Connecting the Dots at eBay
Companies that pioneer a revolutionary new business often have a hard time evolving beyond itand even when they manage such a turn, the world can be slow to give them proper credit.
At last, eBay
is proving to be an exception. The tech-bubble-era popularizer of online auctions among hobbyists and bargain-seekers has deftly pivoted to become a leader in general, fixed-price e-retailing and, especially, electronic payments. Wall Street is belatedly recognizing that this reorientation positions eBay (ticker: EBAY) at the center of two of the fastest-growing, highest-return areas in global commerce.
05.5.12GuestLogix Launches Chinese, Japanese and Korean Versions of its Industry …
TORONTO, ONTARIO, Apr 26, 2012 (MARKETWIRE via COMTEX) –
GuestLogix Inc.
/quotes/zigman/39800 CA:GXI
-1.82%
, the leading global provider of onboard
retail and payment technology solutions to airlines and the passenger
travel industry, today announced the addition of Chinese, Japanese
and Korean versions of its industry-leading onboard retailing
software to support the Company’s plans for footprint expansion in
the Asia-Pacific region. The three language versions are available
immediately and are compatible with all GuestLogix’ onboard handheld
point-of-sale (POS) devices. The Company has also certified all of
its devices to support China UnionPay (CUP) card transactions in
addition to other major payment types. GuestLogix will continue to
launch other language versions of its software to support its
international growth initiatives.
“The Asia-Pacific region, with more than 700 million passenger
trips(i) annually, is a key growth opportunity for GuestLogix,” said
Tom Douramakos, President and CEO of GuestLogix. “The three new
languages, along with the certification of our POS devices to support
China UnionPay cards, place GuestLogix in a prime position to better
meet Asian airlines’ immediate in-flight retailing needs. Now,
airlines based in China, Japan and Korea can use our solution, the
industry’s most powerful and comprehensive onboard retail technology
platform, more easily and effectively.”
When it comes to new ancillary revenue opportunities within the
cabin, GuestLogix can help Asia-Pacific airlines employ robust
onboard retail strategies to increase their revenue, while also
enhancing the passenger experience and strengthening overall customer
loyalty.
“Providing the Asia-Pacific region with access to a customized
onboard retailing solution is essential to expanding our footprint in
the region,” said Tony Sit, Senior Vice President and General
Manager, GuestLogix Asia-Pacific. “When it comes to selling our
technology into the Asian market, GuestLogix has significant
competitive advantages. We have a local presence, offer support for
multiple languages capability, and have a proven track record in
markets such as the United States and Europe.”
GuestLogix will leverage current and new channel partnerships to
penetrate the Asia-Pacific market and deploy its enhanced solution
onboard airlines in the region.
For sales inquiries about GuestLogix’ enhanced onboard retailing
technology for Asia-Pacific, please visit
www.guestlogix.com .
(i)Source: ATW World Airline Traffic Results 2010
About GuestLogix
GuestLogix Inc.
/quotes/zigman/39800 CA:GXI
-1.82%
, the leading global provider of onboard
store technology and merchandising solutions, helps airlines and
other travel operators create, manage, and control onboard retail
environments tailored to their needs and their passengers. GuestLogix
brings a decade of expertise as a trusted onboard transaction
processing partner to airlines around the world. The Company’s global
headquarters and centre for product innovation is located in Toronto,
Canada with regional head offices located in Dallas, Texas (serving
Americas) London, UK (serving EMEA), and Hong Kong (serving Asia
Pacific). A sales and support office is located in Singapore.
Logistics centres are situated in Toronto, Dallas, London and Seoul
with a software development centre located in India. More information
is available at
www.guestlogix.com .
Copyright 2012 GuestLogix.
Forward-Looking Statements
This news release includes certain forward-looking statements that
are based upon current expectations, which involve risks and
uncertainties associated with GuestLogix’ business and the
environment in which the business operates. Any statements contained
herein that are not statements of historical facts may be deemed to
be forward-looking, including those identified by the expressions
“anticipate”, “believe”, “plan”, “estimate”, “expect”, “intend”, and
similar expressions to the extent they relate to the Company or its
management. The forward-looking statements are not historical facts,
but reflect GuestLogix’ current expectations regarding future results
or events. These forward-looking statements are subject to a number
of risks and uncertainties that could cause actual results or events
to differ materially from current expectations, including the matters
discussed under “Risks and Uncertainties” in the Filing Statement
filed on February 27, 2012 with the regulatory authorities.
GuestLogix assumes no obligation to update the forward-looking
statements, or to update the reasons why actual results could differ
from those reflected in the forward-looking statements.
Contacts:
Media Relations:
GuestLogix
Ruth Morayniss
416-987-7057
rmorayniss@guestlogix.com
www.guestlogix.com
Investor Relations:
TMX Equicom
Kristen Dickson
416-815-0700 ext. 273
kdickson@equicomgroup.com
SOURCE: GuestLogix Inc.
mailto:rmorayniss@guestlogix.com
http://www.guestlogix.com mailto:kdickson@equicomgroup.com
Copyright 2012 Marketwire, Inc., All rights reserved.
