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11/12/2021

Don’t Fall in the Gap: How Hyper-Personalization Keeps Retailers Relevant

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As access to technology and digitally mature customers continue to evolve, so too does the need for hyper-personalized, scalable engagements with customers. A retailer’s ability to bridge the gap between the experiences that customers demand versus what a business can realistically deliver separates the winners from the losers.

Learn how customer adaptive retailing can transform personalized omnichannel experiences into predictive experiences at every customer touchpoint.

Albert Guffanti:Hello, everyone. Welcome to today’s webinar, “Transform Beyond Omnichannel Retailing, The Pursuit of Hyper-Personalization.” I'm Albert Guffanti, the group publisher of RIS and CGT. In this webinar we are going to discuss how the convergence of powerful technologies, digital mature customers, and expanding data sources has made delivering hyper-personalized, scalable engagements with customers a must.

Many of you are likely struggling to bridge the gap between the kinds of experiences customers want and what the business can actually deliver. Here with me today are two expert panelists who will help us explore the concept of customer adaptive retailing and how it can help transform personalized omnichannel experiences into adaptive and predictive experiences at every customer touchpoint.

I'm excited to introduce David Gruehn, senior customer experience solution director for retail at SAP, and Randy Evins, industry advisor for food retail at SAP. David and Randy, so excited to have you as part of this webinar, such an interesting topic that we're going to dive into. Welcome to you both.

Why don't you each introduce yourselves a little further and tell us about your professional backgrounds, your roles, etc.?

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David Gruehn:My name is Dave Gruehn, senior customer solutions director with SAP. I have about 30 years retail experience, including as a management consultant, a CIO in the specialty segment for six years, I was with Microsoft for 14 years focused on harnessing emerging technologies to enhance customer experience with leading retailers, and I've been at SAP now eight years expanding upon that role.

Randy Evins:I'm Randy Evins, an industry advisor focused on food retailing with SAP. I’ve been here at SAP for almost 14 years. Before that I worked for a grocer in South Texas called HEB, and prior to that a national grocer, American Stores, which was the parent of Jewel in Chicago, ACME Philadelphia, and the former Lucky stores in California.

Guffanti:Thank you both. We're clearly in great hands and I'm looking forward to diving in and tapping into your collective expertise on this topic. Let’s start at a somewhat broad level. David, perhaps you can give a broad overview of customer adaptive retailing and how it fits into the customer channel as a strategy.

Gruehn:Customer adaptive retail is the next major evolution of retail.A handful of leading-edge retailers are already pursuing it. It is the transformation beyond omnichannel retail to a single adaptive focus on the customer. Now, it's a pretty major shift that requires retailers to let go of focusing on helping customers seamlessly navigate their retail channels. Instead, they must focuson being relevant on the only channel that exists now in retail the customer's channel. They've created their own channel, they are the channel, and they're deciding who gets to drive on their constantly-evolving super byway.

Retail is an extremely dynamic industry, part of why we love it. Think of all the change that's caused disruption and a sea of angst and excitement for us over the last 30 years. Think about the suburban sprawl, the expansion of malls and big box chains, which significantly expanded the shopping landscape in the '70s and '80s, the internet and its rapid ubiquity. The rapid adoption of consumer mobility, which, when combined with the internet, gave customers complete control of the shopping process. Then, mobility made consumers a lot more confident, more informed, and more connected than at any time in history.

Social networks took that to the next level and replaced advertising as the customers primary source of information via crowdsourcing. It significantly expanded their option paradigm, which has constantly chipped away at brand affinity. Retail startups are now using social networks to bypass traditional retail channels altogether.

This combination of disrupted technologies makes shopping a global phenomenon and then — boom the Amazon effect hits. They've been rewriting the rules of retail for two decades, and catapulted customer expectations for product availability and home delivery into the stratosphere.

If that wasn't enough, we weathered a global economic meltdown and now this pandemic. But, most successful retailers thrive in change or they wouldn't be in this business. Some things will never change. Retail is, and always will be, about selling the right stuff to the people who want it. Rest assured, the customer is constantly changing and evolving, and that's here to stay.

To remain, retailers need to adapt and stay relevant on the customer's channel. Randy, you've been doing this as long as I have, it’s been a long time, what are your thoughts on this transformation?

