Carnival and their Guest Experience Digital Transformation

The Future of Retail Lies with those who Personalize Brick-and-Mortar

Getting the most out of Retail’s Big Show

This Holiday Season, Give Your Customers a 360-Degree Marketing Strategy

The holidays are upon us. If you’re like millions of others shopping for the perfect gifts for your  family and friends, you know the drill. Maybe you finally find the new kitchen gadget for the culinary-inclined cousin you drew in the gift exchange. It’s ordered and on its way — you’re done!  

Now cue the endless targeted ads and emails about pasta-makers headed your way. 

Never mind you can’t cook to save your life and you’d never shop for that product outside of the holiday season. Never mind that you’ve already BOUGHT the product and don’t need to see ads about it for the next month. You can guarantee these ads will be following you around for a while.  

This common scenario is of course annoying for consumers, but it highlights an even bigger problem for brands: Despite advancements in digital marketing strategies, brands still don’t have a single view of the customer. As a result, customers still see ads for products they already own and interact with sales staff who have no clue who they are. Without this single view, you’ll never be able to create a cohesive, personal commerce experience. 

Holiday shopping reveals a fundamental mistake
Let’s walk through that kitchen gadget example from a brand perspective. The shopper buying a KitchenAid or Cuisinart as a gift would be flagged as a new customer interested in culinary products, despite being unlikely to purchase again. The brand wastes ad dollars trying to target this new customer, without realizing she’s only buying a gift. Further, the brand is missing that the cousin she’s buying the gift for is actually one of their loyal customers, who frequently buys kitchen products.  

This problem is heightened during the gift-giving season, but it highlights a critical year-round issue for brands that’s tricky to solve for. With customers buying products in stores, online, and even through new channels like pop-up stores, how can you gain a single view of all of your customers’ shopping behavior?  

Marketing silos obscure critical insights
For too many brands, key customer insights are siloed across disparate departments. The email marketing arm might know one thing while the commerce team knows another. And they likely have no idea what’s occurring offline. It’s crucial to know if, for example, a customer researched a product online before making the purchase, but only after seeing it in store. Too often, the marketing team has no clue that the in-store experience was what inspired the final conversion.  

An effective, future-proof marketing strategy relies on a brand’s ability to integrate online and offline data to create a 360-degree view of a customer. Yet almost half of businesses still fail to implement the single customer view. These businesses can’t compete with brands who not only better understand their customer journey, but leverage insights to create unique commerce experiences.  

With a single view, brands can create more personalized experiences
For example, brands with a single view of their customer easily abandon traditional rules-based personalization in favor of less limiting machine learning-based strategies. Using AI tools informed by every customer touchpoint with your brand — be it in the mobile app, on the website or in the store — you can more accurately tailor marketing messages to each individual customer to nudge them along the purchase process. That way, you eliminate the clumsy tactics (like advertising products already purchased or bought as gifts) that cause customers to roll their eyes.  

Let’s face it — they should be rolling their eyes. Your customer doesn’t look at your brand as a multichannel experience, and you can’t treat it that way anymore. No more redundant or poorly aimed marketing messages informed by off-the-mark insights. In the new year, prioritize your customer by adopting a single view of their journey and strategizing accordingly.

The post This Holiday Season, Give Your Customers a 360-Degree Marketing Strategy   appeared first on Get Elastic Ecommerce Blog.

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SEO Professionals: Why You Should Guarantee SEO Results

Dear SEO professionals: Clients don't simply want our SEO recommendations... they want guaranteed results. Why should you offer SEO guarantees? When should you offer SEO guarantees? And what kind of SEO guarantees should you offer? Read on to find out. Read the full article at MarketingProfs

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https://www.marketingprofs.com/articles/2018/40346/seo-professionals-why-you-should-guarantee-seo-results

Local Business Reviews on Google: Ranking and Rating Trends

Business that rank among the top 3 in Google's local search results tend to have more reviews and a slightly higher average star rating than businesses that rank in the fourth through tenth positions, according to recent research from BrightLocal. Read the full article at MarketingProfs

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https://www.marketingprofs.com/charts/2018/40324/local-business-reviews-on-google-ranking-and-rating-trends

Consuming Hypermedia APIs vs The Other Guys

API consumption has come a long way in the last few years. The industry has seen traditional commerce APIs revolve around catalog navigation, search, product information, checkout, etc. However, the industry is constantly changing and growing for the better. With the movement toward hypermedia REST level 3 APIs the ecommerce industry has once again adopted a modern trend in API layers and sparked the progression to these new technologies.

For readers who have only consumed REST level 3 APIs, it is worth noting that a lot of ecommerce vendors still have not adopted hypermedia APIs into practice and are working on legacy Level 1/2 API layers.

