Nir Manor

Retail-Tech Specialist Advisor
  • Over 20 years’ experience and profound expertise at FMCG’s, retail, e-commerce industries and retail-tech innovations
  • Developed retail / FMCG related business in over 30 markets across Europe, Middle East and Asia-Pac (including China. India, Japan)
  • Serial entrepreneur –  sold RetailPlus to Nielsen in 2015, Media One (now Carat Dentsu Aegis Israel) was sold to Aegis Group in 2002
  • Currently acts as Innovation / Retail-Tech Advisor to retailers/FMCG’s, Director/Mentor to start ups, “smart money” angel investor
  • MBA from INSEAD business school in Fontainebleau, France
  • Posted on: 11/16/2017

    Amazon Go still plans to transform convenience in retail stores

    A cashierless store is a complex technological challenge that involves multiple tracking controls and payment technologies, so it is not surprising this exercise is taking time. However, the challenge is also related to consumer behavior and adoption, to different retail environments, formats, sizes etc.It can be a great concept for smaller convenience stores but to satisfy the needs of shoppers in larger formats, I believe a combination of "just pick and go" with an option for the shopper to have human interaction would be a better solution; definitely in some of the markets.Technology can support the concept, but due to human and environmental complexities it will take quite a few years until it reaches a level of maturity to become mainstream.
  • Posted on: 11/13/2017

    Are data sharing concerns still holding back true personalization?

    Mass personalization and the ability to tailor personalized offers to each consumer based on his her preferences, purchase history and other data is key to increase customer LTV (Life Time Value) for the retailer, but also to being able to give more attractive offers to customers. To gain this value, retailers should use the right technology and should communicate to the customers in a transparent way "what's in it for them" and why they are better off sharing their personal data (within well defined boundaries) in order to get more value for them. Retailers should focus on purchase and preferences data that can be extracted and avoid using sensitive data that may cause more concern to consumers.
  • Posted on: 10/31/2017

    Is inventory or staffing the biggest omnichannel challenge for stores?

    BOPIS presents the biggest challenge for retailers because in order to fulfill online orders well and fast enough, retailers must have 100 percent accurate inventory shelf management. If items are not on the shelf when store pickers need to prepare the pickup package for the BOPIS shopper, it creates few problems: first it takes more time to pick and pack, second the pickers need to replace the missing SKU and then the shopper that doesn't get the item he ordered may be less satisfied with the service. Therefore, in order to do BOPIS well retailers need to invest in technology that will give them real-time shelf inventory visibility.
  • Posted on: 10/30/2017

    Johnson & Johnson takes aim at digital disruption

    CPGs should embrace the opportunities to sell directly to consumers by leveraging new technologies, innovative distribution and logistics. However it is obvious that existing brick-and-mortar formats are here to stay, especially the ones that are more digitally advanced. These brick-and-mortar retailers will remain the main sales generators for CPGs for the coming years. Therefore the approach on winning "traditional" and discounters channels while articulating the digital transformation is the right strategy.
  • Posted on: 10/23/2017

    Apple opens invisible hangout in Chicago

    Apple continues to support its positioning as offering the friendly, easy-to-use, nicely designed gadgets that make your life easier. The emphasis given to the location and the design of the store reinforce the great design and UX of Apple products. The focus on education and training and the ability to interact with peers within the community strengthens Apple's leadership position and will definitely support its product lines and its sales.
  • Posted on: 10/16/2017

    A mall carves out pop-up space for online brands

    This is yet another great example of how omnichannel should be implemented. This is a win-win both for online brands that needs physical presence and malls that need to find new ways to utilize ttheir space. I believe will see more and more cooperation like that. The challenge will be to justify it by sales and revenues and not only by "branding" that is more elusive to measure.
  • Posted on: 10/05/2017

