Last week, we sat down with Bart McGlothin and Christian Janoff from Cisco’s security team to discuss PCI Security for Retail to better understand “What is PCI Compliance?” and “How does that affect Retailers?”
As a quick re-cap: PCI Compliance is a 12-step process to secure credit cards. Any retailer that accepts credit card payments must be “PCI Compliant” (i.e., follow those 12 steps). Compliance is enforced by the Retailer’s acquiring bank (the financial institution that processes the credit card payments for the Retailer).
Q. So, we know that Retailers need to be PCI Compliant. How can Cisco help?
A. Cisco has a PCI design and implementation guide for merchants to use. It really stands alone in the industry because it provides holistic guidance in three key ways:
It’s happened to you many times – you’re in a store desperately trying to find a clerk to give you more information about a product you intend to purchase. But no such luck. Cisco is changing that with its Remote Expert Smart Solution for Retail.
A recent article recapping a keynote at last week’s Enterprise Connect with Cisco’s Robert Lloyd, highlighted how Cisco wants to make the customer experience not only easier, but more enjoyable. What’s the overarching goal? Making sure the customer has a highly-personalized experience and is equipped with information to make their final purchase decision.
Once retailers get that prospect into a store they can’t afford to risk losing sales from customers left unsatisfied with the service they receive. Cisco’s Remote Expert Smart Solution for Retail enables retailers to provide customers with consistent, fulfilling and positive shopping experiences. Using real-time, life-like video from screens positioned throughout stores, experts, can connect via video to share documents, videos, websites and any other content helpful to customers. This access to experts can reassure them about quality, functionality and how it might fit individual customer needs.
Reports of the physical retail store’s death have been greatly exaggerated. As a recent survey from the Cisco® Internet Business Solutions Group (IBSG) found, 93 percent of products sold in the United States are still bought in brick-and-mortar locations. And while technology has upended many product categories and more than a few individual retailers, it simultaneously creates opportunities for retailers to continue to make the store shopping experience both relevant and compelling. Big Data in the store is key to achieving this.
The future intrigues us all, especially when every now and then we’re able to catch a glimpse of what’s to come.
At Cisco, one of the ways we build our business and serve our customers is to think about the future and how technology innovation stands to transform the world in which we live. This approach is especially important now as the more than 99 percent of physical objects that are currently unconnected become part of the Internet of Everything (IoE).
And while we know that no one person or company can predict the future with 100 percent accuracy, we put a lot of effort into coming as close as we can. To make this possible, we have a Chief Futurist on staff – Dave Evans – who, in addition to his responsibilities leading the Cisco IBSG Innovations team, spends his time helping Cisco and our customers see what lies ahead.
In an event earlier this month, Evans and the General Manager of Cisco’s Emerging Technology Group, Dr. Guido Jouret, shared their top predictions for the future and the mind-boggling innovations that will start taking off in 2013 and beyond. If you’re up for a little crystal-ball gazing, here’s what they had to say… Read More »
Europe’s leading home improvement retailer, Kingfisher, was looking for a way to streamline its supply chain and enhance their direct sourcing. As a company that makes do-it-yourself projects easier and more affordable, Kingfisher was facing increasingly difficult logistical challenges with key partners and offices spread out across the globe.
Employees from multiple locations had to travel frequently to meet with buyers and quality control teams in operating companies, resulting in huge travel costs and significant wasted time . Kingfisher found that these issues impeded design processes and the company’s attempts to adopt more agile ways of working.