Omni-channel is a Psychographic not a Demographic

Omni-channel is a Psychographic not a Demographic

There is a lot of talk around omni-channel in the retail sector these days—and there should be for many good reasons: Omni-channel and personalized commerce stand to increase your average cart size by anywhere from 5 percent to 25 percent, depending on how you implement your omni-channel strategy.  So, what gives omni-channel its incredible potential? In one word—personalization.

Personalization is something we all intuitively want. Any good salesperson will want to know something about you to gain a selling advantage. If we know something about you that pertains to what we’re selling, then obviously the potential of selling you something goes way up. It’s why we sales people need introductions. We hope that since we’ve met, there’ll be trust; therefore, the probability of a sale should increase.

In the past when marketers were unable to personalize, they would look at demographics as a way of ascertaining the probability of a sale. For instance, they would map the ideals of a demographic to the benefits inherent in the product. They would then surmise that a certain product would appeal to males under the age of 45, or to a career-oriented busy mother with two children—all based on ideals and associated product benefits. Sometimes marketers got it right, and sometimes they didn’t—and it wasn’t the marketing. The demographics were correct, but the circumstances of the individuals were incorrect, and those circumstances dictated the reasons why the individual didn’t buy the product.

Then omni-channel and personalization entered the scene—dramatically changing the game. Today, we can use demographics to home in on what we suspect, and we can take the data from consumers’ buying behaviors to zero in on an individual. Through their buying behaviors we know what they like and what they dislike. We know what they have looked at on our website, enabling us to track their behavior in a store and, perhaps, to easily script a store associate to direct them through the customer journey.

This is called psychographics. Psychographics allows us to categorize people based on their attitudes, their aspirations, their circumstances, and their outside influencers. All this is a marketing goldmine when positioning a product because it means your store associates say the right thing at the right time to the right person, which should increase conversion and cart sizes tremendously. This is what changed the game. How many times have you been frustrated by a buying experience? And when you come across the right thing at the right time—that’s it, you buy it.

Omni-channel and personalization trigger the buying experience for a person. It might sound a bit Big Brother in that omni-channel and personalization could create an environment where shopping is dreaded by the consumer. They might think, “How can I get out of the store without spending more than planned on the products I want?”

It’s not that at all. It’s an environment where relationships are developed. It’s about connecting the individual with the brand, and allowing the brand to tailor the relationship that it needs with the store associate, the customer, and the brand. Obviously, a brand wants to have thousands of relationships with all its customers, delivering great service through its thousands of store associates. But managing all that is not easy, and changes are rapid.

The question becomes: How do you manage omni-channel and personalization and yet remain profitable? Easily, start thinking psychographics and personalization in your omni-channel strategy.

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Big Data. Big Ideas. Big Buzzwords.

As the CEO of two companies that are at the pinnacle of the data world, it never ceases to amaze me how companies approach, internalize, and rationalize their data—viewed as an end-point as opposed to a means to an end. What I mean by this is simple: the rationale behind terms like “big data” seems to drive many people in the wrong direction, with many focusing on an outcome light years from what is best practice, best process, and, ultimately, best desired outcome.

Like any industry, the tech sector is rife with buzzwords. After all, taking something viral and pushing the envelope to reverse the paradigm, sounds sexy, right? I have no clue what in the hell it means, but damn it sound fantastic. It’s the same as terms like “big data.” Okay, so we know it’s “big,” and we know it’s “data”…it sounds exciting…so what now?

In essence, big ideas don’t, and never should, come from big data. Big ideas should focus on an outcome that makes a product or service something spectacular. For instance, when architecting an omni-channel customer engagement solution, no one should ever start at data. It’s about understanding what the desired customer outcome should be: a magical experience that ties bricks-and-mortar, online, in-app, and more, together so that it’s seamless, rewarding, and easy for the customer. So much so, that brand, customer experience, the journey, and viral propagation, become a near religious experience. It’s the desired outcome that makes a company’s brand much greater than the sum of its parts.

Once the outcome is architected, the data comes into play. And regardless of whether it’s “big” or not, it should never be the focus. Again, data is the gasoline in the car that drives you to your destination—how much gas and the quality of the fuel is what will determine the quality of the journey.

When looking at data and how to manipulate it for the ultimate end-game, there are three main factors to consider.

First, there is the quality of the data itself and how it is interconnected with all the systems needed for access and management. Ensuring there are assets, such as verified and clean single-user-profile information, is imperative for the next two stages.

