Page 78 - ALL ABOUT RETAIL אוגוסט 2016

Thursday, 17 November 2016: KEYNOTE SESSIONS

9:30KEYNOTE:

Be Easy to Buy: The Real Shopper Fundamentals

Jenni Romaniuk, Professor, Ehrenberg-Bass Institute, University of
South Australia and Co-Author, How Brands Grow Part 2

The evidence tells us two things are important in marketing: Mental availability (being easily
thought of) and physical availability (being easy to buy). Drawing on her new book How
Brands Grow Part fo slatnemadnuf yek eht thgilhgih lliw lliw kuinamoR inneJ rosseforP , 2
ot woh thgilhgih osla lliw ehS .noitubirtsid tsuj naht erom si ti woh dna ytilibaliava lacisyhp
.ygetarts reppohs a gnitavitca nehw ekam sretekram sekatsim nommoc emos diova

10:15FEATURED CASE STUDY:

The Use of Virtual Reality in Shopper Research Emmanuel Malard,

Consumer & Market Insight Manager, Samsung Electronics France

This case study will assess the effectiveness of Virtual Reality in shopper research and open
the door to many opportunities in in-store behaviour analysis. When conducting tests in real
stores, researchers often face various obstacles (retailer refusals, test conditions that are
difficult to control, etc.). The Samsung Experience Store at La Madeleine in Paris offers its
shoppers a fantastic opportunity to come in direct contact with the brand’s products and to
visualise their latest innovations. In this context, meeting the shoppers’ expectations of an in-
store experience requires regularly updating merchandising, store layout and communication
materials. The innovative aspect of the project was to use 360° virtual reality immersion for
market research purposes rather than gaming and leisure. The final objective was to validate
whether 360° virtual immersion could become part of research toolkit for researchers and
whether any improvements would be needed.

11:45KEYNOTE:

How to be More Agile in Today’s Volatile, Uncertain,
Complex and Ambiguous (VUCA) World

Nahal Yousefian, Director Culture and Engagement, Tesco

As leaders, you are very much aware of this chaotic “new normal” in business being real. We
are aware of how the financial crisis of sledom ssenisub ynam deredner elpmaxe rof ,2008
ralimis stnemnorivne tnelubrut otni degnulp erew dlrow eht hguorht snoitazinagro sa ,etelosbo
1990 eht ni yratilim eht yb decaf esoht ot s. At the same time, rapid changes marched forward
as technological developments like social media exploded, the world’s population continued
to simultaneously grow and age, and global disasters disrupted lives, economies, and
businesses. Trust is low with consumers and employees across all business sectors. This
trust erosion is primarily due to the fact that leaders are ‘forced’ by the nature of their position
to adapt and figure out a way through these volatile and uncertain times. The pace of change
and the sheer number of ‘new’ ways of communicating, shopping, interacting and working are
overwhelming the average person who has other priorities to worry about. Big industries are
being challenged and their fundamental business models changed. The one consistent
lesson that every organization is beginning to learn, is that now more than ever, the
organization must be in service to its people. A service culture would be to shift our focus
inward versus outward and help our people (colleagues and customers) make sense of the
world, giving them the tools to manage through all this change and thereby unlocking what
potential they have to help us take this organization to the next level. We can no longer
guarantee stability, in fact stability has been replaced by agility. Colleagues and customers
together help drive innovative and entrepreneurial thinking to help shape the future relevance
of the company in this marketplace. This remarkable story reveals the simplest way to
manage through this VUCA world is through service.