aplicaciones empresariales comerciales Archives - SkillNet Solutions

The frictionless shopping experience and metrics for customer value

This post was first published on Medium.com

In his yearly letter to shareholders published 15th of April 2021, Jeff Bezos shared some fascinating back of the envelope calculations on the value that Amazon creates to its customers.

28% of purchases at Amazon are completed in three minutes or less and 50% in less than 15 minutes. He concludes than on average a shop in Amazon takes 15 minutes. In contrast, he mentions that a visit to a store would take on average an hour and each customer would save two visits to the store per week (this latter part lacks mention of how that data was arrived to) If a time saving is value as 10$ per hour and multiplied by the 200 million of Amazon Prime members, the value creation in 2020 alone is $126 billion (after discounting the cost of Prime member fees)

As Amazon prime member myself, I have completed many of these quick purchases and find the value proposition compelling. However comparing time of purchase in store, which includes time to travel, with time for a digital sale is not a fair comparison. The lockdowns and pandemic have accelerated the transition to digital sales but should have also reminded us of the importance of the in store sales experience.

The challenge to compete with Amazon for retailers is huge. The logistics and commercial advantage that Amazon has through its scale are unparalleled. However if the main value to customers as stated by Jeff Bezos in this letter, is a frictionless digital sale, this is something that retailers can improve on today, on their own digital experiences.

A frictionless digital experience is only part of the value proposition for a store sale. If it is a convenience shop in a store, customer is not travelling to the store, the location is nearby and needs to have the ability to be in and out quickly, it is indeed the main value. Solutions around scan and go should be available so there is no need to interact with staff, if the customer doesn’t want to. This is not a sale that takes an hour. However if customer is travelling to a shop, in order to be motivated to do so, having a different rich experience is what would differentiate from buying online.

Metrics to differentiate between time spent in friction in the sales process and the value add provided by an in person experience are useful to explain why people still go to shops. Investing in both frictionless digital experiences and rich interactions delivers on critical metrics to generate value and compete against Amazon. The value add can translate into entertainment, education, loyalty rewards, gamification, social interaction, or others based on the specific retail brand. This value add is part of the digital solution.

At SkillNet a lot of our focus over the last 12 months has been to help retailers to design and implement the right digital customer journeys with the metrics built-in to track and reduce friction and enrich customer experience. Starting with the customer journey allows to ask the right questions about how to best use technology to serve customers and better measure the real value creation. Knowing the technology and the retail domain operation is still critically important but not sufficient.

As Jeff Bezos reminds us in most of its public communications, Amazon’s vision for being Earth’s most customer-centric company has paid off well.

The mechanics behind successful customer experience

Delivering Successful Customer Experience

Being a maker of modern commerce isn’t just about building cool looking applications and utilizing the latest and greatest architectural patterns. It’s about a complete and holistic approach to delivering a superior customer experience. Right now, as we enter the New Normal, everyone seems to be talking “customer experience” and that’s certainly a step in the right direction. But what are the mechanisms required to deliver a successful customer experience that will differentiate and separate your retail business from  the competition?

Focus on the Customer

While it’s important to have a strong and stable back-end supporting your applications and systems, without a focus on the front-end experience all those great integrations and data sharing won’t matter once the application is deployed in stores. If the experience isn’t usable and fails to meet the customer’s needs, whether the customer is the consumer or employee, the application will collect dust on a shelf and not be used. This will result in an application which will be a complete waste of money.

Focusing on the front-end means talking to your customers and finding out what they want and need. What’s also important to remember is that many customers may not know what they want and need. Or, worse, be wrong about what they think they want or need. If you get this wrong then you’re back to “App on a Shelf”. So how do you get this right?

Modern Methods for Modern Commerce

  • Agile
  • Design Thinking
  • DevOps

Usually, the first modern development methodology that comes to mind is Agile. While certainly not without its problems, Agile is a far cry and way above the traditional waterfall approach. It also has many different incarnations such as Kanban and Scrum that allow teams to find out what works for them. But what’s most important is keeping Agile as a philosophy and remembering the key values of Agile and not let yourself get caught up in the processes and “rules” of Agile. Trust your teams to build working software through constant collaboration with customers and never be afraid to respond to change.

