Activation Commerciale

(Author : Deena M. Amato-McCoy)
A discount giant is helping more shoppers skip the checkout line. Walmart is expanding the deployment of its Scan & Go mobile app, which is being tested in approximately 12 stores across Northwest Arkansas, Florida, Texas and Georgia. 

Walmart deploying tech that lets in-store shoppers check out — on their own

The chain is now rolling out the app for use in at least 10 additional locations in the Dallas-Fort Worth and Nashville markets. The stores will offer the solution by the end of the month, said Walmart spokesman Justin Rushing in an interview with Chain Store Age.

“A lot goes into the market selection, including both the commerce and customer density that make up each area,” he told Chain Store Age. “These are diverse markets to test new ideas. Our initial findings will determine how we will expand the program further.”

The free app allows members to scan merchandise bar codes as they move throughout store aisles and add merchandise to their shopping carts. The app also keeps a running total and itemized list of merchandise and prices, and lets shoppers checkout directly through their smartphone. In addition to internal metrics, Walmart will also rely on customer feedback to learn from the test.

“This is not the complete solution, it is only a part of multichannel process in the front end that will ultimately help customers shop the way they want to,” Rushing said.

“By listening to customers, we will be able to find what they want in terms of speed and convenience, and in the end provide a faster shopping experience,” he added. “By testing different things, we can determine the future of Scan & Go. Knowing this is our entry into Scan & Go, we want to make sure we get it just right before moving on across the chain.”

Walmart has also redesigned the participating stores’ front ends to be an “express bullpen area” where shoppers can show their order barcode to an associate before leaving. Once scanned, they are approved to pay for goods through the app.

“They also use this area to bag groceries, and complete confirmations of fresh groceries,” Rushing said.

For example, throughout their shopping trip, customers can weigh their fresh merchandise on scales located across the store. They type in the variety of produce into the app, along with its weight. The app serves up a price that is confirmed at the checkout bullpen.

While Rushing didn’t share further expansion plans, he did say the company is committed to the technology. “We do not yet have any plans to expand beyond where we are going this month,” he said. “For now, we are focused on getting the new technology more saturated in these two markets, and then will drive the experience so our customers can tell us what working best.”

Scan & Go is an example of how Walmart is testing new solutions to streamline its customer experiences. The program comes on the heels of Sam’s Club’s chainwide rollout of the technology last fall. Upon launch-ing the technology, 10% of total sales were filtering through the Scan & Go program, and there was a 10% spending increase among app shoppers compared to those who don’t use it.

Source : chainstoreage.com

(Auteur : Sharon Camara)
Les héritiers du supermarché américain Walmart, via leur société d’investissement RZC Investments, sont devenus acteurs majoritaires de la célèbre marque de vêtements et accessoires de cyclisme Rapha.

Walmart acquiert Rapha, la marque de vêtement de cyclisme

Rapha, marque de vêtements de cyclisme, basée à Londres, accueille un nouvel acquéreur. Pour un montant de 200 millions de livres sterling, la célèbre enseigne américaine Walmart prend les rennes de la société. Les américains fourniront des capitaux à long terme dans l’objectif d’aider l’entreprise à se développer, surtout à l’international. La marque Rapha pourra ainsi étendre son influence à l’échelle mondiale et surtout renforcer sa position de leader dans le secteur du cyclisme.

Une ambition confirmé par Steuart Walton, l’un des héritiers de Walmart qui a exposé dans un communiqué, sa vision de l’entreprise : “Rapha représente le meilleur du monde du cyclisme”, a-t-il admis. “Nous sommes ravis de faire partie de ce prochain chapitre en amenant le meilleur sport au monde à plus de personnes dans plusieurs domaines et endroits”.

Un secteur en plein essor depuis une décennie
Fondé en 2004 par Simon Mottram, l’actuel directeur général, la marque Rapha propose des vêtements et des accessoires de cyclisme, haut de gamme. Des articles, de première qualité, dont les prix varient entre 70 dollars pour un T-shirt à manches longues et environ 200 dollars pour des gants ou un jersey.

Longtemps resté dans l’ombre, le cyclisme a connu une hausse de popularité au cours de la dernière décennie. Le secteur vaut actuellement 47 milliards de dollars dans le monde. La société Rapha surfe sur ce succès et est en plein essor. Ses ventes, qui ont atteint 80 millions de dollars en janvier 2017, ont augmenté de plus de 30 pour cent par année pendant 11 années consécutives. Rapha compte plus de 200 000 clients actifs et 450 employés actuellement.

