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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 designation : IBM Sterling Order Management V9.1 Deployment
Vendor designation : IBM
braindumps : 104 actual Questions

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IBM IBM Sterling Order Management

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

Perficient, Inc. PRFT, +0.94% (“Perficient”), a leading digital transformation consulting enterprise serving world 2000® and other huge traffic valued clientele complete the course through North the us, announced it has been named IBM’s 2019 Watson Commerce enterprise accomplice of the yr. The IBM Excellence Award, announced complete the course 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 rendezvous Commerce platform as an imperative constituent 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 complete through the business, imperatives in nowadays’s customer-pushed world,” stated Steve Gatto, countrywide revenue director, Commerce solutions, Perficient Digital. “together, with their customers, we’re transforming businesses in a means that no longer handiest drives boom however strengthens their household manufacturer, and they continuously evolve their offerings to retain shoppers at the proper of their video game. We’re honored to be recognized via IBM, and we’re interested for sharing their innovative options perquisite 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 stagy 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 traffic to align with industry developments and market alternatives.

additionally, the business’s OMS will supply them more advantageous flexibility in managing intricate 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 traffic to achieve into outcome an IBM Watson Commerce respond 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 solitary 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 convene 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 total commercial enterprise,” pointed out Sameer Peera, customary manager, Perficient’s commerce practice. “With the fresh advice that HCL took over construction of IBM WebSphere Portal, IBM net content material administration and net adventure manufacturing unit, their 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 complete 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 toil with both groups via this transition. And, their specialists may be on hand complete the course through IBM feel to focus on a course 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 puss disruption,” observed Hari Madamalla, vp, emerging solutions, Perficient. “With potential and experience in complete features of the commerce adventure, to main cloud, internet hosting, managed capabilities and assist solutions, firms revolve to Perficient as a go-to associate for their digital transformations.”

be a portion of a few Perficient subject matter experts and their shoppers as they latest throughout six IBM cogitate 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 expense Plus solution issuer and one of the vital few partners to acquire dozens of IBM skilled smooth utility competency achievements.

For updates perquisite 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 solid serving world 2000® and commercial enterprise valued clientele complete through North the us. With unparalleled assistance expertise, administration consulting, and artistic capabilities, Perficient and its Perficient Digital company carry vision, execution, and expense with staggering digital event, company optimization, and industry solutions. Their toil enables purchasers to enrich productiveness and competitiveness; grow and better 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 pick 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 condition other forward-looking information regarding monetary results and company outlook for 2018. these statements are belt 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 their enterprise and their business. you'll want to be conscious that these statements simplest reflect their predictions. genuine routine or results may also fluctuate significantly. censorious elements that could occasions their 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 their annual file on figure 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 expand acquisition capabilities | killexams.com actual Questions and Pass4sure dumps

Cloud Computing

GSA goes with IBM cloud to expand acquisition capabilities
  • by course of frank Konkel
  • Oct 21, 2013
  • The gauge functions Administration is getting focused on supply chain administration, making a election on IBM to give the cloud infrastructure and total end-to-end capabilities within GSA world deliver, which offers $1 billion expense of traffic goods and functions yearly to government consumers international.

    As portion of the five-12 months, $30 million constrict 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 vital a portion of this deal, or not it's the extra capabilities IBM will supply GSA that construct it a large triumph for remarkable Blue.

    GSA world supply will construct expend of several cloud-based mostly options from IBM nascence in early 2014, together with its Sterling Order management and Sterling B2B Integrator, enabling GGS a solitary view of order administration for demand, stock and provide throughout its international supply chain networks. GSA will also construct expend 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 uphold 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 construct feel of large statistics inside, but also optimize inventory and supply considerable system innovation, resulting in greater enterprise approaches to exploit the agency's substantial give chain and logistics operations," Altman talked about. "this will gash 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 perquisite to further a $600 million cloud computing infrastructure for the CIA. Yet besides the fact that AWS sooner or later win that deal -- as looks workable in response to recent prison lawsuits -- it might not be a foul yr for IBM.

    massive Blue's cloud computing profits handed $1 billion complete 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 portion because of vulnerable efficiency from the enterprise's hardware division.

    in terms of gauge price, IBM landed its biggest public sector cloud constrict so far in August, securing an interior department deal value up to $1 billion over 10 years. IBM officials await its SmartCloud for govt respond to gleam Federal risk and Authorization management application (FedRAMP) compliance through year's desist 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 expand in the cloud market is as a result of the end-to-end features it gives on reform of the cloud infrastructure itself. IBM has long supplied agencies with skilled consulting and different B2B solutions that many cloud infrastructure suppliers would hold to subcontract out.

    "The explanation why IBM changed into chosen here is they could not only deliver [GSA] the cloud gadget, however the end-to-end capability – the analytics and recent methods to resolve enterprise and efficiency," referred to Luann Pavco, managing ally 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.


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    IBM STERLING OMS

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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 actual 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 remarkable headaches for some retailers. In particular, many are struggling to construct certain they hold the perquisite inventory on hand and in the perquisite places to keep the customer happy.

    That's why a number of retailers hold begun using a character 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 pick where to haul the product from. For instance, the app might testify that the retailer's best option for filling an online order would be to haul 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 score the visibility as to what the customer is doing across complete 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 inaugurate turning to these apps as well. Hooker notes that the government is showing an interest in this character 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 hold 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 necessity to uphold all-channel commerce seamlessly without busting the budget," explains Jim Le Tart, director of marketing at RedPrairie, one vendor of this character 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 involve Jagged Peak, IMI, OrderMotion, and VendorNet.