API consumption can be broken down into three segments:

• Readability
• Invocation
• Operation

Readability

APIs need to be readable for developers – allowing them to understand the actions they’re performing in anticipation of the next possible requests they can make. When these APIs are presented strictly through some documentation, how is flow and adoption maintained by external developers? If they’re reading through documentation, it will have to document all the possible flows that a developer may hit and hope that enough documentation was provided to cover all the edge cases. Swagger specifications can only get developers so far with technical API documentation, as the various options/parameters must still be relayed in some sort of manner, so they can be understood and then memorized by developers for later consumption.

Consider the alternatives of a REST Level 3 API. The API layer itself begins at the top-most root layer, of which returns all the possible services that can be subsequently invoked. The principal of hypermedia APIs is that developers don’t need to memorize what they’re attempting to use, only that they want to perform a particular action that is part of a pre-defined flow.

Memorization of lengthy documentation becomes a thing of the past and it becomes clear that a Level 3 API is much more readable and easier to consume simply by invoking the various levels returned such that documentation required by developers can be very minimal.

Invocation

Here’s an example of the common flow for checkout (for sake of the example, ignore the credential tokens passed in headers):

Add product to cart
POST
https:///wcs/resources/store//cart
Body: {“x_inventoryValidation”:”true”,”orderId”:”.”,”orderItem”:[{“quantity”:”1″,”productId”:””}],”x_calculateOrder”:”1″}
Create billing/shipping address & info
POST
https:///wcs/resources/store//person/@self/contact
Body:{“country”:”Canada”,”state”:”Ontario”,”addressLine”:[“123 Street St”,””],”nickName”:””,”email1″:”test@test.com”,”firstName”:”Shaun”,”lastName”:”Mahar”,”zipCode”:”M4B1b7″,”city”:”Toronto”,”phone1″:”123-123-123″,”addressType”:”ShippingAndBilling”}
Set shipping address & info for order
PUT
https:///wcs/resources/store//cart/@self/shipping_info
Body: {“x_calculationUsage”:”-1,-2,-3,-4,-5,-6,-7″,”orderId”:”.”,”addressId”:””,”x_calculateOrder”:”1″,”x_allocate”:”***”,”x_backorder”:”***”,”x_remerge”:”***”,”x_check”:”*n”}
Set payment method & amount
POST
https:///wcs/resources/store//cart/@self/payment_instruction
Body: {“orderId”:””,”piAmount”:””,”billing_address_id”:””,”payMethodId”:”COD”}
Prepare cart for Checkout
PUT
https:///wcs/resources/store//cart/@self/precheckout
Body: {“orderId”:”.”}
Submit order
POST
https:///wcs/resources/store//cart/@self/checkout
{“orderId”:”.”}

Memorizing the possible arbitrary parameters and invocation URLs of the above requests can be quite difficult. A front-end consumer of these APIs may be completely unaware of what order these calls must be invoked in, and which parameters are mandatory — unless they’re thoroughly documented. Consider `x_calculateOrder` and `x_calculationUsage` as examples of these arbitrary parameters. Order calculation in this particular API is used to calculate the total charges for the order, and will only be invoked if `x_calculateOrder` is set to ‘1’. Rather than using a boolean, or checking whether or not the parameter is even passed, the API uses a string representation of 0/1 – hence passing 0 will not invoke a re-calculation whereas a 1 will, and a null value will fail the request altogether. Imagine how confusing this may be to understand and adopt from a front-end perspective. Now consider `x_calculationUsage`, which is a comma-delimited string of the calculation code representation for the type of calculation to be performed on the order (tax, shipping, order, etc). Rather than accepting an array of these values in with meaningful codes, the API requires a formatted string representation of the parameter with numeric values that correspond to identifiers only provided within documentation. A better option to this process would be to have optional body parameters for each independent calculation usage code, and meaningful identifiers that correspond to the calculation usage requested. Having these mandatory parameters without defaults and true type representations can cause further confusion during adoption of these services.

Now assuming the front-end figures out the order and makes these calls in the sequence required, there’s still the matter of consuming the responses of these APIs and passing in the required information back to the next subsequent call to be made. In the Level1/2 behavior, this process becomes a burden for the consumer as any data pertaining to the context of the order/user must be managed by the client rather than the server at a point and time basis.

Taking a closer look at the step “Create billing/shipping address & info”, added address information returns an ID in the response corresponding to the address ID. The developer (as the client) has to pass that address ID into “Set shipping address & info for order”, despite just creating the address as part of the order. Any requirements/failures in requests to these APIs are only indicative to the client through response codes/messages, which only helps after the fact of the request actually being made and not prior. An accumulation of these small processes take time away from front-end development that could be spent elsewhere, but rather it’s spent on tasks to simply understand an API structure and then ensure the invocation is formed correctly.