/quotes/zigman/39800
Add to portfolio
CA:GXI
Guestlogix Inc.
CA
: Canada: Toronto
$
0.54
-0.01
-1.82%
Volume: 5,000
May 4, 2012 5:40p
P/E RatioN/A
Dividend YieldN/A
Market Cap$34.72 million
Rev. per EmployeeN/A
/quotes/zigman/39800
Add to portfolio
CA:GXI
Guestlogix Inc.
CA
: Canada: Toronto
$
0.54
-0.01
-1.82%
Volume: 5,000
May 4, 2012 5:40p
P/E RatioN/A
Dividend YieldN/A
Market Cap$34.72 million
Rev. per EmployeeN/A
Financial Glossary
Words used in this article:
A Humbled Gap Tries a Fresh Coat of Pep
THIS can’t be a Gap: the mannequins look kind of happy.
Add to Portfolio
- Gap Inc
Go to your Portfolio »
Enlarge This Image
Michael Falco for The New York Times
The Gap executives Pam Wallack, Stephen Sunnucks and Art Peck in a Manhattan store at Fifth Avenue and 17th Street. “We had to restate what Gap was about,” says Ms. Wallack, who leads Gap’s global creative center.
And the paint looks fresh, the fixtures intact. Over here are pink and yellow jeans for women; over there, bright spring-fresh scarves. Upstairs is some cool-looking men’s denim. And, throughout, natural light chases away the usual drab florescence.
Yet this is a Gap — at the Grove, an upscale mall in Los Angeles. Only it’s more than a Gap — it’s a laboratory for reviving the brand, one of the great hot-to-not stories of American retailing.
After defining 1990s khaki culture, Gap fell hard in the early 2000s. Management missteps, executive turnover and, not least, unappealing fashion punished sales. It was a remarkable comedown for a chain that once seemed to dictate how America dressed.
The chief executive of Gap Inc., Glenn Murphy, has tried to satisfy Wall Street by cutting costs and closing stores. But sales last year were about where they were in 2002, despite big pushes overseas and online. (While Gap is the marquee brand, the company also owns Old Navy, Banana Republic, Piperlime and Athleta.)
What went wrong? Dozens of interviews with current and former executives depict a company that chased after rivals, rather than charting its own course, and that cut quality and lost touch with customers. Simply put, it filled its stores with stuff that people didn’t want.
Which is why what’s happening at the Grove is so crucial. On a Tuesday in March, Art Peck, the president of Gap North America, surveyed the scene and liked what he saw. “If you drop someone in here and say, ‘What store are you in?,’ nobody would say the stereotypical Gap store,” Mr. Peck said.
That, he implied, is a good thing. Mr. Peck wants to update Gap’s more than 1,000 North American stores.
At the Grove, Gap is testing ways to build sales. The cheerier surroundings are a start. It’s also trying dressing rooms in the center of the store, and an on-site stylist. Other Gap stores are being spruced up, too, and, as Mr. Peck put it, Gap is “making sure our body forms all have the appropriate number of limbs attached to them.”
The new clothes reflect Gap’s upbeat, “Be Bright” advertising campaign. And as those products hit the stores, Gap is getting a bit of good news. In February and March, same-store sales shot past analysts’ expectations. The share price of Gap Inc., the parent company, is clawing its way back, too. It had plummeted from $53 in February 2000, when Gap’s dot-com-era khaki was burying its rivals’ more formal business wear, to $9.50 in November 2008, at the height of the financial panic. On Friday, it closed at $28.53, up nearly 54 percent so far this year. “We really believe we have a diamond, and we just need it to be polished properly,” Mr. Murphy says.
IT’S hard to overstate Gap’s place in American retailing.
When Doris and Don Fisher founded the company in 1969 in San Francisco, they basically invented the specialty apparel store. Gap sold Levi’s in a bunch of sizes, aimed at the generation gap — hence the name.
When Millard S. Drexler arrived as chief executive in the ’80s, Gap began selling its own clothes. Gap Inc. expanded Banana Republic, started Old Navy, and went on to dominate American clothing retailing for almost two decades. But by 2002, breakneck expansion caught up with it. The company was close to bankruptcy, and Paul Pressler, a Disney executive, was brought in as C.E.O.
Yet by then, rivals like Zara and Juicy Couture were challenging Gap’s all-things-to-all-people approach. In 2007, Mr. Pressler stepped down and, according to someone familiar with the matter, a board representative reached out to Mr. Drexler, who by then was running J. Crew. Would he return if Gap bought J. Crew? he was asked. Nothing came of it.
Bill Chandler, a Gap spokesman, says that if this happened, it did not represent the board’s point of view.
