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: 05/23/2017

    How should retailers balance personal versus impersonal experiences?

    There are many types of shoppers and their attitudes towards personal vs. impersonal experience varies along a wide spectrum, far from being a bipolar situation. The same shopper may change his attitude in different times and on different occasions (for instance depending on if he's in a hurry or not, if it's a weekend or weekday, if he's alone or with friends/family ... ). Store type, location and vertical are also important. Luxury goods shoppers would require more personal face-to-face interactions whereas grocery shopper need much less. Retailers should evaluate and analyze their shoppers, their brand positioning and promise and tailor the service level to their customers' needs, taking into account customer satisfaction but also ROI and efficiency.
  • Posted on: 05/22/2017

    Will pop-up only malls catch on?

    Pop-up shops and pop-up only malls can help brick-and-mortar retailers remain more relevant. The store selection can change and the innovative approach can attract different audiences. Pop-up shops can help retailers launch and validate new products/concepts, generate online traffic and sales and improve omnichannel offerings.
  • Posted on: 05/18/2017

    Is the $400B prescription drug business ripe for an Amazon disruption?

    As was already said here, to say Amazon can succeed in this market vertical is no-brainer. Margins in this vertical are too high and efficiency is too low, hence there is much room to improve. The uncertainty is related to regulations and privacy issues -- to become a player in this category they should comply and become a part of the ecosystem, which takes time and is not trivial to do.
  • Posted on: 05/05/2017

    What is holding back marketers’ personalization efforts?

    Personalized communications and personalized offers create value both for retailers and consumers. Research supports the fact that consumers are generally interested in more customized and relevant offers from retailers they shop with. This can be seen in two recent surveys: "CEO Viewpoint 2017: The Transformation of Retail by JDA" and "POI -- Personalized Offers: The Cure for Tired, Ineffective Promotions."I believe the main hurdles for better personalization (addressing the consumer by his or her name doesn't really count as personalization ... ) are poor data quality and the lack of adoption of advance marketing automation tools that would allow for effective mass personalization.
  • Posted on: 05/05/2017

    Will retailers get cut out by consumers in the future economy?

    There is no doubt that direct-to-consumer sales will grow because of better technology and because of new generations of "digital native" consumers. However, significant shifts towards consumers purchasing direct will happen mainly in specific verticals such as automotive, consumer electronics and basic fashion. It will be much less common with CPGs -- the reasonable consumer seeks convenience and prefers to buy at retailers (whether online or off-line) that can provide him with full basket, rather than buy directly with the likes of P&G that can deliver only a small part of his basket. Moreover, he would most likely have to buy higher quantities when buying directly from a CPG producer.
  • Posted on: 05/01/2017

    How can small retailers avoid the seven reasons most fail?

    in many cases new business owners, especially B2C retail verticals, fail to estimate the cost of generating traffic to their locations (whether physical or digital) assuming they do not enjoy naturally high traffic (e.g., inside a shopping center or a shop in eBay/Amazon). New business owners should understand the full conversion chain costs -- cost of generating traffic, of converting the customer into a shopper, then to a buyer and then to "loyal" customer. Then they need to understand how much it is worth to invest in existing clients to make them more loyal -- hence the notion of LTV (lifetime value).
  • Posted on: 04/21/2017

    What’s needed beyond KPIs?

    KPIs are important tools because they are simple to understand and can be easily compared between areas, managers and stores. Deeper analytics and predictive models help us understand what really happens and what we need to improve so our future results will be better.Using advanced Big Data technology and AI marketers, retailers can get actionable insights and significantly improve their business results.
  • Posted on: 04/17/2017

    How should retailers use social listening tools?

    Monitoring social media discussions as well as product-related comments and reviews is a very important tool for retailers to use. The primary focus should be product/brand-related. Retailers and brand owners can identify how customers perceive their product, what the strong and weak points are and how they perform vis-à-vis competition. There are various technologies to help monitoring online discussions. Retailers should use technology tools that include linguistic, AI and machine learning features. A good example is Revuze.
  • Posted on: 04/05/2017

    BrainTrust throwdown: Is it inevitable that tech companies will dominate retail?

