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A6040-752 - Assessment: Retail Store Solution Sales V4 - Dump Information

Vendor : IBM
Exam Code : A6040-752
Exam Name : Assessment: Retail Store Solution Sales V4
Questions and Answers : 65 Q & A
Updated On : December 13, 2018
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A6040-752 Questions and Answers

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A6040-752 Assessment: Retail Store Solution Sales V4

Study Guide Prepared by Killexams.com IBM Dumps Experts


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A6040-752 exam Dumps Source : Assessment: Retail Store Solution Sales V4

Test Code : A6040-752
Test Name : Assessment: Retail Store Solution Sales V4
Vendor Name : IBM
Q&A : 65 Real Questions

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IBM IBM Assessment: Retail Store

analyzing IBM's Sale Of Retail outlets options | killexams.com Real Questions and Pass4sure dumps

No outcomes discovered, are attempting new keyword!Toshiba TEC (OTC:TSHTF) will purchase IBM's (IBM) retail save point-of-sale solutions business. The contract enables each to tap the starting to be smarter commerce opportunity. A multi-yr company accomplice ...

IBM Brings huge records Analytics to the Cloud, iPad | killexams.com Real Questions and Pass4sure dumps

Posted October 31, 2011 by means of Vangie Beal     remarks

IBM rolls out large records analytics, vicinity mapping for predictive analytics and healthcare analytics application in accordance with Watson expertise.

IBM (NYSE: IBM) has introduced that its Hadoop-based mostly facts processing and analytics platform, InfoSphere BigInsights, is purchasable on its SmartCloud business infrastructure, making massive records analytics attainable for any consumer inside a company.

The utility become introduced on the 2011 enterprise Analytics discussion board, where IBM referred to the brand new Hadoop-primarily based analytics utility on the cloud analyzes average structured facts present in databases and might also help personnel faucet into huge amounts of unstructured facts from plenty of sources, together with social networks, cellular contraptions and sensors.

according to IBM, the utility sifts through every kind of information behind the scenes and ranks it with the aid of satisfactory, makes it cozy, and ensures that enterprise decisions are in response to relied on information.

the brand new choices span a wide selection of large information and enterprise analytics technologies throughout distinctive structures, from cellular instruments to the facts middle to IBM's SmartCloud. Now personnel from any department interior an organization can discover unstructured information corresponding to Twitter feeds, facebook posts, weather statistics, log files, genomic facts and video, and make experience of it on the fly as a part of their ordinary work journey, observed IBM.

For clients, IBM has a free software down load at Apple's iTunes store that the business claims will put mobile analytics into the fingers of iPad clients. IBM Cognos cell on the iPad is designed to assist personnel in key industries reminiscent of financial capabilities, healthcare, executive, communications, retail, commute and transportation use and advantage from analytics on the go. 

For IT professionals and students, IBM's BigDataUniversity.com will aid those seeking to build Hadoop advantage. the brand new net web site is a place to begin for clients to be taught the fundamentals of Hadoop, flow computing, open supply application building, and database administration ideas to put together for careers as information Scientists.

New Geographic Mapping for Predictive Analytics

New predictive analytics application with a mapping feature that will also be used across industries for advertising campaigns, retail save allocation, crime prevention and academic assessment turned into also announced through IBM on the 2011 business Analytics forum.

SPSS statistics 20.0 application comprises a new mapping characteristic that gives users the potential so as to add a geographic dimension to analysis and reporting, and allows users to goal, forecast and plan by means of geographical areas. This mapping function may also be used across industries to research facts and create information for advertising campaign effectiveness, keep allocation decisions in retail, detect crime sizzling spots, and for scholar examine rating assessments.

"The utility comes with views of the U.S., countries, continents and prebuilt map templates the place clients can immediately populate them with facts together with geospatial suggestions from ESRI information," observed IBM.

Predictive Analytics for Healthcare

IBM additionally announced an answer for the healthcare business that makes use of content material analytics comparable to what's present in IBM's Watson know-how.

earlier this 12 months, IBM stated Watson would circulate on from Jeopardy! fame to healthcare. The influence is the newly announced IBM content material and Predictive Analytics for Healthcare software that transforms uncooked suggestions into healthcare insight without delay by revealing developments, patterns, deviations and predicting the likelihood of results, permitting groups to derive perception in minutes versus weeks or months.

in line with IBM, its new predictive analytics software helps medical doctors and healthcare gurus to move a long way beyond ordinary search and analysis of unstructured information. they can strengthen analysis and medicine by using accurately extracting medical information and knowing relationships buried in enormous volumes of clinical and operational facts.