For step two, there is data automation. This sets the stage for how to use the data—in essence, creating rules and logic to deliver the desired outcome. Think of it as adding Marketo or Pardot to your existing website, CRM, and marketing infrastructure. It’s the system that captures and creates the circumstances to which content is delivered based on Boolean logic and the marketing criteria set in place. Without it, you have a bunch of names in Salesforce, but with no automated and measurable action.

Finally, there is the delivery. With all your clean data, rules, and engine in place, it’s now time for the ultimate outcome: delivering people the experience that you sought to deliver in the first place.

As an easy analogy, think of all this as your dream vacation; mine is to drive across the country. If I were to buy an RV to make the trip, I’d first make sure that the vehicle was clean, had gas, and was ready to carry me to my destination. Then, I’d ensure the engine was primed and tuned as it’s the propulsion system that will get me to where I’m going. And then, there’s the destination—your dream come true.

Remember, “big data” is just a buzzword—it’s not the final destination. That said, as you venture forth to create your customer experience, remember to enjoy the journey as much as the outcome. And, lastly, I have no analogy for the beer fridge in the RV—but a beer fridge for your development team is always appreciated. 😉

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Join us at eTail Canada 2017

Date: May 16 – 18, 2017

Location: Hyatt Regency Toronto, ON

Booth: #8

Event website:

Join us at eTail Canada being held at the Hyatt Regency in Toronto from May 16 to18. Stop by our booth to find out how you can benefit from our Omni-channel Customer Engagement Solutions. Our CEO, Allan Zander, will also be hosting a roundtable discussion about the harsh reality of omni-channel, followed by a panel discussion. To schedule a meeting with us at eTail Canada, please email us at

Round Table Discussion

Date: May 16, 11:30 a.m.
Topic: The Harsh Reality of Omni-Channel: Why so many fail to Understand and Implement It
Speaker: Allan Zander

Panel Discussion

Date: May 17, 12:10 p.m.
Topic: Tracking Online to Offline to Paint the Holistic Picture
Speaker: Allan Zander (including other executives)

eTail Canada is the One-Stop Shop for Canadian eCommerce and Multi Channel Executives

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Is anyone doing the omni-channel?

I have had an interesting year talking to many retailers about omni-channel. Mostly, I would say omni-channel is still at the teenage-sex stage of technology. Everyone is talking about it, everyone says they are doing it, but no one is and, in fact, they are scared to death to try it.

So, let us look at some of the challenges facing omni-channel. Omni-channel went mainstream in 2014, and became widely accepted as the way in which all commerce should be conducted in the future.

Around 2016, omni-channel appeared to become less about the logistical backend, and more about how we engage with a customer. Take a brand that has multiple customers who have different ways of using technology, and that has multiple employees who need to be kept up to date on their customers: How does the brand manage all the permutations associated with a customer demanding to be shown that you know me, while demanding that you do know me?

Surely, if retailers can understand a bit more about what a customer personally wants and then presents the right product, they stand a much greater chance of a conversion. Thus, the technology becomes: How does the retailer manage a relationship with the customer while, at the same time, ensuring they have the inventory to meet the customer’s needs—and with employees educated sufficiently to know how to engage effectively with the customer?

Most retailers understand the importance of having an omni-channel strategy to stay competitive in today’s demanding retail environment; even so, many are still struggling to manage their operations efficiently and effectively. The primary challenge facing retailers is how to ensure a seamless customer experience across channels, making a profit on every sale while engaging with their customers.

So how can retailers take advantage of the opportunities that are inherent in omni-channel?

Outlined below are six challenges affecting retailers with some omni-channel perspective on how to navigate through this new retail landscape:

  1. Ensure Data Quality and Relevancy

Today, an omni-channel retailing strategy is essential as retailers need open lines of communication across multiple channels—in-store, online, mobile device, or social media—that lead to a seamless, continuous experience across brands and devices, and that engage a customer one-on-one. To seamlessly engage the customer, myriad databases and systems such as eCommerce platforms, POS (Point of Sale) systems, marketing automation, and customer relationship management tools must be connected to make omni-channel sales and marketing initiatives a reality.

The omni-channel journey starts with capturing customer information. While capturing all this customer information is critical, it is also equally important to ensure that the quality of the information captured is accurate and up to date; therefore, retailers need to measure data quality and set data standards, clean and analyze the data for relevancy, turn the data into action, and, finally, action that data through a customer engagement solution.