As you work in an Agile environment, Design Thinking becomes a critical piece of the development puzzle. By working interactively with the Design Thinking steps, and not being afraid to work the steps out of order, you can build better applications, prototypes, and a customer experience that will better serve your business. Design Thinking is about making sure you hit all the important concepts. You have to start with talking to your customers and determine what they want and need. Then you need to define these wants and needs as requirements. Next, have brainstorming sessions with your team to develop new and innovative ideas. Building a prototype based on these ideas will allow you to do some testing and get some valuable feedback. This feedback will tell you what you need to do next. Maybe you need to go back and talk to your customers again. Maybe your requirements were off. Maybe your idea needs a few tweaks.

With both Agile and Design Thinking it’s time to get technical. This is where DevOps comes in. Like both Agile and Design Thinking, DevOps is an iterative approach that constantly loops back on itself to improve and proactively produce working software that is usable, desirable, and feasible. The cycle of DevOps allows for working releasable software to be in constant production. By always building releasable software on a consistent basis, you can easily react to new customer requirements instead of having to wait for a yearly scheduled release.

Continuous Improvement

The only way to improve is to collect and analyze quality feedback from your customers. There are multiple ways to generate this feedback. On one end of the spectrum are surveys. These can be sent out to customers as an email where, hopefully, enough customers will participate to create adequate actionable feedback. On the other end of the feedback generation spectrum is direct one-on-one interviews with customers. This may be more difficult with consumers than employees but it is extremely worth the effort. This is how you find out whether or not you truly understood what your customers desired and whether or not you delivered. The key here is that negative feedback is good. Negative feedback is actionable. Positive feedback feels good but doesn’t really give a viable means to improve. And if you’re not improving then you’re stagnating and if you’re stagnating then your competition is about to pass you by. In between surveys and interviews are focus groups where the opinions of groups of customers are solicited. This is another  great way to gather large amounts of feedback quickly and in an inexpensive manner.

In summary, using modern methodologies, focusing on end customer experience, and gathering continuous feedback will allow retailers to deliver a successful customer experience to consumers and employees. It will also keep you to ahead of the competition by differentiating your businesses.

Enhanced in-store customer experience with digital transformation of Retail Systems

SINSA enhances in-store customer experience with digital transformation of Retail Systems

Brief

SkillNet partners with SINSA in the digital transformation of core retail systems (including POS, Merchandising & Store Inventory) to improve customer satisfaction and increase efficiencies in operations.

About the client

Founded in 1990, SINSA is the largest home improvement retailer in Nicaragua. It has four business units, with retail comprising 75% of the company’s sales, followed by project and engineering services, wholesale and car battery distribution.

SINSA operates 24 stores and wholesale outlets offering 65,000+ SKUs in 15 categories of home improvement products (hardware, tiles, electric components among others) and services for the remodeling, construction, decoration and electrical industries.

Challenges

SINSA is one of the fastest-growing home improvement retailers in Central America. Its mission is to offer an integrated solution to all customers in construction, renovation, and decoration projects. Within its stores, customers could negotiate prices, and associates can offer discounts within certain ranges. Additionally, customers could pick up their purchases from a store or distribution center, create quotations and process them at a later date.

Apart from constantly looking at improving operations, the SINSA team wanted to ensure their retail platforms could support the company growth. They also wanted to be more agile and better support customer needs with process digitization. Given the focus on enhancing customer experience, they also felt that it was important for store associates to have access to updated inventory information.

Since SINSA’s homegrown retail system could not keep pace with the company’s growth or requirements, the team felt the need for an integrated retail system (including POS, Merchandising & Store Inventory) that met international standards while supporting their requirements.

Solutions

After selecting Oracle products for the digital transformation, SkillNet was chosen for the implementation of Oracle Xstore POS, Oracle Retail Customer Engagement, Oracle Retail Merchandising Systems and Oracle Fusion Financials. SkillNet’s in-depth knowledge of the retail industry, expertise in Oracle Retail, along with its LATAM capability and presence made it an obvious choice to support SINSA’s ambitious digital initiative.

SkillNet ’s consulting expertise helped define and design new processes across the organization. One of the key areas of transformation was in the redesign of pre-sale and post-sale processes for customer engagements. Other processes such as Equipment Rentals, Quotations, Distribution Center Pick Up and Returns, selling of defectives items at discounts and loyalty programs (Gift Cards and Gift Registry) were also part of the digital transformation.

Oracle Retail Xstore POS was introduced successfully across SINSA’s retail stores including the largest locations with over 50 registers per store.

Results

SkillNet has been instrumental in helping SINSA achieve its digital transformation goals with increased efficiencies in operations and improved customer satisfaction.

