This is a great example of the accretive value of the store for retailers with a strong location presence. The labor and service component of BOPIS should also be factored into these large-scale initiatives to ensure a superior shopping experience.

Using AR in furniture or other types of retail that let the consumer visualize a large (expensive to ship) item seems like a good use of the technology and good for the demo of the target audience. Now a well-produced AR experience for toys may be more appealing to a younger demographic than the physical interaction. Would like to see if the AR helped Toys "R" Us sales ... given the headlines, it doesn’t appear so.

Identification of the shopper via the mobile app will give Walmart the ability to accomplish all of the things outlined and the ultimate value is the ability to identify the shopper and to build unique in-store engagements to enhance each shopper's experience. Imagine using something similar to Amazon’s “you might also be interested in” or “shoppers who purchased this also purchased” but with the shopper standing next to the item. Walmart could also offer an instant, customized promotion to the shopper, and not just discount-based. Yes, pins and shopper paths are helpful to the shopper but the identification of the shopper gives Walmart another lever to better service the customer and to turn the in-store experience into a powerful strategic advantage.

An interesting way to engage the tech-savvy customer and for L.L.Bean to show their commitment to product improvement AND blockchain. They should not have a problem gaining recruits for this campaign and the data will surely give them some insight into product use. This could have real value or none at all, but I’m a big believer that sometimes these analytic fishing trips can provide retailers with immediate and longer-term, unknown insights.

Any program that does not create a unique, and individual brand experience for the customer should be avoided. Buy gas and save on clothes at Macy’s. Short term this may drive some additional visits, but this commoditizes loyalty and erodes unique brand value. Macy’s is wise to choose a better path of creating a program that is unique and crafted for the target Macy’s customer.

Let’s say you are a retailer that wants convenient distribution options in suburban areas, what better than petro-convenience? Set aside the technology needed to link their demand/supply chains, and this could be a very good move to extend consumer offerings beyond “quick convenience” and offer pre-ordered essentials – available for pickup on the way home, while getting gas.

Gamification makes just about anything more interesting. Great application here to give marketers another advertising medium and the consumer carrot to workout -- and consumer advertising. Trick will be integration with other programs that keeps interest from consumers and media buyers/sponsors. Perhaps blockchain could be the tool to move between other forms of rewards programs.

Please the customer and provide the experience they want and expect. Cashless is an option that many consumers will embrace. But failure to offer a variety of payment options chips away at the total customer service expectation resulting in erosion of the total brand experience. A company saves nothing by losing a sale so keep offering the payment options or chip, chip, chip.

The frictionless experience will appeal to some shoppers who don't like lines and, initially, to the curious. For Amazon, the benefits are big. This solves the issue of identifying the customer during the shopping experience, which will be vitally important for in-store marketing. The concept is not perfect for all locations because of Paula’s concern: shrink. Some security including security at the door will surely be necessary to avoid theft. But since all activities in the store are monitored, and surely recorded, there will be records.

I would recommend focus over platform. Retailers must give up something to be good at something. No, you won’t beat Amazon at being Amazon. But a retailer that has vision, a defined customer and a refined product offering for that customer can be successful.

Past performance is no guarantee of future results, but I am encouraged that J.C. Penney continues to try new ideas in their stores. More focus on services, white ware and shops shows that they are trying to create a better shopping experience.

I think these tests, acquisitions and initiatives show that Walmart will not give up on the acquisition of any audience. There's no need to cater to a specific audience and be seen as segmenting the audience. Rather, creating more mechanisms that invite the participation of more audiences/shoppers will help them to gain some market growth.

A choice of self-scan/pay, attendant and cashier-less gives the shopper choice and comfort so the retailer that can offer choice will have the advantage. The single option of cashier-less is really no option so I do not see that as an advantage.

Many “gadgets” are fun and exciting during the honeymoon period, then usage wanes. I’d be hesitant to rent these devices for test runs during the excitement period only to have them returned once the shine wears off.

There are many solid reason to open physical stores and in this case one more: a PR burst. Going against their vow to never open a store is a nice angle for publications to devote some attention. It this store doesn’t work out they can go for another publicity burst by closing this store and discussing all the reasons why physical doesn’t make sense for them.