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000-219 IBM Sterling Order Management V9.1 Deployment

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000-219 exam Dumps Source : IBM Sterling Order Management V9.1 Deployment

Test Code : 000-219
Test Name : IBM Sterling Order Management V9.1 Deployment
Vendor Name : IBM
Q&A : 104 Real Questions

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IBM IBM Sterling Order Management

Perficient Named IBM 2019 Watson Commerce business accomplice of the 12 months | killexams.com Real Questions and Pass4sure dumps

Perficient, Inc. PRFT, +0.94% (“Perficient”), a leading digital transformation consulting enterprise serving world 2000® and other huge business valued clientele all the way through North the us, announced it has been named IBM’s 2019 Watson Commerce enterprise accomplice of the yr. The IBM Excellence Award, announced all the way through IBM’s PartnerWorld at consider 2019, recognizes Perficient’s ongoing boom and relationships with key purchasers, and concept leadership around the IBM Watson consumer Engagement Commerce platform as an imperative element for digital transformation.

“Our approach to commerce is focused on crafting a experience, connecting with clients, and supplying a seamless customer experience throughout channels and all through the business, imperatives in nowadays’s customer-pushed world,” stated Steve Gatto, countrywide revenue director, Commerce solutions, Perficient Digital. “together, with our customers, we’re transforming businesses in a means that no longer handiest drives boom however strengthens their normal manufacturer, and we continuously evolve our offerings to retain shoppers at the proper of their video game. We’re honored to be recognized via IBM, and we’re eager for sharing our innovative options right through IBM suppose 2019.”

Perficient Digital Takes Commerce options past Transactions to seriously change the customer Lifecycle for a world diversified manufacturer

With branded manufacturers and distributors below pressure from the dramatic shift to on-line deciding to buy, a worldwide diversified company sought to digitally radically change its commerce business. In partnership with Perficient Digital, both businesses delivered optimized consumer revenue, up-to-date product suggestions (PIM), and streamlined the ordering process via construction of a B2B portal. With the implementation of IBM’s Sterling Order management gadget (OMS), and Perficient’s abilities, the diverse brand is future-proofing its business to align with industry developments and market alternatives.

additionally, the business’s OMS will supply them more advantageous flexibility in managing complex order management eventualities, improved reliability so as processing and fulfilment, and a cost discount in implementing throughout its business. it's going to extra enable the organization to bring service enhancements to its purchasers, optimize its pricing, advertising and ordinary supply chain, boost earnings due to more desirable stock visibility, and in the reduction of prices through improved efficiencies in order visibility.

Perficient Digital Enhances the on-line customer event for a number one material Retailer

In a market that has historically relied on brick-and-mortar experiences, a leading textile and craft retailer became challenged with extending the customer event on-line. Perficient partnered with the business to put into effect an IBM Watson Commerce answer that supplied up-to-date visibility of its inventory and more desirable tracking of its product volume, location, and availability. employing IBM Order administration, Perficient additional superior the solution via cloud migration that presents a single view of supply and demand, orchestrates order achievement tactics across purchase online Pickup In shop (BOPIS) and Ship-from-save (SFS), and empowers company representatives to greater serve consumers both in call centers and in-keep engagements.

“Perficient has been deploying IBM Commerce options for well-nigh two decades, presenting conclusion-to-conclusion digital commerce options that embody multiple channels, and carry seamless and efficient experiences throughout their whole commercial enterprise,” pointed out Sameer Peera, customary manager, Perficient’s commerce practice. “With the fresh news that HCL took over construction of IBM WebSphere Portal, IBM net content material administration and net adventure manufacturing unit, our consumers proceed to engage us for assist with their digital commerce innovations. We’re blissful to be their go-to accomplice as they navigate the changing market landscape and deliver for their consumers.”

