PROFILE

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
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  • 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 Jet.com around?

    Jet.com 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.
  • Posted on: 03/20/2018

    Retailers differ on the value of location analytics

    New technologies evolving alongside higher penetration of smartphones, the use of mobile apps and more advance sensors inside newer phone models -- all these enable retailers more easily analyze location and target audiences. Retailers can get via use of these technologies many insights that few years ago were more difficult to obtain, such as foot traffic volume, sources and destinations, which other stores are visited by the same consumers/shoppers, how often they visit the vicinity of the store, media consumption, demographics, social media activity, income level and more. Contrary to the claim that the the distance between winners and laggards related to location analytics will grow, I believe that the more mature, affordable and readily available technologies will cause this distance to decrease and will cause wider usage of location analytics.
  • Posted on: 03/19/2018

    What’s the next leap for user generated content?

    UGC is a great opportunity for every retailer to better engage with consumers and shoppers. Retailers should encourage generating content and have in place technologies to facilitate it, including videos, photos and text. B&M retailers can get a lot of insights about their brand, service level and customers satisfaction, down to a single store level. There are in the market automated solutions to facilitate and track insights from UGC. A great example is Revuze.it that turns UGC into powerful actionable insights.
  • Posted on: 03/05/2018

    Is AI the key to finding the right location, location, location?

    AI is becoming a fundamental piece of any marketing automation and prediction model. So it only makes sense that it will be used also to determine the right location for expansion. However, I’m not sure this is the most suitable task for AI. Using big data methodologies by humans may yield better results since some of the data streams would be subjective and inconsistent. Furthermore, planning path to opening new locations is a long-term planning project, and not real-time operational analysis. The speed of AI doesn’t necessarily have much value in this type of project.
  • Posted on: 03/01/2018

    Is AI-driven shopping curation a good thing?

    Usage and adoption of AI-driven shopping curation is growing and the trend will continue the more confident consumers become with technology making simple and less-simple decisions for them. Indeed it is also a generational issue. It is interesting to see the different attitudes of different generations. While Boomers are happier to get help finding things they wouldn't consider, and don't look at narrowing the selection as a good thing, Millenials understand the value of narrower selection and are less afraid of "missing out." One of the reasons for the success of DTC companies like Casper is that it gives fewer options to consumers and helps them decide. Consumers generally seek convenience and once they try and see that AI works well and delivers similar or better results than they would have gotten without it, they will join the trend.
  • Posted on: 02/27/2018

    Sam’s Club to push same-day grocery deliveries with Instacart deal

    Same-day delivery is becoming a standard for retailers and they need a good execution partner to do it, otherwise costs are prohibitive. Since Sam’s is developing its online business they should have same-day delivery, but it looks more like a defensive move to match competition offerings. Walmart is testing different methods of last-mile delivery and most likely Instacart's cooperation with Sam’s can serve as a pilot to compare to other options.
  • Posted on: 02/26/2018

    What do shoppers want most?

    Speed, simplicity, convenience, relevance, wide selection, good deals and less aggravation are what shoppers want. Retailers that will embrace technologies to deliver (note the double meaning) on these vectors will win. To mention few relevant strategies, most still have not reached their "Tipping Point" -- personalized offers, frictionless checkouts, endless aisles, BOPIS, buy in-store with home delivery, multidimensional dynamic pricing, empowering store employees with technology, delivering more value via store mobile app (navigation, proximity promos, handling returns).
  • Posted on: 02/20/2018

    Amazon gives Prime members another reason to shop at Whole Foods

    This is a good move from Amazon that will benefit both Whole Foods and Amazon with more loyal customers and more data. The only downside is the high cost of this move that sacrifices significant parts of the margin. There may be a cheaper way to achieve the same objectives -- to personalize discounts based on shopper profile, purchase history and tier.
  • Posted on: 02/16/2018

    Rule #1 of location analytics in retail – don’t be creepy

    The right way to use location-based promotions is to target shoppers that downloaded the store mobile app and opted in to get promotions. Proximity promotions in store via mobile app can be very efficient and well-accepted by shoppers, especially if they are personalized and relevant based on purchasing history and location near the specific shelf. Unsolicited location-based promotions driven by cellular providers without shopper consent are not a good idea.
  • Posted on: 02/13/2018

    Will Instacart and Shipt give Amazon a run for its money?

    Both Instacart and Shipt specialize in last-mile delivery and have adequate financial resources to support developing and rolling out their services. The key point to win in my opinion is using advanced technologies to improve the operations from online ordering (e.g. notifying shoppers that an item is out of stock when they are ordering to avoid the need to replace it), to improving pick and pack using technology to collect faster and identify SKUs, to optimizing wayfinding and using AI to improve routing and delivery slotting efficiency.
  • Posted on: 02/06/2018

    H&M hopes ‘Afound’ will bring a rebound

    It seems like a tactical move to more efficiently sell or rather get rid of excess stock that is unavoidable in the fast fashion business. Since excess stock directly impacts profitability this move makes sense.

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