Tag Archives: technology

Collaboration: A Technology Retailer Perspective

Adam Simon and Chris Petersen interview Bülent Gürcan, CEO, TeknoSA

This blog is part of our continuing series examining a wide range of collaborative ecosystems that are emerging in response to consumer behaviour and expectations. While omnichannel is the new normal for customers, retailers are still evolving their transformation refining their business models to balance offline and online retail.

As strategic collaboration evolves in a new ecosystem across retail, there are as many questions as there are answers. We were excited to have an opportunity to explore these issues in a conversation with Bülent Gürcan, CEO of TeknoSA. Continue reading

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Filed under Market Analysis, omnichannel, Retail

Tech Predictions 2018

Every year, our analyst teams come together to identify technology trends they see emerging in the coming 12 months. This is a collection of these across a number of different markets.

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PCs
PC sales across Europe are expected to benefit from a return to growth of commercial PCs, driven by faster upgrades to Windows 10 machines across the region and the replacement of an ageing PC base in some countries. PC refreshes will drive growing sales of thin and light ultramobile notebook and hybrid devices, but will also benefit deskbound systems, as a large proportion of commercially installed machines continue to be of this type. Even in 2017, the shift in business desktop sales towards small space-saving form factors presented a growth opportunity, and this is expected to be ongoing in 2018.

Consumer sales are likely to remain challenged as users increasingly hold on to their traditional PCs for a longer period and rely on smartphones for many of their day-to-day tasks. However, sub-segments of this market – including gaming PCs, high-end notebooks and ultramobile devices such as convertible laptops – are expected to continue to grow. While these currently make up a small part of the overall market, they present strong opportunities for revenue and margin growth.

Enterprise Technology
In 2018, cloudification will speed up greatly as services such as IAAS (infrastructure as a service), PAAS (platform as a service) and SAAS (software as a service) are increasingly adopted across the Enterprise sector.

An early consequence, one that has already begun, is a complete redefinition of the traditional market segmentation into server, storage and networking products. As convergence and scalability become increasingly important, enterprise systems will continue their migration from in-house systems to data centres.

Another consequence is the complete change in how products are paid for. In the past, clients purchased individual products with a one-off payment, whereas they are increasingly paying a monthly subscription for cloud licences with, in some cases, the hardware included “for free”.

The huge and increasing success of cloud providers such as Amazon Web services has left us with no doubt about the future of the IT business environment: it is already clear that, within a few years, most processing power (and, as a result, most hardware) will have left the office and migrated entirely to data centres.

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Displays
Desktop monitor sales in 2018 are expected to be slower than this year, following PC-demand trends. On the positive side, however, business-targeted monitor sales may benefit from the PC refresh that is expected in the commercial space. Moreover, the rise of esports will continue to drive revenues, especially those from consumer-targeted high-end monitors. The gaming market serves a still-nascent industry, which has significant room to grow and provides a variety of revenue streams. Therefore, more monitor vendors will shift towards this market and offer a larger number of premium models. Increased demand for specialised features like 4K/UHD resolution, higher refresh rates, wide colour gamut and alternative form factors such as large ultra-wide or curved monitors, will increase average sale prices (ASPs) and margin opportunities.

Digital signage will remain a key driver for large-format displays (LFD). Standalone LCD displays will continue to hold the largest market share; however, videowalls and the direct-view LED technology currently used in various public outdoor applications will start to challenge their position. LFD vendors will direct their focus towards other emerging and untapped areas such as industrial manufacturing and BFSI*, and continue to compete in already thriving markets including the retail space – where LFDs enhance customer experience – as well as the education and corporate arenas. Increased competition between vendors and a greater variety of LFDs will result in more affordable pricing and continue to spur volume sales.
*banking, financial services and insurance

Imaging
Printer hardware sales are expected to contract overall although, due to the ongoing shift towards multifunction and colour devices, some segments are expected to grow in 2018 including multifunction colour laser printers and, at a slower pace, high-capacity business inkjets.