Contrasted to a Level 3 API, the entire checkout process becomes chained together in a structured flow that a front-end can consume simply by invoking the top-level requests required, then following the chain of responses to achieve the purpose intended by the client flow. Particularly to entering address information, we receive advisor messages to advise client developers, indicating that certain information is required for the checkout process.

Figure. 1

These messages can be consumed by the client when consuming the checkout flow to display some appropriate feedback from the API layer for a front-end to understand why a subsequent request may fail. An example following below, as an advisor message is presented directly within the purchase form to indicate the submit action for an order is blocked due to required payment information missing from the order. This in turn lets the front-end know an action must be performed before the request may even be processed and avoids the client having to submit a request simply for the sake of acting on a response code, which would be the traditional method in a Level 1/2 API structure.

Figure. 2

Guiding a front-end through API consumption helps for faster adoption and encourages less error-prone design through guessing outcomes of an API based on the actions a front-end may perform.

Consider the next step, to add and select an address as part of the checkout flow. Compared to what is seen in the Level1/2 API structure, the possible options available in a Level 3 response is to create an address through an address submission form. It is clear from the following example how the API tells exactly what parameters it needs and what the subsequent actions/steps to perform are after completing the necessary step.

Figure. 3

Then, the URL to invoke to select a particular address. Once again, this eliminates the guess work required by the client to process this flow in a structured and expected manner.

Figure. 4

Operation

A REST API’s goal is to be able to perform actions without having any dependency on the client invoking it. If the client must compensate for features which the service cannot perform, then the service itself may be lacking a certain feature to begin with. Think for example the ability to iterate through and display multiple products within an ecommerce API, or even retrieving the current cart and proceeding through a checkout flow. Both of these flows appear to be fairly straight-forward, however differences between API structure can affect the front-end’s consumption of the services.

Reflecting on the following examples:

Set payment method & amount
POST
https:///wcs/resources/store//cart/@self/payment_instruction
Body: {“orderId”:””,”piAmount”:””,”billing_address_id”:””,”payMethodId”:”COD”}
Prepare cart for Checkout
PUT
https:///wcs/resources/store//cart/@self/precheckout
Body: {“orderId”:”.”}
Submit order
POST
https:///wcs/resources/store//cart/@self/checkout
{“orderId”:”.”}

It’s clear that in this phase of the checkout flow, a user is setting a payment method for an order, preparing their cart for checkout (by means of validating inventory availability), then submitting their order. Notice that the order ID is required to be passed for every step within this process. In addition to this putting burden on the front-end to manage the current order identifier and propagate it to all subsequent requests in the checkout, it also would not make sense to require it in the design of a single-cart checkout flow. This is where the API’s capability to maintain user context will greatly improve the structure of this service. Additionally, either of these flows were to return an HTTP status code other than a 200OK, hence the step has failed and the step was not completed. This level of assumption is exactly what the front-end must make in this Level 1/2 REST API behavior.

However, in a REST Level 3 API design, the API would be able to understand the current shopper’s context and maintain the order information for the shopper as they proceed through a checkout flow. Looking at the full order response of our Level 3 API from Figure 5 below, we can see the entire response already contains these pre-constructed URLs which a client may invoke in order to retrieve or persist additional information pertaining to a certain order. These URLs already associate the context of the current shopper’s order with the shopper token that will be passed into the API requesting this information.

Figure. 5

These common scenarios of the API handling the association between an order identifier and shopper token spark the question of “why would it be done any other way”?. Well the fact of the matter is that following a hypermedia API design enables back-end services to maintain the user context in a solution where the client does not have to retain this information for themselves, but solely rely on consuming the flow presented by the service itself for the current user.

The examples above illustrated shifting the developer mindset to a modern Level 3 API. These are strong influences ensuring services are adoptable by developers in a timely fashion, with no dependency on the front-end’s capabilities.

 

The post Consuming Hypermedia APIs vs The Other Guys appeared first on Get Elastic Ecommerce Blog.

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Doing more with less: How Sam’s Club scaled up conversion by embracing data

Originally published on BloomReach

Samsclub.com senior manager of site merchandising, Robelle Mancilla shared how her small ecommerce team embraced data to scale conversion just in time for the holiday season.

Like many teams today, the site merchandising team at Samsclub.com were expected to do more with less. What typically takes a team of 20 to perform, Mancilla’s team of five were tasked with managing everything from the homepage to the category pages – with delivery expectations to remain the same, growth plans to continue, and the demand for quality just as high. These five rock star merchandisers had to step up to the plate. And that they did.

With the holidays fast approaching, Mancilla acknowledges how this new challenge was daunting, but she knew the power of her team and reacted with determination.

In the BloomReach article, she explains how her team tackled these new expectations and made their approach to merchandising more effective in the process. She also shared valuable key learnings picked up during this time that can be valuable to everyone in the merchandising space, lean team or not.

