol
Todos se lembram que o PT alçou a Petrobras e as descobertas do pré-sal à posição de símbolos nacionais. Anunciou em 2006, com as mãos sujas de óleo, que éramos autossuficientes na produção de petróleo e combustíveis.Pouco tempo depois, porém, não apenas somos importadores de derivados como compramos etanol dos Estados Unidos.8. Ausência de planejamento: O risco de apagão
No ano passado, especialistas apontavam que o governo Dilma foi salvo do racionamento de energia pelo péssimo desempenho da economia, mas o risco permanece.Os “apaguinhos” só não são mais frequentes porque o parque termoelétrico herdado da gestão FHC está funcionando com capacidade máxima.A correta opção da energia eólica padece com os erros de planejamento do PT: usinas prontas não operam porque não dispõem de linhas de transmissão.
9. Desmantelamento da Federação: interesses do pais subjugados a um projeto de poder
O governo adota uma prática perversa que visa fragilizar estados e municípios com o objetivo de retirar-lhes autonomia e fazê-los curvar diante do poder central.O governo federal não assume, como deveria, o papel de coordenador das discussões vitais para a Federação como as que envolvem as dividas dos estados, os critérios de divisão do FPE e os royalties do petróleo assistindo passivamente a crescente conflagração entre as regiões e estados brasileiros.
Assiste, também, ao trágico do Nordeste, onde faltam medidas contra seca.10. Brasil inseguro: Insegurança pública e o flagelo das drogas
Muitos brasileiros talvez não saibam, mas apesar da propaganda oficial, 87% de tudo investido em segurança publica no brasil vêm dos cofres municipais e estaduais e apenas 13% da União.Os gastos são decrescentes e insuficientes: no ano passado, apenas 24% dos R$ 3 bilhões previstos no Orçamento foram investidos. E isso a despeito de, entre 2011 e 2012, a União já ter reduzido em 21% seus investimentos em segurança.Um dos efeitos mais nefastos dessa omissão é a alarmante expansão do consumo de crack no país. E registro a corajosa posição do governador Geraldo Alckmin nessa questão.11. Descaso na saúde, frustração na educação
O governo federal impediu, através da sua base no Congresso, que fosse fixado um patamar mínimo de investimento em saúde pela esfera federal. O descompromisso e as sucessivas manobras com investimentos anunciados e não executados na área agridem milhões de brasileiros.
Enquanto os municípios devem dispor de 15% de seus recursos em saúde, os estados 12%, o governo federal negou-se a investir 10%.As grandes conquistas na área da saúde continuam sendo as do governo do PSDB: Saúde da Família, genéricos, política de combate à AIDS.Com a educação está acontecendo o mesmo. O governo herdou a universalização do ensino fundamental, mas foi incapaz de elevar o nível da qualidade em sala de aula.
Segundo denúncias da imprensa, das 6 mil novas creches prometidas em 2010 , no final de 2012, apenas 7 haviam sido entregues.12. O mau exemplo: o estímulo à intolerância e o autoritarismo.
Setores do PT estimulam a intolerância como instrumento de ação política. Tratam adversário como inimigo a ser abatido. Tentam, e já tentaram por ...... cercear a liberdade de imprensa.
E para tentar desqualificar as críticas, atacam e desqualificam os críticos, numa tática autoritária.
Para fugir do debate democrático, transformam em alvo os que têm a coragem de apontar seus erros.A grande verdade é que o governo petista não dialoga com essa Casa, mantendo-o subordinado a seus interesses e conveniências, reduzindo- o a mero homologador de Medidas Provisórias.13 - A defesa dos maus feitos: a complacência com os desvios éticos.O recrudescimento do autoritarismo e da intolerância tem direta ligação com a complacência com que setores do petismo lidam com práticas que afrontam a consciência ética do país. Os casos de corrupção se sucedem, paralisando áreas inteiras do governo.Não falta quem chegue a defender em praça pública a prática de ilegalidades sobre a ótica de que os fins justificam os meios.Ao transformar a ética em componente menor da ação política, o PT presta enorme desserviço ao país, em especial às novas gerações."