Perficient potential in motion at IBM suppose 2019

apart from its award-winning commerce solution capabilities, Perficient specialists are on hand all through the IBM consider 2019 convention in booth #320 to talk about its adventure and abilities across the IBM portfolio , primarily cloud, cognitive, statistics, analytics, DevOps, IoT, content management, BPM, connectivity, commerce, mobile, and consumer engagement.

while IBM has announced its plans to promote its commerce portfolio, the information of its acquisition of red Hat also signaled the criticality cloud construction and start play in a success conclusion-to-end digital transformations. As an IBM international Elite partner, one of best seven partners with that status globally, and a purple Hat Premier accomplice, Perficient is smartly located to work with both groups via this transition. And, our specialists may be on hand all the way through IBM feel to focus on a way to navigate the cloud market, share key customer success stories, and provide strategic potential on the alternatives ahead for shoppers.

“know-how is changing so swiftly, and companies deserve to preserve tempo or face disruption,” observed Hari Madamalla, vp, emerging solutions, Perficient. “With potential and experience in all features of the commerce adventure, to main cloud, internet hosting, managed capabilities and assist solutions, firms turn to Perficient as a go-to associate for their digital transformations.”

be a part of a few Perficient subject matter experts and our shoppers as they latest throughout six IBM think sessions, together with:

As a Platinum IBM company partner, Perficient holds more than 30 awards throughout its 20-year partnership history. The enterprise is an award-profitable, certified utility price Plus solution issuer and one of the vital few partners to acquire dozens of IBM skilled level utility competency achievements.

For updates right through the experience and after, connect with Perficient specialists on-line via viewingPerficient and Perficient Digital’s blogs, or observe us on Twitter@Perficient and @PRFTDigital.

About Perficient

Perficient is the main digital transformation consulting firm serving world 2000® and commercial enterprise valued clientele all through North the us. With unparalleled assistance expertise, administration consulting, and artistic capabilities, Perficient and its Perficient Digital company carry vision, execution, and price with staggering digital event, company optimization, and industry solutions. Our work enables purchasers to enrich productiveness and competitiveness; grow and improve relationships with shoppers, suppliers, and companions; and in the reduction of prices. Perficient's professionals serve consumers from a network of offices across North the united states and offshore places in India and China. Traded on the Nasdaq international choose Market, Perficient is a member of the Russell 2000 index and the S&P SmallCap 600 index. Perficient is an award-successful Adobe Premier accomplice, Platinum degree IBM company companion, a Microsoft national carrier company and Gold CertifiedPartner, an Oracle Platinum accomplice, an superior Pivotal capable accomplice, a Gold Salesforce Consulting associate, and a Sitecore Platinum accomplice. For extra information, visitwww.perficient.com.

secure Harbor observation

some of the statements contained in this information free up that aren't merely ancient statements focus on future expectations or state other forward-looking information regarding monetary results and company outlook for 2018. these statements are area to primary and unknown risks, uncertainties, and other components that could trigger the exact consequences to vary materially from those meditated by means of the statements. The ahead-looking counsel is in keeping with administration’s existing intent, perception, expectations, estimates, and projections involving our enterprise and our business. you'll want to be conscious that these statements simplest reflect our predictions. genuine routine or results may also fluctuate significantly. critical elements that could cause our precise consequences to be materially distinctive from the ahead-looking statements consist of (however aren't restricted to) those disclosed below the heading “possibility components” in our annual file on form 10-okay for the year ended December 31, 2017.

View supply edition on businesswire.com: https://www.businesswire.com/information/home/20190212005973/en/

source: Perficient, Inc.

Ann Higby, PR supervisor, Perficient, 314-219-8836ann.higby@perficient.com

Copyright enterprise Wire 2019


GSA goes with IBM cloud to increase acquisition capabilities | killexams.com Real Questions and Pass4sure dumps

Cloud Computing

GSA goes with IBM cloud to increase acquisition capabilities
  • by way of Frank Konkel
  • Oct 21, 2013
  • The standard functions Administration is getting focused on supply chain administration, making a choice on IBM to give the cloud infrastructure and whole end-to-end capabilities within GSA world deliver, which offers $1 billion price of business goods and functions yearly to government consumers international.

