Friday, September 30, 2016

SenseAware is FedEx’s Internet of Things Response to Supply Chain Optimization

Chris Swearingen, manager of SenseAware at FedEx, gave a talk titled "How Innovations in Manufacturing and Supply Chain are Redefining Mobility and Reshaping the Globe" he spoke about the company’s “internet of things” product SenseAware and how it is driving supply chain optimization. By 24/7 Staff




Supply chain visibility is critical to a company’s operational performance improvement, according to 63% of 149 responding companies in a survey conducted by Aberdeen Group.
“Visibility is a prerequisite to supply chain agility and responsiveness,” the report states.
And it requires tracking the location of a shipment not only at the transportation level, but also at a unit and item level.
Location tracking is good protection against shipment theft or loss, but companies need a deeper level of visibility for their products, according to FedEx.
The company’s solution? The IoT-inspired SenseAware, a sensor-based logistics solution.
SBL uses sensors to detect the shipment’s environmental conditions while warehoused or in transit and sends the data - via wireless communication devices - to a management software system where the data is collected, displayed, analyzed and stored.
Chris Swearingen, manager of SenseAware at FedEx
“The IoT-inspired FedEx SenseAware, is a sensor-based logistics solution”Chris Swearingen, manager of SenseAware at FedEx
It is “the basis of a powerful new central nervous system for the global supply chain,” according toFedEx.
The device is meant to provide intelligence that can help enterprises coordinate and manage product, information and financial flows.
SenseAware is a sensor device for the IoT
SenseAware is a multisensor device that monitors critical shipments - in near real-time - from when they are packed and picked up to the time they’re delivered and beyond.
Typically placed inside packages, pallets, trailers and warehouses, the device collects data from items and transmits that data via wireless communication to an online application for monitoring and analysis.
SenseAware measures environmental conditions on the unit level, including:
  • Current location;
  • Relative humidity;
  • Temperature;
  • Light exposure;
  • Barometric pressure; and
  • Shock detection.
For example, vaccines must be maintained at a very narrow temperature range during shipping or they are compromised and cannot be used. A SenseAware device traveling inside the shipment container can monitor the temperature and help ensure the vaccines’ stability.
On its own, the SenseAware device can monitor temperatures between -20°C and 60°C, according to FedEx. With the dry ice probe, the SenseAware device can measure temperatures from -80°C to 60°C. Adding the cryogenic probe will allow for measuring temperatures as low as -195°C.
FedEx offers an online application that displays the collected data from SenseAware. The dashboard provides an overview of all of the active SenseAware devices in a network.
How an enterprise can connect its FedEx packages
Here are ways companies can monitor their shipments on a package or pallet level through the company’s ShipmentWatch software:
  • Order a SenseAware device for an individual shipment or multiple devices for larger projects;
  • FedEx will program device according to needs;
  • Device is shipped to enterprise;
  • Place the device in your package or on your pallet; and
  • FedEx monitors the SenseAware application 24/7 from pickup to delivery.
How Millennials Shape All Generations' Eating Habits
Posted on September 27, 2016 by Jennette Zitelli
Millennials in America now add up to about 75 million people, which is definitely a sizable chunk of the consumer market. They (myself included) are a notoriously fickle bunch, that place a lot of importance on sustainability, traceability and creativity. While we have noted that too much emphasis may be put on appealing to Millennials, when there are other demographics that are just as influential, it is important to still keep track of what Millennials are buying and what might keep them as loyal customers.
America's Millennials are now purchasing organic products more than any other demographic, according to the Organic Trade Organization's (OTA) U.S. Families' Organic Attitudes and Beliefs 2016 Tracking Study. Fifty-two percent of U.S. parents that buy organic products are Millennials, and they often purchase a lot of such products. Generation X parents buying organic products only totaled 35% of the total, while Baby Boomers accounted for only 14%.
Laura Batcha, CEO and Executive Director of the OTA, notes. “Our survey shows that Millennial parents seek out organic because they are more aware of the benefits of organic, that they place a greater value on knowing how their food was grown and produced, and that they are deeply committed to supporting a food system that sustains and nurtures the environment.”
OTA surveyed more than 1,800 households across the country with at least one child under the age of 18. The study found 82% of U.S. families say they buy organic sometimes, with only 18% noting they never buy organic.
Millennial shoppers aren't just shaping organic food buying, but food shopping overall. Three-quarters of shoppers buy deli items in their regular supermarket, while 77% of people buy dairy items and 59% buy bakery items, according to the Private Label Manufacturers Association's (PLMA) How America's Eating Habits Are Changing. One third "always or frequently" purchase heat-and-eat food from the supermarket, 29% buy pick up prepared or ready-to-eat food, and 27% buy grab-and-go prepared food items.
These eating habits are being driven by Millennials, according to PLMA, who are shaping the way grocers operate by introducing a distinctive way of eating. Eating is largely unscheduled for the generation, and they look for on-the-go food items. They are known to be nibblers and experimenters, so in-store sampling and demonstrations are popular. Millennials are also more loyal to stores than previous generations, with 90% doing their regular grocery shopping in only one or two stores.
These trends aren't limited to America, either. Millennials are leading online grocery shopping sales in Europe as they increasingly opt for the stress-free and time saving convenience, according to Mintel. Almost half of Germans aged 16 to 24 shopped online for groceries from a retailer with physical stores in the six months prior to the firm's survey, as did 46% of those in Spain, 44% of those in Poland and 33% of those in France. Millennial shoppers find online grocery shopping to be less time consuming, and they also find it to be easier to stick to a budget when shopping online.
However, there are some concerns among the age group about the freshness of online foods, with 51% of Polish and 50% of German shoppers aged 16 to 24 saying they are concerned about the quality or freshness of products when using online services. Minimum spending amounts are also a turn-off, as well as waiting for delivery.
While companies should make sure to keep all demographics in mind when marketing and designing products and services, Millennials are a huge cohort and an influencer of other generations' habits, so it is still important to keep their needs in mind when introducing new ideas.