terça-feira, 19 de fevereiro de 2013
segunda-feira, 18 de fevereiro de 2013
Artigo: This Is What Apple's Curved Glass iWatch Might Look Like
This Is What Apple's Curved Glass iWatch Might Look Like
http://www.businessinsider.com/this-is-what-apples-curved-glass-iwatch-might-look-like-2013-2?buffer_share=43fd8&nr_email_referer=1Enviada via Flipboard
Grande abraço : )
domingo, 17 de fevereiro de 2013
sexta-feira, 15 de fevereiro de 2013
quinta-feira, 14 de fevereiro de 2013
terça-feira, 12 de fevereiro de 2013
Pra quem quer conhecer mais o tal do showroomer IBM study says showroomers should be targeted
By Tom Ryan, Managing Editor, RetailWire
Although the notorious showroomer makes up only 6 percent of all public buying traffic, they're young, active and influential and should be considered retail's target customers, contends a new study from IBM.
"This is not the enemy," said Jill Puleri, VP and global industry for retail at IBM Global Business Services, at a session during last month's NRF annual convention. "This is your best friend. They're your advocates and you should be bending over backwards to make your experiences worth sharing to them. These are your 'chief executive customers.'"
Puleri spoke along with Erik Qualman, author of Socialnomics, as part of a session entitled, "Socialnomics: Transforming the Way Retailers Do Business in the New Social, Mobile and Digital World." Puleri revealed some insights from IBM's Chief Executive Customer study, which was based on 26,000 respondents across 14 countries.
On showroomers, the study found that 48 percent use the store to research products with no plans of making a purchase. About a quarter plan on making a purchase inside the store but get "turned off" by prices, lack of sales help, etc. and wind up making the purchase later online. A third use mobile devices to search prices and find product information in-store.
On the positive side, 58 percent visit online communities more than once a day and over half write a positive review. They're also typically young, 18 to 34; typically male; affluent; and global, with the largest percent of showroomers in India, China and Japan.
"They are actually incredibly active consumers," said Puleri. "They're social creatures who are very likely to share their opinions with their peers."
The study also found that while brick and mortar still dominated holiday selling this past season, many are considering shifting to online. Of the 84 percent of respondents who said their last purchase was made in a store, 56 percent said they'd "go back to the store" for the next purchase, 35 percent were undecided, and the remaining nine percent were planning to shop online. The last group, labeled "Store Abandoners," tend to also be in the 18-to-34 group and are "are probably not coming back," said Puleri. "Guess which group is likely to dictate the future of retail."
Puleri describes the emerging "Chief Executive Customer" as smart, "emboldened by transparency," "in full control," and "dictating their own terms." For retail, the task is learning "where to look" to communicate with them across the wide space of mobile and social media.
That set the stage for Qualman's presentation, which covered how to tackle "socialnomics," which he described as "word of mouth on digital steroids." He noted that such word-of-mouth only promises to increase in importance with tools such as Facebook Connect, which Trip Advisor and Yelp are using to drill down into reviews by trusted Facebook friends. But he said only 10 percent of companies are even making lists to learn from positive and negative comments circulating across social media.
(Photo by lululemon athletica.)
domingo, 10 de fevereiro de 2013
Jantar estupendo no Rufino com duas das pessoas mais espetaculares que conheço, Cucho e Junior. Faltou o Beto. Família Kostakis.
Meus primos. Gente do bem. Criativa. Batalhadora.
Dia seguinte fui ver a mãe deles. Tia Vanderly. Querida sempre. Coisa de Deus.Stephen Kanitz - O Problema Chamado Lula, repasse maravilhoso do Cláudio Ferigoli
Eu acho que Lula estava sendo honesto quando dizia que iria ser Palestrante dali para frente,
e que assistiria a Copa do Mundo como espectador e não como Presidente no Terceiro Mandato.
