There Are Three Main Obstacles To Impossible Retail Innovation.

"Retail innovation", "future stores" and "digital priority customer experience" will be the headlines of the "Reunion" of the American Retail Federation in New York this week.

However, we know that retailers are far from providing the doomsday entities that they must guard against.

At a top level

After 16 years' work, I can confidently say that the traditional enterprises in the US and overseas are not innovating properly.

The process is broken, execution is too slow, politics hinders decision-making, and resources are too scarce.

Enterprise innovation projects seem strong and powerful at the beginning, but as time goes on, they are swallowed up and weakened by their daily business processes, making it almost impossible to maintain momentum.

Talking about agility and risk is one thing, but when you are not born for both, the result is often incremental by reducing costs and operating silos.

Although corporate leaders want to be recognized globally as innovators, they are reluctant to invest in capital, nor are they willing to take the risk of failure caused by real innovation.

Who will eventually fail? Bet on the bright future of retail investors and the desire for happiness.

Experienced consumers.

It's time to change that.

As the founder and head of one of the world's leading retail innovation laboratories, I personally realized this.

Over the years, Neiman Marcus iLab has been rated as a leader in many retail outlets in the retail industry.

Some of our past innovations include memory mirrors, 4K touch desktop lookup books, store connection Internet of things communicators, smart phone charging stations and new fitting room technology.

These stories produced a lot of news reports and increased store sales.

According to the world clothing and shoe net, all these innovations are far from enough for any retailer to win in the long run.

We need to do more.

And faster.

The problem is that the internal challenges faced by large enterprises nowadays make it almost impossible for innovators to work - whether you are CIO, CDO, CMO or the head of other departments.

There are three main obstacles.

Bad strategy

Technology must actually solve a real problem or make things easier for customers.

The internal innovation team is largely forced to create public relations moments without considering the long term, and ultimately investing in short-sighted experience has no lasting power, nor will it really add value to consumers.

An example is the early mobile wallet, which requires an application to be opened, and consumers need to drill down to the two-dimensional code to pay.

It turns out that it's easier or easier to take out your traditional credit card to complete the paction.

It is not until the contactless payment technology has played a role that seamless and intuitive can be achieved.

A technologist will realize that investing in mobile wallets is still too early, and that more investment is needed to ensure users' acceptance.

Lack of identity

Technology and innovation need to be what the executive leaders really believe in, in order to empower the internal leaders to publicize change, break through the obstacles caused by the conflict between politics and the chief marketing officer, chief technology officer and chief information officer, and finally create passion for those who will implement these innovations in the company.

When deploying new technologies to stores, it is vital that sales teams understand their use cases and fully train their operations.

Salesmen are front-line ambassadors of technology in the shop. If they do not participate, the technology will be dusty.

Ignoring training that must be accompanied by technical deployment is easy to destine their failure.

But such training can only be carried out successfully with the support of senior management.

Lack of resources

Another challenge faced by traditional retailers is that they often do not have the right team and structure to support new customers in terms of digital capabilities.

For all modern retailers, excellent deployment and management technologies must be one of their core competitiveness.

However, although some companies have an excellent team to discover new technologies, no one has enough abilities and resources to devote themselves to the integration of these new ideas.

If there is no team to support partners' Entrepreneurship and spend hours solving problems, pilot projects are often doomed to failure.

In order to make fashion and

To succeed, they need to pform from an internal driven culture to an open innovation culture through cooperation with the world's leading technology and talents.

Some of the best technical savvy and experts don't want the company's job. What they want is cooperation.

What the industry really needs is a dynamic external expert team, a flexible workforce, who can act as an extension of the internal team.

By relying on the strategy of using external talent and expert resources, CEO will be able to achieve a bright vision for the future of the retail industry.

It is for this reason that I decided to quit my job as Neiman Marcus this year and worked as an advocate of open innovation for nearly 20 years in the retail industry to solve these challenges externally.

By joining a consulting firm specializing in planning and implementing top retail solutions, I hope to provide real results for digital pformation and provide urgent support for all those executives who like me to improve their store experience.

After all, it is time for retail leaders to go beyond the conversation and do something real.

More interesting reports, please pay attention to the world clothing shoes and hats net.