Consolidation in the market and the transition towards a contractual business model continues, so unified platforms, security, digitisation, customisation and automation of those processes via services and solutions hold plenty of opportunities for vendors and their business partners to grow by adding value for their customers and increasing their productivity and efficiency.

In 2017, we’ve seen most vendors refresh their product portfolios and introduce even more reliable, secure devices that use various new technologies and offer lower cost of ownership and higher print speeds. Vendors continue to increase their focus on engaging with channel partners to target SMBs. HP’s acquisition of Samsung’s printing business is now complete and the company has started shipping its new A3 products. It is expected that sales of these will accelerate and increase competition in the A3 copier market – a space to watch in 2018.

3D Printing
Industrial space
HP will lead the way in seeing if industrial 3D printing of plastics can turn the same corner as metal 3D printing: away from being used just for prototyping and into manufacturing. HP is also to introduce a new technology in 2018 through which it will begin to set its sights on metal 3D printing.

As the other new kid on the block, the very visible and recognisable brand GE continues to gain share and will help push 3D printing even more into the mainstream and grow the market. GE acquired two of the top companies making industrial metal 3D printers last year and will carry on championing the technology internally as well as sell their printers to others. Their use of metal 3D Printing to make real jet engine parts continues to be the “poster child” demonstrating how 3D printing can disrupt supply chains and the $12T global manufacturing market. In 2018, they will push the boundaries further in aerospace as well as in the automotive and healthcare industries.

After seeing fewer printers ship worldwide each year for the last few years, the industrial side of the market will move back into growth thanks to new technologies (such as from Carbon) and big brands (HP, GE, Deloitte, etc.).

During 2018, we will see the emergence of a new class of low-end industrial metal 3D printing machines. While these are, of course, not for the masses (“low-end” in this context still means ~$150k), this new class includes $1M machines that will allow more companies to experiment with 3D printing in ways that were previously out of reach for most of them.

Desktop space
While they have not yet become a “consumer” good, desktop 3D printers have continued the unfettered growth in shipments that has been seen since the market began – it is projected to reach +39% by the end of 2017 and to continue into next year. Familiar brands, such as Kodak and Polaroid, will come to market in some regions, but this side of the market will continue to be dominated by companies like Monoprice, XYZprinting, Ultimaker and Formlabs that have a strong presence in 3D printing but are mostly unknown outside the sector.

This class of products has traditionally been defined simply as printers selling below $5K. However, growth in this sector means further refinement and stratification is needed to follow the market and the $2,500 barrier is now used to define this low end. In 2017, a new professional space emerged containing products in the $2,500 to $20,000 range (consisting of both higher-end desktop 3D printers and lower-end industrial printers). During the first half of 2017, this class grew by 64% and strong growth is also projected for 2018.

Virtual Reality & Gaming
Gaming looks to continue its healthy growth next year, with help from spectator-friendly formats such as streaming and esports – both of which provide sponsorship opportunities –gaining mind share among younger tech-savvy consumers. The recent upset over microtransactions, brought to a head by EA’s mis-steps on Star Wars Battlefront II, are symptomatic of gamers’ growing unrest about business practices they perceive as predatory, so expect rebalancing in 2018. This is unlikely to significantly depress profits but may, in the long term, lead to a healthier gaming ecosystem.

The push for 4K gaming consoles is likely to encourage an increased focus on the same potential in gaming desktop PCs, driving both display and GPU sales. Meanwhile, the recent surprise collaboration between Intel and AMD to produce integrated chips with high-end graphics capabilities feeds well into the already growing gaming laptop market, so expect the emergence of more thin, light and powerful laptops targeted at gamers.

On the VR front, 2017 ends with many new contenders entering the market and established brands teasing new hardware and this means 2018 will be a year of fragmentation for VR in the west. Whether any of these will catch the attention of the mainstream will depend on various factors, although Oculus’s imminent, lower-priced, Go is likely to be a firm favourite. As prices for high-end headsets fall and more big budget games are released, gamers are finding it increasingly easy to justify VR purchases. With luck, this will fuel a virtuous circle for both consumers and content producers.