    As part of the five-12 months, $30 million contract introduced Oct. 21, GSA will set up IBM's SmartCloud for govt to address some 5.5 million annual orders. while cloud hosting is an important a part of this deal, or not it's the extra capabilities IBM will supply GSA that make it a large victory for big Blue.

    GSA world supply will make use of several cloud-based mostly options from IBM beginning in early 2014, together with its Sterling Order management and Sterling B2B Integrator, enabling GGS a single view of order administration for demand, stock and provide throughout its international supply chain networks. GSA will also make use of IBM's analytics utility, the usage of buy records and different huge data to determine tendencies, order patterns and employer stories.

    Leveraged with IBM's SmartCloud for government, these and other features are expected to support GSA streamline its enterprise mannequin over the next 5 years.

    "The GSA is showing significant management for other govt businesses by using relocating their order management device to the cloud," observed Anne Altman, prevalent supervisor of IBM's federal division.

    "IBM SmartCloud will raise visibility into GSS channel operations and make feel of large statistics inside, but also optimize inventory and supply considerable system innovation, resulting in greater enterprise approaches to manipulate the agency's substantial give chain and logistics operations," Altman talked about. "this will cut back costs; developing extra productive consequences for GSA purchasers, and finally translate into a improvement for the taxpayer."

    for many of 2013, IBM has been locked in a battle with Amazon internet functions for the right to advance a $600 million cloud computing infrastructure for the CIA. Yet besides the fact that AWS sooner or later win that deal -- as looks possible in response to recent prison lawsuits -- it might not be a foul yr for IBM.

    massive Blue's cloud computing profits handed $1 billion all over the third-quarter – the first time that has came about – and in the first three quarters of 2013, its cloud revenue jumped 70 % over remaining 12 months. that is despite the enterprise taking a third-quarter income hit of greater than $1 billion -- $23.seventy two billion compared to remaining year's $24.seventy four billion -- in significant part because of vulnerable efficiency from the enterprise's hardware division.

    in terms of standard price, IBM landed its biggest public sector cloud contract so far in August, securing an interior department deal value up to $1 billion over 10 years. IBM officials expect its SmartCloud for govt answer to reap Federal risk and Authorization management application (FedRAMP) compliance through year's end as well, that means it's going to conform to the govt's rigorous cloud computing protection specifications.

    The GSA deal, however, highlights how lots of IBM's increase in the cloud market is as a result of the end-to-end features it gives on correct of the cloud infrastructure itself. IBM has long supplied agencies with skilled consulting and different B2B solutions that many cloud infrastructure suppliers would have to subcontract out.

    "The explanation why IBM changed into chosen here is we could not only deliver [GSA] the cloud gadget, however the end-to-end capability – the analytics and new methods to analyze enterprise and efficiency," referred to Luann Pavco, managing partner for IBM Public Sector functions. "There basically is a change between IBM and a basic cloud infrastructure provider."

    concerning the writer

    Frank Konkel is a former personnel author for FCW.


    IBM STERLING ORDER administration system on-line training provided with the aid of MAXMUNUS | killexams.com Real Questions and Pass4sure dumps

    IBM STERLING OMS

    IBM Sterling Order management provides order orchestration through a centralized inventory, order promising and achievement hub to help omni-channel achievement. It helps businesses increase fill rates and inventory turns, in the reduction of markdowns, improve customer loyalty and increase share of pockets.

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    Ø greater effectivity in managing and gratifying orders across your extended enterprise

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    IBM Sterling Order Management V9.1 Deployment

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    Is your DC struggling with fulfillment? Consider DOM software | killexams.com real questions and Pass4sure dumps

    Home > Technology > Is your DC struggling with fulfillment? Consider DOM software

    Technology May 14, 2012

    Column | techwatch

    "Distributed order management" applications determine the best fulfillment location for a particular order.