"IBM content and Predictive Analytics for Healthcare makes use of the identical classification of herbal language processing as IBM Watson, enabling us to leverage our unstructured tips in new techniques no longer viable before," mentioned Charles Barnett, CEO of Seton Healthcare family. "With this solution, we can access an integrated view of relevant medical and operational guidance to force greater informed determination making. for example, by using predicting readmission candidates, we will cut back expensive and preventable readmissions, lower mortality rates, and eventually increase the great of life for our sufferers."


CryptoCann™ file: Seagate and IBM accomplice to battle counterfeiters with blockchain; privacy breach influences four,500 Ontario cannabis store clients | killexams.com Real Questions and Pass4sure dumps

The Crypto document

Corp (NASDAQ:) is among the precise blockchain patent holders, second handiest to China’s retaining confined ().

statistics storage solutions business plc () is partnering with the tech enormous to battle back towards the U.S.$a hundred billion counterfeit hardware industry, as per a Forbes file.

Seagate even runs the chance of accepting counterfeit hardware returned into its provide, which is widely used because the reverse supply chain.

The groups have a two-half plan to fight lower back, the use of cryptographic signatures on the hardware and securing the deliver chain by moving it onto a blockchain as smartly.

read: NetCents know-how completes cryptocurrency integration with restaurant-focused SoftPoint

In different crypto information, Inc () released effective third-quarter effects after the closing bell, together with its Bitcoin revenue.

The price processor stated that Bitcoin brought in a total of US$43 million in profits and a earnings of US$500,000.

Bitcoin accounted for five% of ’s total profits in its third quarter.

’s cash app enables US clients to buy and sell Bitcoin, the simplest digital asset it at the moment helps.

The Cann document

the united states midterm election become a victory for cannabis advocates, bringing legalized leisure marijuana to Michigan and legalized medical marijuana to Missouri and Utah. The resignation of lengthy-time hashish opponent former US attorney established Jeff sessions was additionally viewed as a win for the marijuana market.

cannabis proponent Congressman Earl Blumenauer (D-OR) referred to as it a “huge nighttime” for hashish.

Blumenauer currently despatched an eight-page letter to Democratic leadership in the condo of Representatives outlining his plan to legalize cannabis if the Democrats were to retake the apartment after the midterm elections, which got here to circulate this week.

“I appear ahead to working with our new majority in the condo to eventually end the federal executive’s coverage of prohibition, which continues to destroy lives—and disproportionately the lives of individuals of colour,” said Blumenauer (D-OR) to Leafly in a press release.

read: Shares of Tilray gentle up after US attorney frequent Jeff classes resigns

Legalization made its strategy to Canada final month, nevertheless it hasn’t exactly been a smooth transition.

There gained’t be any retail spots in Ontario until subsequent year, so hashish consumers browsing legally will ought to go throughout the online Ontario hashish store.

besides the fact that children, a privateness breach into Canada put up’s database on November 1 published the names, transport addresses, and order dates of greater than four,500 consumers, according to a excessive instances file.

Canada submit emailed the affected valued clientele very nearly a week later on November 7, permitting them to know the breach exposed limited information and didn't consist of own fiscal suggestions.

having said that, the Ontario cannabis store requested that Canada submit revamp its security equipment to steer clear of an extra adventure of its variety and has reportedly eliminated all order reference numbers from the tracking facts given to Canada put up.

Contact Lenore Fedow at [email protected]

observe her on Twitter: @LenoreMariee

be part of our Crypto, Blockchain and cannabis Telegram neighborhood here

A6040-752 Assessment: Retail Store Solution Sales V4

Study Guide Prepared by Killexams.com IBM Dumps Experts


Killexams.com A6040-752 Dumps and Real Questions

100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



A6040-752 exam Dumps Source : Assessment: Retail Store Solution Sales V4

Test Code : A6040-752
Test Name : Assessment: Retail Store Solution Sales V4
Vendor Name : IBM
Q&A : 65 Real Questions

start making ready these A6040-752 questions solutions and chillout.
initially I need to mention thanks to you human beings. i have cleared A6040-752 exam via subscribing in your take a look atsubstances. So I desired to percentage my success on your website. thanks once again. thanks very a lot on yourremarkable help. ive cleared my A6040-752 with 90%.