  1. Create an Ideal Customer Profile

An ideal customer profile should be based on interviews and research from current and past customers, potential new customers, and employees. The end result is a fictional character who embodies the retailer’s ideal customer.

Ideal customer profiles should guide all marketing efforts, new business outreach, and current customer growth. Retailers can use this information to develop offers that align with different customer types, to create enablement tools for sales representatives outlining common objections and responses, and to segment current customers and prospects for more targeted communication and marketing.

  1. Deliver Consistent Experiences

Delivering a consistent experience for customers across all channels continues to challenge retailers. Two of the biggest challenges are ensuring the consistency of inventory levels and product pricing. To satisfy their customers, retailers need to deliver a consistent and positive experience.

If recommending products, retailers must find a way to make that recommendation consistent. Consider that many people want to use their mobile phone while shopping in-store, so setting up a captive portal to an in-store Wi-Fi will help to engage those customers. It can deliver what is probably at the top of every retailer’s wish list: identifying who is in the store. Discrepancies will ultimately lead to poor customer experiences, so retailers need to place strong emphasis on ensuring they are delivering the same experience every time, regardless of the channel the customer may be using.

  1. Empower and evolve employees’ role

Retailers need to empower employees to deliver outstanding customer service. And the best way to make that happen is to give their employees the right data. With the right data, employees can take on many new responsibilities; therefore, the retailer will need to evolve them from a clerk to a concierge who can deliver a highly personalized service.

Providing employees with the tools that give them a single view of customer transactions is a good way to start, but often they will run into the elusive data issue. Data that allows sales staff to track orders, look up product availability, address enquiries, and understand customers’ purchasing history and preferences, not only can improve customer interactions and ensure positive experiences, but also has the potential to open new sales opportunities as it is the path towards a highly personalized experience for the customer.

However, frequently the data is not there because of the white space between a CRM and PoS information. Moving to omni-channel is not going to make this information suddenly available, it will take time, but at least it is a place to start.

If concerned about integrating, there is no need. If the data has no transactional history associated with it that ties back to the individual, and no way to connect to employees and the loyalty database—it just looks like first and last name and an email address—then a retailer is in the best position to start looking at omni-channel and how to use it because it is basically a blank slate.

If the data is the issue, then retailers do not have to solve it, but instead they can work around it. They can send emails to the people in their loyalty system, thank them for being their customer, and pick five SKUs, whether they are overstock or simply “good sellers,” that will drive the customer to the store. Retailers can tell their employees that if the customer comes in for SKU-A, to ask them if they bought SKU-B and, if they did not, tell the employee to offer an incentive if they buy it today. The retailer can have the employee make a note of it, which gives the retailer some data on what will bring that customer in, and what they might react to in the store.

Retailers could easily create a rule that whenever someone buys SKU-A online, they offer an incentive to pick it up in-store. Employees can be educated on the rules so when the customer comes in for SKU-A, an employee will know SKU-B is an incentive. If the customer reacts, then again retailers have an opportunity to understand the behavior. If this approach is successful, retailers can track and start to build a knowledge base.

A company like omNovos can keep track, so as the customer engagement platform builds data on what is bringing people through the door, then retailers will know the right promotion and the right channel—no integration required.

  1. Make Returns Easier

Many consumers shopping online are often hesitant to buy products because of stringent return policies. Knowing this, omni-channel retailers need to make this a much more seamless process and move towards enabling returns in any channel or location. This way, unwanted stock can be easily converted into available-to-purchase inventory, and consumers can easily return goods in a way that is convenient to them.

One of the best ways to build up loyalty and trust in the brand is to create reasons for loyal customers to show their loyalty matters. Being easy to do business with is one of the best ways to build that personal relationship. If a customer wants to return an item bought online, then set up a time in-store for that customer to meet with a designated employee. Simply confirm a time via email, text or chat that will show the customer how easy it is to return an item bought online.

  1. Understand stock availability and leverage network-wide inventory

Personalization is key to omni-channel experiences becoming positive, but before getting there retailers need to know where their inventory is and how they can leverage it. Retailers need to see not only stock levels, but also availability: What is already on order? What is in transit or returned? They also need to use every supply source to meet customer demand. This includes stores, which are increasingly becoming mini-distribution centers for fulfilling online orders, as well as a place where customers still go to shop.

Only once they are doing this can retailers hope to have complete operational control across their enterprise. This is critical: it will become difficult to have a consistent customer experience and build up a personal relationship with a customer when inventory is never in the right place at the right time to complete a sale.