Starting with the data

In order to be more effective with lean resources, the team’s first order of business was to analyze the trends around holiday shopping.

From here, they noticed the influence marketing campaigns had on their website traffic. Mancilla notes, “The main thing we saw was our traffic spiking when there was marketing, which is great because that means the marketing works.”

However, solely relying on marketing was not a sustainable ecommerce strategy for Samsclub.com. The bursts of customer acquisitions these campaigns brought in were great but, in parallel, the team set about building a powerful brand that would drive traffic to the site continuously and regularly.

Building a powerful brand

To create this brand the team narrowed their focus to a select number of themes rather than trying to transform their entire offering. Mancilla shared that, “One of our goals is how do we highlight and showcase that Samsclub.com is the one stop shop destination for everything people need for the holiday.”

The team then reflected on how this intention could be demonstrated through their online experience and Mancilla concluded, “for us, it’s about the merchandise, it’s about the gifting, and it allows us to showcase the breadth of our assortment.”

From the customer point of view, they wanted to create more personalization with a “story of connection for our customers that we are the one destination for all their holiday entertaining needs.”

Optimizing the customer journey

After deciding their direction from a brand angle, Mancilla’s team started to adjust their digital experience with their brand story always at the forefront.

They examined the data and noted the high traffic web pages – from the homepage to category pages – to look for opportunities to highlight these brand themes. The merchandisers altered their site to tell visitors (through product suggestions, CTA buttons, and inspiring content) the story of Samsclub.com and in the end “we reduced a lot of friction points,” says Mancilla. The team made sure this narrative carried over to every device, ensuring cohesion across their mobile, app and desktop sites to guarantee a seamless experience.

The results

Taking this granular approach to the customer journey (with a lot of testing and iterating along the way) proved effective. Mancilla shared her metrics with us, reporting “At the end of the holiday, we’ve seen a good increase in our visits for those specific categories. It was up by 300% and we also increased conversion by around 14%.”

Mancilla credits the team’s success with “focusing on what the key elements of the business and the brand were, our stories were a lot more engaging and robust. They were focused on the key things that mattered the most for us.”

Key Takeaways:

1) Scale back and look at the big picture

When trying to do more with less, it’s important to shift your focus to the areas that really matter.

Once you realign and focus mainly on what the company stands for, it’s time to make some cuts in your everyday tasks and question, “Do the things that we’re doing still matter? Do they still align with the business in general?” Without strongly uniting over core areas that tie in and are supported by the whole business, it’s impossible for a small team to make their mark.

2) Leverage data

Mancilla and team took two approaches when it came to analyzing their data. First, they looked at it from the perspective of the customer’s shopping experience.  Leveraging insights from past sales, they asked the broad question of, “How do customers shop our experiences and how do you optimize those experiences?”

Second, the team looked at the problem internally. From an operational standpoint they questioned, “How does a group of five people manage the same demand and workload the 19 people have done before?” Leading them to the conclusion that it would be impossible. To overcome this hurdle, they took an effective approach and understood “It was a matter of looking at the 20 percent that’s really going to drive 80 percent of the business.”

3) Over-communicate

To ensure that everyone in the organization could follow and understand the ecommerce team’s efforts, they set about improving communication and ultimately creating transparency on all levels of the company.

One example was to use an Excel sheet that records all of the changes that occur on the website. This included homepage updates and all the different category updates. The sheet was shared across the organization, with VPs, executives and the people ecommerce worked with on a daily basis like operations, project management, engineering and supply chain.

The company-wide document also built up the team’s and the whole organization’s confidence, acting as “a security blanket for a lot of people to know that they have access to what the site merchandising team is doing and they’re confident that our actions can drive revenue and growth for the company.”

Next Steps

From these lessons, the Samsclub.com team is planning to use the same strategy and improve on it. This holiday season, Mancilla’s (slightly enlarged) team will follow the same way of thinking, but further optimize and personalize the experience for their customers.

She also added that this time around, the team is looking into the possibilities of site search and how this tool can contribute to the buying journey and help to build out their brand story.

The post Doing more with less: How Sam’s Club scaled up conversion by embracing data appeared first on Get Elastic Ecommerce Blog.

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The Top 3 Mistakes Companies Make in Implementing B2B Ecommerce

B2B ecommerce has exploded to become a major force in the US Economy, and an exciting new selling channel in many traditional industries.  Forrester Research reports that the B2B ecommerce market totaled $889 billion in 2017.  By 2020, that number is projected to eclipse $1.2 trillion.  B2B ecommerce has quietly grown to surpass the size of the more visible B2C ecommerce marketplace, today accounting for 2.5 the volume of B2C online purchases.  While surprising to many people, the fact is that selling fasteners, medical equipment, electrical components, and other business-specific products online dwarfs the volume of shoes, make-up, and music to consumers via the Internet.