With the new systems, store associates can access inventory systems on their computers or from their mobile phones. The retail focused CRM, Oracle Retail Customer Engagement, provides store associates with a detailed view of customer transactions in real time.

Due to greater level of details at item levels, the efficiency of replenishment in warehousing has increased. This ensures increased availability of popular items.

The new systems also allow customers to add items to their basket from different parts of the store and pay at the exit. The new POS system has enabled SINSA to improve processing time resulting in 33 percent reduction in customer wait time. All of this has contributed to richer in-store experiences resulting in increased customer satisfaction.

We are delivering on our vision to become more agile and satisfy our customer’s needs through a digital transformation process that starts by analyzing our processes, making adjustments and adopting a modern platform that can help us reduce risks and bring scalability to our business units as we continue to grow. Roger Vargas, Continuous Improvement Manager at SINSA

About SkillNet

SkillNet Solutions, Makers of Modern Commerce provide consulting and technology services to companies that are digitally transforming their retail business to modern commerce. Our services enable clients to rapidly anticipate and respond to changing consumer behaviour. Through engineering and enterprise-grade implementation of cloud and SaaS applications, SkillNet creates rich customer journeys for local and global brands to stay ahead of the curve. Our solution accelerators enable clients to quickly become more agile and efficient in harnessing technology.

Located in the heart of Silicon Valley, SkillNet partners with industry leaders like Oracle, SAP Commerce Cloud (Hybris), Salesforce, Magento and AWS to enhance online and in-store experiences. Since 1996, we have worked with retailers across 53 countries to deliver exceptional customer experience and growth. Our award-winning solutions have enabled global retail brands in Apparel, Automotive, F&B, CPG, Grocery, Health & Beauty, Liquor, Pharmacies, Restaurants and Telecom to deliver the promise of modern commerce.

How do Modern Commerce Leaders justify investment and change?

This is the fourth blog in a series of four blogs( Read Blog 1, Blog 2 and Blog 3) from SkillNet on how Modern Commerce Leaders have used technology to digitally transform their retail businesses to adapt to the New Normal. This ability to adapt, gives these brands a competitive advantage. While the blogs are connected each of them can be read independently.

The last year has been challenging for almost every company’s bottom line. Even essential businesses like Grocery stores that saw a revenue lift, have also seen tight margins as labor and product costs rose. In this time of uncertainty, it may be hard to convince internal decision makers to make investments which will provide long term benefits.  

On a recent call, a client mentioned that they convinced a skeptical Chief Financial Officer (CFO) to invest in a new multi-million dollar app enhancement by simply demonstrating how easy it was to complete a purchase on a competitor’s mobile app, “within 5 minutes, because I was able to show how easily I could purchase a $30 Mr. Coffee Maker on my competitor’s app, I got the funding I had been asking all year”.

Change is often initiated as a reaction to market or competitive forces. However, a true Modern Commerce Leader is often trying to be an innovator, before these forces become apparent, and may not have the easy argument “our competitors are doing it”. In those cases, a more strategic approach may need to be taken to get stakeholders to agree to not only a major financial investment, but a commitment that their organization will adopt new operational process changes.

At SkillNet, we look at developing a Return on Investment (ROI) model as a 5-step strategic effort:

  • Step 1: Define Business Needs
  • Step 2: Identify Costs
  • Step 3: Identify Benefits
  • Step 4: Gather KPIs and Baseline Data
  • Step 5: Make a Decision

In our experience, getting a customer journey defined in step 1 is critical and its effort is often underestimated. The journey could be a new or enhanced process, but a trend we have seen accelerate over the last year is the re-platforming of existing journeys to new platforms. An example of this re-platforming is the replication of the in-store shopping experience through mobile applications. Retailers, across both softlines and hardlines, are offering virtual chats with in-store sales associates. Others are creating a curbside pick-up process that allows for complimentary sales to make up for the loss of impulse purchases that would normally happen in stores. Once these customer journeys are identified and mapped, potential solutions can be identified.

We also see many Retailers stumble when trying to see if their initiatives actually paid off. Hence we make sure to include a Step 4, where Key Performance Indicators are identified prior to making a decision. Below is a model for a recent ROI exercise just completed for another client which highlights the potential solutions based on the journeys and some key performance indicators we considered.

The major benefit of taking a more strategic view when justifying a project is the alignment you will gain from stakeholders. The benefits of this alignment include a common stakeholder understanding on how your customer’s experience will improve, the costs to get there, and what subjective and objective metrics will prove you made your innovation goals.