Omni-channel does not have to be a scary beast. I do not recommend that you try to do all five at once. Your situation may make just one of these points an easier starting point than another—so start there. Do not get wrapped up in integrating and do not get wrapped up in overthinking the personalization approach.

Omni-channel is a new and exciting technology. Take baby steps that allow for the relationship with your customer to evolve and grow over time. This way, if you need to take a tiny step backwards, it is easier and poses less threat to your brand. We all want to have loyal customers, but we tend to overthink the implementation of omni-channel. Start small and start simple and your odds of success will be as high as your omni-channel conversion rates.

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Rock Stars versus Resumes and the Recipe for Success

As of late, there isn’t a day goes by that I don’t wake up in the morning with an increased sense of urgency, focus and determination—much more than days gone by—all centered on navigating multiple companies to ensure their hold on global success. However, with the ever-present pressure to succeed, I also have an overwhelming feeling of confidence—not because of my own skills, but because of those I have chosen to surround myself with to support the businesses.

These thoughts have driven me to reflect on how this came to be. It’s something that I seemingly have in common with many other executives, those who I continually socialize with through my work and global travels. In our conversations, one constant has emerged: how we all build our teams, our companies, our success. The answer that surfaced is fairly simple: a superior attitude paired with a superior skill set succeeds every time.

I can make it even more simple: when it comes to rock stars versus resumes, executives must mitigate the risk of hiring the wrong people. The cost of doing so is not just monetary, but time lost, which has a huge negative impact on a company, its morale and its success. Hiring the right people can propel a company to new heights—they can inspire others through their results and their attitude.

Let’s face it. In today’s ever-connected world, it’s easy to browse LinkedIn, Twitter, and others, to seek out the resumes of possible candidates, those you need to build an effective executive team. And, as a by-product of being an executive, there is never a lack of shiny new resumes in front of you. But the question remains: how does one look past the resume to get to the true person behind it. For me, attitude always wins.

The simple fact is that by the time my team distills down the list of candidates for consideration, there is no one who isn’t qualified for the job. They all have their successes, their experience, their credentials, etc. Even so, I need them to fit with our culture, our people, our clients, and my team. They need to be driven, fearless and, in many ways, defiant: continually questioning and assessing everything around them. It’s these traits, paired with the knowledge and experience of their chosen profession, that makes them, and everyone surrounding them, successful.

My team must constantly challenge the status quo—it’s essential to our success. It’s what drives innovation, momentum and market dominance. To put this in as blatant a way as possible, everyone on my team must think huge and be bold.

Okay, that and a deeply ingrained sense of humor with extensive pop culture knowledge—because, let’s face it, every boardroom needs its fair share of Simpsons quotes. Am I right?

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Evolve into something that is active

Every time I’ve been asked to look at how to grow a business, it always seems to incorporate this tough question: Should we keep doing what we are doing, or get into something else entirely? You know, that exact question is probably uppermost in the mind of any leader who is looking to grow their business.

Be careful here: some of my biggest business battle scars have come from trying to get into a new business that I knew very little about, but thought I could take on because it looked easy. Ironically, finding stuff to do that is easy is hard; I guess because, if it were easy, everyone would be doing it. And, truthfully, if it’s easy, everyone is already doing it. In that case, the only way you can compete is on price. (Which, if you can do that, great—but competing on price ain’t easy.)

In my humble opinion, you need to look for opportunities to evolve your business and evolve it into something that is active. Such opportunities come around far more frequently than you may realize and, when they do, you will need to make a tough call on whether to move in that direction.

While it will be easier to evolve your business than to go in a completely new direction, you are going to create conflict and there will be times when competing priorities impose some serious resource constraints on you.

Ask yourself: Do I invest in my now stable business because, inevitably, it will need to fund where I want to go? Or do I invest in what I think my future is and hopefully open up a new revenue stream? These are never easy questions but, at least, if you are doing something to evolve your business, you might get some form of economy of scale. (While you might not be able to turn $1 into $2, you may—perhaps—be able to turn $1 into $1.57.)

Ultimately though, what is prompting you to evolve? There are likely a number of factors, some good and some bad. I define growth as an increase in the scope of activities and/or renewal of capabilities. Hopefully, this will lead to revenue growth as well as increased profits.

One good reason for growth is to become more competitive. Maybe the core business is under threat or the firm has reached the limits of its natural market, so it’s time to stretch. Dell, and many other firms in the PC industry, reached a point where they had to figure out what was next.

