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: 12/03/2018

    Has Amazon figured out how to scale its Go cashier-free tech to bigger stores?

    Amazon Go is based on a lot of hardware that is put on the shelves, such as different sensors. This makes the solution less scaleable and more costly than solutions that are based more on computer vision and less on sensors. Additionally, Amazon Go requires the shopper to sign in with a mobile app and be identified, which may be more of a challenge in big box stores as well as in Whole Foods.
  • Posted on: 09/21/2018

    Nike expects sales to take off with launch on

    As long as Nike can maintain its brand image and pricing, I think partnerships such as those with Amazon and are valuable for Nike and will generate great results. Brands in all market segments and verticals need to diversify their distribution channels and be close to their clients wherever they shop.
  • Posted on: 09/11/2018

    7-Eleven gives football fandom an AR boost

    This campaign should be looked at from a broader perspective than AR and football per se. Mobile app usage, adoption and stickiness are key metrics for retailers and a key platform to implement various consumer-facing technologies and concepts, to increase loyalty and conversion, to streamline shopping journey, endless aisle, frictionless checkout and more. To measure if these types of campaigns are worth investing in, retailers should check if they increase usage and stickiness, create interest and give consumers and shoppers a good reason to download and use the retailer app.
  • Posted on: 08/02/2018

    Who in retailing’s c-suites should drive customer experience?

    This is a very important subject for retailers and the survey tells a clear story. There’s an unfulfilled need in CX that still hasn’t been solved. I believe both CX and CX technology should be led with a customer focus and not an IT focus. In most cases the CMO should be leading CX and have a team that consists of marketing, analytics and technical people.
  • Posted on: 07/17/2018

    Direct-to-consumer brands key to Nordstrom’s assortment

    This partnership is definitely a win-win. Direct-to-consumer brands get a physical presence hence get exposure to new customer segments and can improve their omnichannel approach. Nordstrom improves assortment, margin and has a fresh value proposition for its clients. This partnership can further develop in different ways, from joint personalized communications to new products development based on consumer insights gained in-store.
  • Posted on: 06/22/2018

    Study: Customization becoming more commonplace

    Customization will certainly grow in the coming years due to the maturity of enabling technologies such as 3-D printing, computer vision and AI coupled with increased consumer interest in customization from Millennials. Whether or not it will become mainstream for retailers is still unclear. It depends on the category and is subject to the capability of the retailers/brands to customize. Retailers and brands have the motivation to customize because it can justify additional margin and create a competitive advantage. Categories in which customization will become a significant factor will be teen fashion, toys, baby games/clothes/accessories and sports accessories.
  • Posted on: 06/13/2018

    The question for today’s retailers: What business are you in?

    I think it’s a valid question and an opportunity to redefine and reinvent retailers' value proposition and business models. A much required core competence to be able to do that is to be data-savvy and customer-centric. Being able to understand who are your best and less good customers, what your customers want, how they perceive your brand and which other services you can provide them in a manner that is consistent with your brand (e.g., the "digital plumber" concept for Best Buy) will enable retailers to reposition and provide additional services, experiences and content that will make them more relevant for customers.
  • Posted on: 05/29/2018

    Kohl’s emphasizes cash in merging of rewards program

    The move to simplify is certainly the right approach, as is catering to the needs of non-cardholders which will help attract Millennials and other younger consumers. However, loyalty programs that are based on cashbacks sometimes lack the personalization approach and hence miss part of the benefit to consumers and the ability for hyper-targeting to microsegments. The right move is to combine the two approaches and use the rich behavioral data and purchase history to tailor personalized offers together with the cash rewards.
  • Posted on: 05/23/2018

    New organic grocery concept is an educational experience

    Physical retailers need to find ways to attract shoppers to their stores. Education, classes about food, nutrition, etc. are great content and make shoppers more engaged with and positive about the brand. This approach should be handled as a "multichannel" effort, and this content should be available in-store and online. A good teaser could be small surveys to clients about areas of interest, asking them questions about specific topics such as nutrition, wine, organic food, etc.
  • Posted on: 05/21/2018

    eBay asks consumers what they want

    The personalization approach via browsing is not new and numerous online merchants have gone this way, with different levels of success. However, eBay can provide a real benefit to shoppers because of their good technological ability and their wide range of products and offers. eBay can really tailor relevant offers and products based on shopper interests combined with purchase history.
  • Posted on: 05/15/2018

    Retail loyalty programs are no longer in the cards

    A retail loyalty program that does not require a store credit card makes sense because of few reasons. New technologies allow retailers to collect shoppers data without using a card. It can be done via mobile app or online or offline with a collection device. A card is not imperative. Also younger generations of consumers are more reluctant to apply for a card but would be happy to get loyalty benefits. The way to increase loyalty is to personalize offers based on shopper behavior, purchase history, location demographics, etc. store cards can be offered as an option but are not required as the basic loyalty enabler.
  • Posted on: 04/25/2018

    Why brands need to use Amazon to acquire customers

    The importance of Amazon cannot be exaggerated for brands' exposure, trust building and sales. However, most brands and obviously retailers look at Amazon as the enemy and are reluctant to cooperate. This makes sense looking at Amazon's share of e-commerce and relative footprint in different verticals. To get a perspective of a different market we should look at Alibaba's e-commerce presence in China, mainly via the Tmall platform. In many cases, brands' sales in China via Tmall account for 80 percent or 90 percent of their sales. Sales directly through their brands' dot-com sites are very low. This obviously poses a risk for brands and is not an optimal situation long term. Back to the U.S. market -- brands should use Amazon to get awareness and trust from consumers, but they will be better off long term if they diversify their sales channels and drive significant revenues through their brand's website and mobile app.
  • Posted on: 04/19/2018

    What makes a great loyalty marketing professional?

    Loyalty programs are complex to manage because by nature, they are cross organizational. To manage LPs well, one needs to understand consumer and shopper behavior, marketing communication (email marketing, mobile apps...) product and category aspects, financial and key business drivers. All that, combined with big-data approach and analytical skills. This full skill set would seldom be found inside the organization, so the options are either recruit from vendors or other industry players, or grow the right leader within the organization and add to the skill set what's missing. I would argue that analytical approach with business drivers understanding is more of a challenge to teach, so I would start with those skills, and develop the rest. A good approach would be to get training assistance from a vendor while working on the LP. Another good practice is to get internal "advisors" from different disciplines at the organization, such as consumer insights, cat man and marcom.
  • Posted on: 04/17/2018

    Does Walmart need to keep around? is well positioned within younger and urban consumers and thus complements Walmart, which has less of appeal for these audiences. Jet should be positioned as more techie, advanced, trendy, updated retailer that caters to the needs of these audiences. With this positioning it would create value for Walmart going forward
  • Posted on: 03/23/2018

    New-gen D2C brands get more personal with consumers

    It makes sense for FMCG brands to go D2C in specific conditions. A good example would be highly personalized products with repeat purchase potential. It can be financially viable if it creates loyalty that makes customer lifetime value much higher than the cost of acquisition and of servicing the customer. Relevant categories could be hair care, cosmetics, face care, shaving and baby products. For impulse products this model is less likely to work.

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