Gap’s board would choose Mr. Murphy, formerly the head of Shoppers Drug Mart in Canada, as the new chief.
Worn down, Gap executives waited to hear the new boss’s plan.
“It wasn’t like he came in and was like, ‘It’s all about beautiful product and the right marketing’ — there was none of that,” recalls Will Hunsinger, former general manager of Gap’s online unit. “It was, ‘We’ve got to learn how to work more efficiently.’ ”
Mr. Murphy set about cutting costs, closing stores and pushing international growth. And on some fronts, the strategy showed results. Gap is growing fast in China and elsewhere, and Gap Inc. is still making money: profit was $1.1 billion in 2009, $1.2 billion in 2010, and $833 million in 2011, in the same range as in the middle of the last decade.
But he largely left the fashion side of Gap alone. When clothes didn’t sell, he focused on market-share strategies rather than on trying to rethink what Gap was about. Some executives found this approach lacking.
- 1
- 2
- 3
Next Page »
GuestLogix Launches Chinese, Japanese and Korean Versions of its Industry …
TORONTO, ONTARIO–(Marketwire – April 26, 2012) – GuestLogix Inc. (TSX:GXI), the leading global provider of onboard retail and payment technology solutions to airlines and the passenger travel industry, today announced the addition of Chinese, Japanese and Korean versions of its industry-leading onboard retailing software to support the Companys plans for footprint expansion in the Asia-Pacific region. The three language versions are available immediately and are compatible with all GuestLogix onboard handheld point-of-sale (POS) devices. The Company has also certified all of its devices to support China UnionPay (CUP) card transactions in addition to other major payment types. GuestLogix will continue to launch other language versions of its software to support its international growth initiatives.
The Asia-Pacific region, with more than 700 million passenger trips* annually, is a key growth opportunity for GuestLogix, said Tom Douramakos, President and CEO of GuestLogix. The three new languages, along with the certification of our POS devices to support China UnionPay cards, place GuestLogix in a prime position to better meet Asian airlines immediate in-flight retailing needs. Now, airlines based in China, Japan and Korea can use our solution, the industrys most powerful and comprehensive onboard retail technology platform, more easily and effectively.
When it comes to new ancillary revenue opportunities within the cabin, GuestLogix can help Asia-Pacific airlines employ robust onboard retail strategies to increase their revenue, while also enhancing the passenger experience and strengthening overall customer loyalty.
Providing the Asia-Pacific region with access to a customized onboard retailing solution is essential to expanding our footprint in the region, said Tony Sit, Senior Vice President and General Manager, GuestLogix Asia-Pacific. When it comes to selling our technology into the Asian market, GuestLogix has significant competitive advantages. We have a local presence, offer support for multiple languages capability, and have a proven track record in markets such as the United States and Europe.
GuestLogix will leverage current and new channel partnerships to penetrate the Asia-Pacific market and deploy its enhanced solution onboard airlines in the region.
For sales inquiries about GuestLogix enhanced onboard retailing technology for Asia-Pacific, please visit www.guestlogix.com.
*Source: ATW World Airline Traffic Results 2010
About GuestLogix
GuestLogix Inc. (TSX:GXI), the leading global provider of onboard store technology and merchandising solutions, helps airlines and other travel operators create, manage, and control onboard retail environments tailored to their needs and their passengers. GuestLogix brings a decade of expertise as a trusted onboard transaction processing partner to airlines around the world. The Companys global headquarters and centre for product innovation is located in Toronto, Canada with regional head offices located in Dallas, Texas (serving Americas) London, UK (serving EMEA), and Hong Kong (serving Asia Pacific). A sales and support office is located in Singapore. Logistics centres are situated in Toronto, Dallas, London and Seoul with a software development centre located in India. More information is available at www.guestlogix.com.
2012 GuestLogix.
Forward-Looking Statements
This news release includes certain forward-looking statements that are based upon current expectations, which involve risks and uncertainties associated with GuestLogix business and the environment in which the business operates. Any statements contained herein that are not statements of historical facts may be deemed to be forward-looking, including those identified by the expressions anticipate, believe, plan, estimate, expect, intend, and similar expressions to the extent they relate to the Company or its management. The forward-looking statements are not historical facts, but reflect GuestLogix current expectations regarding future results or events. These forward-looking statements are subject to a number of risks and uncertainties that could cause actual results or events to differ materially from current expectations, including the matters discussed under Risks and Uncertainties in the Filing Statement filed on February 27, 2012 with the regulatory authorities. GuestLogix assumes no obligation to update the forward-looking statements, or to update the reasons why actual results could differ from those reflected in the forward-looking statements.