Another good reason to grow would be that the company’s existing resources aren’t being used effectively. Perhaps that leads to developing an internal exploratory environment complemented by alliances-based activities that bring access to new technology and new people. Or perhaps the market is simply nearing its decline stage, so it’s time to look at something else, or let the company itself face the same inevitable declines. Being radical, though, will present far too many risks. You are better to break down the business into its core set of skills and capabilities, and then map those to adjacent markets and opportunities where you can more easily stretch the scope of the current business.

What I’ve seen at many companies is they become good at executing a specific mode, so they repeat and repeat and repeat—even in contexts and under conditions that might not be suitable. It creates huge “path dependency” and becomes very hard for a company to break out of, which may become problematic since your evolution may require you to step outside this box to evolve properly.

If the CEO of a company has an engineering background, loves the products and knows the DNA of the company, that firm is going to be focused on internal innovation and on finding ways to create new products and to go after new market opportunities. A CEO with more of a financial or investment banking background will go after deals—even a specific type of deal—and attempt to buy into a market to get a leg up. Like the engineering CEO, they are gravitating to what they know because they likely have already executed a similar plan in the past. They have succeeded with it before, so they just keep duplicating it. That preference eventually shapes the structure of the company.

If the CEO is M&A driven, the M&A team is going to be powerful and able impose its view throughout the organization, while the alliance team will be at the bottom of the food chain. If you are considering the M&A approach, just be careful and make sure you have trusted people around you. If you have succeeded in the past and feel that you can easily move into an adjacent market, it’s highly possible you will believe your likelihood of success is ensured. Markets are strange amorphous beasts though, so this might be a time when innovation is not required, or when an alliance could be far more powerful than any merger could ever be.

Big Pharma firms were very internally focused before they realized their pipeline was empty. Their R&D teams had gotten so powerful that external sourcing projects received a much harsher screening. For the process to be effective, all major teams should be on equal footing, and be prepared to listen and react. Get out into the new market and try to talk to as many customers, alliance partners and industry leaders as you can. You may need to adapt your plan slightly as you evolve, but that is an important aspect of how to evolve properly.

Apple was very inward-focused, but it became a good example of how to break old habits. They loved their products, and they were very proud of their internal innovation. Their preference was the “build” mode but, over a few years, they were able to develop, borrow and buy skills by creating a very active ecosystem of external partners, and by making a few focused acquisitions in areas of technology they didn’t handle well. (There are many people who believe the App Store is really what differentiates Apple today.)

I could keep going here—just like a business, writing articles on evolution can, in fact, keep evolving—which brings me to my next valuable point: know when you have enough to go on and then act. If you keep scratching at the problem, you will keep finding reasons to be trepidatious about moving forward.

Move forward. If you need to evolve later, well, evolve.

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Would You Like to Get Phygital?

It’s exactly what you think it isn’t.

By Allan Zander

For most of you reading this, there is a very good chance that you are on your mobile device right now—which leads me to believe that you are the perfect candidate for getting Phygital. And though this may sound like I’m obsessed with recording artist Olivia Newton-John, I can assure you that it’s only half the story.

The truth is, we all live a mobile-device life—far more than just the days of old whereby your mobile phone was just a phone and email. It’s now our 24/7/365 connection to the world. Whether it’s work, family, dating, shopping, or hobbies, the phrase “There’s an app for that” has permeated our social fabric and psyche like never before. So with all the mobility we have embraced, comes the blurred line between our physical and digital presence—Phygital.

Think of your daily life. You check email, maybe analytics and other work-related apps, Facebook, LinkedIn, Google, Amazon, eBay, and so on. All these apps fall into the mobile-only category. But what about your Starbucks app? Or perhaps Home Depot? Maybe you have an app that helps you record your gym workouts, or helps you redeem rewards points at stores. All these fall into the blurred line between the digital and physical space—the link between your app and your in-person experience.

But like any technology we adopt, there’s a learning curve, then we embrace the technology, then we evolve with it so that it becomes commonplace and an integral part of our lives—we don’t notice it, it’s just there helping us along day-by-day like an old friend.

However, when it comes to Phygital, we are in for a lot more than we imagined. Our lives are about to change forever: the line between digital and physical will blur to the point where it all becomes one.

Take shopping, for instance. As our mobile lives evolve, we will be fed marketing materials, but not the antiquated push marketing of days gone by, now we will receive materials just for us. Our lives will become one with our consumer habits—all in a good way.