    E-commerce pure players created -- until now -- more successful e-commerce businesses than traditional retailers. Look at Amazon, eBay, Alibaba (Tmall, Taobao) Tencent, Rakuten, Flipkart and Etsy to name a few. These are not technology companies. These are online retailers that mastered all aspects of online retailing -- data science, customers analysis, UI, customer journey, payment systems, assortment, promotion, pricing, traffic generation, conversion and more. Until now no brick-and-mortar retailer has managed to transform to an e-commerce player that can match the success of these companies. However, brick-and-mortar is in the process of digital transformation, and I believe that in the coming years more and more brick-and-mortar retailers will improve their online operations and gain a stronger foothold within the e-commerce space.
  • Posted on: 04/04/2017

    Why haven’t customer surveys gone mobile?

    Mobile surveys can be a great tool to get customers' feedback if done right. In many cases surveys are too long, the UI is unfriendly, they are done too early in the relationship with the shopper, they are boring and there is no reward for participating. More effective ways to do surveys are by gamification, with a twist of humor or with nice creative that can engage shoppers. Playbuzz is a good example (to be clear, I have no business connection to this company and it is a pure objective recommendation).
  • Posted on: 03/31/2017

    Is mobile POS largely about line-busting?

    I also believe that mPOS can be a game changer in improving checkout process and reducing wiring time. Ideally used, it should be connected to other retailer systems such as inventory and ordering, "endless aisle" for OOS products, products with affinity to the ones bought to allow cross sell, CRM to look at past purchase and tailor personalized offers, product info videos for complex products, reviews by previous buyers, price comparisons to other retailers if applicable, and more
  • Posted on: 03/29/2017

    Does Amazon need bricks to make its online grocery business click?

    It's yet another experiment to gauge customers' acceptance and analyze costs and benefits. I don't believe this will be the ultimate solution to fresh food delivery because of quality issues and because it doesn't offer full convenience to the customer who still has the hassle of going to collect their orders.
  • Posted on: 03/28/2017

    Do retailers need middle men to match them up with tech startups?

    New retail technologies have emerged in recent years at a growing pace. Brick-and-mortar retailers face threats from online players and must adopt technology and innovate in order to remain relevant. There is a large variety of retail tech solutions that aim at solving pains and improving processes from supply chain, inventory and shelf management to loyalty and personalization, in-store customer service, seamless checkout and more. Most retailers don't have the knowledge to choose the right technology and need help from external experts. Retail veteran advisors that understand technology can facilitate matching retailers with the right technology they need at the time that they are ready to adopt them and help them prioritize, analyze ROI and make the right decisions. These "middle men" can have huge value for retailers in saving time and costs and can generate quick wins that show fast results and significantly impact the retailers' present and future business.
  • Posted on: 03/27/2017

    Lowe’s innovates because it has to

    We are in a period of accelerated innovation in retail. The quantity and quality of retail tech innovations introduced in the last few years is a new phenomena in the retail industry, traditionally a conservative non-innovative industry. To survive, brick-and-mortar retailers must adopt new technologies while not giving up on the basics -- customer experience, service quality, human touch, efficient checkout, etc. Retailers' own innovation labs can be a source of new concepts to adopt within the retailers' environment. A different approach can be to cooperate with external incubators or innovation labs that focus on retail tech. I believe that partnering with external innovation labs would me more efficient and would yield a higher value.
  • Posted on: 03/23/2017

    Is ‘wantedness’ something that marketers need?

    "Wantedness" or a higher level of engagement from a brand to its customers and vice versa may be relevant in high-involvement categories and with big-ticket items, especially lifestyle purchases such as mountain bikes, hiking gear, luxury cars, high-end fashion, premium consumer electronics and the like. It is much less relevant to FMCG because the involvement in buying shampoo or cereals is much lower.

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