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Don’t Blame Amazon for the Retail Apocalypse
VITALIY KATSENELSON | January 20, 2019
We drive shareholder value by helping the IR function tell a more visually compelling equity story, resulting in increased profile and credibility with the investment community, ultimately contributing to fair valuation premiums.
Article | March 2, 2020
The retail landscape is more crowded than ever. Nearly every day, a new brand pops up seeking consumer attention and buy-in across the globe, and this intense competition has fostered some questionable practices in the world of digital advertising. Hungry for impressions, retailers and online brands have invested billions into powerful advertising technology with the ability to collect very personal information on each customer in order to deliver them extremely, almost dangerously, targeted ads. As the retail experience shifts away from brick-and-mortar stores and hones in on e-commerce, retailers of all sizes will continue to spend egregious amounts to capture consumer sentiment.
In this previous blog, we set out how self-service kiosks represented a new vision for customer-centric POS in the hospitality trade, building on the work done by QSR pioneers such as McDonalds and Nando’s. Of course, there is no one-size-fits-all solution for how the future of POS in the restaurant sector will evolve. Different operators with different priorities will want to get different things from point of sale, not least because customers will also have varying demands and expectations. The beauty of modern technology is that it can provide the agility to meet a diverse range of needs. POS systems are no longer all about having tills at fixed points on the premises, they can operate in many different ways at once. Digitisation has unshackled POS, allowing restaurateurs to focus on shaping the optimum customer experience, with choice and flexibility at its heart.
The Warren-based retailer's sudden announcement that it would wind down operations comes only three years after its late founder, Art Van Elslander, sold the company to a Boston-based private equity firm, Thomas H. Lee Partners LP, in an estimated $550 million deal. How did a seemingly healthy, valuable and beloved company go so wrong so fast? After its 2017 acquisition, Thomas H. Lee set an aggressive strategy to open 200 more stores and double revenue to $2 billion by 2020. But being saddled with roughly $400 million in debt and no financial cushion to respond to the disruption of changing furniture habits left Art Van's business model sitting on a tinderbox. Management missteps were all the fuel needed to burn the house down.
Software development is relatively new when compared to plumbing or electricity. We don’t have standard wire and pipe sizes or handbooks telling us how to “unclog” or “rewire” our testing problems, nor do we have licenses ensuring that we meet industry “code.”
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