Thursday, September 29, 2016

From right to left: Ida Pusateri along with her brother Frank Luchetta, and her children Sam, Rosanna, and Paolo, at the Saks Food Hall by Pusateri’s at Sherway Gardens, Toronto.
PUSATERI’S FINE FOODS
All in the family.http://nuvomagazine.com/wp-content/themes/nuvo/assets/images/mail.svg
·         Writer Deirdre Kelly
·         Photographer Jaime Hogge
It’s just before lunch, and the family that owns Pusateri’s Fine Foods is about the only one not eating. A photographer has commandeered Ida Pusateri and her brother Frank Luchetta to pose for a portrait with Ida’s three grown children—the next generation to run the family-owned Toronto business—inside the food hall they opened at Saks Fifth Avenue at Sherway Gardens in March. The sparkling white marble-and-glass emporium measures 18,500 square feet, and almost every inch of it is a foodie’s delight, from the jars of FunkyChunky pretzels and more than 22 varieties of olives to the lineup for Pingue Prosciutto at the meat counter. Ida watches the flow of customers contentedly filling up their carts, her eyes moving silently. She doesn’t miss a thing.
Ida, who turns 58 in October, talks in plain terms about how the business has gone from being a mere fruit stand in 1963 to a luxury grocery chain. Then as now, the company’s success depends on keeping it fresh. “We travel all the time, to Europe and the U.S., to see what’s new and exciting out there and what we feel is the next big thing,” comments Ida, ordering an antipasto platter to begin the afternoon’s long-overdue meal. No one is going hungry at Pusateri’s, not if Ida can help it. “From the beginning, it’s been all about bringing the best to consumers and giving them choices,” she continues, carefully chewing her words. “We offer betterchoices. That’s what we stand for.”
Toronto’s beloved gourmet food emporium began as a fruit stand in 1963. Their distinguishing attribute, then and now? Stocking the best stuff.
Pusateri’s, to use a food term, is rising. The Sherway Gardens location is just the first stage of an expansion plan that will see the owners make significant changes in how they run their business. Currently there are three Pusateri’s Fine Foods locations: Yorkville, Bayview Village, the newly opened Oakville Place (July), and that number will grow to four once the Avenue Road location reopens. Another Saks Food Hall by Pusateri’s will also open this fall in the Eaton Centre, measuring 25,000 square feet. With the new Oakville location (measuring 18,500 square feet), the Avenue Road rebuild, and additional expenses, total estimates are said to cost $45-million. “It’s pretty much 80 per cent funded by our family,” Ida says. (The remaining 20 per cent was not disclosed.) Besides a full-service grocery store with an on-site bakery, the Saks Food Hall by Pusateri’s concept includes Pusateri’s CafĂ©, with coffee, tea, and fresh-baked goods; seating for sit-down meals; and an undulating bar serving cocktails and Veuve Clicquot. The food hall is fully licensed and shoppers can buy their beef tenderloin medallions and boxes of salted crackers with a drink in hand, if they feel so inclined. It merges with the Saks retail space, so presumably one could also be sipping bubbly while buying an item of clothing. The mix of food and fashion, first realized with the opening of the Bayview location, was Ida’s brother’s idea.
“I called out of the blue and said, ‘I could build you the Harrods of North America,’ and Richard Baker [governor and executive chairman of HBC, the company that owns Saks] totally got it,” says Frank, a genial man who, as company president and CEO for the past 20 years, has been working closely with his sister and her children to move Pusateri’s forward. “Pusateri’s has an incredibly strong following in the Toronto market and Saks is new here,” Frank continues. “We can help draw the people in. We cater pretty much to the same clientele, so it made sense for Saks to align with us. We hope to follow them next into Saks stores in the U.S. It’s a new relationship for us, but I think it’s working.” Baker seconds that opinion. “Frank and his team have created a world-class gourmet food destination with Pusateri’s. When we were thinking about adding food halls to our Saks Fifth Avenue stores, we knew that Frank would deliver an exciting experience for our customers and help us create unique destinations.”
The food hall merges with the Saks retail space, so presumably one could also be sipping bubbly while buying an item of clothing.
The family dynamic and relationships are key to understanding Pusateri’s and how the company works. Frank is Ida’s younger brother, by 17 months. There’s an older sibling, but he did not provide Ida with an alibi when, as a young woman finishing up at Nelson A. Boylen Collegiate Institute in Toronto, she began to be courted by Cosimo Pusateri, a man six years her senior. That was in 1979, and Ida had just turned 20. She worked the register at a jewellery store in Corso Italia, the area in Toronto that was home to the city’s wave of Italian immigrants that arrived in the 1950s. Ida is a daughter of some of those immigrants, ones from Calabria to be precise, raised in a strict working-class Catholic family where her dad was a labourer and her mom was a homemaker whose Italian staples—including homemade meatballs, lasagna, and roasted peppers—launched the prepared foods division of Pusateri’s in the 1980s. Cosimo had spied Ida in Corso, where he was running the family fruit stand, and was taken in by her large brown eyes, long dark hair, and slender frame, asking a mutual friend to set them up. Ida immediately rejected his request, delivered in person, to go out with him. “I said, ‘I’m Italian. I don’t go out.’ And he said to me, ‘I am Italian too, and I have a sister. I get it. But you’re still going out with me,’ ” recalls Ida, animatedly describing the first time she laid eyes on her future husband. “He wouldn’t take no for an answer.”