Infelizmente, duas coisas aconteceram.
Fracassou como Palestrante, porque não se preparou e infelizmente não se preocupou com
conteúdo, essencial para o público ouvinte.
FHC é um excelente palestrante porque tem conteúdo e cobra bem menos.
Segundo, o seu câncer lhe trouxe a visão de finitude e a necessidade de que falta agora tempo
para fazer tudo o que queria, neste caso para o Brasil.
Foi o mesmo câncer que fez Jobs lançar tudo o que sonhava e fez a Apple dar o salto quântico que deu.
Só que Dilma também tinha um sonho, que não era o bem do Brasil, como todos imaginam.
A agenda dela é a inserção da Mulher, na qual nós a apoiamos totalmente, e ela está percebendo que seu governo está um fracasso, e se continuar assim nenhuma mulher será eleita novamente.
Uma das razões do fracasso é o Lula, a outra é o José Dirceu.
Nenhum empresário acerta algo com a Dilma, sem conversar antes com o Lula e o José Dirceu, separadamente.
Sabem que sem a benção dos dois o projeto não andará, mesmo sendo aprovado pela Dilma.
Por isto, este país está totalmente parado em termos de investimentos, apesar do custo de capital baixo, conseguido a duras penas pela Dilma.
São poucos os projetos que agradam Lula, Dirceu e Dilma ao mesmo tempo. Aliás, as chances são zero.
Dilma já conseguiu minar o Dirceu, e brilhantemente todos acham que foi o Supremo.
Dilma também está minando Lula, permitindo que ele seja investigado.
O que obviamente piorou a sua situação, porque os dois sabem disto e estão furiosos.
A guerra com o Lula está agora declarada.
Ela fez um pronunciamento contra o Terceiro Mandato de Lula, que ninguém até agora percebeu.
Ela disse que está procurando Ministros nesta sua próxima reforma Ministerial que estejam dispostos a ficar seis anos. (E não dois.)
Com esta Lula não esperava. A guerra está declarada. A agenda Mulher da Dilma vem primeiro.
Mas nenhum país cresce se todos precisam conversar com três manda chuvas antes de aprovar um projeto.
E os manda chuvas estão agora brigando entre si.
Dilma daqui nove meses, estará em FIM DE MANDATO, e aí ninguém irá obedecê-la de vez, a não ser que fique claro que ela irá se reeleger, e não o Lula.
O nosso PIB está pífio não por razões de Economia, mas por questões Administrativas.
Os poucos administradores de esquerda, que o PT possui, precisam dizer ao Dirceu e ao Lula que eles estão atrapalhando a causa Socialista. Eles tiveram a chance deles, agora é a vez da Mulher.
Muito mais importante.
Talvez assim eles ouçam.
Um caso de atendimento que mostra o quanto o Brasil pode ser o melhor atendimento do mundo! Da Gol. De alguém maravilhoso que trabalha lá. Alguéns...
5ª à noite.
Me irritei um pouco no check-in.
Tinha festa no Rio da Fernanda e, apesar de chegar às 6 em Congonhas, só consegui voo às 8 e 41 da noite.
E tive que despachar mala.
Cheguei no Rio morto.
Festa, alegria e fui dormir.
Dia seguinte apareceu isso na minha linha do tempo.
Nem vi, quem viu foi Martha porque isso apareceu na linha do tempo dela.
Comemorei a mistura de honestidade com generosidade e criatividade.
Alguém viu meu IPad e devolveu. Soube que foi o pessoal da conservação do avião.
Devolveram todo o IPad que tem uma capa teclado imperdível.
Aí vem a criatividade. Como me rastrear? Básico. Meu IPad não tem senha.
Entraram no face e fizeram esses dois posts.
Espetacular.
Simples.
Nada de burocracia. Usando o que há de mais moderno na mídia social.