Evins:It would be incredibly interesting to think about the concept of customer adaptive retailing, or if you want to simplify, putting the customer at the center of the universe. If you were to go to any store manager or retailer,whether they be in food, fashion, or hard lines, and ask them if they were customer-centric or the customer was the center of the universe, you'd get 100% response: Absolutely, the customer is the center of the universe. Today, it's a different conversation. What's changed is the customer's adaption or adoption of digital.

All of us have devices. All of us use those devices in some way or another to interact with a retailer, whether it's to order online, check a product, or look something up, find out where it's at, and what the price is. It's just everywhere. The ability to take that content, that digital data, and utilize it in a much broader way has really rocked the industry.

They've always been chasing it a little bit behind, but when it comes to watching this happen in front of us today as it's starting to come to fruitionit's amazing to see how the pandemic has been the catalyst to wake up the industry, to bring the digital shopper to the forefront of all the business processes that are out there trying to figure out how to make it work in a digital arena.

Gruehn:You bring up a couple interesting points. One, this gap that has always existed between the speed with which consumers can assimilate technology and the speed with which retailers can keep up. Most of the change was driven by the customer, but this pandemic was a major industry tipping point.

A lot of retailers, especially grocers, had a massive epiphany — a digital epiphany. I used to say they were dodging their digital destiny. It made sense. When you've got transactions in the 1-3% range of your demographic, those aren't profitable. Now that we're in the mid- to upper- twenties and higher, which the pandemic drove, it's a major tipping point.

 

“The Millennials and the Gen-Zs were digitally native for the most part, and we can't lose sight of the fact that they're now the driving force of the world's economy. The rest of us Boomers, we were clinging to the retail glory days. That changed with the pandemic.”
David Gruehn, SAP

We can talk for hours about how the pandemic changed retail,irreparably. Perhaps the biggest impact with its influence on the overall digital, has been the overall digital maturity of the consumer. It spiked already digitally-mature customers into higher levels of digital maturity.

Now, the Millennials and the Gen-Zs were digitally native for the most part, and we can't lose sight of the fact that they're now the driving force of the world's economy. The rest of usBoomers, we were clingingto the retail glory days. That changed with the pandemic. Look at millions of the 55-plus demographics who were forced to go online to shop, in some cases for the first time, especially in the grocery segment. These were people that never would have considered online grocery shopping and suddenly they didn't have a choice.

Evins:My mom's 86 years old and would have never done a grocery order online, then go pick it up in a car or have it delivered home. Not in her wildest dreams would she ever have considered doing that, and now she's a 100% digital shopper. She doesn’t go into the store anymore.

Gruehn:It's not just all the elderly people, either. My brother, who just turned 50, would never shop for groceries online. However, he was forced to, and it significantly expanded his paradigm, just as it did your mom's. Not only did they view it as convenient, but they discovered just how many shopping options are out there now. It expanded their whole perception of what shopping is.

What's interesting, this demographicthe 55-plus is the foundation of many grocers' most loyal customers, based primarily on in-store experiences. The mindset of these customers has expanded, which has got to be a concern of retailers that rely on brand affinity.

Evins:If you think about it, that block of customersyou could put dollars around it if you wanted to make it real — didn’t only adopt digital, but found the benefits of it. They found they can search for a product that they didn't know existed, find the nutritional components of a product, then order it, and somebody will bring it to them. It's not incredibly expensive to do that.

That digital adoption is a permanent fixture today. If not tomorrow, maybe the day after tomorrow, it's going to explode and be a major portion of the business that happens in all of retail, but specifically food retailing.

Gruehn:That brings us to one of the key points of this webinar, which is the options that consumers have today. Again, not just the digital natives who already knew they had a lot of options and were in control, but the Boomers and these new digitally-mature (or maturing) customers. Retail now is all about relevancy.

Part of the focus of SAP's customer channel and this webinar series is helping retailers understand how they can stay relevant with customers. We're trying to give them a roadmap that enables them to successfully race down this customer super byway. Retailers know that customers have changed significantly and must continually adapt to stay relevant. The goal of the channel is to help retailers build a foundation that enables them to create customer journeys that are constantly adapting, and keeping up with customers that will never stop evolving.

Evins:At the end of the day, this is about helping the shopper develop, maintain, and keep a personal relationship with the retailer. Thinking back to that original statement I made, it's not an accusation that retailers didn't want to establish personal relationships with shoppers, they just relied on store managers to do it. All of the content was relative to a store, not to a digital relationship.