Together they schemed about how they could see each other without Ida catching hell from her parents. The plan involved her brother Frank. Ida would tell her parents she was accompanying her kid brother on a walk to the park or the corner store—anywhere—so as to get out of the house unsupervised. Frank went along with the ruse. When Ida and Cosimo married in 1980, she gained an adoring spouse—Cosimo is on record as calling Ida “the perfect wife”—while Frank got a trusted brother-in-law with whom he had bonded during the many late afternoons he spent hanging around, watching the two fall in love. Just before dying in 1995 of colon cancer, Cosimo asked Frank to guide the business forward, and to take care of his family. “We were very close,” says Frank. “And he asked me to take over and see through the plans we used to talk about together. He always wanted Pusateri’s to be a great store, and I said I wouldn’t let him down.”
“We offer better choices. That’s what we stand for.”
That was more than 20 years ago, but Cosimo’s presence still looms large at Pusateri’s today. Listening to Frank and Ida talk so passionately about him leaves the impression of a pioneering food industry entrepreneur whose creativity was as boundless as his work ethic. The oldest son of Sicilian immigrants Salvatore and Rosaria Pusateri, Cosimo was also born in Sicily, moved to Canada at the age of eight, and left school when he was 14. His non-English-speaking father needed a translator to help him with the family fruit stand; Cosimo was it. He learned on the job, waking early to accompany his father on 3 a.m. visits to the Ontario Food Terminal, where the goal was to be first in line in order to get the freshest produce. Important relationships—that word again—were forged with distributors this way. This is also what distinguished Pusateri’s (which began as that fruit stand in 1963) from other mom-and-pop grocery stores: they had the best stuff. In the mid-1980s, when the Italian immigrants who were the store’s original customers started moving out of Corso to more upscale neighbourhoods, Cosimo had the idea to follow the money. He purchased a 6,000-square-foot building at the corner of Lawrence and Avenue Road and in 1986 began creating his own food empire. The location, since expanded to 15,000 square feet of retail space, catered to upper-class non-Italians, who were drawn to the store’s deluxe and imported offerings like $100 cans ofcaviar and $62 bottles of rare balsamic vinegar. Cosimo’s gamble paid off.
Within a decade, Pusateri’s was selling $25-million in groceries a year, a number that had doubled by 2008. Cosimo had wanted to expand, and not even his death was going to interfere with his ambition. In 2003, Ida and Frank, working in tandem with Cosimo’s sister Toni Trozzo and her husband, Sam, opened a new $5-million location in Toronto’s posh Yorkville. And then the problems started. First, the Trozzos took Ida and Frank to court in a bid to take over the business. But Cosimo’s 52 per cent interest, passed down to his wife after his death, enabled Ida to get the upper hand in that highly publicized battle. In 2006, she won a court-appointed auction for possession of Pusateri’s, buying out Cosimo’s sister. She and her in-laws have rarely spoken since.
In 2010, Ida and Frank opened a Pusateri’s Fine Foods at the Bayview Village Shopping Centre, demonstrating their resolve to go forward. But then more difficulties followed in 2011, when the Avenue Road flagship was forced to close after Toronto Public Health uncovered an infestation of rodents and cockroaches. The story was widely reported on, with Pusateri’s suffering yet another bout of bad publicity. Ida and Frank, along with then-general manager John Mastroianni—a store veteran with more than 25 years of service who now serves as vice-president of merchandising—attributed the breach to human error during machine maintenance and cleanup, and vowed to fix it. They hired an inspector from Public Health to work with them to ensure their facility was cleaner than clean and then reopened. The Avenue Road location shut down again in August 2015 when a devastating fire tore through the building, causing millions of dollars in damage. The family has been rebuilding the store with a reopening date later this fall; the new look will include a licensed upper level restaurant where the company’s head office once was, as well as an open kitchen where chefs cook for customers. “From a bad thing, we’ve gone to a good thing,” says Ida, who chooses to see the difficulties of the past few years as a blessing in disguise. “It’s taken us to a different level.”