    By James A. Cooke

    The days when consumers did most of their shopping at stores are long gone. Today's shopper is just as apt to order an item online or with a mobile phone as walk into a shop, and that's creating big headaches for some retailers. In particular, many are struggling to make sure they have the right inventory on hand and in the right places to keep the customer happy.

    That's why a number of retailers have begun using a type of software known as "distributed order management" (DOM). Distributed order management applications determine the best fulfillment location for a particular order. Essentially, they provide visibility into inventory holdings on a network-wide basis—at distribution centers, in stores, and even at supplier sites—so the retailer can decide where to pull the product from. For instance, the app might indicate that the retailer's best option for filling an online order would be to pull the item from a store, rather than the e-commerce site's fulfillment center.

    "A lot of retailers grew up using different systems and serving different channels," says Chad Hooker, senior director of supply chain solutions at the Oxford Consulting Group. "With DOM, you get the visibility as to what the customer is doing across all channels."

    Although retailers are currently the main users of DOM software, industry experts believe that other sectors struggling with order fulfilment across multiple channels may soon begin turning to these apps as well. Hooker notes that the government is showing an interest in this type of software, while Gartner analyst Jessica O'Brien says that the life sciences industry has started looking into its use.

    Despite the recent surge of interest, DOM software is not new. These applications have been around for more than a decade. But they've been gaining traction in the retail sector in the past two years as more merchants struggle with multi-channel fulfillment. Interest in this application is "largely driven by retail and the need to support all-channel commerce seamlessly without busting the budget," explains Jim Le Tart, director of marketing at RedPrairie, one vendor of this type of software.

    In addition to RedPrairie, a number of well-known vendors provide DOM software, including Manhattan Associates, Sterling (IBM), Oracle, and Softeon. Other software companies in this space include Jagged Peak, IMI, OrderMotion, and VendorNet.

    Prior to the changes in consumer shopping behavior, companies were hesistant to invest in this kind of software because of the integration work involved. DOM software must connect to multiple systems, including warehouse management systems, front-end e-commerce systems, merchandising systems, order management systems, point-of-sale systems, and customer relationship management systems.

    Because of the amount of tie-in work required, installation and deployment of DOM systems are expensive undertakings. Although the actual cost depends on the order volume and the complexity of the integration, Gartner analyst O'Brien says installation of this type of software can easily reach $1 million. "They are definitely not cheap projects," she says.

    Despite the huge capital investment for this software, a lot of retailers would rather deploy a DOM system than upgrade their existing systems or install new ones. "They look to use their current [information technology] infrastructure without having to rip out and replace existing systems," explains O'Brien. "They can have a layer of inventory visibility and enable intelligent order sourcing throughout their distribution network."

    The payback for users comes about from the savings in improved inventory management. "You're not stockpiling inventory," says Hooker, "because instead of having the stores just pulling from the store DC and the dotcom pulling from the dotcom DC, you can pull from the entire network."

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    Feedback: What did you think of this article? We'd like to hear from you. DC VELOCITY is committed to accuracy and clarity in the delivery of important and useful logistics and supply chain news and information. If you find anything in DC VELOCITY you feel is inaccurate or warrants further explanation, please ?Subject=Feedback - : Is your DC struggling with fulfillment? Consider DOM software">contact Chief Editor David Maloney. All comments are eligible for publication in the letters section of DC VELOCITY magazine. Please include you name and the name of the company or organization your work for.


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    No result found, try new keyword!I’m also very excited to announce a new project for a current LiveArea client to deploy IBM’s Sterling Commerce Order Management System or OMS in ... Our first production deployment of a FaaS pop-up i...