Recognizing this volume, more and more manufacturers and distributors in traditional industries are launching B2B ecommerce efforts.  Unfortunately, many companies don’t do their due diligence ahead of launching an ecommerce initiative.  This results in less than optimal ecommerce platform deployments, ineffectively structured organizations, and missed opportunities – which all create inefficiencies and stifle growth.

By understanding these common mistakes, you can avoid the common pitfalls associated with implementing B2B ecommerce.  With this in mind, let’s look at three of the most common mistakes companies make when implementing B2B ecommerce—and what you can do to avoid them.

Mistake #1: Failing to Define Your Requirements in Detail

All too often, I see companies fail to put in the time required to create a thorough set of requirements for their ecommerce system, grounded in a solid understanding of business objectives. In doing so, these firms drastically increase the likelihood they will choose the wrong platform —which prevents them from being able to take full advantage of their ecommerce opportunity.

Taking the plunge into ecommerce for the first time is an extremely time-consuming process. The last thing you want to do is have to replatform shortly after launching because you made the wrong choice to begin with.

Because so much is at stake, it is imperative that you choose the right platform the first time—one you can live with for five to ten years, or even longer. The only way you can ensure this is done correctly is by extensively documenting your requirements up front.  Be sure to include information about features, workflows, pricing, contract support, flexibility, integrations, and more.

Your company is not likely an expert in ecommerce, so choosing the right platform from the start can be a tricky and taxing process. Because of that, many companies outsource these responsibilities to companies that are experts in the space.  Yes, this requires additional upfront investment and time, but the ROI and risk reduction make it worthwhile.

Mistake #2: Underestimating the Importance of the User Experience

I have observed that B2B companies tend to have a nasty habit of putting up ecommerce storefronts that are difficult-to-use, bolt-ons to their existing ERP (Enteprise Resource Planning) systems, and simply expecting orders  to come flowing in. When they don’t, they either blame their customers or figure that ecommerce won’t work for them.

They’re wrong on both counts.

When implementing an ecommerce system, it’s critical to focus on the user experience (UX). Today’s B2B buyer expects the digital user experience to make their jobs’ easier, and reflect consumer-like online shopping experiences.  If the UX is poorly executed and the resulting web site is difficult to use, how can you expect customers to actually use it?

Keep in mind that business buyers’ expectations are set by their personal experiences in buying from the most advanced ecommerce sites in the world. Retailers like Amazon continue to set the bar extremely high for online retailers—which includes your company, whether you like it or not.  While B2B web sites must accommodate B2B buying workflows and nuances such as customer-specific pricing, custom catalogs, and payment on credit terms, the foundational elements of a B2C web site are also critical to incorporate. If your site search, navigation, product details, listing pages, shopping cart, and checkout aren’t optimized to meet the standards of modern online buyers, your ecommerce site will not be effective.

Invest heavily in building a desirable UX, and customers will keep coming back.

Mistake #3: Neglecting to Involve Your Sales Team

Your sales team is nervous. They hear the word “ecommerce” and they think competition and lost commissions.

Fear isn’t warranted in the vast majority of cases.  However, many B2B ecommerce replatforming efforts are launched without input from the sales team—at least when  it comes to planning and implementation. As a result, a large amount of value is left on the table, and sales teams will fight against adoption of ecommerce among your customer base once you have launched your site.

In reality, ecommerce is a force multiplier for the sales team by allowing associates to spend more time on strategic issues with key accounts.  An effective ecommerce web site eliminates time spent on low value, routine tasks such as entering orders or answering order status questions. And, if sales team members are commissioned for sales made to their accounts via ecommerce, economic incentives are aligned as well.

Don’t keep your ecommerce replatforming initiative isolated to a few top executives or driven solely by the marketing team. Instead, use your sales team strategically.  Real value unlocks are available when selling channels are in sync, and getting the sales team involved early in defining your requirements and setting objectives will enhance your return when you launch.

Benefits of Successful Replatforming

The B2B ecommerce market is growing bigger every day. Frost and Sullivan projects that 27% of all B2B transactions will be conducted online by 2020.  Think about what this type of sales penetration could mean for your business.  Not only are sales transacted via ecommerce more efficient to process, but they often occur at higher gross margins.  Online sales also frequently represent incremental revenue – either via increased share of wallet from your existing customers or from new customers.

Capturing these results for your company requires significant investment of internal and external resources. However, real return on investment exists for companies that diligently plan for and execute on this opportunity. Do it right, and you’ll be eating your piece of the pie in the near future.

The post The Top 3 Mistakes Companies Make in Implementing B2B Ecommerce appeared first on Get Elastic Ecommerce Blog.