05.2.12e-Retailing in the European Automotive Aftermarket
NEW YORK, April 24, 2012 /PRNewswire via COMTEX/ –
Reportlinker.com announces that a new market research report is available in its catalogue:
e-Retailing in the European Automotive Aftermarket
http://www.reportlinker.com/p0845414/e-Retailing-in-the-European-Automotive-Aftermarket.html #utm_source=prnewswire&utm_medium=pr&utm_campaign=Automotive
Online sales have increased rapidly in recent years, fueled by web-enabled devices, improved payment methods, broadband connectivity, and improvements in online retail offerings. The past few years have seen major retailers increasingly taking advantage of the channel, using it as a cost-effective platform to enter new countries and to boost sales and brand penetration in existing markets.Develop entry strategies for the online market, by learning of the most successful strategies that competitors have chosen and have been implemented.Improve online activities and boost revenue, by gaining insight into what consumers expect from a transactional website and online delivery options.Make decisions about your online products and service proposition, by uncovering how companies have diversified when using the internet for sales.Establish which products fit with your existing online portfolio, by studying the strategies of Europe’s most successful online aftermarket retailers.Seize the gaps in the online market, by establishing what your competitors’ online activities are, and where they are not active.The development of online services within the economies of developed and emerging countries points to a fundamental transformation of the aftermarket industry, where existing and new web platforms will become increasingly prominent.Aftermarket companies should expect to see the following developments online: Product diversification by specialist retailers; Spread of service concepts using the co-operative network strategy; Cross-fertilization of aftermarket channels; Officially endorsed aftermarket channels for vehicle manufacturers.Which countries have the highest penetration of Internet users?Which of your competitors or competitive distribution channels have no transactional websites in place?In which products should you consider diversification via an online medium?Where are the opportunities for you company in developing an online strategy?Who are the pureplay e-retailers and how are they succeeding?
OVERVIEW
About the series
EXECUTIVE SUMMARY
Main findings
ONLINE RETAIL STRATEGIC CONTEXT
There are a number of key motivations for opening online stores
Global Internet usage is growing rapidly, although Spain and Italy are lagging behind northwestern Europe
Northwestern European countries show the highest broadband subscriber rate, but southern Europe is catching up
Attitudes to shopping online and online payment are changing, which is fueling the growth of online stores
There are a number of strategic and operational considerations when developing online
Having an existing retail presence demonstrates sufficient demand for an online sales platform
Legislation plays an important role when deciding which markets to target
A non-transactional website provides a suitable platform from which to trade in a new market
Retailers can enter other channels to complement their online stores
Innovative delivery and collection services are increasingly expected
Payment methods and types of cards used vary globally and are key considerations before market entry
Retailers need to consider investment in a site’s core functions and display to attract shoppers
Currency is a growing consideration for retailers, but is largely left unaltered by many
The lack of direct customer interaction makes customer service an extremely important function
STRATEGIC IMPLICATIONS OF THE RISE OF THE ONLINE MEDIUM IN THE EUROPEAN AFTERMARKET
Domination of the online medium by pureplay e-retailers poses a threat to traditional automotive aftermarket players
Manufacturers and traditional aftermarket players are seeing their supply chains fundamentally altered
Low barriers to entry create a competitive environment
RETAILER COMPARISONS FOR SELECTED MARKETS
Most auto and fast fit centers have no transactional website in place
Hypermarkets’ automotive product ranges are limited to accessories
None of the featured tire specialists has a transactional website in place despite strong competition from online tire e-retailers
Some wholesalers offer online portals to commercial customers
Pureplay e-retailers’ offerings mainly concentrate on tires
Most vehicle manufacturers have no online sales channel
Online sales of tires are dominated by pureplay e-retailers
Summary of delivery times and charges for online sales channels in the automotive aftermarket
STRATEGY IN FOCUS: E-RETAIL IN THE AFTERMARKET
Pureplay e-retailers
Delticom
Pneus Online
Oscaro
etyres
Black Circles (and Tesco Tyres)
eBay BMW Direct
Autobulbs Direct
Other online car services
STRATEGIC ACTION POINTS
Traditional aftermarket channels have to develop their online offerings
Aftermarket companies should further develop their online presence to take advantage of general commercial trends
Online services should support physical infrastructure
Create an online presence in markets with physical outlets
Develop a non-transactional web presence with as much detail as possible if a transactional site is not feasible
Provide information on the non-transactional site as to the range of services
Operational – localize websites and operations as much as possible
Ensure website navigation is as intuitive as possible
Localization should be a core strategy for all functions on a transactional website
Flexible returns options are equally as important as delivery options
Encourage staff to promote the online store
Payment and delivery – demonstrate cultural awareness in all payment and delivery options
Be flexible in terms of delivery destinations
Minimize the number of clicks from product choice through to close of sale
Accept alternative payment methods such as cash on delivery
Offer flexible delivery options to maximize customer convenience and reduce missed delivery dates
Choose a logistical service provider that will meet your brand’s values and your customers’ expectations
Integrate your delivery service with your customer relationship management systems
Marketing – public relations has become an important step before entering a new market
Make promotional banners visible online
Invest in public relations and marketing in crowded markets
FUTURE DEVELOPMENTS
How will the aftermarket be shaped by trends in e-retail and online platforms?