Helping to grow the business upwards are Ida and Cosimo’s children, Sam, Rosanna, and Paolo Pusateri—who are adults now. During the conversation, they sit respectfully, listening to the heads of the family business speak about the past, the present, and their plans for the future. Rosanna, who oversees the design of the new stores, says her contribution will be to “visually bring a new aesthetic to the business, a more modern look and feel that will also speak to our heritage.” Meanwhile, Paolo is focusing his attentions on the marketing side of the business and is using digital media to give Pusateri’s an online presence to complement what is on offer in the stores. “Marketing wasn’t a part of our business before. We relied more on our reputation,” Paolo says. “But now we want to make sure we have a voice, and we are working really hard to make sure that voice is speaking to our objectives and love of food.” “But it’s not a corporately run store, it’s still a hands-on business,” interjects Frank. “It always goes back to our roots,” says Ida, getting the final word.

Introduction to 100 disruptive brands

Russell Parsons
Russell Parsons, Editor, Marketing Week
The definition of disruption reads as a “disturbance or problems which interrupt an event, activity or process”. But what does this mean in the context of business and why do we spend so much time talking and thinking about disruptors? For as long as there have been people charging for products and services, others have been looking ahead to identify answers to problems. However, we devote more time than ever before to what makes the new breed of innovators tick.
At conferences worldwide, a lot of time is handed over to analysis of what these businesses are, why they are and how they have become as successful as they are. We are enthralled by the shock of what seems completely new. The story of the nimble outsider shaking things up is very alluring. For those frustrated by the time, effort and entrenched thinking that stops them bringing new products and services to market, the story of those that are able to be effortlessly adroit is very appealing.
The ability of many disruptors to put the customer at the heart of their proposition also raises eyebrows among those that have lost their way and allowed operational and logistical challenges to cloud what they set out to do
– serve their customers. It’s also about technology, which is at the core of many of the chief disruptors. The 100 brands that you are about to read about are as different in their outputs as is possible. They are all innovators, however, that are defining the future of the sectors in which they operate and the wider world of business. We looked far and wide to curate the final 100, across the world and business sectors.
We did not just stop and start at the companies that are seen as the epitome of disruption, the tech startups with their nimble agility and funky solutions. They are represented but we looked at disruption with a wider angle. You will find companies with operating models and structures that break convention and point to a different way of doing business. Elsewhere, there are plenty of examples of those that are speaking directly to the needs of marketers.In some cases, offering solutions to needs that you didn’t know you had.
The 100 Disruptive Brands is not meant to be a definitive list. I would encourage anyone reading to suggest any brands that are missing. You might also note that it doesn’t include some of the better known disruptors. Their story is already well told.
By selecting a list of relatively new and unknown brands from a wide pool we aim to do two things. First, provide you with intelligence about brands that could well be about to shake up your sector. Second, off er you inspiration from those making waves.
The barriers to those entering new markets have never been so low. Technology has proven a great enabler, democratising the world of business in a way unseen since the dawn of capitalism. Consumers are also more demanding of businesses, more aware of their power and are therefore now more central to new business models, products and services.
The disruptors on this list embody these new realities. From drone manufacturers to online football fan networks, sustainable retailing to data innovators and wearable technology, there is plenty of intelligence, inspiration and information you can learn from.

Disruptive Brands are Changing the Game

Emma Chalwin
Emma Chalwin, Marketing leader, UK & Ireland, Salesforce
Sedate, unadventurous, old-fashioned marketing is out. Inspiring, stimulating and intuitive marketing is the name of the game for businesses who plan to win in the new digital economy. This new future will be delivered, in part, by some of the companies you are about to read about. That’s why we are so excited to be a partner in delivering this list of the 100 most interesting disruptive brands around. In this fast-changing world it has never been more fascinating to watch both those who are driving change and those who are poised to exploit it – and to see some rise above the rest. These brands are changing sales, marketing and customer relationship management every single day. That matters to us – because our job is to enable and empower the world’s most successful high-growth businesses.
What does disruptive mean? Disruptive brands certainly aren’t just those who make a big splash in the media. They aren’t necessarily the ones who get noticed because of explosive growth, either. Although both these things have happened to some of the most celebrated disruptors, such as Uber or Airbnb, it isn’t true of all. Richard Branson once said that “disruption is about risk-taking” and we agree. Successful disruptors may spend a long, quiet time preparing their ground – and place all their bets on a single roll of the dice, when they appear on the scene to try and overturn the status quo. Their impact may not be immediately apparent and may not hit the headlines – but they all create opportunities for new ways of thinking, doing, or being in business. That’s why that this list is so important: organisations must know about these brands, because each one is playing a role in changing marketing for good. Disruptive brands don’t all put ‘game-changing’ at the front of their own positioning – but they are all involved in doing so, nonetheless.
Disruptive brands are commonly those that embrace every advantage technology can deliver – either directly as providers or as a means to bring revolutionary ideas to life. Marketing has long been a function which moved at the speed of technology; usually the early adopter when compared to many of its peers. That appetite for technology-enabled solutions shows absolutely no sign of receding. Increasingly business marketers are looking to innovate around the customer at every stage of their journey, create new relationship models and move the customer to the heart of every process and decision. They desire to take advantage of big data, social networks and new engagement platforms, to reach customers in new places and ways. It is placing disruptive social, mobile and cloud technologies at the very heart of a marketing world in which the customer is a participant, not just a player.
It can be tough for companies to drive innovation. Innovation is deeply ingrained in our company – it’s part of Salesforce’s DNA. But that isn’t true of all businesses. So, even as business leaders increasingly recognise the strategic imperative of innovation in order to survive and thrive, it still can be challenging. While they struggle with deep digital process transformation, change often takes place fastest and least painfully at the marketing edge. Innovating around the customer is the name of this game – to build better relationships, sustain them for longer, make them more profitable, and become part of customers lives, not merely a supplier. Smart, disruptive brands can win here as they empower marketers and communicators to move faster, execute on new ideas, and take advantage of reams of data that can be captured, visualised, and turned into insight to drive smart decisions.
Many businesses have recognised the value of innovation, but struggle to make innovation happen internally. Well-established companies are generally excellent at execution, but less so at embracing change. No wonder that they look to absorb new ideas from outside. Acquiring innovation is one route, but another is to leverage innovative third-party services and concepts that can accelerate and mobilise change through empowering people and teams to unleash ideas. This represents not only a vast and ongoing opportunity for brands such as those outlined here, but puts them in a key position. They will help change cultures, not just the processes and capabilities of organisations – a huge responsibility.
These 100 brands represent the tip of a very exciting iceberg. There are many more lining up to challenge them in turn. As the original technology startup success story Salesforce shares its optimism. After 15 years, we now help amazing brands succeed everywhere. We will probably assist many of these disruptors. We can’t wait to see what they do next, how they will do it, how they will ask us to help, and how marketers will take advantage of their ideas. We will help them succeed as they overturn marketing norms, transform customer journeys, create new platforms and alter the future of marketing.