Watch the Webinar on customer engagement – Real Engagement is the new normal

Top three trends in customer engagement!

This is the third of a series of four-blogs (Read Blog 1 and Blog 2) from SkillNet on how Modern Commerce Leaders are adapting to the New Normal.  SkillNet defines a Modern Commerce Leader as a retail brand that is engaging customers through new customer journeys enabled by Technology. The flexibility and ability to adapt, provides these companies with a competitive advantage.  

Retailers are using customer engagement not only to weather the current economic uncertainty but also to build a sustainable competitive advantage. As we surveyed retailers, both essential and non-essential, we are seeing three trends on how Customer Engagement leaders are investing their dollars strategically:

  1. Building or enhancing existing mobile applications from a transactional to a relationship building platform
  2. Investing in offers and programs to build customer loyalty
  3. Offering additional fulfillment options that not only promote safety, but convenience

When it comes to the first trend, there are countless examples of Retailers investing in their mobile apps. When mobile apps first arrived, they were often just designed as extensions to the company’s website, but now mobile apps have their own distinct customer journeys. An example is Avocado Mattresses which offers scheduled visual chat sessions with store team members, mimicking the in-store shopping experience from the comfort of your mobile phone.

On a recent webinar I hosted, Scott Steever, Adjunct Professor at Fashion Institute of Technology, shared his story of how his local Fairway grocery store in Brooklyn quickly turned on functionality that allowed him to have a complete contactless grocery shopping experience in-store with his app: self-scan, self-checkout, and Apple Pay all through his phone. He noted, “I don’t know whether they were working on that ahead of time or they just really pivoted quickly, but in any case, it really made a difference in terms of the experience of shopping with Fairway. It greatly reduced the anxiety for me as a consumer during the early days of the pandemic in New York City.”

Loyalty programs have been around for years, but recent trends show retailers are looking for innovative ways to reward their customers. According to a 2020 Marketing Week survey, 29% of brands are re-budgeting marketing dollars to fund initiatives to maintain customer loyalty. This trend is evident in mobile application integrations to existing Customer Relationship Management (CRM) packages to tailor discounts and recommend complimentary products based on previous purchase history. Other brands such as Levi’s are offering a special concert series for their top customers while Sephora is offering special private beauty events.  

The third trend we are seeing in engagement is providing customers with additional ways to acquire a Brand’s products. Obvious additions to fulfillment options have been curbside or drive-up pick up. On a recent trip to Target after placing an order using their app and requesting drive-up pick up, I timed how long I had to wait before the team member came out with my order: 33 seconds, and this was during a snowstorm! In Q3, Target reported that 75% of digital orders were fulfilled from their stores.  This helped them reach some remarkable sales increases (19% same store sales), while starting the quarter with 3 % less inventory.  

Another example of fulfillment innovation is seeing brands partnering with each other. Even before the Pandemic, Kohl’s was offering Amazon lockers and in person return services. Another interesting example has been a test where select Walgreens’ stores are offering Kroger grocery drive-up pick-up services.  

Even when we return to pre-pandemic behavior, we believe these customer journey enhancements will continue to be adopted because of the convenience and safety they provide to the community and the improved profitability that these journeys realize for Modern Commerce leaders.

Watch the Webinar on customer engagement – Real Engagement is the new normal

Martin Dempsey shares his experience of working with SkillNet

400+ lululemon stores across US, Canada & Europe get ready for safe COVID-19 operations with POS upgrade

SkillNet helps lululemon stores upgrade to drive safe in-store customer experience.

After closing in March, lululemon US, Canada & Europe stores began re-opening in early June. This meant an increased focus on safe shopping for guests (customers).  As the first of US stores went live with Oracle Xstore POS upgrade in June, it allowed lululemon to initiate several measures to enable safe shopping.

As part of its “Make it together” program, SkillNet partnered with lululemon to identify one of the important initiatives to make shopping in the stores a safer experience. SkillNet used its POS expertise to reduce customer touch points during checkout process. For example, instead of having customers select their preferences for opting in or out of the retailer’s email campaigns, the educators (cashiers) can now directly do it on their behalf. This change makes checkouts both safe and quick, and enables smoother interaction between customer and cashier.

As a result of the POS upgrade, guests who shop online can now ship gifts to home, and also drop off their returns at the door instead of entering the stores. The upgrade also improved reporting capability for better decision making.