APPENDIX
Abbreviations
Methodology
Retailer information
Internet access and broadband data
Data on Internet purchasing behavior
Ask the analyst
Datamonitor’s Global Automotive Proposition
Component Insight reports
Channel Insight reports
Strategic Insight reports
Consumer Insight reports
Databases
Disclaimer
TABLES
Table: Online transactional presence – aftermarket channels, autocenters
Table: Online transactional presence – aftermarket channels, fast fit centers
Table: Online transactional presence – aftermarket channels, hypermarkets
Table: Online transactional presence – aftermarket channels, tire specialists
Table: Online transactional presence – aftermarket channels, wholesalers
Table: Online transactional presence – aftermarket channels, pureplay retailers
Table: Online transactional presence – aftermarket channels, vehicle manufacturers
FIGURES
Figure: Global Internet usage, by country, 2009
Figure: Global broadband subscriptions, by country, 2009
Figure: Proportion of consumers that shopped online at least once in 2009
Figure: Main reasons why customers have never made online purchases
Figure: Proportion of consumers stating concern about fraud as a reason for not shopping online, by country, 2009
Figure: Payment methods as a share of online transaction values, by country, 2009
Figure: Some key legislative considerations for online retailers
Figure: A Kiala collection point instore
Figure: Pneus Online offers multiple language options on its main site as well as links to individual country websites
Figure: Displaying of social media links by aftermarket companies (Norauto example)
Figure: eBay BMW Direct site
Figure: Wholesaler online portal for commercial customers (Trost example)
Figure: Amazon hosts car parts online company carparts-discount (UK example)
Figure: Porter’s Five Forces Model applied to the automotive aftermarket
Figure: Autocenter range of delivery options (Feu Vert France example)
Figure: Fast fit mobile fitting option (Kwik Fit example)
Figure: Tesco Tyres/Black Circles venture
Figure: Euromaster offers a battery service
Figure: Example of a vehicle manufacturer offering price information but directing customers to dealer (Mitsubishi Accessories)
Figure: Physical store and online store presence for tire sales, 2012
Figure: Indicative comparative costs and fulfillment times for delivery by selected automotive aftermarket companies, 2012
Figure: Example of Delticom’s discounted prices (Germany)
Figure: Example of Pneus Online search function (UK)
Figure: Example of Pneus Online tire comparison function (UK)
Figure: Example of Oscaro promotions (France example)
Figure: Example of etyres price comparison
Figure: Black Circles offers car servicing
Figure: Black Circles offers a fitting service with realtime slots shown on its website
Figure: eBay BMW Direct site
Figure: Autobulbs Direct price comparison tool
Figure: Tuning service (Demon Tweeks UK example)
Figure: Example of a Tesco product with added customer reviews
Figure: Example of prominent advertising on Autobulbs Direct website
Figure: Use of social media by aftermarket industry (Renault example)
Companies mentioned
CMS Energy Corporation, Hutchison 3G UK Limited, La Poste, Mobivia Groupe, Renault SA, Rentokil Initial plc, Yodel
To order this report:
Automotive Industry: e-Retailing in the European Automotive Aftermarket
More Market Research Report
Check our Industry Analysis and Insights
CONTACT: Nicolas BombourgReportlinkerEmail: nbo@reportlinker.comUS: (805)652-2626Intl: +1 805-652-2626
SOURCE Reportlinker
Copyright (C) 2012 PR Newswire. All rights reserved
Financial Glossary
Words used in this article:
Health of UK retailing ‘will worsen to record levels’, says analyst
KPMG/Ipsos Retail Think Tank (RTT) is reporting an even bleaker outlook for UK retailers, with the health of the industry expected to worsen to record levels before any signs of recovery, following its quarterly meeting in April 2012.
The RTT Retail Health Index is expected to fall to an all time low of 77 by the end of quarter two of 2012. This compares with 79 at the end of the first quarter and is five points lower than the level recorded during the depths of the original banking crisis and recession, in quarters two and three of 2009.
The deterioration in health in quarter one of 2012 was not as significant as the RTT had originally forecast, partly due to higher than anticipated demand and margins pressures easing. Costs again took their toll as retailers contended with an unexpected fuel crisis and higher energy prices as well as ongoing investment in online and multi-channel infrastructure.
Most worrying, the state of health by end of the second quarter of 2012 looks set to be the bleakest on record since the RTT Retail Health Index was established. The combined effect of increased energy costs, raised fuel prices and higher borrowing costs among other economic and financial influences – is expected to further dampen consumer confidence and demand in quarter two.
Although inflation is on the decline, it is still above wage rises and many consumers are now dipping into their savings to keep up with increasing pressures on their household budgets and disposable income. The majority view of RTT members is that this is not sustainable and therefore the rate of deterioration in health will increase going forward, although voting was split reflecting the level of uncertainty that exists.
