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Five Ideas: Retail

March 2014

During the Oracle Industry Connect conference in Boston in March, Oracle released research revealing the emergence of an increasingly democratic relationship between digitally empowered consumers and retailers. This new reality means retailers must reevaluate technology investments and strategic initiatives to capture loyalty, drive spend, and remain competitive.


Here, learn more about this research, plus get expert insight into customers’ changing expectations and how to use technology to reach them wherever they are – and deliver what they want.

“As consumers continue to dictate how, when, and where they make purchases, Oracle believes that providing commerce anywhere is imperative for retail success. Retailers need to invest in aligning and integrating retail processes with the needs of individual consumers to compete and grow effectively in the New Retail Democracy.” —Mike Webster, senior vice president and general manager, Oracle Retail

“Taking advantage of better analytics, information, and processes enables us to serve customers better while improving margins in support of our offline to online global initiative.” —Karen Katz, CEO, Neiman Marcus Group

“The once sharp line between in-store retail and e-commerce is blurring as on-the-go, tech-savvy shoppers research, browse, try on, and transact wherever and whenever they please. That, in turn, is causing retailers to become much more sophisticated in how they predict demand, manage and move inventory, and integrate their physical, virtual, and mobile selling channels.” —John Foley, director, strategic communications, Oracle

“With right-time integrations and interactions, retailers can offer localized and personalized service at scale, which in turn drives loyalty and leads to meaningful revenue growth for retailers that execute well.” —David Dorf, senior director of technology strategy, Oracle Retail

“I was researching retail stores, examining pervasive operational problems that undermine a company’s performance by really reducing customer service, sales, and profits. When I looked at these companies, I found that the pervasive problems were driven in part by poor labor practices. It was evident that bad jobs – jobs that pay poverty level wages and provide very unpredictable schedules – were not just hurting the employees, but they were actually hurting companies and the customers.” —Zeynep Ton, professor of operations management at the MIT Sloan School of Management and author of The Good Jobs Strategy

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