What Self-Driving Trucks Could Mean For Your Next Delivery

Can a line of trucks rumble down the highway by themselves? That's the plan.

What Self-Driving Trucks Could Mean For Your Next Delivery
Image credit: Daimler Trucks






This story appears in the October 2016 issue of EntrepreneurSubscribe »
Picture this: You’re driving down a highway, behind a pack of tractor-trailers. As you pass the truck in the back, you notice that its driver’s seat is empty. Next one, same thing. And again. All these trucks are being driven by themselves. Finally, when you reach the lead truck, you’re relieved to see a human behind the wheel. Except then you realize that the driver is reclined in his seat, flipping through a magazine.
This could be the future of long hauling, led by autonomous trucking platoons. It’s not just a hypothetical; it’s something the world’s largest auto companies are developing right now.
Automotive giant Daimler is currently testing its autonomous trucking system with Freightliner Inspiration trucks in Nevada and Mercedes Highway Pilot trucks in Germany. Cameras and radar mounted in the lead truck scan the road ahead in various lengths and widths, gathering data on lane markings, distant traffic patterns and even peripheral vehicles that could cut off the truck. That info is fed into computers that handle steering, acceleration and braking for the entire line. If the system can be mastered, teams of self-driving big rigs could eventually wind their way across our interstates, safely and efficiently transporting products.
That future is still at least 10 years away. “Large variations in lane markings, the behavior of other road users, and changing weather conditions mean significant testing is still needed,” says Derek Rotz, director of advanced engineering for Daimler Trucks North America. “This takes time.”
Still, lessons are pouring in, leading to advancements that will improve trucks long before they go driverless. Daimler says its motivation is to improve road safety; after all, most vehicle accidents are caused by human error. It also wants to smooth traffic flow. But its automated system could also mitigate a looming problem in the industry: a lack of labor. 
“We’re experiencing a driver shortage in the U.S.,” says Amelia Regan, professor of computer science and transportation systems engineering at the University of California, Irvine. “With long hours and low wages, it’s not an attractive job anymore. Autonomous trucks will make long hauling more alluring.” They’re also expected to save business owners a nice chunk of change, thanks to lower fuel and repair costs: Synced-up, autonomous trucks should be able to follow each other with just 50 feet between vehicles, instead of the industry-standard 165 feet. Narrower gaps mean less aerodynamic drag, increasing gas mileage and reducing wear and tear on the vehicles themselves. 
But there is a potential downside: slower deliveries. “Human truckers are paid by the mile, so they inherently drive more quickly than is efficient in terms of fuel economy,” Regan says. “Autonomous platoons may drive more slowly because they’re looking to lower gas usage.” But the bragging rights that come with delivering your goods via phantom drivers? That may just make up for it. 

RFID earns MVP honors for asset tracking

RFID earns MVP honors for asset tracking
It has yet to fill its promise where inventory tracking is concerned, but RFID is proving to be a heavy hitter in the growing area of warehouse asset management.