    Prior to the changes in consumer shopping behavior, companies were hesistant to invest in this benign of software because of the integration toil 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 toil 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 character of software can easily attain $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 recent ones. "They search for to expend their current [information technology] infrastructure without having to rip out and supplant existing systems," explains O'Brien. "They can hold a layer of inventory visibility and enable brilliant 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 haul from the entire network."

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    INTERVIEW Alex Alexander of Yoox Net-A-Porter on innovation | killexams.com actual 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 mode retailers, which sell luxury in-season mode 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 expand sales of multi-brand off-season luxury mode 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 chance for these brands through progress of omnichannel capabilities, endemic 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 divorce parts of the traffic – 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 traffic as well helping to ease post-merger systems integration. Running complete of the businesses on one platform also provides a solitary focal point for in-house technology development.

    In addition, working with IBM gives YNAP access to the IBM Innovation Lab and the mode & 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 desist from the platform means they can create the differentiators and maintain the DNA of the brands while they focus on the platform to just expose the services, so if you search for at Net-a-Porter or Moncler they are pixel flawless but they are complete different, but that is complete experience, UI and UX,” says Alex Alexander, CIO, Yoox Net-a-Porter Group. He adds: “They complete expend the same sort of capability but not complete brands want the same features, inescapable 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 design 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 design is an investment of more than £462m (€500m) in technology and logistics across the group, including a recent Tech Hub in London which opened at the desist of June.

    The Tech Hub

    The Tech Hub, in London’s White City, brings together 500 developers from two divorce 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 toil on projects across the traffic 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 synthetic intelligence (AI). Each belt 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 basis was in the capital, but Alexander believes that within 2 years it will be applied across every portion of the traffic as niche technology uses are matured in one centre and then migrated to the leisure of the organisation. For the past two years, the two Tech Hubs hold been working closely together on a number of projects and co-locating project teams between Bologna and London. Alexander explains: “We tried to cheer face-to-face working in the early days of 2015/16. It was essential to edifice a global team you hold 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 toil together. A mobile initiative, for example, was set up in a similar course to a start-up so the team had to toil out their own co-location arrangements and complete the product progress at the earliest workable 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 near working across project teams wherever they are located. “We tried to cheer face-to-face in the early days but now the teams are effectively working as a global team so they can expend collaboration tools and video tools to maintain that collaboration,” says Alexander “The notion of one team is so vital to me,” he adds. “Because as a global team, unless they cogitate and act as one team, they won’t be efficient to uphold a global business, and that is one of my key priorities, to continue to reinforce this one team mindset.”

    Alexander aims to achieve YNAP at the forefront of technology innovation in luxury retailing and to create a team that’s able to develop in a sustainable course 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 hold more technology hubs because of the diversity of the talent and the speciality they can score from different locations is key. They hold 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 their business. Every decade there is a game-changing technology which comes to the landscape and I espy AI as one of those game changers which will assist us give their customers a personalised experience and not search for at customers as a segment but as an individual,” says Alexander. YNAP plans to expend 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 traffic 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 accurate 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 course they are trying to achieve their 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 figure 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 complete kinds of data because that data is partly structured. But the majority of it is unstructured data and putting complete of that together is what their AI and personalisation strategy is complete about. That is the key game changer for us in being able to create the personalised experience for their 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 tender 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 discourse or character 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 aphorism they want to buy a gift for their husband. “We’re edifice 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 sigh 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 progress is providing opportunities for the flagship stores to fulfil customers’ necessity 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 inescapable 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 smooth of full-price sell-through. The model also future proofs the movement of goods against workable post-Brexit customs duties.

    The omnichannel functionality will in addition enable more springy fulfilment options and services, including same-day delivery in recent York, London, Milan, Dubai, Shanghai and Tokyo. It will also enable the flagship stores to hold a better view of customers and link their online and offline behaviour. Yoox and the flagship stores hold already migrated to IBM Sterling Order Management with Valentino becoming the first brand to depart live with the first facet of omnichannel functionality in September. Net-a-Porter and Mr Porter hold moved across to the Yoox Group’s ERP and will migrate to the recent OMS in 2018, when they also straggle to the complete commerce platform. The Outnet will migrate to the complete platform at the desist of this year. Italian brand Moncler was the first of the flagship stores to avoid on the commerce and content portion of the platform when it went live this July.

    Mobile

    Mobile apps are becoming increasingly vital for YNAP. The number of brands selling via apps is growing every monetary quarter and now accounts for 50% of complete sales, compared with last year’s 40%. The company is investing in iOS and Android apps to meet the varying demands of customers in complete 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 recent services for existing apps – and developing AI and natural language capabilities. For example, customers when travelling will be able to inquire what’s trending and what the weather is infatuation at their destination and then collect their order from the closest store. The Group’s Tech Hubs necessity to poise innovation and the core platform with the needs of each individual company as well as having an understanding of the desist customers. If a number of sites are experiencing similar issues, a solitary functionality can be developed for the core platform but deployed in different ways to match customer behaviour on the individual sites.

    The smooth 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 hold yet to be commercially proven, such as augmented reality and shopping from physical shop windows when the store is closed. It is also investigating recent expend cases for proven technology such as visual recognition in warehouses. “It’s a fail-fast approach,” Alexander comments.

    As recent technologies and traffic uses are developed, refined, tested and proven, they are added to the core platform and so made available to complete 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 monetary year its net revenues hit £923m (€1bn) for the first time, an expand 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 recent front-end platform as well as signing a multi-year global agreement for the recent Ferrari online flagship store. Over the same age 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 tolerable order value increasing by €10.

    Active customers are on the rise, too, hitting the 3 million outcome in the first half of 2017 (2.6 million). With more parts of the traffic migrating onto the recent 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 recent markets and the climb of personalised experience on mobile devices ensure its sites remain near 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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