Although high profile events such as The Queen’s Diamond Jubilee celebrations and 2012 Olympics Games will inject a ‘feel good’ factor for some, underlying economic trends will have an increasingly detrimental impact on consumer confidence and spending, according to the RTT.
Retail sales at the end of the first quarter were partly buoyed by the build up to Easter and the warmest March weather in the UK since 1997 and the sunniest on record since 1929. With spring in the air, consumers were naturally more inclined to venture out and spend their money on items such as new clothes and outdoor goods particularly for the garden, DIY and other outdoor activities such as barbecues. This benefit will unwind in the next quarter.
Tim Denison, director of Retail Intelligence at Ipsos Retail Performance, said: “Following the unprecedented levels of promotions and discounts in quarter four of 2011 which had a severely detrimental impact on retailer margins, many businesses now recognise that this is not a sustainable strategy.
“Rather than continuing to discount and offer promotions to the same degree in 2012, manufacturers and retailers decided to back the strength of their brands. This is partly why margins have not been so badly affected as might have been the case if the levels of promotions and discounting that we saw in December had continued.”
Source: KPMG/Ipsos Retail Think Tank (RTT)
05.2.12AVT Names Sprint Preferred Connectivity Provider for its Automated Retail …
OVERLAND PARK, Kan., Apr 23, 2012 (BUSINESS WIRE) –
AVT, Inc. , a leader in automated retailing, has selected
Sprint
/quotes/zigman/240259/quotes/nls/s S
+2.82%
as its preferred wireless carrier. Sprint will provide
wireless network services for deployments where AVT provides
connectivity for its vending customers. Sprint is delivering the service
through its Emerging Solutions Group, which offers machine-to-machine
(M2M) solutions for businesses and consumers.
AVT’s
wide range of vending and self-service solutions include automated
centers that redefine the retailing experience – with sophisticated
robotic arms that consumers can watch dispense up to 150 products.
Retailers benefit from this and other AVT solutions through reduced
costs, expanded store hours, new digital advertising opportunities,
customizable branding solutions, and the ability to open new product
categories and points of distribution. AVT products and services include
custom-designed user interfaces and high-end Premium Retail Environments
(PREs) that can replace a retail store or expand an existing store. AVT
PREs feature such systems as The Airport, The Cosmetic Store, The
Premium Hotel, The University and The Premium Store Front.
“Reliable and secure wireless connectivity is crucial to the
next-generation consumer vending experience,” said James Winsor, chief
executive officer-AVT, Inc. “Sprint delivers the advanced network
capabilities needed to support our proprietary smart-vending solutions,
including the ability to remotely manage systems and use Web technology
to access real-time sales, inventory and system diagnostic information.”
AVT and Sprint will showcase a large AVT automated retailing center at
the National Automated Merchandising Association’s NAMA
One Show(SM)at Booth # 414 held April 25-27 in Las Vegas.
“Sprint is proud to be selected as the preferred provider of AVT,” said
Wayne Ward, vice president-Emerging Solutions, Sprint. “AVT is
recognized for its innovative leadership in the rapidly growing
automated retailing industry, and Sprint has the experience and
technology to meet their most sophisticated requirements. These include
our comprehensive M2M resources and the unique architecture of Sprint’s
Network Vision plan.”
Network Vision is Sprint’s plan to consolidate multiple network
technologies into one seamless network. The goal of Network Vision is to
enhance network coverage, call quality and data speeds for customers.
With Network Vision, multimodal equipment should allow every wireless
tower to efficiently support multiple technologies operating on multiple
spectrum bands. Sprint’s multibillion dollar Network Vision technology
upgrade is expected to be backward compatible with existing technologies.
About AVT
AVT, Inc. is a leading developer of automated and self-service retailing
systems. AVT is able to work with any size company to design a custom
automated retailing solution that drives traffic, increases sales,
improves security, and lowers overhead. With an in-house design team,
software developers, mechanical engineers and on-site manufacturing, AVT
can take projects from concept to completion with speed, economy and
ingenuity. To learn more about AVT, visit
www.autoretail.com .
About the Sprint Emerging Solutions Group
With more than a dozen years of experience with M2M, Sprint has been at
the forefront of this wireless industry revolution, teaming with and
supporting a large and diverse portfolio of innovative companies to
create smarter wireless solutions that change the way people work and
live. In 2010 Sprint opened the Sprint M2M Collaboration Center in
Burlingame, Calif., a hands-on, interactive lab where ideas knowledge
and technology unite to produce wirelessly enabled M2M concepts and
products. Last year Sprint also introduced the Sprint Command Center, a
Web-based portal that allows businesses with Sprint wireless-connected
products the ability to manage, activate and de-activate each device.
Sprint’s M2M leadership has earned prestigious third-party validation —
including the top-ranked North American M2M provider (and second-ranked
carrier overall among 12 global service providers) by Analysys Mason,
and the Frost & Sullivan 2011 Customer Value Enhancement Award in North
America for Machine to Machine Communications. To learn more about
Sprint’s M2M offerings, visit
www.sprint.com/m2m .