Quem me devolveu foi o Antonio.
Obrigado a quem encontrou.
E parabéns a quem não ficou esperando o processo burocrático para me encontrar.
P.S. no mesmo dia recebi meu cartão diamante da Gol.
Só coisa boa.
Se é que ser diamante é coisa boa. É hora de voo que só. Ainda bem que eu gosto.
sexta-feira, 8 de fevereiro de 2013
Na mão. O milagre de um Brasil que atende. IPad perdido? Não. Achado. E devolvido. Pela Gol.
Não consegui saber o nome de quem achou.
Mas agradeço muuuuuiti.
Parabéns.
Muuuuuiti obrigado.
Enviado das nuvens
quinta-feira, 7 de fevereiro de 2013
quarta-feira, 6 de fevereiro de 2013
domingo, 3 de fevereiro de 2013
sábado, 2 de fevereiro de 2013
O ex-cara da Apple tá todo confuso no J. C. Penney que já não é tão menos confuso... P.S. Quem é mais confuso é o cliente que adora ser enganado.
Penney brings back the big discounts it ditched last year in a bid to woo back shoppers
· by ASSOCIATED PRESS
· JAN. 28, 2013
NEW YORK — J.C. Penney is bringing back sales.
The struggling department store chain this week will begin adding back some of the hundreds of sales it ditched last year in hopes of luring shoppers who were turned off when the discounts disappeared, CEO Ron Johnson told The Associated Press.
Penney also plans to add price tags or signs for more than half of its merchandise to show customers how much they’re saving by shopping at the chain — a strategy used by a few other retailers. For store-branded items such as Arizona, Penney will show comparison prices from competitors.
The reversal comes on the eve of the one-year anniversary of its original vow to almost completely get rid of the sales that Americans covet but that cut into a store’s profits. The idea was to offer everyday low prices that customers could count on rather than the nearly 600 fleeting discounts, coupons and sales it once offered.
The bold plan has been closely watched by others in the retail industry, which commonly offers deep discounts to draw shoppers. But so far the experiment has served as a cautionary tale of how difficult it is to change shoppers’ habits: Penney next month is expected to report its fourth consecutive quarter of big sales drops and net losses. After losing more than half of its value, Penney’s stock is trading at about $19. And the company’s credit ratings are in junk status.
Johnson, who rolled out the pricing plan shortly after taking the top job in November 2011, told The Associated Press the latest moves are not a “deviation” from his strategy but rather an “evolution.”
“Our sales have gone backward a little more than we expected, but that doesn’t change the vision or the strategy,” said Johnson, who previously masterminded Apple Inc.’s retail stores and Target Corp.’s cheap chic fashion strategy. “We made changes and we learned an incredible amount. That is what’s informing our tactics as we go forward.”
But critics say Johnson is backpedaling. Walter Loeb, a New York-based retail consultant, said Johnson “is now realizing that he has to be more promotional to attract shoppers.”
The pricing strategy has been a key part of Johnson’s plan to reinvent Penney, which had failed to change with the times as its competitors updated their stores to make them cool places to shop. The plan includes adding hip new brands such as Joe Fresh and replacing racks of clothing with small shops-within-stores by 2015. But this isn’t the first time the pricing strategy has been tweaked.
When it was rolled out in February 2012, the plan entailed permanently slashing prices on everything in the store by 40 percent. Penney decided to have just 12 monthlong sales events on some merchandise. And there would be periodic clearance events throughout the year.
But the new pricing plan wasn’t well received on Wall Street or Main Street, so six months after launching it, Johnson ditched the monthlong sales, saying that they were too confusing to shoppers. Johnson said Penney has learned that people don’t shop on a monthly basis, but rather they buy when they need something for say, back-to-school or during the winter holidays. And during those times, he said, they’re looking for even more value.
“I still believe that the customer knows the right price, but they want help,” he said.