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Five Buzzworthy SEO Trends for 2019

You knew this article was coming: the hottest SEO trends for the year ahead. Some of these trends you've already seen this year, and some are new, but we can definitely expect to see more of all of them in 2019. Check them out to prepare your SEO efforts for ... Read the full article at MarketingProfs

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The future of retail continues with Nike

Easy Guide To Solopreneur Pricing: How To Set Rates That Will Make You Happy

Wonder how to price your services as a solopreneur, consultant or freelancer? Use this easy guide to solopreneur pricing. It outlines (with examples) 5 types of pricing to help you.

The post Easy Guide To Solopreneur Pricing: How To Set Rates That Will Make You Happy appeared first on Heidi Cohen.

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How Negative Feedback Can Improve Customer Retention

How to Use YouTube Videos to Improve Your Google Ranking

Getting a blog post to rank in Google has become difficult. But for certain types of searches, quality videos are rising above quality blog posts in search results. And therein lies your opportunity. Here is how you can start optimizing your YouTube videos to rank on Google. Read the full article at MarketingProfs

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Emerging tech to meet B2B buyer expectations

It is estimated that the US alone will generate over $1.2 trillion in business to business  ecommerce sales by 2021. With a market of that size, B2B organizations need to start planning now as to how they’ll compete for a piece of that trillion-dollar share.  In order to compete, companies must differentiate – and that comes down to the customer experiences they deliver.  

B2B buyers want  the same digital commerce  experiences they are receiving on B2C channels.   

Here are three emerging tech trends B2B organizations need to include in their 2019 plans if they want even a sliver of the B2B ecommerce market in 2021.   

Mobile  

B2B buyers are spending more time on mobile devices, both personally and professionally. Plus, the workforce is getting younger with more technologically savvy employees who will expect the ease of use via a mobile device in B2B.   

Anheuser-Busch, an American brewing company, is capitalizing on mobile very well with their B2B mobile app offering, Tapwiser.  Tapwiser allows for a simpler path to purchase by enabling quick order submission via the app instead of with a sales rep. Anheuser-Busch also allows for on-demand delivery service with the Bud Light Button, a one-tap beer delivery app.

Artificial  Intelligence  (AI)  

The rise of artificial intelligence in the workforce to support and accelerate processes is rapidly unfolding.  AI allows for better automation and the use of predictive insights deliver smoother transactions and better personalization for B2B customers.  

Hill & Markes, a distributor based in upstate New York, had an inundated call center until they took advantage of AI. They launched the AI-powered messaging platform, LivePerson, to communicate with their B2B buyers online and in real-time. The AI solution empowers customer service reps with conversational marketing tools to cross-sell or upsell when inventory is out of stock.  

Machine  Learning  (ML)  

A subset of the AI phenomenon, machine learning allows for a streamlined approach to account management. ML allows organizations to utilize past and present customer data to project future behavior and commerce trends. ML can monitor customers better by delivering stronger data on who the customers are and what they want, when they want it.   

Although this is more of a B2C use case, there is a lot to be learned from Mazda and how they utilized machine learning for a new car campaign.  

The ML technology crawled across various social media networks, searching for the right people via their posts with the right preset indicators (content) to be selected for a promotion during SXSW. Mazda was then able to locate who the key influencers were to include in their new car promotion at the event.  

B2B organizations can learn from this data-centric approach and how Mazda was able to personalize content to better engage with a very specific crowd vs a general audience segment. Investing in ML will give B2B organizations the data and opportunity to  better understand their  buyer persona.

The post Emerging tech to meet B2B buyer expectations  appeared first on Get Elastic Ecommerce Blog.

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The Most Expensive States to Run Search Ads In [Infographic]

How does the price of search ads vary among US states? Which states tend to be the most expensive for different verticals? To find out, SEMrush analyzed search ads run in all 50 US states for 86,000 keywords in 17 industries. Read the full article at MarketingProfs

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https://www.marketingprofs.com/charts/2018/40169/the-most-expensive-states-to-run-search-ads-in-infographic

Dependency Upgrades: why commerce software engineers need a policy and process

For most commerce software engineers, dependency management includes upgrades and best practice suggests upgrading dependencies proactively. In order to ensure a smooth process and one that is maintained properly, it is best to have a well-defined policy and process.  

Why you need a policy and  process  

All software depends on other software to accomplish useful tasks. Even the smallest  hello world  program depends on the libraries of the language it is written in. Typically, as a piece of software  gets more sophisticated it depends on more third-party software or libraries. Leveraging existing third-party libraries is a standard practice for  commerce engineers  to enable faster development.    