    INTERVIEW Alex Alexander of Yoox Net-A-Porter on innovation | killexams.com real questions and Pass4sure dumps

    It is only two years since the merger of Yoox and Net-a-Porter but since then much has been done to integrate these two fashion retailers, which sell luxury in-season fashion and out-of-season discounted goods as well as developing flagship ecommerce sites for luxury brands. Listed on the Milan stock exchange, the Yoox Net-a-Porter Group has headquarters in Bologna, Italy – where Yoox is based – as well as in London, where Net-a-Porter has its roots. Commercial and tech teams are based in both locations. The Group has a turnover of almost £2bn and set its sights on double-digit growth through to 2020.

    As well as boosting sales through its multi-brand in-season Net-a-Porter and Mr Porter sites the Group aims to increase sales of multi-brand off-season luxury fashion from its original Italy-run Yoox.com and the Net-a-Porter launched site, The Outnet. Its expertise in luxury content and customer service will further be brought to the fore through partnerships with luxury brands for which it designs and operates flagship ecommerce stores. It currently operates 40 flagship stores for brands including Armani and Chloe using technology from the Yoox arm of the business.

    It plans to deepen the digital opportunity for these brands through development of omnichannel capabilities, native apps services, editorial content, tailored customer service, and further creative and digital projects.

    Core platform

    Since the merger, the group has been reorganising its operations around three distinct parts of the business – in season, off season and flagship stores. A core cloud-based platform has been developed with IBM using Yoox’s proprietary software and IBM WebSphere Commerce. This will provide a robust and scalable foundation for the different ecommerce sites within the business as well helping to ease post-merger systems integration. Running all of the businesses on one platform also provides a single focal point for in-house technology development.

    In addition, working with IBM gives YNAP access to the IBM Innovation Lab and the Fashion & Luxury Innovation Committee. The core commerce platform is underpinned by product information management, IBM Sterling Order Management and back-end systems including ERP and warehouse management systems. “Decoupling the front end from the platform means we can create the differentiators and maintain the DNA of the brands while we focus on the platform to just expose the services, so if you look at Net-a-Porter or Moncler they are pixel perfect but they are all different, but that is all experience, UI and UX,” says Alex Alexander, CIO, Yoox Net-a-Porter Group. He adds: “They all use the same sort of capability but not all brands want the same features, certain payment methods or checkout features.” Aspects such as these are determined at the brand level, based on the features they want to enable for customers, along with regional aspects such as payment methods.

    UI and UX can further localise the experience. The idea is to build only once with a set of APIs enabling the core functionality and features to be used many times in different ways across the various brands. This enables brands to differentiate and provide the desired experience for their own customer base, whether it is via a mobile app, m-web, smart watch or in-car device. In addition, the front-end customer experience can be differentiated by country or even by customer. One core global platform also means that the tech teams can develop solutions for specific brands with functionality added into the core platform and then made available to all.

    Funding this five-year growth plan is an investment of more than £462m (€500m) in technology and logistics across the group, including a new Tech Hub in London which opened at the end of June.

    The Tech Hub

    The Tech Hub, in London’s White City, brings together 500 developers from two separate offices in the capital, with space for a further 100 recruits, Alexander explains. It works closely with the group’s other tech hub in Bologna, which also has 500 developers. They work on projects across the business but each has its own areas of expertise: Bologna is a centre of excellence for fulfilment optimisation, warehouse management tools and techniques, and omnichannel, order management and ERP, while London focuses on mobile, content, visual merchandising and artificial intelligence (AI). Each area of functionality has a lead, such as the owner of payments functionality, but the team working on it may be spread across both locations.

    Data is a global team effort, for example, but some of the niche smart data elements are being worked on in London. AI’s initial base was in the capital, but Alexander believes that within 2 years it will be applied across every part of the business as niche technology uses are matured in one centre and then migrated to the rest of the organisation. For the past two years, the two Tech Hubs have been working closely together on a number of projects and co-locating project teams between Bologna and London. Alexander explains: “We tried to encourage face-to-face working in the early days of 2015/16. It was essential to building a global team you have to know people and interact with them.” He adds that some projects were deliberately chosen in 2016 to ensure people from both locations had to work together. A mobile initiative, for example, was set up in a similar way to a start-up so the team had to work out their own co-location arrangements and complete the product development at the earliest possible time.