    Retailers lack of trust undermines predictive personalization’s potential

    I'm not convinced that the lack of trust is indeed the main issue here. I believe many retailers do not adopt predictive personalization because it changes the way they are used to operate and they need to make changes in order to use it. They need to create many types of very specific campaigns/value proposition for smaller and smaller segments down to the level of a single consumer. Retailers that are used to mass promotions across the board find this change a challenge. The simplest way to try and get acquainted with the value and use case of predictive personalization is to try it at small scale using a type of A/B/C split methodology and see results versus control groups.
  • Posted on: 10/03/2017

    Empowered employees separate Zumiez from the competition

    That's a good example of a retailer that efficiently uses the human factor which is the main advantage of brick-and-mortar stores vis-à-vis online stores. An emphasize on choosing the right staff to communicate the message to the target shoppers, the right compensation that creates motivation and proper training produces results. However we should bear in mind that this is a specific category with highly engaged shoppers and a lot of content and storytelling can take place.
  • Posted on: 09/25/2017

    Target guides customers through the aisles with beacons

    This is definitely a step in the right direction -- using technology to improve in-store experience and in-store conversion. However, beacons haven't proven to be an accurate or effective tool and it is doubtful that using this technology will actually create value for shoppers by helping their navigation in-store.
  • Posted on: 09/14/2017

    Millennials, not Boomers, say associates are key to shopping experiences

    Younger consumers are more used to online purchasing. The advantage for them to shop in a physical store is to get in-store service and assistance. If they don't get it, they might as well shop online. This is more evidence that the advantage of brick-and-mortar shops over online is the human interaction and customer service in-store.
  • Posted on: 09/11/2017

    Will lower everyday prices boost Target’s traffic and sales?

    Offering better deals for consumers at this current time of transition in U.S. grocery retail sounds right. However, this move looks like a tactical short-term reaction to the Amazon move rather than a real strategic move.Adopting more personalized and data-based pricing would create a more sustainable competitive edge than TPRs and weekly specials.
  • Posted on: 08/31/2017

    Is outsourcing a better option for in-home tech help?

    Clearly in-home demos and installations are not core business for retailers and specialists would have better expertise and economies of scale, so it makes sense to outsource that.Having said that, retailers must ensure service quality since it is providing services to their clients in their name. Quality issues may negatively affect the retailer brand.
  • Posted on: 08/25/2017

    What are some common missteps when launching loyalty programs?

    The classic approach of loyalty programs in which shoppers collect points, rewards or other benefits that they can redeem is less suited to consumer behavior in the digital age, especially in the retail business. It may still be effective for airlines due to the robust rewards they can give.Retailers should use technology to better analyze their customer purchase history loyalty trends and tiers, identify specific segments, growth opportunities, under served groups, shoppers DNA and more. Based on that they should tailor personalized offers to specific customers based on their unique characteristics. This is indeed a tedious task that requires the right technology coupled with a professional team that uses it right, but it pays off.It is always advisable to test on specific groups and conduct AB testing to see what works. Common KPIs should be metrics such as visit frequency, basket size (items and value) and churn reduction.
  • Posted on: 08/23/2017

    Do retailers need to buy the loyalty of consumers?

    It is a fact that consumers become more and more price sensitive and can easily compare prices online. However pricing needs to be consistent with the retailer positioning and communicate a fair value proposition. It's not necessarily the cheapest or EDLP, but rather dynamic pricing and personalized offers based on shopper DNA. Better in-store customer service, technology to support and improve sales reps' capabilities and a seamless shopper journey are all important elements to create loyalty.
  • Posted on: 08/22/2017

    Can a Japanese app drive adoption in America with a toy store?

    A brand store with a great customer experience in a high traffic location is a good approach to attract users to a new app that is positioned as cool and trendy. Physical touch will drive better conversion than online promotions. However, it still needs to be economically viable and Line should measure the cost of acquisition vs. customer LTV (lifetime value). The argument that it also helps build the brand in addition to generating users is right. However, the measurement should still be done by cost per acquisition.

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