However, vulnerabilities and bugs of dependencies become vulnerabilities and bugs of the software the dependencies are included in. As a result, dependencies must be chosen with due consideration, and constantly monitored.  Best practice is to not only upgrade dependencies proactively, but to also be on the latest versions of libraries as often as possible.

Why Upgrade Dependencies?  

The single biggest reason for upgrading dependencies is  security. Most software has vulnerabilities that are gradually fixed over time. Upgrading dependencies, is  the  simplest way  to avoid security issues. The latest versions can introduce new vulnerabilities that are not yet discovered. However, it is still safer to upgrade in order to fix known vulnerabilities. 

Most of the  changes between versions  are  bug fixes  and  performance improvements, that’s another good reason to upgrade. In recent tests, a docker version upgrade gave a significant boost to the performance numbers.  

Other reasons to upgrade include being able make use of new features, avoiding giant upgrade steps as it is always easier to update in smaller increments, and it is also easier to upgrade a single dependency if everything else is up to date.  

Upgrade Experiences
Commerce software developers should be upgrading dependencies on a regular basis.
Here are a few examples of good, bad and ugly dependency upgrades  that inform the upgrade process.   

The Good  

Overall library upgrades  should be  smooth or have relatively few issues. Good libraries maintain backward compatibility, and provide suitable replacements for any APIs that are deprecated. As a result, upgrading such libraries should  involve  only  minor code changes. Good migration guides, and well-crafted deprecation warnings  make this process relatively painless. Recent examples of these include various Apache Commons libraries,  Mockito,  and  RxJava.   

The Bad   

Every now and then an upgrade does not go according to plan, and unexpected issues arise due to not having the bugs or changes well documented.   Recent example of this occurred with an upgrade to Guava version 25.  Guava upgrades are typically seamless and  jumping to version 25 was expected to be a simple version bump.  

However, intermittent errors occurred in performance tests because of a misbehaving cache. The intermittent nature of the errors meant that they were difficult to track down, resulting in a days-long test to locate the issue. To allow enough time to deal with such surprises, it is best to do upgrades at the beginning of a release cycle.

The Ugly  

Sometimes  an upgrade can get ugly.  This is typically the case when a number of dependencies have to be upgraded in lockstep. This problem will be  exacerbated  if regular upgrades are not done, and several upgrades of versions need to take place in one go.  

As an example, a recent Spring upgrade required upgrading Cucumber. Upgrading Cucumber required upgrading Spring. Also resulting in needing to upgrade Camel, Junit,  Servicemix, and Gemini. Attempting to untangle this dependency web was challenging.    

Automation  

Upgrading dependencies is not the most exciting work for a commerce  engineer. To ensure upgrades are quick and happen often, it is strongly recommended to leverage all automated tools available.  

For example, Versions Maven Plugin is best to use for maven projects  to generate reports listing the libraries that have new versions available. The plugin can also auto-upgrade the versions directly in source code. Most languages and frameworks have similar tooling available.  

It is worth noting to only use the auto-upgrade feature to do revision, and minor version upgrades. These upgrades are typically quick and require minimal code changes. Overall, the plugin is a huge time saver.  

A major version upgrade is often a more conscious decision to upgrade with the understanding that such an upgrade will require some work.  

New vulnerabilities are discovered  every day, and it is hard to keep up with without some  automation.   

Use a security and  license  compliance  tool, e.g. Black Duck, to  identify vulnerabilities and license compliance issues in the open source libraries.   

Lastly, it is recommended to create a robust suite of functional and performance tests that ensure library upgrades do not have negative consequences.  

The Upgrade Process – what a strong process looks like  

1. Identify the libraries to be upgraded.  Leverage an automated tool in this step. Most languages and frameworks have one. E.g. Use Versions Maven Plugin  for Maven projects.   
2. Ensure version being upgraded to does not have known security vulnerabilities, and license issues. Before changing a single line of code one can verify candidate versions using a security compliance tool  e.g.  Black Duck.  
3. Do the bare minimum code change to upgrade the version i.e.  fix  any compilation errors, and any  functional  test failures. Don’t try to use any new features at this point.  
4. Verify performance. Run your whole performance test suite.   
5. As much as possible, do the upgrades at the beginning of  a  release  cycle  to give  you  time to live with any surprises that might come up.   
6. As an optional exercise – use the new features. Take a look at release notes of the new versions, check if there is anything that catches the eye and would be helpful. Use your judgement to determine if it might be useful to spend a bit of time on this.  

In  closing, be sure to continue to learn from experiences and fine tune this process.

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Did Nike just unlock the code for the future of retail?

Originally reported at Fast Company

Nike’s six-story, NYC-based flagship store just opened (November 15, 2018) and with it a plethora of digital features have been rolled out in-store. According to Nike’s Chief Design Officer, John Hoke, the future of retail is a mix between digital and physical.

And it looks like they’ve accomplished just that – aiming to make shopping in-store as convenient as shopping online.