While the upgrade began before the pandemic, SkillNet team collaborated extensively and worked  remotely to overcome shutdown challenges, including moving some of the testing hardware to their homes and supporting longer acceptance test cycles.

Another key challenge of the upgrade was the large amount of data that needed to be migrated. In order to expedite the process of migration, SkillNet used its StoreHubTM platform to load data. With StoreHubTM, the team was able to use the available service connectors to the POS system without creating new integrations and this resulted in shortened timelines. SkillNet also introduced DevOps for the automation of build, tests and releases.

The upgrades not only enable lululemon to ensure safe shopping during Covid-19 but also be more prepared to ensure richer store experience in the new normal.

The “Make it together” program is a SkillNet initiative to support its retail partners during the COVID 19 pandemic. As part of the program, SkillNet provides free modifications to retailer’s POS, ecommerce and other applications, that enable safe and convenient shopping for their customers.

Check out or StoreHub services

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Luxottica improves technology deployment by reducing testing cycles from 48 hours to less than 2 hours

SkillNet enables Luxottica to speed up technology deployment cycles through automation and the adoption of DevOps processes.

With a strong portfolio of retail brands and 9200 stores, Luxottica is well positioned to serve every segment of the North American market with a variety of differentiated products & services, including the latest designer and high-performance frames, innovative lens options, advanced eye care, everyday value and high-quality vision care health benefits.

Luxottica aims at expanding its market through stronger retail distribution while consolidating its wholesale network and further growing its presence in e-commerce, department stores and travel retail.

As a brand leader, Luxottica has been taking initiatives to build agility in its online and offline technology and operations to continuously deliver improved customer experiences. As part of this initiative, Luxottica partnered with SkillNet to increase the speed of change in technology that is currently deployed in North America stores.

Retail applications like Point of Sale are traditionally viewed as less agile than their online counterparts, for good reasons. These applications are often complicated with dozens of intricate touch points with in-store hardware and software systems. They must work flawlessly for thousands of store employees over millions of purchase transactions. Glitches in Point of Sale can disrupt customer experience and hurt brand image. Therefore, retailers extensively test these systems before deploying to stores, and are wary of introducing frequent changes.  This poses a big challenge when shopping experiences are constantly evolving under the effect of demographic shifts and technology advances. This year COVID-19 has pushed the envelope further.

Luxottica’s technology team together with SkillNet is overcoming this challenge by applying agile DevOps techniques. First step was automation of the testing process involved in Point of Sale deployment. For this, SkillNet leveraged its expertise in developing test automation for Oracle XStore POS using xUnit, an opensource toolkit. This automation has reduced the testing cycle time from 48 hours to less than 2 hours, accelerating the deployment of technology changes to drive richer in-store customer experiences.

Next, Luxottica is working with SkillNet in automating the Point of Sale deployment process, which will complete the continuous integration and continuous deployment (CI/CD) pipeline. The success of this program has encouraged Luxottica to look at other systems in their global operations that can now be automated.

Check out our Commerce accelerators – commerce DevOps services

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Gross margin increase for cosmetic brand

Global cosmetics retailer increases growth margins with seamless POS unification across 50+ countries

Brief

Multi-brand cosmetics retailer accelerates digital transformation by unifying multiple POS systems to a single upgraded solution.

About the client

The client is a global leader in prestige beauty – delighting consumers with transformative products and experiences, inspiring them to express their individual beauty. With a diverse portfolio of 25+ brands, they are the only company who focus solely on prestige makeup, skin care, fragrance and hair care. They operate over 1500 freestanding stores and 1,700+ E/M commerce sites in 50+ countries.

Challenge

Most of the client’s 25+ global brands had become a part of the client’s portfolio through various acquisitions. This meant that most of the brands provided independent in-store experiences with different underlying CRM and POS systems. The diverse in-store systems meant high maintenance costs, complex license management and vendor agreements. Small changes to the system required complex planning to cascade through the overall landscape.

The client also found it difficult to rollout promotions or omnichannel capabilities globally. The systems also hampered the client’s ability to introduce critical initiatives such as BOPIS (Buy Online-Pickup-In-Store) and BORIS (Buy-Online-Return-In-Store). All of this could impact the client’s charter to delight consumers with transformative experiences.

Solution | Ensuring continued seamless omnichannel experience

The solution was to migrate different brands, retail stores in various countries and disparate content to a consolidated in-store experience underpinned by a single POS solution (Oracle Xstore POS and Oracle Retail Customer Engagement) with minimal disruption.