En plus des vêtements, la marque propose des activités annexes telles que les «clubhouses» qui sont des lieux de rencontres où les clients peuvent regarder des courses de vélo sur des écrans de télévisions et profiter de bars proposant cafés et snacks. La marque a également mis en place un club international de cyclisme qui compte plus de 9 000 membres. Les frais d’adhésion annuelle y sont de 229 dollars. En plus de Walmart, d’autres grand groupes tels que LVMH ou encore les italien de Private Equity Investindustrial auraient souhaité investir dans la société Rapha.

Source : fashionunited.fr

(Auteur : Louise Millon)
Alors que la grande distribution doit faire face à de plus en plus de concurrents d’un nouveau genre -principalement l’inénarrable Amazon- depuis quelques années, chacun essaye de se renouveler pour ne pas se laisser happer par ce phénomène d’ubérisation.

Walmart va utiliser la reconnaissance faciale pour savoir si les clients sont satisfaits

Pour cela, Walmart a pris le tournant de la transformation digitale, à l’exemple du rachat à 3 milliards de dollars de Jet.com en 2016. L’entreprise continue en se lançant dans le développement d’une technologie de reconnaissance faciale.

C’est le Wall Street Journal qui a révélé le contenu d’un brevet déposé par le distributeur Walmart. La technologie va utiliser les caméras vidéos des différents magasins afin d’identifier le degré d’insatisfaction du client en fonction de ses expressions faciales et de ses mouvements. Si la technologie repère un client insatisfait, les employés recevront une notification afin de pouvoir réagir lors du passage en caisse du client. L’objectif est de répondre plus efficacement aux problématiques du service client, car ce dernier ira facilement faire ses courses ailleurs plutôt que de prendre le temps de signaler ce qui ne va pas. À ce sujet, il est précisé sur le dépôt de brevet que « il est plus facile de conserver les clients existants que d’acquérir de nouveaux par la publicité. » Un adage bien connu de tous.

Cependant, l’entreprise ne fera pas que répondre directement à l’insatisfaction des clients, mais utilisera aussi les données pour analyser les tendances du comportement d’achat des consommateurs. Selon Business Insider, Walmart va en plus observer les « données biométriques » de ses clients en plus de combien ils dépensent et ce qu’ils achètent. L’entreprise utilisera ces données pour détecter les changements d’habitudes et les baisses de dépenses d’un consommateur, des données pouvant toutes deux être liées à l’insatisfaction.

La reconnaissance faciale n’est-elle pas une méthode un peu trop intrusive qui risquerait justement de faire fuir des consommateurs déjà fidélisés chez la concurrence ?

Source : siecledigital.fr

(Author : Marianne Wilson)
Walmart continues to explore new ways to make it easier for customers to pick up goods purchased online. 

Walmart installing automated vending machines for online order pickup

The discounter is expanding its deployment of a giant self-service kiosk, which it calls a Pickup Tower, that spits out online orders to users of Walmart’s buy-online-pickup-in-store service. Walmart debuted the technology last fall, in a store in Bentonville, Ark., close its headquarters.

“Much like a high-tech vending machine for your online orders, this feature…allows you to pick up items in less than a minute by scanning a barcode sent to your smartphone,” stated Mark Ibbotson, executive VP of central operations, Walmart U.S., in a blog on the company’s website. “The pilot phase has been so successful we’re expanding it to other locations across the country.”

Walmart is also testing a self-service kiosk for pickup of groceries ordered online. The retailer installed a 20-ft.-by-80-ft. kiosk, or small building, in the parking lot of its supercenter in Warr Acres, Oklahoma. According to a report by Mashable, the kiosk has refrigerators and freezers to keep the groceries fresh. Customers type in a code at the kiosk and their groceries appear within a minute. The service is only available to customers who spend at least $30 per order. 

Source : chainstoreage.com

(Author : Deena M. Amato-McCoy)
While Amazon expands its physical presence, Walmart Canada is taking its own swipe at the online giant — by moving in on its turf. 

