Article
Making your in-store technology deployment a success, part I
An expert lays out five key steps to take before beginning any in-store tech project, including retail digital signage.
August 22, 2010 by Troy Carroll — CEO, Intava
Are you a retailer considering the introduction of in-store shopper technologies? If so, good luck!
All joking aside, the process can be challenging, especially for those charged with driving the project within a retailer's organization. In this two-part series, I will outline key considerations that I have seen emerge repeatedly in retail technology initiatives and offer advice on how best to approach them.
In part one, we'll cover key activities that need to take place at the onset of your strategic planning. In other words, don't proceed until you have a handle on the following:
1. Define clear business goals
While obvious, I find this point isn't always put into practice. It is crucial that your department's core business team sit down and answer the key question, "What business goals are we trying to meet by implementing this new technology?" Be specific. Too often the question is answered with generalizations. Whether it's increased transactions of a specific product category, better customer experiences in specific ways, or quicker sales cycles for the floor staff, the core team must understand the business problem they are trying to address and agree upon the objectives for the project. By clearly defining the business goals from the onset of project discussions, you can better decide tactical details like which types of systems to use. Plus, you'll be better equipped to evangelize your mission within your organization.
2. Select a representative to be the voice of the customer
We all know the saying, you can lead a horse to water but you can't force him to drink. The same applies when trying to engage shoppers. You must create experiences that will interest the shopper and align with their needs. You can then wrap your business agenda around those consumer desires. Building a system around business concerns and simply assuming the customer will respond is a strategy fraught with peril. Designate a team member to represent the voice of the customer so that you're always making design, feature and functionality decisions based on consumer interests and demands.
3. Get senior management on board
There is no better way to get the support you need than by having a friend at the top. In fact, in my experience it usually proves to be essential. It's very important to identify the most appropriate senior management sponsor and carefully deliver your project objectives to garner top-level interest and eventual buy-in. Involving senior level support from the start of your project is imperative, or it's very likely that it won't see the light of day.
4. Form alliances with key internal departments
Several departments are usually critical to the success of an in-store technology deployment. Identify your key dependencies, and then cultivate relationships with the teams that will be critical to your success. Clearly communicate the business objectives that are applicable to each team, and get them on board with your project from the onset. Departments that often play an important role include Web, IT and security. If you're planning to deploy an interactive system, for example, the Web team typically holds crucial product data, such as photos, descriptions and reviews that are essential for populating your system with content. Fully knowing the level to which each team can support you early on will ensure you avoid critical roadblocks once your project is underway.
5. Develop, test, pilot and roll
When planning an in-store technology implementation, remember to think in stages. Senior managers are typically cautious and need to see proof in the numbers before they spend money on national rollouts, so be sure you have a plan to get them the proof they need.
Consider a three-stage plan that includes test, pilot and rollout periods. Run a test in a few stores and plan to prove your concept to show senior management what they can expect from the new in-store system. Collect feedback from store personnel and shoppers, and then use it to hone your system's features and value proposition. Next, run a limited pilot program in 20 or more stores with well-designed measurement tools and metrics in place. Make sure your pilot footprint represents the larger company and yields statistically valid data. Use the resulting measurements as proof of your business case. Finally, when you have secured complete internal buy-in from all key departments and the system's functionality is stable and finalized, you're ready to launch a national rollout to meet your pre-defined business objectives.
These five steps should give you the proper organizational buy-in and enable you to develop a successful in-store technology strategy. In Part 2 of this series, we'll explore technology concerns and how to choose vendors that can translate your strategy into a successful deployment.
Troy Carroll is CEO ofIntava, a provider of interactive retail technology and in-store media systems.
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