SkillNet started the engagement by harmonizing the global code base. The harmonization was intended to create a baseline system for all the brands and geographies while maintaining those components that had reuse value. SkillNet’s multidisciplinary agile teams and DevOps engineering helped automate and accelerate different stages of the project. The SkillNet solution also addressed the regulatory and fiscal requirements required by various countries. As a result, customizations across geographies were reduced and the delivery cycles shortened across brand silos.

During country wise implementations, a flexible design was created for extensions and services. This enabled reuse across different geographies. The global code base provided multiple layers of functionality which were applicable across regions, specific geographies, store formats and brands. The core functionality for omnichannel capability is being delivered globally. The solution also enabled BOPIS (Buy Online Pickup In-Store), BORIS (Buy Online Return In Store) and OOFIS (Order Online From In Store) features. These have been introduced at country and brand level with minimal disruptions.

The roll out has been completed successfully for a majority of countries across Asia, Europe and North America.

Results | Digital Transformation supports growth margins

Since its introduction, the client has reported robust growth in sales and growth margins due to the seamless omnichannel experience.

The unified POS solution allows the store associates to spend more time with customers on sales floor and this provides them with opportunities to cross sell and upsell products. Since the solution is being driven by services and base configurations, it has also increased customer engagement time and enabled cost savings.

The single global code base solution has also helped streamline vendor licensing, software upgrades, maintenance costs and provide system support from one single location. Faster release cycles have also helped accelerate the client’s digital initiatives.

SkillNet received the “Best Drive in Innovation and Process Transformation” award for its contribution in the client’s digital transformation.

About SkillNet

SkillNet Solutions, Makers of Modern Commerce provide consulting and technology services to companies that are digitally transforming their retail business to modern commerce. Our services enable clients to rapidly anticipate and respond to changing consumer behaviour. Through engineering and enterprise-grade implementation of cloud and SaaS applications, SkillNet creates rich customer journeys for local and global brands to stay ahead of the curve. Our solution accelerators enable clients to quickly become more agile and efficient in harnessing technology.

Located in the heart of Silicon Valley, SkillNet partners with industry leaders like Oracle, SAP Commerce Cloud (Hybris), Salesforce, Magento and AWS to enhance online and in-store experiences. Since 1996, we have worked with retailers across 53 countries to deliver exceptional customer experience and growth. Our award-winning solutions have enabled global retail brands in Apparel, Automotive, F&B, CPG, Grocery, Health & Beauty, Liquor, Pharmacies, Restaurants and Telecom to deliver the promise of modern commerce.

All product names and trademarks are property of their respective owners.

Premium eyewear maker doubles the speed of change deployment

Brief

SkillNet enables the client to double the speed of technology deployment cycle through automation and the adoption of DevOps processes.

About the client

The client is a leader in the design, manufacture, and distribution of fashion, luxury, and sports eyewear. The Group’s global wholesale distribution network covers more than 150 countries across five continents and is complemented by an extensive retail network of approximately 9,200 stores mostly located in North America, Latin America, and the Asia Pacific. They also have a strong online presence.

Challenge

As a brand leader, the client values customer experience highly. Their drivers for change are “need for higher customer responsiveness” as well as higher “business agility”. Both these require quick deployment of changes to technology.

The client’s team handles multiple new releases every year. With a complex landscape of products and solutions, the deployment process was laborious for even small updates and enhancements. Technology release cycles were weighed down by a prolonged release process that was manual, prone to rework, and involving physical upgrade of store POS systems. This operational inefficiency resulted in increased costs and lower business agility.

Solution | Improving efficiencies in POS solution management with DevOps and Agile

The SkillNet team assessed the end-to-end deployment process. Drawing on the team’s deep retail systems expertise, SkillNet recommended a revised efficient approach by adapting DevOps and agile for POS solution management in a phased manner.

The first phase was the automation of the quality control process for build testing. SkillNet created automated test scripts to perform the regression of point of sale application. The automation changes which were introduced were independent of the changes being made on the POS application. This not only gave the client team more control but they were able to consider newer technology adaptations for expanded functionality.

Benefits | Improving customer responsiveness and business agility

With automation and adoption of DevOps processes, the client has been able to

  • Add functionality to the POS systems to ensure quick response to customer demands without dependency on external partners. This was not only more efficient but also reduced costs
  • Two-fold increase in the speed of deployment (from 10 days per release to 5 days) by automating test scripts
  • Decrease in costs due to the reduced rework

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