Walmart Canada’s digital channel takes on Amazon
Eager to retain shoppers — and attract new ones — Walmart Canada is bolstering its online services. First, the retailing giant will spend the next two months expanding the product assortment available on its Walmart.ca website by opening it up to third-party marketplace sellers. Creating what it calls an “endless aisle” concept, the retailer is giving shoppers access to more merchandise from outside brands and small businesses, according to the Financial Post.
In the report, Walmart Canada CEO Lee Tappenden said, “We will double the SKUs we have online at the launch date, and by early next year we will have millions of SKUs online.”
The retailer is supplementing this service by launching a “click-and-collect” program that will enable shoppers to pick up their online purchases at one of 100 dedicated Walmart Canada locations. The retailer plans to roll out the service to all 410 stores by Christmas, according to Global News. Both services are in retaliation to Amazon’s aggressive moves to become an offline player. And the online giant’s efforts are across the board.
The company giant launched Amazon Go last year, a checkout-free convenience store, as well as two AmazonFresh Pickup grocery stores in Seattle. It also continues to bolster its Amazon Books division, which currently features six locations, and has plans to open additional locations this year. Amazon’s biggest blow however, was its announcement to purchase Whole Foods Market for $13.7 billion. Besides extending its physical store footprint even further, this move also muscles in on Walmart’s grocery business. In fact, the category accounts for about half of the chain’s approximately $25.5 billion in annual sales in Canada, Financial Post reported.
Despite Amazon’s gains, Walmart continues to fight back. Its strategy: to continue bolstering online offerings. For example, the retailer acquired jet.com in September, followed by Shoebuy in December. In February, it acquired outdoor apparel retailer Moosejaw, followed by ModCloth in March. Earlier in June, the chain announced it would purchase Bonobos for $310 million in cash.

(Author : Robert Williams)
Walmart, the biggest discount chain in the U.S. with more than 4,600 stores, added a feature to its mobile payment application to let people immediately start using store branded credit cards, according to a blog post by the company.

Walmart updates app for fast store credit access

The Walmart Pay electronic wallet now gives nearly instant access to Walmart credit cards at all store locations and online after customers are approved — even before a plastic card arrives by mail. Walmart Pay works with any iOS or Android device in stores and with any credit, debit, prepaid or Walmart gift card that users upload to the mobile app. The Bentonville, Arkansas-based company cited a study that found that Walmart Pay is the third-most frequently used mobile wallet in the U.S., behind Samsung Pay and Apple Pay, but ahead of Android Pay.

The company rolled out its mobile pay app in early 2016. Walmart’s credit cards offer 3% cash back on online purchases, 2% on purchases from Murphy USA and Walmart gas stations and 1% cash back on all other purchases.

Walmart is embracing the ways in which today’s consumers want to shop, expanding beyond its focus on squeezing out distribution costs in an effort to offer low prices. That strategy worked for more than 30 years, but other retailers are demonstrating that shoppers don’t have to waste time roaming endless aisles in search of deals, a key part of how Walmart transformed the cost structure of retailing.

Walmart Pay’s new ability to offer instant credit cards comes as analysts and studies say more incentives are needed to boost the usage of mobile wallets. A survey in March found that consumers who were offered incentives use mobile payments inside stores an average of 4.6x in a one-week period compared with 3.1x for people who didn’t receive those incentives. Incentivized in-app purchases were greater at 4x a week, compared with 2.4x without them, according to the study by Auriemma Consulting Group. Mobile pay users, according to the study, are a “highly covetable demographic,” consisting mostly of employed, affluent and college-educated consumers.

For Walmart, coupling its branded credit card with its payment app is likely to provide the retailer with valuable data about its most loyal customers so that it can optimize its marketing efforts to them. 

This latest move exemplifies Walmart’s push for a more convenient shopping experience — like adding in-store pickup and free shipping on many items. Now, customers can access funds almost instantly without the hassle of waiting for a card in the mail. This feature seeks to meet consumers where they already are and offer a seamless payment process that will likely save customers time.

Source : retaildive.com

(Author : Daphne Howland)
Walmart’s latest e-commerce acquisition will be a takeover of menswear site Bonobos for $310 million in cash, a deal that’s been rumored for months, the brick-and-mortar retail giant announced Friday.

Walmart buys Bonobos for $310 million

Unlike many startups, Bonobos, founded in 2007 by co-founders Andy Dunn (who in 2015 returned as CEO) and Brian Spaly (who founded Trunk Club and this year left the concierge service, now owned by Nordstrom) generates a profit and enjoys $150 million in annual sales, raising about $127 million to date from investors including Accel Partners, Lightspeed Venture Partners and Nordstrom.

Dunn will remain to oversee the Walmart’s collection of digitally-native vertical brands, reporting to U.S. e-commerce chief Marc Lore, according to a Walmart press release. The startup joins online shoe retailer Shoebuy (a challenge to Amazon’s Zappos), online outdoor retailer Moosejaw, and vintage-inspired online women’s apparel seller Modcloth in a string of acquisitions by the brick-and-mortar retail giant under Lore since its $3.3 billion purchase of Lore’s Jet.com last year.