Penney declined to say how many sales events it will offer going forward, citing competitive reasons. But the company said the figure will still be well below the nearly 600 it used to offer. The company said the discounts will vary depending on the sale. From Feb. 1 through Feb. 14, for instance, shoppers will get 20 percent off some jewelry for Valentine’s Day. One example: half-carat diamond heart pendants on sale for $96, below Penny’s everyday price of $120.
Penney said the decision to add tags or signs on much of its merchandise that shows the “manufacturer’s suggested retail price” alongside Penney’s “everyday” price was a result of his realization that shoppers want a reference price to consider.
National brands were also asking Penney to show the suggested price to shoppers, he said. Penney began showing the suggested manufacturer’s price on Izod men’s merchandise last fall and was encouraged by the response.
Burt Flickinger, a retail consultant, said the move could help Penney because manufacturers’ suggested retail prices can be as much as 40 percent higher than what retailers wind up charging. The practice is common in the home appliance industry but spotty in the department-store industry because stores generally hike prices up even more to give shoppers the illusion of a big discount, he said.
“The strategy will be helpful for shoppers to understand lower prices,” Flickinger said. “At the same time, it will be tough to get consumers back in the store from competitors.”
But Craig Johnson, another retail consultant, said that adding the suggested manufacturer’s price is just a gimmick. “The objective of this exercise is to maximize the perceived value for the purchase.”
Johnson said that for Penney’s own store brands like Arizona and Worthington, the team will research other stores and will submit supporting data to its legal team for approval before it advertises comparison prices, using certain criteria. For example, they’ll make sure the fabric used is of the same quality as its rivals. For jewelry, Penney is using the International Gemological Institute, a third-party appraiser.
“There are no makeup prices here,” Johnson said. “It’s all about trying to communicate what it’s worth to the customer.”
Penney will not show comparison prices for merchandise that is part of exclusive partnerships with brands such as Nicole Miller and Mango, however. The company said it’s difficult to offer such references.
To promote the strategy, Penney on Wednesday will begin launching TV, print and digital ads. One TV ad compares a $9 polo shirt under its store brand Arizona with $19 “elsewhere.” ‘’Two polos, same color, same vibrant, same details, same swing, same swagger, different prices,” the ad said.
Johnson reiterated that he expects Penney to return to sales growth sometime in 2013. That would be a welcome change for Penney, which has had steep sales and profit losses since the new strategy was launched.
For the first nine months of its current fiscal year, Penney lost $433 million, or $1.98 per share compared with a loss of $65 million, or 30 cents per share in the year-ago period. Total sales dropped 23.1 percent to $9.1 billion.
Analysts expect Penney to post a loss of 17 cents on sales of $4.22 billion for the fourth quarter. They expect the company’s annual sales to fall by 23 percent, or nearly $4 billion, to $13.3 billion for the latest year. Revenue at stores opened at least a year — a measure of a retailer’s health — are expected to drop 25 percent, in line with the third quarter, according to analyst polled by research firm FactSet.
Meanwhile, investors have sent shares down more than 55 percent from a peak of $43 in the days after the plan was rolled out in February. Shares slipped 18 cents to $19.17 on Monday.
“A year ago, we were launching a major transformation and didn’t know what to expect,” he said. “Today, I know what happened. Our team has a year’s worth of history. This is going to be a great year because the new JCP is coming to life for customers.”
sexta-feira, 1 de fevereiro de 2013
Mercado de luxo caindo faz marcas terem que investir cada vez mais na experiência do Cliente - exclusividade é tudo. Ops... já não deveria ser???
Building Luxury Brand Loyalty via Exclusive Experiences
· by ANDREW ROBERTS
· JAN. 31, 2013
Store openings for big luxury brands are typically glitzy events reserved for celebrities, fashion insiders, and press. But when Valentino, the Italian maker of $6,980 cocktail dresses, $2,195 handbags, and $445 espadrilles, opens its next boutique in New York later this year, the company plans to invite some regular customers to mingle with the stars—and charge them for the privilege.