The store managerknew the people. When Mrs. Jones walked in the front door, "Hey, how are you doing?How's the kids?When's the baseball game?" We're not advocating any of that goes away because that's still going to take place. What we're advocating is the entire organization, not just store ops, have an accountability now to establish, maintain, and keep a personal relationship with the shopper.

Gruehn:That's going to be absolutely crucial. Retailers are beginning to realize that Mrs. Jones doesn’t just shop that way anymore, though. Customers are beginning to expect retailers to know them personally — not just their name, birthday, profession, they want them to know interests, hobbies, likes and dislikes, motivations, values, and opinions. We're seeing that customers will share a lot of personal information if this relationship is based on a foundation of trust, transparency, and value for the customer.

“There's a lot of points where today's business process is not reflective of the customer adaptive mantra.”
Randy Evins, SAP

When we get to the holy grail, which is hyper-personalization, the ability to create very personal, individual experience and promotions on the customer-level at scale. Retailers are going to need a tremendous amount of data on that customer, they’re going to have to know them and know a lot about them.

Once that trust is established, we can start to collect this data that customers will either share directly, or we'll be able to pick up off the internet floor. That's the key to creating adaptive personalized experiences and promotions, which ultimately are going to create more lifetime customer value because you're adding value to these customers' lives.

A perfect storm is brewing in retail right now, on retail's radar that, for the first time in history, has the potential to help retailers achieve the goal of improving lifetime customer value through hyper-personalization at scale. It's an unprecedented combination of forces that lay the foundation to refill hyper-personalization.

Evins:It's been amazing. Think about the whole concept of personalization. That's more than Mrs. Jones, who she is, what she bought, and did we make money. That's the triumvirate. Now, it's alsowhat are her desires, lifestyle, views on  sustainability, animal husbandry? Those are all components of the digital footprint, the personalized look at the shopper. Then, turning that data into an entire corporate view of that shopper, instead of it being on the store manager. It's about everybody having the same view, understanding, and ensuring that they're doing everything they can to delight the shopper regardless of where they shop.

Guffanti:David, we're in this perfect retail storm right now. Can you unpack that a little bit for our audience?

Gruehn:This is truly the linchpin for the ability to do hyper-personalization of scale. There's three major forces at play in creating this perfect storm:

1) An explosion of emerging technologies that have moved from R&D to you and me. These are going to lay the foundation, be the conduit, that will connect retailers to customers and promote the data sharing that is crucial to hyper-personalization. These include things like beacons, proximity sensors, edge computing, IOT, 5G, cognitive computing, machine and vision learning, face and voice recognition, real-time edge analytics, AI algorithms, and predictive analysis. Two of the most important, by far, are sensor fusion and customer data platforms.

These are going to aid retailers in aggregating the massively-expanding pool of customer data from a whole lot of disparate sources such that the whole is greater than the sum of its parts. This is what's going to enable retailers, the ability to generate and harness these 360-degree customer views that we keep hearing about, that are going to be needed to create personalized customer experiences.

2) Rapidly and evolving digitally-mature customers. The near-digital natives are now driving the global economy and the digital newbies, while the 55-plus demographic were forced to go online. The bulk of these shoppers are absorbing these emerging technologies at breakneck speed, they thrive on it. Retailers must now rely on an intelligent retail infrastructure, or build onethat enables them to keep pace with constantly evolving customers, then harness it to remain relevant by adding value to their lives.

3) An ever-expanding source of customer data. This is a bit unprecedented. The explosion of digitally active customers is creating an unprecedented tsunami of customer data. I call these data diamonds or digital diamondsthat customers are leaving all over the floor of the internet, or giving directly within the shopping journey.This is a treasure trove of valuable information.

Think about all the places we go online, social media, various different types of groups where we're filling out surveys, creating profiles, warranties, or whatnot. There's a ton of information that's now accessible out there. Retailers are going to need a lot of help with emerging technologies and the ability to collect and harness this data,access it, mine it, and obviously monetize it, while complying with the expanding landscape of privacy laws.

Guffanti:Let’s go back to a term we've mentioned a couple of times already: customer-adaptive retail. It's an interesting term, somewhat new to me, but it resonated immediately as soon as I heard it. Can you go a little further into what customer adaptive retailing is and why it's so important?