The payoff from Walmart’s recent acquisitions, starting with Jet, has been swift: In its most recent quarter, Walmart’s e-commerce sales ballooned 63% with an attendant 69% rise in digital gross merchandise volume. But the new numbers that Wal-Mart is delivering in the digital space aren’t just thanks to Jet or its widely heralded pricing algorithm. The brick-and-mortar stalwart, with Jet founder Marc Lore at the helm as its new U.S. e-commerce chief, has also been gobbling up pure-play specialty retailers at a rapid clip.

These new brands help Walmart improve the experience for existing customers and extend its reach to new customers, Ravi Jariwala, senior director of public relations at Walmart.com, told Retail Dive last month. Bonobos in particular has branched into brick and mortar, devising Bonobos Guideshops that provide opportunities to see, feel and try on clothes; Bonobos now has 35 Guideshops across the United States and in 118 Nordstrom stores and on Nordstrom.com. 

“We’re seeing momentum in the business as we expand our value proposition with customers and it’s incredible to see how fast we’re moving,” Lore said in a statement Friday. “Adding innovators like Andy will continue to help us shape the future of Walmart, and the future of retail. I’m thrilled to welcome Andy and the entire Bonobos team. They’ve created an amazing product and customer experience, and that will not change. In fact, Andy will be a great influence on the company, especially in leading our collection of exclusive brands offered online.”

For Dunn’s part, the acquisition is an opportunity to work with a mentor and “become the market leader in all of premium menswear,” Dunn wrote in a blog post. “Marc is the best in the world at building upstart third-party brand e-commerce properties. He and I will now leverage our combined know-how and, with the biggest company in the world behind us, take on creating the leading vertical e-commerce platform.”

Those new customers are in demographic groups that don’t generally frequent Wal-Mart stores; the average Wal-Mart customer is less wealthy and quite a bit older than those typically shopping at Target and Amazon. The company has had difficulty in the past moving beyond that core base.

In addition to more digital sales and an expanded customer base, the startups are providing talent and technology, Keith Anderson, VP of strategy and insights at retail intelligence firm Profitero, told Retail Dive. “They have access to brands, buying teams … they have merchants and software engineers that might not move to Bentonville or Silicon Valley,” he said. “It probably has as much to do with creating a safe landing for companies that didn’t have a path forward as independent entities, but had a nice search authority.”

Indeed, as with Dunn’s planned role at Walmart, Shoebuy CEO ​Mike Sorabella now heads up footwear for all of Wal-Mart’s e-commerce, including Jet.com and Walmart.com, while Moosejaw CEO Eoin Comerford similarly runs the company’s outdoor e-commerce vertical. That means that brands that may want to sell through Wal-Mart have enhanced opportunities too, with options to sell through one site or another (or more), Jariwala said.

Walmart has made it clear that the brands will continue as standalone sites, and executives from those companies have sought to ensure loyal customers that little will change. And it’s not likely to, Kelly-Jo Sands, EVP of marketing technology at marketing firm Ansira, told Retail Dive. “If you tie [Wal-Mart and Modcloth] too closely together, you might see a fanatic backlash, but you might also see expectations of the prices to come down.”

The new brands are unlikely to take part in some of Lore’s e-commerce solutions. To combat high last-mile delivery costs, for example, Wal-Mart now provides discounts on items bought online but picked up store. While it’s very likely that many Bonobos or Modcloth customers live near a Wal-Mart store, however, offering in-store pick up could invite branding and pricing conundrums for the “always low prices” juggernaut.

Source : retaildive.com

(Author : : Ellen Smith)
Grocery vending machines have taken over a Walmart parking lot in Oklahoma as the superstore chain experiments with alternative grocery shopping methods.

Walmart Has Implimented a Giant Grocery-Dispensing Self-Serve Kiosk

The giant self-serve kiosk allows customers to pick up their groceries without waiting in lines, or interacting with employees. Customers pick and pay for their groceries online, while store employees gather and pick the selected items, placing them in storage bins. When the customer arrives at the kiosk, they simply enter their pick-up code, and their groceries will appear within a minute.