Distribution center managers have long had a conflicted relationship with radio-frequency identification (RFID) technology. Like a hotshot high school player drafted by the big leagues only to fade into relative obscurity, the technology has never quite lived up to its glittering promise.
RFID burst onto the scene in 2003, swaggering into the stadium when Wal-Mart named the technology its starting pitcher in a bold effort to track items throughout its distribution network. But the technology failed to live up to its promise, largely because the high cost of RFID tags and readers put it out of reach of all but the biggest corporations.
Demoted to the minors, RFID has been clawing its way back into the supply chain big leagues ever since, finding success in specialty applications such as tracking high-priced fashion apparel, electronics, and pharmaceuticals. Despite those wins, RFID continues to be dogged by the perception that tags and readers will remain too expensive for widespread use until they reach mass production.
"That was the challenge when we first got into the industry almost 25 years ago, and it still exists today," said Ken Ehrman, CEO of I.D. Systems, a supplier of asset tracking solutions. "Tags are very expensive compared to bar codes, so there's a 'chicken and egg' problem; if the costs were lower, the volume would be there, but without the volume, you can't drive down the cost."
Some say a solution to this existential dilemma has been under users' noses the whole time. Instead of waiting around for prices to drop to the point where the technology is cheap enough for item-level inventory tagging—a task at which bar codes already excel—warehouse and DC managers could use RFID to track much more valuable stuff—the supply chain assets (think lift trucks, tractor chassis, and handheld computers) that make a distribution center tick.
TRACKING CRITICAL ASSETS
In asset management, RFID may have finally found its niche where supply chain operations are concerned. Rather than simply tracking inventory, it can be put to higher uses, like serving as the enabling technology for sophisticated data collection initiatives.
As for what types of assets DCs are tagging, that varies all over the map. While some operations tag assets like returnable containers that are routinely sent off site, others track items that are intended to remain inside a facility, like manufacturing tools or IT equipment. "One of the biggest problems is [warehouse workers] losing handhelds; they put it on a pallet and lose it when the pallet gets loaded and moves," said Tom O'Boyle, director of RFID at Barcoding Inc., a Baltimore-based company that specializes in software and hardware for bar coding, RFID, and wireless systems.
As a case in point, O'Boyle cites the example of a customer that was losing 20 percent of its handheld bar-code scanners every year, running up a hefty replacement tab for the units, which cost $1,500 to $2,000 apiece. "And more important than the replacement cost is the ability to outfit the next shift," said O'Boyle. "They need the handhelds for picking, packing, and putaway." Balanced against those two costs, the customer easily justified its investment in RFID tags to track its assets.
Another of Barcoding's customers turned to RFID to help it keep tabs on the tractors used to move heavy rolls of paper around a facility. "These are big pieces of equipment, but [the client] often couldn't find them in the 3 million-square-foot facility because certain workers would hide the vehicle by parking it behind other equipment," O'Boyle said. "That way, when [the driver] came back for his next shift, no one would have adjusted his seat, moved his mirrors, or changed his radio station."
NEXT-GEN RFID
Until recently, companies looking to track supply chain assets had just two choices when it came to RFID tags. The first option was the passive RFID tag, which is a relatively inexpensive item costing a dollar or two. The tag cost is only part of the story, however, since users also need an infrastructure of readers and software to gather the information encoded in the tags. That's because passive tags lack an internal power source and cannot transmit a signal. In order to collect the tags' data, users must scan them with a handheld reader within a 10-foot range or pass them through a fixed-read zone like a tollbooth portal.
Barcoding Inc. BLE Beacon
This Bluetooth Low Energy (BLE) beacon is part of Barcoding Inc.'s Active Asset Tracker Solution, which tracks items using the Internet of Things.
Option two was the active RFID tag, which costs anywhere from $25 to $150. Active tags, which contain their own power supply, are capable of transmitting signals that can be read from as far as 50 to 100 feet away. Those signals can be detected by stationary readers with overlapping coverage areas, then triangulated to pin down the tag's location.
Now, a third option is emerging that combines some of the best features of active and passive tags. Known as Bluetooth Low Energy (BLE), the technology was originally developed for smartphones, so the signal can be read by consumer devices that run on the iOS and Android operating systems.
The standard was first deployed for "location-aware services," such as retail applications in which tags affixed to store shelves beam discount offers to the smartphones of passing shoppers. But BLE tags have since been ruggedized to meet industrial standards for shock, temperature, vibration, and battery life. And since they communicate on the common wireless standard used in consumer mobile devices, they require far less infrastructure investment than other tracking technologies do.
BLE tags can communicate limited information, but their falling price will soon open up new opportunities in supply chain asset tracking, such as keeping track of specialized tools or even keys to equipment. "We're at the leading edge of that technology now, so they cost $15 or $20 or $25 each, but they are at the highest point," O'Boyle said. "My guess is that in three to five years, they will be under $10."
E-COMMERCE DRIVES NEED FOR ASSET TRACKING
Interest in RFID and BLE is particularly strong among retail industry distribution operations that are struggling to fill e-commerce orders within ever-tighter time windows. "Fulfillment centers were designed with an order turnaround time of X, and now they want to drive that to half of X," said Mark Wheeler, director of supply chain services at Zebra Technologies Corp., a supplier of tracking technology.
Zebra RFID tag is about the size of a nickel
Nickel-sized RFID tags made by Zebra Technologies Corp. are used to track NFL football players during games.
For these types of facilities, asset tracking is mainly a matter of ensuring that workers can lay their hands on the warehouse tools and equipment they need in their daily operations—items that can be easily misplaced when a DC is running at full steam. A shortage of even the most basic totes, carts, or pallets can throw a wrench in the works of a fast-paced e-commerce fulfillment operation. With its low tag costs, passive RFID offers users a way to improve the tracking of those basic assets.
"Asset management is one of the key applications," said Wheeler. "Users want to control their assets, keep track of where they are, and reduce shrink of assets and the inventory they're associated with."
In contrast, active RFID is a better match for a facility that's looking to track moving assets both inside the facility and out in the yard. "This is great for classic warehouse applications where real-time location is a step up from the level of visibility you have with warehouse management systems (WMS), which only know the last location you scanned," Wheeler said. "When we really know the location of lift trucks and people, it can lead to improved safety, productivity, and workflow."
SENSORS MAKE TAGS SMARTER
In response to the growing interest in RFID-enabled asset tracking, some vendors are shifting their focus from ways of making tags cheaper to ways of making tags smarter. That is, they're manufacturing tags that are capable of determining much more about each asset than just its location. As part of that effort, RFID suppliers have begun outfitting their tags with sensors, software, microprocessors, and batteries.
Loaded with extras, such an RFID tag could be the size of a TV remote and cost anywhere from $250 to more than $1,000, said I.D. Systems' Ehrman. But the tag's enhanced capabilities would more than offset the extra cost, he argues. "If a Wal-Mart truck is sitting there with a loaded trailer and the door is opened, we will notice," Ehrman said. "Or if it's been sitting at the DC for more than two hours, we could send a message to the manager that it is outside its operating parameters."
Typically deployed on large assets like lift trucks, intermodal containers, trailers, chassis, and rental cars, these tags can bypass handheld readers, beaming data directly back to a central network via Wi-Fi, cellular network, or satellite signal. In line with the growing popularity of the Internet of Things, this method tracks asset data through a tag-to-system model instead of the standard tag-to-reader approach.
Among other data, these long-range tags can collect information on odometer mileage, fleet usage, dwell time, and transit time for moving assets such as forklifts and chassis. By graphing the results and comparing the statistics with industry benchmarks, users can analyze the data with an eye toward eliminating extraneous vehicles, scheduling needed maintenance, and identifying savings opportunities.
"The bottom line is, these [trucks and other assets] are carrying the inventory," Ehrman said. "And ultimately, the cost of tracking these assets will continue to go down, so we will go from tracking the highest of the high-value assets to lower- and lower-value assets."
Shoppers Spreading Their Dollars Across More Channels And Store Formats
by IRI
Posted: 2016-09-28 15:35:04 EST