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Gruehn:Customer adaptive retailing is the ultimate level of customer experience maturity. When you look at this chart, every retailer on the planet, I don't care where you are, what size you are, what segment you're in, you're going to fall into one of these three phases of customer experience maturity. You either have a multi-channel experience, an omnichannel experience maturity, or an aspiring customer-adaptive experience maturity.

Retailers have always had multiple ways to sell products and connect with customers, but internet mobility and social networking exploded these channels. Each typically had, in the multi-channel world, a different experience in the all too often disconnected customer experience because the focus was on the product and the experience was transactional. Over time, especially as customers gained more and more control, it became very frustrating for customers. During the last 15-20 years a lot of leading-edge retailers, and most retailers now, have aspired to work hard on connecting and integrating these channels into the omnichannel experience phase.

The goal was to make the customer the focus and the experience seamless. With customers now in complete control of the shopping experience and an ever-expanding pool of options, the customer has really figured out, "I'm the channel. I don't care about your channels. If you want me to buy your stuff, you need to get on my channel. You need to cater to me because I don't know where I'm going to touch you and I want every option on the planet to touch you. So, you figure it out. Get on my channel or you're going to be irrelevant."

To be successful, retailers need to be relevanton the customer's channel by adding value to their lives and being aware of what their values are. Customers are now going to expect retailers to predict their needs in this customer-adaptive phase.

As we transition from omnichannel into customer-adaptive retailing, the focus shifts. It's still focused on the customer, but now the focus is predicting the needs of the customer. You know them so well that you're beginning to predict what's going to add value to their lives. In some cases, they might not even know. Grocery is a perfect example of this. Grocers know more about me than I know about myself and have probably helped save me from myself if they helped me see what I was doing to myself. That's the predictive part of it.

Then, these emerging technologies are going to be able to adapt to the customers at the moment. They're going to be able to sense my mood, my emotion. Am I frustrated? Am I looking for something? Am I on a mission to get something? We're going to be able to figure that out and that's the adaptive part.

Consumers are going to assimilate this technology into their lives much faster than retailers can utilize it. When compounded with this evolved state of digital maturity a gap has now formed between what customers expect and what retailers are able to provide.

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The expectations of the customers are now straddling the fence between omnichannel and customer adaptive, while the retailers' ability to meet these demands are still straddling the fence between multichannel and omnichannel. SAP's customer channel strategy is focused on helping retailers bridge the gap and become customer adaptive retailers.

We have some leading-edge retailers, huge ones like Co-op and Parkour, that have already begun this journey – many of the major key players are doing that.

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There are two critical, pivotal things that retailers need to think about, but most focus only on one. First, there's a digital transformation focus, which transforms the business and establishes an intelligent technical foundation, as well as related business processes that enable retailers to execute at the speed of the customer. That's going to be crucial because they're continually evolving.

Doing this enables a retailer to execute this vision, however, you've also got to be a customer-centric retailer by creating a customer-centric culture. This is going to be the challenge. Retailers have to be customer-centric throughout the entire organization – culture has to be laser-focused on the customer channel. Doing this will enable them to achieve their vision. It's one thing to try and execute it, but it's another to achieve it.

The easiest way to know if a culture is customer-centric is to ask yourself this: Does every answer to every problem and opportunity start with how does this affect the customer? If not, you don't have a customer-centric culture.

Just like any transition and major transformation, there are going to be a lot of challenges, but there will also be a lot of massive opportunities.

Evins: The whole organization has to be laser-focused on the shopper, the customer. It's not okay for supply chains to have their own little world with all the metrics that they deal with and work toward those. While, at the same time, merchandising is over here doing what they do, and marketing, CX, customer experience, are over here doing what they do. Although they’re all working towards what their accountabilities are, they’re not laser-focused on what the shopper is looking for.

One example of this in my career was dealing with the grocery business. In the future supply chain, every truck that's received doesn't just have pallets of product to go into a pick slot, there are also customer orders on it. It has Mrs. Jones' order for chickens, or for whatever it is that she's sent us, she's given us the order that she's expecting.

When that truck's late or it's been a long day and receiving is behind, instead of going home because it's going to be overtime, the answer becomes: is there a customer order on that truck that we're going to miss if we don't receive it? If the answer is yes, we have to receive the truck. That’s not how things go today. Most of the time there are myopic decisions made in every process that are not necessarily good for the customer, but they're made because they fit a metric.

Gruehn: Or are we selling things in the store that we don't know we have because we don't know what inventory is in there — that's how we're going to fulfill it.