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Assessment: Retail Store Solution Sales V4

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What a retail store should be in an omnichannel world | killexams.com real questions and Pass4sure dumps

In an omnichannel world, according to Fractal Analytics, which provides analytics solutions to some Fortune 500 companies, retailers are ought to be a combination of store retail and non-store retail, integrating the online and offline advantages to provide customers with a seamless shopping experience across channels.

“As prices and inventory availability become more transparent, retailers will not survive just by being ‘pass through’ sellers of national brands. They will have to give consumers a reason to choose their stores over competitors,” Fractal Analytics says in a 2018 paper titled “Evolving the role of the retail store in an omnichannel world.”

“No longer will consumers shop at a retailer simply because it happens to be where a product is distributed. Retailers will need to offer deep product expertise and a unique product education.”

There isn’t just one, infallible way to bring new experiences to consumers; there are, in the words of Fractal Analytics, “enormous possibilities.” The company offers some scenarios: Customer making an online purchase but returning the product at the physical store; access to an in-store interactive screen that customers can use to browse through various products, read reviews of them and pick them up from the shelf; and in-store assistants carrying tablets with information about each customer and personalizing the shopping experience for that customer.

Some of the real-life examples Fractal Analytics gives include Amazon Go, a chain of grocery stores in the US that employs a so-called “Just Walk Out” technology, allowing customers to bypass queues, and Oasis, a UK fashion retailer which has stores where sales associates are armed with iPads, available to give anyone on-the-spot, accurate and up-to-date product information.

“The iPad also acts as a cash register, making it easy for associates to ring you up from anywhere in the store. And the cherry on top? If it appears that something is out of stock, the staff can instantly place an online order for you to have the item shipped directly to  your home. This is true seamless customer experience,” Fractal Analytics says.

The company argues that for many retailers, future store layouts will have to foster greater customer learning and experimentation, with technology fully integrated into how stores and employees engage customers, blurring the lines between the physical and the digital.

Its paper spotlights something called store remodeling, which it defines as a process of producing an incremental change in a store’s physical design to enhance customer experience.

“It is very difficult to accurately predict whether a store remodeling exercise will generate returns,” Fractal Analytics cautions. “The best way to know this for certain is to test the change in a subset of stores and based on the assessment, make a decision on whether it should be rolled out.”

It cites an unnamed US retailer that went on a remodeling experiment involving 27 of its stores, in which customer experiences lounges were introduced, changes to exterior signage were made and existing light systems were made “smart.”

The results were as follows: “22 stores generated a positive lift. Few experienced lifts more than 15% in sales. In addition, breakeven for large stores (sales greater than $10 million) was expected within 2.5 years whereas that for small stores (sales less than $5 million) was expected in 5-7 years. Based on the results, the retailer decided to prioritize remodeling for large stores.”

“The role of the retail store remains essential for today’s consumers. Retailers that use technology to transform the in-store experience can capture new opportunities to create true omnichannel customer experiences,” Fractal Analytics says. However, creating seamless digital and in-store experiences require retailers to be innovative, digital-savvy, and be willing to experiment.

“As in the case of the retailer that successfully remodeled its stores, those that take an intelligent approach to experimentation, powered by measurement and data, will drive real results, while minimizing risk. The opportunity is ripe for retailers that take smart action and strive to innovate. The leaders have already started. For those that haven’t, the time is now,” Fractal Analytics says.


Asda: EAS refresh continues with Tyco Retail Solutions | killexams.com real questions and Pass4sure dumps

Jumbo to mainly open Foodmarkt-style stores in Belgium: reportsDutch retailer Jumbo is going to focus on opening Foodmarkt-style outlets in Belgium, according to local trade publication Gondola. According to Jumbo CEO Frits Van Eerd, the retailer will be seeking to make a "good start" in the country through the opening of three to five outlets by the end of 2019. Jumbo already operates five Foodmarkt outlets in the Netherlands, following the recent opening of its latest outlet in Groningen.Source: esmmagazine.com