This grocery vending machine is open 24/7 and can fulfill hundreds of orders a day. The kiosk provides convenience and efficiency, limiting a sometimes hours-long excursion to just a few minutes. Ideal for busy families, or lovers of efficiency, Walmart’s kiosk could revolutionize the grocery market, creating an experience with as little human interaction as possible.

Source : trendhunter.com

(Author : Deena M Amato-McCoy)
Walmart has a new delivery team dropping off customers’ online orders — but they don’t work for a major shipping company or third-party delivery venture.

Walmart leverages ‘employees’ for last-mile delivery initiative

The retail giant is testing a new delivery concept that leverages its own store employees to drop off online orders right at customers’ front doors. The new program is designed to solve the challenges associated with the last-mile of delivery, which include “cutting shipping costs and getting packages to their final destinations faster and more efficiently,” said Walmart’s U.S. digital chief Marc Lore.

The opt-in program, which is app-based, enables employees to set preferences, including how many packages they can deliver, the size and weight limits of those parcels, and which days they’re able to make deliveries after their work shift ends. The app also tries to minimize the collective distance associates need to travel off of their commute when making a delivery.

“Associates are fully in control of their experience. If they don’t want to participate, they don’t have to,” he said. “They can choose to opt in, and they can update those preferences at any time.” The program is a strategic way to combat Amazon’s signature same-day delivery services. Between a network of 4,700 Walmart stores across the U.S. and more than 1 million associates, “our stores put us within 10 miles of 90% of the U.S. population,” Lore said. “Now imagine all the routes our associates drive to and from work, and the houses they pass along the way,” he added. “It’s easy to see why this test could be a game-changer.” The test is currently available in two New Jersey stores, and one in northwest Arkansas. Many orders are being delivered the next day.

Walmart associates are being paid to participate in the program, however the chain did not reveal their compensation, “Associates love having the option to earn more cash while doing something that’s already part of their daily routine,” Lore reported. “An unexpected benefit is they’re finding quicker routes home, thanks to the GPS built into our proprietary app.”

Source : chainstoreage.com

(Author : Marianne Wilson)
So what’s the bottom line? By rethinking stores and testing new ideas with customers in real-life stores, we are improving customers’ experiences and making it easier than ever for them to get what they need as quickly and easily as possible.

 

First Look, Walmart’s next-gen test stores

Walmart is testing new features and technology in two recently-opened supercenters in Tomball, Texas, and Lake Nona, Florida. The stores were fully reimagined — from layout to building and environmental enhancements to added technology — with a goal of improving the shopping experience and making it easier for customers to get what they need as quickly as possible. Here is a peak at the changes:

New Layout: The chain used customer shopping behavior to reimagine the layout for the two stores. For example, services like the beauty salon and tech repair are adjacent to relevant merchandise. Health and wellness departments are consolidated to create a single destination. Baby, toys, kids’ apparel and kids’ shoes form a single destination to ease the shopping journey.

Scan & Go: Scan & Go technology that works both on personal smartphones and Walmart-provided handheld devices is being tested in the two locations. Customers are greeted on their way into the store by a large bank of Scan & Go wands, and new digital produce scales have been added to make scanning weighable items much easier. Scan & Go fast pass checkout lanes allow customers to bypass the traditional checkout process
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SmartLife: New interactive projection technology allows customers to learn about connected devices (such as Google Home, Apple TV, Nest, baby monitors and connected thermostats) and get answers to what is important to them. Since images are projected onto tables and walls, there’s no chance of accidentally damaging a product, and the product details can be updated more quickly through this new platform. This technology is found in the entertainment section of the store, as well as in hardware, baby, and health and wellness for relevant department items.

Integrated Pickup: Shoppers can use the outside drive-thru to pick up weekly groceries and also their prescriptions and Walmart.com orders.

Extended Aisles: Step into the Tomball Supercenter and you’ll find interactive screens offering access to an extended curated selection of online-only items in almost 100 categories. Customers can order products, pay with the rest of their basket at checkout and pick up two days later.

Appointment Setting and Ordering Technology: The two stores are testing a new appointment and ordering kiosk system in the deli area that allows shoppers to place their order, go shopping, then come back to quickly pick it up. If the deli test goes well, the feature could be expanded to pharmacy, auto care center, beauty salon or anywhere ordering and appointment setting occurs.

Next-Gen Call Buttons: Shoppers press a Wi-Fi-connected call button and wearable GPS-enabled devices alert associates that assistance is needed. Associates wearing these devices are trained in specific store areas and are on call to help in the furniture, paint, fabrics, sporting goods and bikes areas of the store.

Source : chainstoreage.com