Also, expect to see a steady flow of interesting bespoke enterprise VR applications next year, but don’t hold your breath for a single stand-out business headset or killer application – unless Magic Leap’s mysterious headset manages to make it to market and live up to the promises and hype.

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Retail
Mobility will continue to gain importance and be a key success factor for retailers. Current estimates indicate that more than 50% of purchases involve the customer using a mobile phone for search, research or purchase. With online activity continuing to rise, retailers must optimise their websites for mobile in order to engage consumers early and often in their purchase journey.

Consumer expectations for omnichannel options continue to rise. The fastest-growing retail option is click to purchase and collect in store. Click and collect now accounts for more than 30% of sales in many stores, and is rising across retail in Europe. A critical success factor is the accuracy and efficiency of the collection process, with more stores having dedicated collection areas. More retailers will also collaborate with distributors for drop shipments in order to extend product range, and enable fulfilment to travel the last mile to the customer’s door.

Retailers are making up for declining unit volume sales through selling more premium devices: gaming PCs, 2-in-1 notebooks and ultramobile notebooks. A key to selling a premium mix is leveraging stores to create an experience consumers cannot get online. Successful retailers are moving beyond products and selling a larger, more profitable market basket by focusing on solutions and services that are not available online.

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Filed under 3D Printing, Displays, Imaging, Immersive technology, Market Analysis, PCs, Retail, Smart Technology

Four demands driving new levels of strategic collaboration

By Chris Petersen and Adam Simon

The transformation from sales transactions to collaborative networks
The traditional supply chain was based upon a sales transaction model of brands selling products to distributors, distributors to resellers and retailers. Once the products arrived at the retailer’s doorstep, it was their responsibility to warehouse it and sell it through to the customer. In this traditional model retailers did work with brands and distributors, but those relationships were primarily transactional negotiations based on product, price and promotions to sell products.

The traditional retail model and the economics have changed. What is driving the change are customers who have “escaped the traditional funnel”. Today’s consumers are not bound by channel, place or time. They expect unprecedented choice of products, where they shop and how they take delivery. Traditional retailers do not have the infrastructure, resources, the inventory required, or enough of their own trucks to deliver to individual customers.

To survive, retailers need more than products and “box movers”. To thrive, retailers need a collaborative network of partners who can help strategically address rising customer demands, enabling a shift from sales transactions to customer relationships.

Customer demands driving the retailer’s need for strategic collaboration
It’s a great time to be a customer. It’s a very challenging time to be a profitable retailer. The simple economic reality is that only the world’s largest retailers can attempt to offer end to end solutions that meet omnichannel customer expectations. Even a retail giant like Walmart cannot afford to carry all of the inventory required for the millions of products now online. And, the ecommerce giants Amazon and Alibaba built their business by collaborating with an ecosystem of partners for overnight delivery and customer services.

Let’s be clear. Collaboration is not “free”. Two-day shipping is not free. Home delivery is not free. Retailers cannot afford to “solve it all”. Retailers must selectively find solutions to remain competitive, and where possible, find partners who will work collaboratively to build solutions that optimize the retailer’s relationships with core customers.

There are four core customer drivers in today’s omnichannel market place where retailers must find collaborative solutions:

  1. Choice – Solutions to deliver on customer expectation for more product range

Almost all retailers are expanding assortments online in order to offer competitive choices. A wider range of products equates to inventory, which is one of the most costly retailer investments. Increasing assortments requires strategic relationships with distributors for both the inventory and warehousing to store it. However, it is the convenience of last mile delivery to the customer’s door which is requiring most retailers to strategically search for collaborative solutions like drop shipments from brands and distributors.