France: Monoprix says grocery alliance with Amazon Prime tops expectationsCasino’s upmarket Monoprix supermarket chain said the start of its partnership with Amazon Prime’s delivery service for Paris had been better than expected - an alliance that could prove crucial for debt-ridden Casino’s fortunes. Monoprix Chief Executive Regis Schultz told Reuters that orders had been beating expectations, and that he hoped the delivery service could be extended elsewhere in France, although the decision was in the hands of e-commerce giant Amazon. Nearly a month after the launch, the number of orders was exceeding by 2-3 times the expectations of the two partners, he said. “A first assessment is very, very satisfactory. Our priority is now to expand the service,” said Schultz.Source: reuters.com

Spar Hungary launches recipe book to promote healthy eatingSpar Hungary has announced the launch of a recipe book, titled ét & rend ('diet & order'), which focuses on simple, healthy-eating measures for customers. The book also includes advice from nutritionists and trainers. The easy-to-prepare, healthy recipes highlight Spar Hungary’s commitment to promoting a healthy lifestyle among its consumers. Head of communications at Spar Hungary, Márk Maczelka, said: "The handy new recipe book is a perfect addition to our lifestyle programme, which also puts focus on the promotion of sport and exercise in general.”Source: esmmagazine.com

France: Bonte appointed president of Auchan RetailEdgard Bonte has been appointed the new president of Auchan Retail, the Mulliez family has announced. The announcement follows the departure of Régis Degelcke, the group’s former president, who has taken up a position at representative group EuroCommerce. Auchan said that Bonte’s appointment is accompanied by a ‘future evolution in the organization and operation of the company’.Source: esmmagazine.com

UK: Asda continues EAS refresh with Tyco Retail SolutionsAsda has rolled out Tyco Retail Solutions’ Google Cloud-based Sensormatic Shrink Management as a Service (SMaaS), which is delivering visibility into Electronic Article Surveillance (EAS) and loss prevention systems for all its 642 stores in the UK. The implementation is part of a wider five-year strategy that the grocery giant is carrying out with Tyco Retail Solutions to refresh its EAS solutions and tagging eco-system, as well as drive meaningful alarm action at the store level. “Building upon our EAS foundation, we now have new insights and centralised management which provide efficiencies with our EAS equipment, allowing us to refocus our efforts and more proactively manage our estate in real-time across 642 stores. The true benefit will be realised when we can act predictively to support our stores with this new level of visibility SMaaS delivers,” says Andrew Rees, Senior Manager, Asset Protection, Asda.Source: retailtechinnovationhub.com

Canada: Walmart investing $175mln to improve storesWalmart Canada says it will spend $175mln to help upgrade its stores across the country and improve the integration between its e-commerce business and physical locations. The company plans to renovate 23 stores by February 2019 in a move that it says will create more than 2,500 construction jobs. In addition to updating the physical appearance of the stores, Walmart plans to make changes to help its online shopping business such as dedicated parking spaces for online grocery pickup and new areas in stores devoted to online orders.Source: canadiangrocer.com

US: Whole Foods now delivers to Prime Now subscribers in 53 citiesWhole Foods Market has expanded its delivery and click-and-collect footprint once again for members of Amazon's Prime Now service, bringing the numbers of cities serviced by both up to 53 and eight, respectively. Delivery is now available from Whole Foods through Prime Now in Annapolis, Maryland; Cleveland; Louisville, Kentucky; north and central New Jersey; and Pittsburgh, as well as additional locations in the San Francisco Bay Area. Prime members in those areas can purchase the same fresh produce, meat and seafood, everyday staples, and other locally sourced items that they can get in-store at Whole Foods.Source: progressivegrocer.com

US: Natural Grocers redesigns website to help shoppers take control of their healthNatural Grocers is making its online experience more personalized and convenient with a fully redesigned website that's both desktop- and mobile-friendly. Offering a cleaner, more streamlined experience, the new site has an improved page speed and enhanced layouts, faster and more responsible page load times for different devices, and simplified navigation to help visitors easily locate stores, favorite recipes, articles or sales. It also employs a centralized content management system and allows for the integration of additional applications, providing a foundation for future growth and development.Source: progressivegrocer.com

US: Kroger begins in-store roll-out of Home Chef kits, tests quick-prep extensionThe Kroger Co. has begun rolling out Home Chef meal kits in select markets, and is debuting Home Chef Express, a line extension of quick-cook meal kits in a limited market test. Both options are intended to provide an easy-prep, on-demand solution for busy shoppers' dinner tables, with each meal serving two and starting at $8.50 per serving. The Home Chef kits will be available first at select Mariano's stores in Illinois and select Metro Market and Pick 'n Save stores in Wisconsin. The Home Chef Express kits will be tested at select Kroger stores in Kentucky and Michigan. Both lines will be available in Cincinnati Kroger stores, and then expand to new markets in 2019.Source: progressivegrocer.com