We will do away with annoying interruptions caused by advertising materials: offers, flyers, coupons, telemarketing calls, and more. We will finally live in a world where messaging, marketing, and lifestyle all become one, all designed just for us: our likes and dislikes all calculated to only give us what we want, when we want, where we want it. From apps that enable us to shop online, scan-and-pay in-store, to beacons that trigger offers upon entering or leaving a store—it will all be based on our profile history and our likes and dislikes. Everything will always be tailored to the individual.

Beyond the retail blur, our physical habits and accoutrements will also change. Gone will be the days of pockets, wallets, and purses carrying membership cards, rewards cards, driver’s licence, health cards and more. Instead, everything will be stored on one device for access at anytime, securely, and safely.

And before you question the security of the new Phygital paradigm—let me be the first to assure you that you will be well covered. No more panicking associated with losing your wallet, having to cancel every card you own, along with days of standing in lineups and endless paperwork to re-issue everything. Now, it will simply be a matter of remotely wiping a lost phone, and logging into a new device to restore everything immediately.

In all, the Phygital world is getting closer and closer to the ideal world for all of us. A world where our wants and desires are delivered to us on a so-called Phygital platter. Now, if it could just weed out all those weird people from high school that keep tracking me down on Facebook. Is there an app for that?

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The Automation Nation

How marketing automation is changing our perception and inherent desire for marketing

For most marketers, the idea of using marketing automation is commonplace. It is the system by which the majority of marketing activity is measured and reported, gauging the success or failure of marketing campaigns and initiatives.

However, throughout my long career in marketing, I have seen far too many times the misuse of marketing automation tools, which are improperly configured and do nothing but measure failure rates. For the most part, the issue resides within a company’s data and, more importantly, the understanding of their data.

To fully understand how marketing automation can work in an omni-channel enabled company, one must look at how we as a society interact with marketing. Not too long ago, marketing was seen by the general public as—to put it bluntly—evil. It was viewed as intrusive, manipulative, and overbearing: you know, what all good marketing should be. All joking aside, that view was also brought about by an entire generation—the X generation—one that became the first generation in history to be marketed to as children and then into their adult lives. All things considered, it is no wonder that my generation has become so jaded.

However, the world’s perception of marketing has changed greatly, even for my generation and for those before and after my age group. The reason: automation.

You see, when automation is configured correctly it leads people to embrace marketing—creating a world where people not only expect to be marketed to, but also want to be marketed to. Why? Because now marketing becomes personal. It delivers goods and services that fit each individual person as if the companies that market to them only have them as a customer, and that company is built just to service them.

Instead of being inundated with ads of little to no relevance, omni-channel marketing automation delivers highly personalized content at the right time, through the right medium with insight into habits, likes, dislikes, and more.

It is this shift in delivery and insight that has made us not only appreciate good marketing, but also as a society come to expect it. The ultimate exercise in the concept of Know Me > Show Me You Know Me > Enable Me > Value Me.

So the next time you are configuring campaigns in your marketing automation tool, do not just use Boolean logic to send the next campaign. On the contrary, have a multitude of offers all ready to trigger based on the target’s exact wants and needs. In short, embrace the customer and the fact that we all now live in an automation nation.

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Free Infographic: Top E-Commerce Trends To Watch In 2016

omNovos - Top Ecommerce Trends II 2016

Download The Infographic Today!

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Speaking Event: Apparel Textile Sourcing Canada

Defining Omni-Channel Customer Engagement Assessing Business Impact, Benefits, Requirements, and the Importance of Proper Implementation

The International Centre – Toronto
August 22, 2016
4:30 PM  –  5:00 PM

In a world where information is available anytime, anywhere, it is no surprise that the concept of omnichannel and its implementation is a key priority for retailers across the globe. However, like so many new technologies, the definition and understanding of what omni-channel customer engagement truly is continues to elude many brands.

The omni-channel customer engagement solution space focuses directly on the end-user experience: mobile apps, online presence, in-store presence, etc. Nevertheless, few companies really understand what defines the omni-channel customer experience and the infrastructure needed to enable the omnichannel ecosystem.

Allan Zander is the Chief Executive Officer of omNovos Omni-Channel Customer Engagement Solutions. Having spent more than 20 years following his passion for rejuvenating companies and building experience in mission critical communications & software–where the degree of reliability has to be almost 100%. His business development experience ranges from startup companies of 50 to 200 people, to companies of 100,000 people. In this session Allan will provide attendees with a comprehensive overview of omni-channel. As well as insight on how to properly assess business impact, benefits, requirements, and the importance of proper and well-staged professional implementation.

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