  1. Convenience – Solutions that let customers have it their way

It is one thing to offer the products online, it quite another to be able to offer the convenience of “real time retail”. The majority of customers expect to “see” not only what is on the store shelf, but the delivery time for products not carried in store. This requires strategic collaboration with brands and distributors to share new levels of data, and participation in joint fulfillment. Customers are increasingly purchasing from retailers where the returns process is fast and convenient, creating a growing need for cost effective reverse logistics.

  1. Customized – Customers demand for solutions requires partnerships

Customers are increasingly looking for more than products at a price, they want customized experiences and solutions that fit their lifestyle. Case in point, smart home and IoT products. Customers want and need services that assist in configuring and installing products. Even retailers like Best Buy with a “Geek Squad” are strategically collaborating with services and installers to increase bandwidth required to meet consumer demand for customized services.

  1. Connected Customers expect communication before, during and after

Today’s purchase is a journey, not an event. Customers expect to research online, and have online follow them to the store. They also expect real time information on the status of orders, pickup and delivery. With multiple partners stocking and delivering products, this requires new levels of information that must seamlessly connect and be available to customers. The best of breed not only collaborate with customers during the sale, but connect with customers after the sale on satisfaction and future services.

Replacing the 4Ps with the 4Cs Requires Collaborative Partnerships
The traditional 4Ps of Product, Price, Promotion and Place have been transformed by todays empowered customers. To meet the rising expectations for the 4 Cs of Choice, Convenience, Customized, Connections will require competencies and resources beyond the bandwidth of most retailers. Future success will require more than product sales today. Retailers now must strategically collaborate with partners in ways that will enable them to create, and sustain relationships that transcend the sale of a product.

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Chris Petersen and Adam Simon are collaborating on a series of blogs that explore the rise of strategic collaboration and new customer centric ecosystems. This blog series will culminate with a worldwide panel discussion at the ContextWorld CES CEO Breakfast, where a global Brand, Distributor and Retailer will share their perspectives on strategic collaboration.

If you are interested in more information on this CES event, contact tgibbons@contextworld.com.

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The Future of Retail – An ecosystem of strategic collaboration

By Chris Petersen and Adam Simon

Consumer demands are driving a retail renaissance, not an apocalypse
In reviewing world headlines regarding store closings and retailers filing for bankruptcy, it would be easy to conclude that a retail apocalypse is upon us. If you only look through the retail lens of “stores”, many bricks and mortar store formats are struggling. But through the eyes of today’s consumers, it is no longer a question of shopping stores versus online. Customers simply don’t see “channels”, or separate physical from digital shopping.

Customers expect a seamless experience across time and place, with multiple choices of how and where to acquire their purchase. It is these rising consumer expectations for “real time retail” that are outstripping the capacity of individual retailers, distributors and vendors to independently deliver. The future of retail is quite literally becoming a transformation of the traditional linear supply chain into an ecosystem of strategic collaboration.

Innovations are increasingly the product of strategic collaborations
The e-tail giants of Amazon and Alibaba are increasingly viewed as the great innovators and disruptors of retail. Both have driven innovation focused on customer centric choice, convenience and personalized service which has disrupted traditional stores. However, not all of these innovations are internally driven and executed. Both e-tailers collaborate extensively with vendors and resellers in a “marketplace” in order to expand breadth of assortments, without undo inventory exposure and risks. Amazon has even collaborated with the very traditional US Postal Service in order to gain weekend delivery and capacity, and last week announced a collaboration with Kohl’s for the reception of returned goods.

The wave of strategic collaboration is not limited to ecommerce. In its race against Amazon, Walmart is collaborating with a host of partners for assortment breadth, fresh produce and last mile delivery. Walmart’s newest pilot involves partnering with August Home smart devices to enable a Deliv delivery driver to have one time home access to put the groceries in the refrigerator. A unique aspect of this service is the customer can remotely control and watch the delivery real time on the Wi-Fi web cam. It is too early to tell if customers will opt in for this level of in home service. The crucial point is that this level of differentiated, personalized service would be inconceivable without strategically thinking “outside of the box [store]” on how to collaborate with the right combination of partners who can create and deliver it.