    The group has invested heavily in video and conferencing tools at the London hub, as well as in collaboration apps and unified communications tools, to enable continued close working across project teams wherever they are located. “We tried to encourage face-to-face in the early days but now the teams are effectively working as a global team so we can use collaboration tools and video tools to maintain that collaboration,” says Alexander “The notion of one team is so important to me,” he adds. “Because as a global team, unless we think and act as one team, we won’t be effective to support a global business, and that is one of my key priorities, to continue to reinforce this one team mindset.”

    Alexander aims to put YNAP at the forefront of technology innovation in luxury retailing and to create a team that’s able to develop in a sustainable way wherever particular project teams are based – and that may extend to further tech hubs in different locations in the future. He comments: “I want to have more technology hubs because of the diversity of the talent and the speciality we can get from different locations is key. We have cracked the notion of creating a global technology team and the next focus is execution.

    Innovating with AI

    “AI is one of the technologies which will transform our business. Every decade there is a game-changing technology which comes to the landscape and I see AI as one of those game changers which will help us give our customers a personalised experience and not look at customers as a segment but as an individual,” says Alexander. YNAP plans to use AI in areas such as returns optimisation, pricing optimisation and targeted marketing enhancement and its focus this year is natural language search.

    Three pillars

    The tech hubs are concentrating on three pillars for the business growth: personalisation, omnichannel and mobile. Underlying much of this is machine learning and AI. “Personalisation is key to creating inspiration for the customer,” says Alexander explaining how the Group plans to enable one-to-one personalisation of every aspect of customer interaction, be it on web, mobile, apps or other touchpoints. He believes that true personalisation means understanding each customer, their location and their mission.

    His stated goal is to enable one-to-one personalisation in terms of assortment, outfit curation, experience, content and pricing. “The way we are trying to achieve our personalisation objective is through AI and machine learning and key to that is smart data,” he adds. The Group has view of lots of data on customers from its own sites, in the form of how they behave and their searches, as well as from external sources, including the images they viewed on Instagram. However, as Alexander points out: “Only AI and machine learning can actually process all kinds of data because that data is partly structured. But the majority of it is unstructured data and putting all of that together is what our AI and personalisation strategy is all about. That is the key game changer for us in being able to create the personalised experience for our customers.” Further external data, such as the weather, the customer’s current location and the location of the occasion for which they are buying attire can be combined with this data to give a fully personalised outfit recommendation experience. He comments that there is no point sending someone an offer for a fur coat when they are spending Christmas in Australia.

    YNAP is using IBM Watson to build, train and test a natural language engine which will allow customers to speak or type into a mobile app without having to adhere to specific rules. Alexander gives examples of a customer wanting to buy a skiing outfit from a specific brand or someone saying they want to buy a gift for their husband. “We’re building the engine and testing it and this can then be exposed to the front end,” he says. How the different sites utilise the technology will be up to them. Another feature being developed with AI is an outfit builder which uses personalisation data held by the company, such as the customer’s clothes size and preferred brands. The outfit builder can be triggered by a retailer, personal shopper or by the customer themselves with different forms of interaction added at the front end. Visual search is also being investigated. This enables a shopper to upload an image of someone and say that they want to purchase a similar outfit. The engine will then build them an outfit based on that photograph offering garments sold by the retailer or the brand.