Like many of its peers, Valentino has discovered that to-die-for pumps are no longer enough to keep sales on the upswing. Instead, top-end fashion retailers offer experiences alongside their wares, expecting that customers who have visited a workshop or met the designer will develop stronger ties to the brand. “Everything has become more experiential,” says Dante D’Angelo, brand and consumer development director at Valentino, which Qatar’s Mayhoola for Investments purchased last year for about €700 million ($936 million). “It’s a new way of providing exclusivity, making customers feel important, unique.”
Some luxury retailers are offering consumers early access to products, usually at specific stores for a limited time. Closely held Lanvin, for instance, has made at least five black python handbags priced at £2,525 ($4,000) available to top customers who can trek to its store on Mount Street in London before Feb. 28. Only 14 were produced in total.
Gucci, the maker of $8,200 mink jackets, is inviting its biggest spenders to fashion shows, equestrian events, and the Cannes Film Festival. And the company, owned by PPR (PP), has started offering tours of its Florence workshop to top customers who aren’t A-listers. The initiatives “aim to engage the client in the values at the core of Gucci’s DNA,” says Chief Executive Officer Patrizio di Marco. “Getting our clients to understand how much history, tradition, quality, and passion there is behind our work means winning their loyalty.”
That matters, given that the $283 billion personal luxury goods market faces its weakest growth since the global financial crisis, according to Bain & Co.Compagnie Financière Richemont (CFR), which owns Cartier, Alfred Dunhill, and 17 other brands, this month reported slowing jewelry sales and says Asian revenue stopped growing in the last three months of 2012. Suitmaker Ermenegildo Zegna says it’s becoming harder to clinch a sale with well-off Chinese and Brazilian customers. Shoppers today “expect higher service,” says Luca Solca, head of luxury goods research at Exane BNP Paribas.
Valentino, Loewe, a 167-year-old leather goods maker owned by LVMH Moët Hennessy Louis Vuitton (MC), and a dozen other brands are working with a startup, Luxup, to give shoppers the VIP treatment. Launched in September, the company pitches itself as an online club for travelers with a love of luxury and fashion, offering tickets to fashion shows, exclusive collections, or the chance to get sought-after products before they hit stores. Luxup members—signing up is free—select luxury products and events online that they pay for up front and redeem at stores. Subscribers who spend HK$50,000 ($6,450) at Valentino, Loewe, or Dunhill stores in Hong Kong get a Luxup personal stylist for three hours and a photographer to document the shopping spree. Those who buy an £8,000 voucher for purchases at Roland Mouret’s store on Carlos Place in London get a pair of front-row tickets to the brand’s fall-winter fashion show in Paris, including backstage access and a meeting with the designer.
“Offering the latest must-have isn’t the only basis on which brands can compete,” says Luxup co-founder James Corsellis, who is also an executive director of London asset management firm Marwyn Management Partners.
Selling thousands of branded goods has generated billions in annual sales for luxe labels, yet it has also challenged their exclusivity, says Boston Consulting Group senior partner Jean-Marc Bellaiche. Also, shoppers in their 20s increasingly define themselves by what they’ve done rather than what they own, says Bellaiche, who leads the firm’s luxury practice. And affluent Europeans, North Americans, and Japanese in their 60s, their closets crammed with luxury goods, are seeking new ways to treat themselves. “In an era of over-consumption, people are realizing that there is more than just buying products,” Bellaiche says. “Buying experiences provides more pleasure and satisfaction.”
The bottom line: As the personal luxury goods market slows, companies are offering their best customers exclusive experiences to spur more spending.
Pra quem me pergunta por que eu dou minhas apresentações sem nem pensar e com a maior tranquilidade...
Muito, mas muito genial mesmo...
Pra quem quiser ver em São Paulo. Pós NRF 2013 - Alshop - Estaremos lá.
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