Today’s consumer dynamics drive demands that few can solve alone
Today’s omnichannel consumers are quite literally shopping anytime and everywhere. In addition, their purchase has become a journey across both time and place. Regardless of where the purchase takes place (in home, online or on phone), customers now expect a seamless experience with personalized service on how and where they take delivery. Even the very largest retailer, distributor or vendor does not have enough trucks for the “last mile”.

The new dynamics of executing retail dynamically in real time requires technology, systems, expertise and resources beyond the capacity of a single retailer, distributor or a vendor. There are a host of new “retail” issues driving demand for strategic collaboration:

  • Long tail breadth inventory – Who holds the inventory, where and at what cost?
  • Drop shipments – Are forecasts accurate to enable overnight fulfillment?
  • Inventory “everywhere” – Who owns it and who has the risk if it doesn’t sell?
  • Real time availability – What’s required to show store stock plus virtual options?
  • Customer experience – If more SKUs go online, who owns experience and pays for it?

A new partnership and blog series focused on Strategic Collaboration
Chris Petersen and Adam Simon have collaborated on a host of projects and retail events. As they jointly explored omnichannel and digital transformation of retail, clear patterns began to emerge. Omnichannel is the consumer normal, the execution is inherently expensive. Relatively few retailers or vendors can afford all of the infrastructure, systems and costs associated with inventory and fulfillment. They also discovered that many of the innovative retail breakthroughs are in fact a function of strategic collaboration, which in turn is creating a new ecosystem.

As strategic collaboration evolves as a new ecosystem for retail, there are many more questions than there are answers. Over the course of the next 12 weeks Petersen and Simon will share their findings and discussions with leading vendors, distributors and retailers regarding their views of strategic collaboration, including:

  • What are the best practices and pitfalls of strategic collaboration?
  • What are the parameters and guidelines for collaboration?
  • What do you look for in a strategic partner?
  • What are the criteria and requirements for success?
  • How do you measure results?

This blog series will culminate with a worldwide panel at the ContextWorld CES CEO Breakfast where a global Vendor, Distributor and Retailer will share their perspectives. Please contact us for more details on the event or to register!

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Attracting and retaining talent in the Channel

Guest blog by Jessica Hadleigh, Marketing Manager at Thames Distribution Ltd

Last Tuesday, I was lucky enough to be invited to be part of a panel at the new format Channel Live conference, discussing a topic that I am very passionate about; attracting and retaining new talent into the tech channel.

Hosted by Adam Simon, the Global Managing Director of CONTEXT, the panel was truly a wealth of experience that included David Jones, Chief People Officer of Daisy Group, Leon Conway, Co-founder of Channel People, David Pitts, Partner and Founder of Trust Business Partners, and myself.

Our industry is constantly evolving and with every new advancement – technological or otherwise – comes the need for a new skillset to keep our businesses current. Continue reading

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What to expect in IFA 2017?

For growth in the tech industry it’s all about Internet of Things and of course the Internet of Playthings – this year’s IFA will be an exciting place to witness this. The pre-show announcements point to make or break smart watches from Fitbit, new wearables from Samsung, a new connected toothbrush from Philips, a “behemoth” gaming machine from Acer, and new mixed-reality headsets from Microsoft.

The agenda of the various conference programmes, shows that IFA, just like its sister shows CES and MWC, give most airtime to the new, and hardly any to how technology companies can optimise the vast but legacy categories such as PC’s, printers and displays. So, for example, the keynotes will focus on digital health (Philips & Fitbit), “building the possible” (Microsoft – could this be related to their mixed reality offering?) and an intriguing topic of mobile and AI from Huawei – are they launching their own Siri/Cortana competitive offering? The IFA+ summit is focused on IOT, wearables, integrating tech in smart home, and the latest on immersive computing. It’s all about the next level – nothing stands still, although there is a timeless element about the IFA show, with its long history stretching back to 1925.

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As you wander around the 155,000 square metres of space, and get to meet the 1,805 exhibitors, do not forget to put the innovation areas on your itinerary.