Evins: That's right. We're taking an order that says we're out-of-stock, but we don't know that we're out-of-stock and we're taking the order anyway. There's a lot of points where today's business process is not reflective of the customer adaptive mantra.

Like Dave said, it's not about customer-centricity because if you ask them, they'll all tell you they're customer-centric. How do you say you're not in today's retail world? Now, this says, we're going to drop into a whole other level of customer-centricity. We're going to develop a culture where we recognize that no matter where we are in the process, if there's a customer satisfaction element to this, we're always going to side with the customer. We're going to do what we have to do to make sure the customer is happy.

Guffanti: You brought up supply chain and that could be a topic for another hour-long discussion on what we've learned from the pandemic, and all that. I want to circle back to this roadmap that you outlined in terms of the customer adaptive experience. Like all things, it comes down to how: How do we get started on this journey? How do we actually do it?

There's probably a lot of collective head nodding going on with what you're all talking about. Retailers are living it every day. A lot of the questions are going to be around how does a retailer actually start this journey, this direction that you're discussing right now? David, can you comment on that?

“This isn't a Big Bang – it's a journey. It's going to be unique for every retailer depending on where you are and what the unique business needs are.”
David Gruehn, SAP

Gruehn: I'm taking myself back 20 years and sitting in my office as a CIO staring at me talking about all the things that I'm not doing, and I didn't know whether to punch the guy in the face or thank him for enlightening me. My answer was, "You realize you're asking me to change the engine at 30,000 feet. You realize that, right?" They're like, “Well I won't tell you.”

The bottom line is the customer's driving; the vendors aren't pushing this, and we're trying to help. The first thing is to acknowledge that this is a journey. This isn't a Big Bang – it's a journey. It's going to be unique for every retailer depending on where you are and what the unique business needs are.

Then, you need to connect with a trusted partner that understands this and helps to define the journey because not all of it has been defined. We're breaking new ground with this. A partner that can help you assess where you are and create a unique roadmap toward the customer adaptive retailing destination.

In our approach, the go to market strategy and customer channel are all about five core focus areas that are required to achieve this level of customer experience maturity. Some may already have some of these components, some may need some of them, and some may need to enhance what exists. At the end of the day, these five core things are going to be crucial from both the technology and business process standpoint to achieve the goal. Randy, can you buzz us through those five?

Evins: There are five pillars. We will have additional webinars to go through each one of these pillars, so we don't have to drop into the nth degree here, but for a high-level overview.

1.  A single view of the business: Having a foundation of information that is permeated across your entire organization.

2. Customer trust: Making sure the customer will trust you with their data. You're going to safeguard it and also utilize it in an appropriate way.

3. Personalization: Using that data to drive a personal relationship.

4. Unified commerce: Connecting and having a commerce relationship regardless of where it is – in-store, online, wherever.

5. Connected digital supply chain: None of the other four will work very well if you don't have any inventory.

There's a lot of business value in supply chain from an inventory perspective, but those are the five areas of work that need to be addressed as you're getting to this customer adaptive retailing conversation.

Guffanti: What you're looking at right now is actually a fully functional content universe that you can go to. The link is there. For each one of these five pillars, you can click to learn and experience a host of additional content to engage with. This is a resource for you.

This is a question that comes up in almost every webinar and goes back to the topic of data. How do you know when you have the right data to embark on this journey?

Gruehn: The data constantly evolves. If you have a rich, robust customer data platform, it's going to be doing a lot of the analysis for you. There's first level, second level data and then this myriad of expanding third level data – from TikTok, Facebook, Instagram, and the latest apps on your phone.

A key end byproduct of having a rich pool of data is that the execution arm harnessing that data is churning out some very successful promotions. This gives you the ability to customize experiences regardless of the touchpoints that are resonating with customers. It's a learning process, but a platform with a lot of solid, robust, embedded artificial intelligence and predictive analytics that does a good chunk of that work for you is critical. You want a data platform that's flexible and has the ability to continually and easily assimilate the expanding pool of digital diamonds that are constantly being strewn all over the internet floor.

Evins: I'd also add, after that, there’s the technology below the surface. The real test is the results and the adoption of the shopper. The other thing is this is not a destination, it’s a road you're never getting off of.It's a constant journey. You're not going to arrive at some place where you can check a box and say you're done. It will always be evolving and changing. The more you know, the more you need to know.