US: Schnucks Markets announces opening dates and updates for nine acquired storesSchnucks Markets announced it is opening the doors of nine of its recently acquired St. Louis-based Shop 'n Save locations this week. The retailer acquired 20 Shop ‘n Save locations earlier this year and has been switching out point-of-sale systems, rebranding signage, and restocking merchandise in order to rebanner the stores as Schnucks. “We know that customers want to quickly return to their neighborhood store to shop for their families, so our teams will be working around the clock to transition these stores in a period of just 63 hours each, and we’ll focus on more extensive upgrades in the coming months,” said Schnucks President and COO Dave Peacock.Source: delimarketnews.com

foodora teams up with 7-Eleven for convenient Canadian deliveryfoodora, one of Canada's top on-demand food delivery services, has joined forces with food and convenience store juggernaut 7-Eleven to bring a variety of items right to customers' doors. 48 select 7-Eleven locations across Toronto, Vancouver, Calgary, and Edmonton are available for pick-up and delivery, using the foodora app and web platform. "If there's one thing we know for sure, it's that Canadians love the convenience of getting good food whenever and wherever they want it. We're excited to work with 7-Eleven, the king of convenience, to expand beyond good food, and offer our customers an easy way to get their everyday essentials, hot foods and snacks," said David Albert, Managing Director, foodora Canada. "foodora and 7-Eleven share one common goal, and that's making life easier for customers. We look forward to continuing to evolve and serving our customers' needs in new ways."Source: newswire.ca


Inclusion As A Growth Strategy Part 4: How To Personalize For Millions Of Customers | killexams.com real questions and Pass4sure dumps

This is Part 4 of a six-part series on Inclusion as a Growth Strategy. Part 3 is here.

Leading Inclusion as a Growth Strategy(Credit: Glenn Llopis Group)

In the first two articles I explained why organizations can’t thrive without inclusion, and the role of enterprise leadership in making sure leaders know how to facilitate inclusion throughout an organization. In the third article I explored how to create an inclusive workforce through a set of new performance indicators.

This time I’ll dive into how to create an inclusive experience for consumers and clients. As I’ve done with the previous articles, I’ll share the data my organization has collected about how companies rank their own abilities to be inclusive when it comes to the consumer experience they deliver.

My company has created a methodology and conducts an assessment to determine an organization’s readiness to lead inclusion as a growth strategy that goes well beyond the Human Resources and Corporate Social Responsibility silos. The methodology focuses on creating a much broader enterprise-wide approach that operationalizes inclusion across four “solve” areas that are interconnected and interdependent upon each other. They include the following:

  • Enterprise Leadership: Solidify the right inclusion-based performance metrics to drive better outcomes across the enterprise to ensure the organization is solving for the most sustainable growth opportunities.
  • Workforce Representation: Create an inclusive culture to attract top talent, strengthen your employer brand and build high-performance teams to generate growth.
  • Consumer Experience: Build connection and trust with your customers by allowing them to share their feedback and develop systems to act on that feedback to accelerate growth.
  • Population Health: Be proactive in getting to know and addressing the unique health needs of your employees, customers and their communities in ways to drive growth.
  • Inclusion as a Growth Strategy Methodology(Credit: Glenn Llopis Group)

    This article focuses on Consumer Experience.

    Across all four areas that the assessment examines (leadership, workforce, consumers and population health – which I’ll examine in Part 5), companies scored lowest overall in the consumer category. These are self-assessments made by thousands of leaders at hundreds of companies.

    It was surprising to me that organizations feel least prepared with processes in place to help them know and serve customers as individuals.

    Inclusion as a Growth Strategy Research(Credit: Glenn Llopis Group)

    I believe it’s because when we’re confronted with an audience of millions who might be scattered across the globe, we want to do some of the categorizing that we’ve already talked about (in previous articles) related to our employees. Categories can be helpful, but they can also be limiting if we think that’s all we need to do in order to understand our customers. Building relationships with consumers has never been more challenging, with so much competition for their attention. And consumers have high standards. They want to identify with a brand they can grow with, a brand that earns their trust and makes them feel valued. They want to evolve with a brand whose products and services give their business or life meaning and significance.