CHICAGO -- Consumers’ grocery shopping patterns are quickly evolving as just-in-time shopping is becoming the norm. Since there are more places to shop, and more products to choose from than ever before, IRI® is taking a closer look at how retailers can find true organic growth by maximizing the value of their current shoppers in today’s fragmented marketplace in its Times & Trends Report, “The Omnichannel Journey: Translating Big Data into a Prescription for Growth.”
Quick trips—those “I need it now” grocery excursions—account for two-thirds of shopping visits and one-third of grocery expenditures. And these trips are not made at one store or even one channel. In fact, there is a major shift in how consumers are approaching grocery shopping, because they are spreading their money across more channels and formats as they shop to fulfill their needs.
“Retailers are grappling to not only understand consumers’ varied shopping patterns, but also capture shares of their increasingly fragmented shopping trips,” said Susan Viamari, vice president of Thought Leadership for IRI. “Retailers really need a clear 360-degree view of shopper spending to grow. This perspective will help them know what their key and target shoppers are looking for, so they can engage the shopper where, when and how it matters most to them. Those retailers that can personalize the shopping experience move their customers up the loyalty ladder, increasing the lifetime value of those customers and supporting growth along the way.”
Four Steps to Success
Industry experts estimate that it costs anywhere from five to 25 times more to acquire a new customer than it does to retain an old one. With this in mind, IRI encourages retailers to follow four steps to maximize the value of each and every one of those customers and capture share: 1) reward current customers, 2) grow current customers, 3) activate new shoppers and 4) reactivate customers that have lapsed. Since attracting new customers is expensive, the key to success for retailers is to get the most out of their current customers, rather than just focusing on attracting new customers, to minimize costs.
Maximizing customer loyalty begins with understanding high-value customers and assessing their level of loyalty. And to move customers up the loyalty ladder and even acquire new customers, retailers need to shift from the standard category management perspective to a customer management perspective.
Loyalty programs are flush with information about members—from category and brand preferences to price and promotion sensitivity. This information is essential to developing programs that target and resonate with a retailer’s best customers.
Personalization Begins with Knowing the Shopper
Personalization will be the crux of future retail success. This does not mean retailers should abandon mass-marketing programs. Rather, the future will be about supplementing mass efforts with targeted programs aimed at deepening a customer’s relationship with a retailer. Getting this right means that retailers need to know their customers inside-out, so they have the right marketing programs, the right products and assortments with the right prices, and marketing messages aimed at positively influencing customer loyalty and driving activation.
Targeting these high-value and potential customers is not easy. Traditional scanner and demographic data and frequent shopper program data provide some visibility into important shopper attitudes and behaviors. However, this does not provide the all-important 360-degree view of shopping and spending habits, or visibility into rest of market and national coverage.
“The path to purchase has become a maze of twists and turns, with thousands of points of interaction along the way,” added Viamari. “Retailers need to harness the vast sea of big data around shopper attitudes and behaviors and bring it together in integrated and real-time fashion. Only then will they understand what is moving the needle today, and predict and prepare for what tomorrow will bring, so that they can consistently serve their customers in a highly personalized and engaging fashion.”
Grocery Prices Are Plunging