Gruehn: The importance of that cultural transformation around customer-centricity is critical. The organization begins to mature in terms of its own thinking: Are we truly treating the customer as an individual and putting them first? The more that matures, the more data is given and then customers start telling you whether you have it or not because you’ll either see their shopping dollars, or whether they love or don't like their experiences.

“The amount of digital growth will be relative to what you want it to be. If you go after it, solicit it, and work towards it, then you will find a way to make it profitable — it’s got unlimited potential.”
Randy Evins, SAP

Guffanti: Something we discussed earlier in the webinar is, do you think the digital adoption growth rate will continue to rise? Is this sustainable or will it subside, if and when the pandemic fades?

Gruehn: At its peak last spring, we saw online digital penetration up to the 60 level. It's leveled off in the mid- to upper-20s, maybe higher in some segments. That’s sticky for a couple reasons, in my opinion. It expanded the paradigm of people who didn't know what they didn't know. The level of convenience and the options were compelling and attractive, and that's going to make it sticky.

Look at Instacart for example: They're making it no secret that they not only want to own that last mile to the customer, but they wouldn't mind if grocers were dark stores for fulfillment, and the customers went through Instacart for everything. Then, as more of these options expand and become more compelling, we have no idea what apps are going to be on mobile phones and tablets even in the next six months.

The more those become compelling and the more retailers figure out how to wrap themselves and become relevant on this customer channel, we're going to see a blur of all the channels. The digital is clearly going to be a critical component of that.

Evins: I've been in the grocery business for 30 years, if you count my time at SAP, 45 years. Through lots of change, I can spend days talking about the instances of change that have happened over the last 30 years. This is the most significant, impactful change that I've ever seen in my entire time.

But grocers are resilient, they know how to make money. They have not embraced digital because they didn't see dollars at the end of the rainbow. Now it's not an option. As they start to learn how to do digital, how to bring this thing all together and turn it into a money-making process, all bets are off.

The amount of digital growth will be relative to what you want it to be. If you go after it, solicit it, and work towards it, then you will find a way to make it profitable — it’s got unlimited potential.

Gruehn: Don't discount the options that aren't even there as much as they're going to be, like direct-to-consumer from CPG. The options for the consumer are going to continue to explode and they're going to be grounded in digital.

Guffanti: How does in-store personalization translate to digital personalization? Randy, you had talked about someone walking in the store and knowing their name, that their kid's baseball game is coming up, and all that. How does that translate in the digital world?

Gruehn: In other words, how do you take the best of the store and put it online?

Evins: It expands it. The personal relationship was constrained by the individual's capabilities. If you have a gregarious, outgoing, great store manager that takes it on himself/herself to know the customer, then you've got a great asset. But not every store manager is like that. Not every store manager has that capability. What you're going to be able to do is provide a digital view of that shopper. On an iPad, or an iPhone, for example, you’ll have access to that data that you may or may not have — that's one way.

The other thing is, as technologies advance in face recognition, etc. there will be an opportunity to sharpen the pencil on that personalized relationship that didn't exist before. You'll be accessing not only who she is, what she did in your store, but what she did as a baseball mother, a band member, whatever, you name it. That digital content will be available to be utilized and facilitate or solidify the relationship. This will really start to feel like these people not only know who I am, but they know what I do, how I live my life to a certain degree, and they're going to participate in that which is the ultimate experience.

Gruehn: The data that's collected in one store where everybody knows Mrs. Jones, that's intellectual property. That's an asset of the company, which needs to go into a customer data profile, a 360-degree profile that everybody in the organization has access to, builds upon, enhances and updates at every touchpoint outside of the store.

When you look at what customers go in the stores for and what they like, it's access to experts. You have to make sure that expertise is also online. It's the sense of community, going out and interacting with other people – make sure that's online. All these things are possible. The unique events you get in the store, put them online. We're learning through all this, but this digital concept of bringing the best of both worlds is happening as we speak.

Guffanti: Fantastic. I want to thank David and Randy for your insight, your expertise. We have laid out a very interesting concept today and I'm interested to see the feedback we get as a result. There are upcoming webinars that are part two and part three to this. The first is happening on November 16th, “Gain a Single View of Business.” Then, on January 6th, we'll be discussing “How to Increase Customer Trust and Personalization.”

Let us know if you need any help on your journey, we look forward to helping you figure out what's next. Have a great day everyone, see you soon.