    But how do you build that kind of customer relationship with millions of people around the world? The fact that companies admit they’re still trying to figure this out means this is a prime opportunity for building customer loyalty for those who get it right (or least make progress).

    Let’s explore what readiness really means. Here are a few of the questions I ask companies, to see if they have any methods in place to help them get to know customers beyond the typical satisfaction survey.

  • Do you have processes in place to get to know consumers/clients as individuals, and to make sure that knowledge is shared (as appropriate) with all employees who interact with customers/clients (call centers, marketing, public relations, etc.)?
  • Do you have processes in place to make sure you consider diverse consumer/client preferences when you streamline services or cut costs – to help you do so in a way that doesn’t diminish the experience for diverse consumers/clients?
  • Can you think of an example of when you learned something about how a particular population accesses and/or experiences your products or services, and then you applied that lesson to the way you deliver your products or services?
  • An inclusive consumer experience doesn’t mean you are inclusive to every possible person – obviously every organization targets some audiences and not others. But it does mean that within those target audiences, you have methods in place for learning something about how individuals access and experience your products or services, and then applying those lessons to the way your organization delivers your products or services.

    This is not easy.

    Jeff Pilof, SVP of Supply Chain for CVS Health, explains one of the complications: “There could be thousands of customers who frequent a given store, and I'm actually trying to reach the individual. That takes a lot of customer insight and data intelligence to understand what the customer is trying to tell us. It takes a lot of technology and training and execution to connect one-on-one with the customer uniquely. All in, there’s a lot of complexity to actually achieve what is otherwise a pretty simple idea.”

    So, how DO you get to know thousands of customers or clients as individuals? As I’ve done in the previous articles in this series, I consulted with C-level executives at a variety of global companies.

    Processes for Getting to Know Consumers and Clients as Individuals

    The challenge of getting to know customers as individuals would clearly be difficult for a company like Target, considering that “nearly every doorstep in America is within 10 miles of a Target store,” according to Target CEO Brian Cornell.

    Personalization can certainly seem like an impossible goal for a customer base so wide-ranging. But Cornell seems to recognize and appreciate the challenge. “Given our reach, almost anybody can walk into one of our stores,” he said, “and that’s why it’s important that the products we sell and the people we employ reflect the diversity of our guests.”

    He shared an example. A Target team member, who is the mother of an autistic child, had an idea to add a limited selection of sensory-friendly pieces to Target’s marquee clothing brand for kids, Cat & Jack. In 2017 Target introduced the new pieces, which feature heat-transferred labels in place of tags, flat seams, and one-dimensional graphic tees that don’t interfere with the skin, minimizing a child’s discomfort.

    “Due to the success of our adaptive styles within Cat & Jack and positive guest feedback,” said Cornell, “we expanded our adaptive styles to be included in our women’s brand, Universal Thread.”

    This is also a great example of the synergy between workforce and customer base. When employees feel safe to bring their authentic selves to work and when they feel respected on a personal level, they have innovative ideas that result in a more personalized consumer experience. Your employees’ stories overlap with your customers’ stories.

    How Do You Listen To Your Customers?

    Is “getting feedback” the same thing as “listening”? The way you design your feedback processes can play a huge role in whether or not you are able to really get to know your customers.

    There are many ways to listen to customers.