Here are two of them: in hall 6.2 there are 78 companies presenting smart home offerings – covering security, lighting, home automation, cloud platforms and gateways. Look especially for the advances in voice control and the linking of smart home solutions to this technology, which is less than one year old in Europe and has already made an enormous difference to the smart home market. Then, not far away, there is hall 26 – this is the innovation pavilion where IFA Next is housed (it used to be known as IFA Tec Watch). Here you will find start-ups and all those next generation products, the ones to watch.

In pavilion 26, there is also another smart home area, with another 10 vendors, and associations, which is also not to be missed. And especially at 4pm on 4th September, when three smart home associations – the Smart Homes & Buildings Association (UK), Fédération Française de Domotique (France), and Smart Home Initiative (Germany), will sign an international cooperation agreement working together to build the category across Europe. CONTEXT is associated with all three associations, having been a force in bringing them together, and already collaborated on a number of pan-European projects.

Lastly, and not least, CONTEXT is looking forward to hosting its annual IFA dinner with clients and partners – the opportunity to hear the latest CONTEXT research on Smart Home and Immersive technology, will be delivered in a delightful Berlin venue, providing a great opportunity to relax, meet up and network.

by AS

 

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Filed under Connectivity, Home automation, IoT, Market Analysis, Mobile technology, Retail, Smart Home, Smart Technology, Wearables

Q2 Round-up: New iPad Launch Softens Consumer Slate Sales Slump

With unrivalled insight into the Western Europe ICT supply chain, CONTEXT has been following with interest the evolution of the PC and mobile computing market. In many ways, Q2 saw a continuation of trends, with PC volume sales continuing to fall and consumer tablet demand remaining weak as buyers divert their spending to smartphones.

However, as always, there were some interesting caveats behind the headline statistics, not least the impressive performance of the new iPad launched in March.

Tablets and detachables
It’s true that overall consumer tablet demand remained weak during the second quarter. Shoppers continued to shift their budgets to other technologies that have come to represent the content consumption devices of choice in this market segment. Larger screened smartphones in particular have become popular for activities like writing emails and using apps as they’re always on and close-at-hand for consumers.

However, year-on-year volume decline was softened somewhat thanks to the launch in March of Apple’s seventh generation iPad. The 9.7in tablet is more powerful than the iPad Air 2 but also heavier and lacking several of the latter’s features such as a Smart Connector, and fully laminated, anti-reflective screen. However, its relatively low-price tag seems to have attracted consumers in large numbers and it sold well in Q2.

This is not unusual for Apple products, which often see strong initial sales. But if consumers continue to flock to the model, it would seem to suggest there’s a need for a high-quality iPad option with a price point more in line with current market trends.

Elsewhere, business detachables continued to grow year-on-year in Q2, dominated by Apple and Microsoft products but with Lenovo making impressive inroads. New products such as Apple’s iPad Pro with a 10.5in screen and Microsoft’s fifth generation Surface Pro helped drive this growth. Business detachables still aren’t selling in huge volumes, but it was one of the few segments to post growth in the quarter.

PC Average Selling Prices continue to rise
On the face of it, the PC market overall saw a bigger than expected drop of -15% year-on-year in terms of volume sales. However, there’s more to this trend than meets the eye. For one, Q2 2017 had fewer trading days than the same period last year and some April sales had been brought forward to March in anticipation of rising prices.

Despite weak demand in some segments, the quarter fared better from a revenue perspective, down just -2% year-on-year as average selling prices (ASPs) continued to rise. The growth in ASPs year-on-year continues to be driven by a blend of currency, component costs and a richer product mix; with the shift to high-end models a welcome continued trend.

Weaker-than-expected sell-through meant that inventory levels are a bit higher than desired, but not worryingly so. It’s likely that the “back-to-school” period will be used to get rid of extra stock, driving a reduction in pricing quarter-on-quarter.

by MCP

 

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Filed under Enterprise IT, IT Pricing, Mobile technology, PCs