About Sprint Nextel
Sprint Nextel offers a comprehensive range of wireless and wireline
communications services bringing the freedom of mobility to consumers,
businesses and government users. Sprint Nextel served more than 55
million customers at the end of 2011 and is widely recognized for
developing, engineering and deploying innovative technologies, including
the first wireless 4G service from a national carrier in the United
States; offering industry-leading mobile data services, leading prepaid
brands including Virgin Mobile USA, Boost Mobile, and Assurance
Wireless; instant national and international push-to-talk capabilities;
and a global Tier 1 Internet backbone. Newsweek ranked Sprint No.
3 in its 2011 Green Rankings, listing it as one of the nation’s greenest
companies, the highest of any telecommunications company. You can learn
more and visit Sprint at
www.sprint.com
or
www.facebook.com/sprint
and
www.twitter.com/sprint .
SOURCE: Sprint
Sprint
Caroline Semerdjian, 415-684-7314
caroline.semerdjian@sprint.com
or
RAH Marketing
Randall Huft, 949-795-5020
randall@rahmarketing.com
Copyright Business Wire 2012
/quotes/zigman/240259/quotes/nls/s
Add to portfolio
S
Sprint Nextel Corp.
US
: U.S.: NYSE
$
2.55
+0.07
+2.82%
Volume: 52.28M
May 1, 2012 4:05p
P/E RatioN/A
Dividend YieldN/A
Market Cap$7.07 billion
Rev. per Employee$857,450
Financial Glossary
Words used in this article:
Watch and Jewellery Retailing in Australia Industry Market Research Report now …
While they may sell diamonds, retail sales across the watch and jewellery market were far from sparkling over the five years through 2011-12. Trading conditions remained relatively stable for industry retailers during this period with growth in disposable income levels and continued demand for various jewellery categories. However, sales for the Watch and Jewellery Retailing industry experienced marginal growth over the five years through 2011-12, largely due to a downturn in economic conditions, decreasing levels of consumer confidence and a softer retail market. For these reasons, industry research firm IBISWorld has updated its report on the Watch and Jewellery Retailing in Australia industry.
Melbourne, Australia (PRWEB) April 20, 2012
While they may sell diamonds, retail sales across the watch and jewellery market were far from sparkling over the five years through 2011-12. Trading conditions remained relatively stable for industry retailers during this period with growth in disposable income levels and continued demand for various jewellery categories. However, according to IBISWorld industry analyst Claudia Burgio-Ficca, sales for the Watch and Jewellery Retailing industry experienced annualised growth of just 0.3% over the five years through 2011-12, largely due to a downturn in economic conditions, decreasing levels of consumer confidence and a softer retail market. The weaker trading landscape boosted demand for fashion (costume) jewellery, which fuelled the rise in low-cost retailers. In a bid to capitalise on the middle market, luxury watch and jewellery retailers also started to offer more affordable products, such as key rings and card holders, effectively broadening the consumer scope at the high-end of the industry. Throughout the past five years, industry sales also continued to be affected by increasing levels of competition within the industry and from external operators, such as department stores, which affected the price competitiveness of merchandise. Industry sales are set to rise 1.4% to $3.83 billion in 2011-12. Sales will be supported by continued growth across the domestic economy along with a rise in disposable income levels. Personalised necklaces, mens jewellery and black diamonds will remain popular.
Watch and jewellery retailers can expect a steady market over the next five years, with sales expected to rise. Sales will be driven by demand for personalised jewellery and fashion accessories, adds Burgio-Ficca, with affordable costume jewellery continuing to account for a notable share of transactions. Growth in income levels and fluctuations in consumer sentiment will play an important role in demand trends and retail spending levels. However, sales will be hindered by mounting competition from department stores and online shopping sites offering consumers an alternative retail avenue.
The two largest players in the Watch and Jewellery Retailing industry in Australia are Prouds Jewellers and Michael Hill International. Market share concentration levels for the industry have tightened over the past five years, albeit from a low base. Growth in market share of players has stemmed from the addition of new stores by established operators and also from the exit of smaller non-employing stores from the industry. Concentration levels have also been influenced by mounting competition exerted on the industry by external players (such as department stores). Market share values over the past five years have also been affected by rationalisation and consolidation activity within the industry such as the 2007 acquisition of Angus and Coote by James Pascoe, who also operated Prouds Jewellers.
For more information, visit IBISWorlds Watch and Jewellery Retailing report in Australia industry page.
Follow IBISWorld on Twitter: http://twitter.com/#!/ibisworldau
IBISWorld industry Report Key Topics
Businesses in this industry retail a broad range of watch and jewellery products along with tableware, glassware, cutlery, cooking utensils, clocks and other goods. Products are generally purchased from domestic and international manufacturers and wholesalers, and sold via retail stores to the general public.