  • General Mills Chief HR Officer Jacqueline Williams-Roll: “We spend a lot of time with our consumers asking them what they would like, not necessarily what they want, but what needs are unmet. Obviously, we're looking for opportunities to meet them. We're doing things like lemonade stands, where we've got groups of employees actually going into supermarkets and interacting live with our consumers on products they're buying that belong to us, or maybe even products they're buying that don't belong to us. Those are also interesting insights. Like many companies, we have a website, a consumer service center. We obviously interact on social media. So we're getting feedback all the time.”
  • Fifth Third Bank CEO Greg Carmichael: “We absolutely have mechanisms for listening – and this is a work in progress. We call it the listening post. Whether you come into a branch, whether you go on social media, whether you send a text directly to an employee, we capture every one of those experiences and assess that interaction. If there’s a complaint or problem, we have the infrastructure in place to elevate that appropriately. If someone comes in, they have an issue or complaint that they want to discuss with somebody, that is captured.”
  • Target CEO Brian Cornell: “Our whole leadership team also prioritizes visits to guest homes for one-on-one interviews to help understand their needs and intimately understand their experience with our brand. We call these conversations Guest Immersions. For example, our guests told us that they wanted to see our doll assortment be multi-cultural in skin tone, and now we offer a variety of skin tone options for dolls. Feedback from our guests, no matter which channel it comes through, is imperative in delivering on Target’s purpose to help all families experience the joy of everyday life.”
  • Sodexo CEO of Geographic Regions and Region Chair for North America Lorna Donatone said Sodexo has implemented various ways to gather feedback and hear directly from clients, stakeholders and consumers. Those ways include third-party surveys, benchmarking and interviews; feedback through branded apps; cafeteria/dining hall kiosks that encourage consumers to rate their experience; taste-testing of menu refreshes with students and customers; regular meetings with client stakeholders; focus groups; and more. “Feedback is analyzed by our teams to continually improve our operations and services,” said Donatone.
  • Consumer-focused companies are pretty good at getting feedback from people about products and services. Yet it’s still challenging to make sure you’re getting feedback that’s authentic, useful and actionable.

    Consider this another indicator that you’re on track to deliver a customer experience suited for this age of personalization: whether or not you have organizational processes to make sure customers aren’t just answering questions that you want to ask. Make sure they feel seen, heard and respected by everyone with whom they interact.

    Banfield Pet Hospital President Brian Garish said his leadership team has been rethinking how they survey customers.

    “We ask these questions because we want to know this, we want to know this, we want to know this," he said. “But we didn't really have any meaningful change on it because we couldn't get at what the customer behavior was.”

    He sees a difference between wanting to know how customers feel about “x” versus wanting to understand the voice of the customer. He said they’re testing a new version. They shifted their survey from 41 questions to 9, and divided it into the check-in and check-out experiences – how people feel about how they were greeted, and then how they feel about their experience in the exam room. His goal is to make it so that the insights they glean really do help his team understand why people are loyal or what improvements would make a difference – rather than simply giving them an answer to a question that the business has deemed important.

    “It's got to be so clear,” said Garish, “that if the results aren’t good, we can take meaningful action or make the necessary changes to give the client what they need to make sure we become a trusted brand that is always evolving and changing based on what's going on in their life.”

    Here’s a story from another article I wrote earlier this year that serves as a powerful example of an inclusive approach to getting input from thousands of people. Though the story talks about employees rather than consumers, it provides insight on how a global organization can evolve to allow individuals to define the business related to the organization’s philanthropy strategy.

    Mary Jane Melendez, Executive Director of the General Mills Foundation, told me about her work implementing an employee-centered strategy for deciding how the company would give back. She described a process for engaging with more than a thousand employees over four months in two dozen countries – often going three and four levels deep within divisions and departments. She was worried that getting so many perspectives would create chaos, but she said what she found was like-mindedness among the differences. As she put it: “Whether an employee had been here in Minneapolis for 30 years or was a new employee halfway across the world, the theme of their responses was that we are a global food company and our work should focus on hunger relief and food security.”

    Creating ‘Moments That Matter’

    In assessing your own company’s approach to listening, consider whether or not you engage with customers in a way that invites them to tell you their whole story – beyond the immediate needs related to the specific product or service they get from you.

    “The landscape of retail is changing rapidly,” said Kristin Gwinner, Chief Human Resources Officer and SVP at Chico’s FAS Inc., a retail women’s clothing chain. “One thing we continue to focus on is providing what we call the Most Amazing Personal service to our customers, when, where and how they want to shop, with solutions that fit their lifestyle so that they feel confident and beautiful. We want to treat others with our core values and guiding principles in mind, not from words on a piece of paper, but from the actions that you see take place.”

    Gwinner said they deliberately try to create what they call “moments that matter,” for customers and employees. In fact, creating them for employees is one way to also train people on how to create them for customers.

    “Moments that matter are times when a person can maximize an individual’s experience from ordinary to extraordinary,” said Gwinner. “The magic comes when you tailor it to what the associate or customer wants, and it is unexpected. The interesting part is that those that provide most amazing personal service are as excited to share as those that have received it.”

    Gwinner described several ways they do this for each other within the company. For example, tailoring the way they celebrate an individual’s recognition celebration – secretly inviting the family of one person they know to be extremely close to her family, while inviting a mariachi band for someone else who particularly loves live music.