September 27, 2016 — 5:01 AM EDT

·         Wal-Mart effect combines with deflation to eat away at margins
·         Two-for-one sirloins? How about a nice deal on a wagyu steak?
Call it the Great Grocery-Store Giveaway of 2016.
In Austin, Texas, Randalls slashed prices for boneless beef ribs by 40 percent, to $3.99 a pound. Not to be outdone, the H-E-B grocer down the street charged $1 a pound less. Not long ago, Albertsons advertised a deal you don’t normally see on your finer cuts of meat: “buy 1 get 1 free” specials on “USDA Choice Petite Sirloin Steak.”
And what does $1 buy these days? In North Bergen, New Jersey, you could pick up a dozen eggs at Wal-Mart. OK, the price was actually $1.14. A mile away, check out Aldi, the German supermarket discounter, which can actually break the buck -- 12 eggs for 99 cents. A year ago, you would have paid, on average,three times that price.
In a startling development, almost unheard of outside a recession, food prices have fallen for nine straight months in the U.S. It’s the longest streak of food deflation since 1960 -- with the exception of 2009, when the financial crisis was winding down. Analysts credit low oil and grain prices, as well as cutthroat competition from discounters. Consumers are winning out; grocery chains, not so much. Their margins and, in some cases, their stock prices, are taking a hit.
Eggs and beef have have grown especially inexpensive, and it isn’t only an American phenomenon: In England, Aldi recently offered its prized 8-ounce wagyu steaks from New Zealand for about $6.50 -- a little more than the price of a pint of beer.
“The severity of what we’re seeing is completely unprecedented,” said Scott Mushkin, an analyst at Wolfe Research who has studied grocery prices around the country for more than ten years. “We’ve never seen deflation this sharp.”

Mushkin, who researches local markets, recently found that prices of a typical basket of grocery items in Houston, had fallen almost 5 percent over the past year.
He credits, in part, the discerning behavior of shoppers like Manny Sinclair. On a weekday lunch break, the 43-year-old contractor stopped by a Wal-Mart in Secaucus, New Jersey, to pick up turtle food and paper towels.
Patient Shoppers
Sinclair typically buys groceries at his local ShopRite but has recently noticed the steals he now finds at discounters. He glanced at the meat case, where a 12-pack of “Angus steak burgers” fetched $15.82 and grass-fed ground beef could change hands for $4.96 a pound.
Sinclair was intrigued but, in the classic logic of a shopper in an age of deflation, figured he might find even lower prices elsewhere. Along with two Wal-Marts, a Target and an Aldi, the area even offers a Family Dollar that features a small refrigerated section.
“Wherever I find the good deals -- that’s where I’m at,” Sinclair said.
At first, falling prices helped grocers. Low-cost commodities pushed down the tab for meat and packaged food and boosted profits. Now, deflation has turned ugly for the industry. Led by Wal-Mart, retailers are pushing down prices, eating away at their profit margins.
‘Irrational Pricing’
“It starts to border on irrational pricing,” said Jennifer Bartashus, an analyst at Bloomberg Intelligence. “People are lowering prices just to draw traffic, without thinking about their margins.”
Supermarkets are facing competition not just from Wal-Mart Stores Inc. and Aldi but also dollar stores and online retailer Amazon.com Inc. It could get worse. Lidl, one of Aldi’s German competitors, is building three distribution centers on the East Coast and plans to open U.S. stores by 2018. Even Whole Foods Market Inc. -- famously derided as “Whole Paycheck” -- is trying to compete on price through digital coupons and promotions on items such as beer and produce.

In recent years, Kroger Co. -- the largest grocery store chain in the U.S., with nearly 2,800 stores -- cut prices to compete with Wal-Mart and managed to increase its market share and sales. But deflation has been hard on the supermarket chain. The company’s stock has lost more than a quarter of its value this year, as price cuts weighed on profits. Chief Executive Officer Rodney McMullen expressed frustration that many customers don’t even notice.
CEO’s Lament
“The other thing that’s always hard is getting your message out, because it’s fascinating – in our research, most people are saying their basket of goods costs more money,” McMullen said on a call with analysts this month.
The likely reason for McMullen’s lament: Food, on average, makes up only about 15 percent of a consumer’s budget. Except for gas and other energy-related items, prices for most other goods are going up, if only modestly.
At the same time, restaurant food can still be pricey. The situation makes for some strange contrasts: In Chicago, a pound of Dunkin’ Donuts coffee sells for $4.99 at a Jewel-Osco store, less than the cost of a venti pumpkin spice frappuccino at Starbucks. Albertsons Cos. owns Jewel-Osco, as well as Randalls, home of the cheap Texas ribs.
Elena Rosa, a 63-year-old retired health aide, was blasé when she steered her shopping cart past the refrigerator case at Aldi in North Bergen, New Jersey. She paused, noting a dozen eggs for less than $1 -- one of the great food deals of recent memory.
“That’s a good price,” she said, before moving on without buying a carton.