Industry Performance
Executive Summary
Key External Drivers
Current Performance
Industry Outlook
Industry Life Cycle
Products amp; Markets
Supply Chain
Products amp; Services
Major Markets
Globalisation amp; Trade
Business Locations
Competitive Landscape
Market Share Concentration
Key Success Factors
Cost Structure Benchmarks
Barriers to Entry
Major Companies
Operating Conditions
Capital Intensity
Key Statistics
Industry Data
Annual Change
Key Ratios
About IBISWorld Inc.
Recognised as the nations most trusted independent source of industry and market research, IBISWorld offers a comprehensive database of unique information and analysis on every Australian industry. With an extensive online portfolio, valued for its depth and scope, the company equips clients with the insight necessary to make better business decisions. Headquartered in Melbourne, IBISWorld serves a range of business, professional service and government organisations through more than 10 locations worldwide. For more information, visit www.ibisworld.com.au or call (03) 9655 3886.
For the original version on PRWeb visit: www.prweb.com/releases/prweb2012/4/prweb9410542.htm
04.30.12Nikkei rise 1.3 pct, boost by rally in Fast Retailing
* Fast Retailing jumps 8.4 pct, sees record full-yr profit
* Sony sinks after unveiling turnaround plan
* China Q1 GDP grew 8.1 pct, below 8.3 pct forecast
By Dominic Lau
TOKYO, April 13 (Reuters) – Japans Nikkei average rose on
Friday as a rally in Fast Retailing and relief that
North Koreas rocket launch ended in failure countered
weaker-than-expected GDP figures from China, the worlds
second-largest economy.
Chinas annual economic growth slowed to 8.1 percent in the
first quarter from 8.9 percent in the last three months of 2011.
Economists polled by Reuters had forecast 8.3 percent.
The China data wasnt that bad, a dealer at an European
brokerage said. It was not as good as expected but still
relatively good. Weaker than expected doesnt always mean
horrible.
By the midday break, the Nikkei was up 1.3 percent
to 9,644.15, after trading around 9,688 before the Chinese data.
The benchmark Nikkei on Thursday ended a seven-session
losing streak, its worst run since July 2009.
Fast Retailing jumped 8.4 percent after the leading Asian
apparel retailer forecast a record profit for the year ending in
August after a strong second quarter.
Both Bank of America Merrill Lynch and Nomura raised their
target prices on the retailer and maintained their buy rating.
The rally encouraged investors to pick up recently battered
cyclicals such as automakers. Toyota Motor Corp, Honda
Motor Co Ltd and Nissan Motor Co Ltd gained
between 0.8 and 1.1 percent.
Japanese banks climbed 1.8 percent, becoming one
of the best sectoral performers on the main board, after Goldman
Sachs hiked target prices for Mizuho Financial Group,
Mitsubishi UFJ Financial Group and Sumitomo Mitsui
Financial Group.
The three banks rose between 1.6 and 3.2 percent.
Japanese banks have standout global liquidity from ample
deposits … We think growth in overseas lending would improve
profitability and prompt the market to recognize the value of
Japanese banks deposit base, Goldman analysts said in a note.
The broader Topix gained 0.7 percent to 815.44.
Trading volume was robust on the main board after the
halfway point, at 65 percent of its full daily average for the
past 90 days.
Bucking the trend, Sony Corp sagged 4.8 percent,
with market participants voicing concern that the companys
revival plan mapped out by new Chief Executive Kazuo Hirai late
on Thursday was not enough to turn around the ailing consumer
electronics maker.
The Nikkei is down 4.4 percent this month after rallying
more than 19 percent in January-March to log its best first
quarter performance in 24 years, buoyed by robust US economic
data and liquidity boosting programmes by central banks.
Groupon gets new "Goods" chief from eBay: memo
(Reuters) – Groupon Inc has hired another former eBay Inc executive to head its discount retailing arm Groupon Goods starting Monday, according to an internal email obtained by Reuters on Friday.
The online coupon company named Faisal Masud to head the unit. Masud, who was head of global delivery experience at eBay, will report to Kal Raman, whom Groupon named head of its Americas region on Thursday.
Masud takes over from Rajen Ruparell, who was in charge of the division and will move into a global sales leadership role, Chief Executive Andrew Mason said in the email.
Groupon Goods is one of the companys newer businesses, and its first foray into more traditional e-commerce, dominated by Amazon.com Inc.
Through this unit, the company offers discounts on products, along with its regular daily deals, which typically focus on restaurants and services like massages and yoga classes.
Groupon Goods has seen some initial success, although some analysts note that profit margins on the business may be thinner than on Groupons main daily deal business.
(Nivedita Bhattacharjee in Chicago, additional reporting by Alistair Barr in San Francisco; Editing by Gerald E. McCormick)
SFC Iron Music Ideas Beautiful Beads
| Posted in Retailing | Comments Off