    Omnichannel

    Omnichannel development is providing opportunities for the flagship stores to fulfil customers’ need for speedy omnichannel solutions and enabling them to pick up items from anywhere in the world and return them either to the same store or to another one in a different country. Customers will also be able to order certain brands from Net-a-Porter and pick up their purchase from the brands’ own shops. This ‘omni-stock programme’ uses IBM Sterling Order Management to provide the Group with a single, global view of stock across the distribution centres of Yoox, Net-a-Porter and the brands’ own stores. Distribution centres across the Group are being repurposed in line with the in-season and off-season businesses, and a hub and spoke model implemented so stock efficiencies can be increased as well as growing the level of full-price sell-through. The model also future proofs the movement of goods against possible post-Brexit customs duties.

    The omnichannel functionality will in addition enable more flexible fulfilment options and services, including same-day delivery in New York, London, Milan, Dubai, Shanghai and Tokyo. It will also enable the flagship stores to have a better view of customers and link their online and offline behaviour. Yoox and the flagship stores have already migrated to IBM Sterling Order Management with Valentino becoming the first brand to go live with the first phase of omnichannel functionality in September. Net-a-Porter and Mr Porter have moved across to the Yoox Group’s ERP and will migrate to the new OMS in 2018, when they also move to the full commerce platform. The Outnet will migrate to the full platform at the end of this year. Italian brand Moncler was the first of the flagship stores to run on the commerce and content part of the platform when it went live this July.

    Mobile

    Mobile apps are becoming increasingly important for YNAP. The number of brands selling via apps is growing every financial quarter and now accounts for 50% of all sales, compared with last year’s 40%. The company is investing in iOS and Android apps to meet the varying demands of customers in all the countries in which it does business. “We can really deliver an inspirational experience through mobile,” says Alexander.

    The company has recently added messaging via mobile apps and screen sharing, whereby a personal shopper can share information with a customer. YNAP has ambitious plans for the future as it moves towards becoming a mobile-only company, investing in mobile frameworks – to enable speedier deployment and faster apps as well as new services for existing apps – and developing AI and natural language capabilities. For example, customers when travelling will be able to ask what’s trending and what the weather is like at their destination and then collect their order from the closest store. The Group’s Tech Hubs need to balance innovation and the core platform with the needs of each individual company as well as having an understanding of the end customers. If a number of sites are experiencing similar issues, a single functionality can be developed for the core platform but deployed in different ways to match customer behaviour on the individual sites.

    The level of cart abandonment, for example, was lowered through subtle messaging which showed the shopper the items that had been left in the basket the next time they visited the app. “The tone of the message was such that it was not seen as a random message,” Alexander says. An R&D team is looking further ahead to explore technologies which have yet to be commercially proven, such as augmented reality and shopping from physical shop windows when the store is closed. It is also investigating new use cases for proven technology such as visual recognition in warehouses. “It’s a fail-fast approach,” Alexander comments.

    As new technologies and business uses are developed, refined, tested and proven, they are added to the core platform and so made available to all of the retailers and brands. Integration plans and cross-group working certainly seem to be working for the business. In the first half of its financial year its net revenues hit £923m (€1bn) for the first time, an increase of 19.5% on an organic basis compared with £828m (€897m) in the first half of 2016. YNAP has successfully launched Moncler as the first online flagship store on the new front-end platform as well as signing a multi-year global agreement for the new Ferrari online flagship store. Over the same period it recorded 400 million site visits, compared with 342.7 million in the first half of 2016, and 4.5 million orders (3.9 million) with the average order value increasing by €10.

    Active customers are on the rise, too, hitting the 3 million mark in the first half of 2017 (2.6 million). With more parts of the business migrating onto the new platform and the synergies that brings, along with optimisation, innovation and engagement, the Group is set to further establish itself in the minds of its customers worldwide, while new markets and the rise of personalised experience on mobile devices ensure its sites remain close at hand.

    A longer version of this interview first appeared in InternetRetailing Magazine in September. Click here to explore the series of magazines.

    Image author: Gabriel de la Chapelle

    Image courtesy of Yoox Net-A-Porter



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