    Seeing this individualized process in action with each other has helped associates carry this over into their customer interactions as well.

    “When we create more amazing personal experiences for each other, we also do so for our customers,” said Gwinner. “Our associates share moments when a customer comes in and wants help getting ready for an event that is important for them and we help them with the right outfit to make them feel beautiful. Or a customer we have known for years comes in after surgery and we call her by name and share how we have missed her. One customer shared how we made her feel when the store manager brought her to the back room during an emergency in the mall and fed her cookies and drinks to help keep her calm during a mall crisis. Creating experiences with others in mind makes a difference.”

    Sharing Insight Across the Enterprise

    Once your employees have gained some insight about customers, do they have ways to share that knowledge across the enterprise – to make sure that insight is actionable and doesn’t get stuck in a silo?

    Let’s say a sales associate in a retail store observes that a particular in-store promotion touches someone deeply. The promotion, centered around Mother’s Day, includes an oversized photograph of an older woman with a middle-aged woman, likely a mother with her adult daughter. The associate sees a woman notice the photo and get teary-eyed, so the associate offers more than the usual greeting – perhaps she expands her welcome to include an open-ended question that invites the woman into a conversation if she wants (or leaves room for the customer to decline, as well). We all know the difference between a greeting that is obviously just a required social interaction, and a greeting that invites real interaction. Maybe the associate learns that the customer has recently lost her mother.

    An organization with processes in place for sharing information would give this associate an outlet that lets her share her experience with peers at stores around the country – so others might be aware of the possible impact this promotion can have on someone walking through their door.

    This is a way to take an insight that might be personalized in the moment – one woman’s reaction to a nationwide promotion – and take that level of individual-level insight to help others notice a similar level of individual insight. Just because I’m calling it “personalization” doesn’t mean it can’t be insight that applies to many individuals.

    But if there are no mechanisms in place for people to share knowledge, then we can’t put that knowledge to use on a broader scale.

    Gwinner shared some ways that Chico’s encourages sharing:

  • They encourage employees to post best practices and ideas on their social intranet site
  • They stream videos so others can hear and see new ideas or things they’ve learned
  • They provide webinars, and leaders teach/facilitate internally and across all three brands on technical and leadership topics
  • They use focus groups, surveys and listening sessions, encouraging associates to share feedback on ways to improve the company culture and inclusion
  • Creating the Right Customer Experience

    Personalized customer experience can be enabled at any level of an organization. Take Jeff Pilof of CVS Health, who is working on it from a supply chain perspective – leveraging transportation capabilities to create a prescription delivery experience that is unique to each customer.

    With on-demand delivery in many markets, and one- to two-day delivery of prescriptions across the country, it's creating an opportunity for the pharmacy to help people with adherence.

    “Adherence to medication, which improves quality of life for many, is aided by convenience and affordability,” said Pilof. “Coming into a store is convenient for some or sometimes but not all and not always. So, the idea is to offer options like economical delivery of their medication at the date and time or in a timeframe that works for each of them. Those are supply chain capabilities to create that experience for our customer that becomes a unique way in which we get that important product into their hands.”

    Banfield Pet Hospital President Brian Garish described his team’s process of finding a solution to a different problem. They were trying to create a better system for calling customers to remind them that it’s time for a particular check-up for their pet. Clinics had been making those calls from the front desk, which wasn’t ideal.

    The team’s solution: make the calls from the call center, which has access to the schedule.

    “And everyone thought this was a great idea, including me,” said Garish. “I went home, slept, and luckily my brain was doing some great activity while I was sleeping. And I woke up and I started thinking back about all the decisions we made. And I start shaking my head on that one, because we're solving a problem that's existed for years, but we're solving it in terms of a 2010 solution, with calling people. We know people don't necessarily want to be called.”

    He said what they really needed was a 2023 solution. “It's about solving more of the future.”

    And with that, Garish expands this concept of inclusivity immensely. How do you not only create a personalized experience for your customers today, but also set yourself up to have personalized experiences that will be relevant in the future?

    In the next article (click here for Part 5) I’ll broaden this topic a bit to consider how organizations can be proactive in getting to know and address the unique health needs of their employees, customers and communities to drive growth. In the meantime, I encourage you to assess your readiness to lead inclusion as a growth strategy.



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