The store definitely offers an experience and even addresses the quick in-and-out convenience sought after by most of today’s consumers. For those who don’t want to deal with the crowds but need to try on items before placing their online orders, Nike’s flagship store offers “Speed Shop” – allowing shoppers to reserve shoes online to try on in-store.

According to Fast Company, shoppers select the shoes online, head into the flagship store where the ‘Speed Shop’ area has marked a locker with the shopper’s name that is then unlocked with their phone. After the right pair is selected, shoppers use their phone to checkout, never needing to stand in line and are in and out of the store in minutes.

On top of all that ease, the Speed Shop is located in the store’s basement with its own separate entrance making it even that more convenient and seamless for shoppers.

So, what’s the actual key to unlocking that future of retail code? It’s the brand’s app.

“Nike app’s retail mode pops up when it recognizes that a user has entered a retail store. Retail mode allows customers to request items, unlock their locker, and checkout in-store.” (Fast Company) Retail mode does more than just work within Speed Shop, it also enables shoppers to scan QR codes on mannequins and have all articles of clothing appear on their phone or even request to have them sent to a dressing room to try on.

The best part of the app is that you no longer need to stand in line to complete your purchase. All POS is done within the Nike app using the same payment methods as online. For those shoppers new to the mobile app checkout and payment process, Nike’s flagship shop has also included designated self-checkout points.

For all the digital and physical convergence to work, shoppers need to have the Nike app, be Nike members (it’s free), and allow location tracking.

“This is a great extension of an overall experience with Nike. It blurs the lines between the digital shopping channels and the tangible nature of interacting with the brand in the store. I expect to see more and more branded manufacturers and retailers making investments like these to create a unique overall brand experience,” said Harry Chemko, CEO, Elastic Path.

Nike is definitely setting the bar and setting it high with experiential shopping and building that consumer relationship beyond just the physical store.

The post Did Nike just unlock the code for the future of retail? appeared first on Get Elastic Ecommerce Blog.

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Do I really have to lose my “head” to replatform my commerce solution?

If you want to stay competitive, the answer is yes.

Replatforming any technology solution is never an easy undertaking – humans by nature are opposed to any kind of change, especially one that could cause major disruptions. Therefore, discussing the notion of replatforming your commerce solution is usually brought on with some protest.

However, there is a customer-centric commerce platform revolution unfolding and it’s all powered by APIs. An API-first,“headless commerce” solution is becoming the go-to commerce application for modern, cutting-edge brands and service providers.

The monolithic commerce solutions that exist today were built back in the ‘90s when there was only one digital touchpoint to worry about – the web.

• Intershop, 1992
• IBM WebSphere Commerce, 1996
• Oracle Commerce (formerly ATG), 1997
• SAP (formerly hybris), 1997

Today, consumers use an average of six touchpoints to make a purchase.

With today’s emerging technologies and the ever-growing consumer touchpoints, it is not enough to just upgrade your current monolithic commerce system. Yes, some of the monoliths are beginning to add API functionality, but they are doing so as an afterthought. They were never intended or designed to be headless, and their APIs are disjointed and not optimized.

If you select to upgrade your legacy system and go through the long and expensive migration, your organization will still lack the competitive edge – and worse yet, you’ll eventually just have to start from scratch and replatform anyways.

Progressive Transformation

For years, practitioners’ only option for replatforming was the “rip and replace” approach, but this does not have to be the case present-day. Moving to an API-driven, headless solution allows for a “phase out” approach when replatforming; or a progressive transformation.

A progressive transformation with a headless solution allows you to start small with a single segmented touchpoint, product or region, and migrate at your own pace.

So how do I get started?

Rather than replacing your existing platform, you’ll want to stand up the headless solution alongside it and move application integrations one at a time over to the new commerce functionality while keeping the back-end systems where they are.

Before you begin the migration, you should identify all your current systems of record for products, customers, and fulfillment. This will help you develop a better picture of how to align your roadmap for them with where your new commerce platform will take you.

• Where is your product information kept? Is it stored in a home-built system, or in spreadsheets—and ask yourself where and how it will be stored a few years from now.
• Where are your customer records kept? Are you currently using a third-party CRM or an in-house system? What level of interoperability do you hope to have between your CRM and your various channels?
• What state is your ERP in, and what’s your roadmap for it?

Next, you’ll also want to examine your segmentation potential. The more you can segment your touchpoints, product lines, and geographic regions, the more agile and flexible you’ll be in the marketplace.

• Which geographic regions are you operating in now, and which regions do you hope to be operating in one or two years in the future? Do you have a plan for payments types, payment gateways, and tax provider software in these various regions? Getting these in place can take time.
• Do you plan to add new channels or touchpoints?
• What’s your plan for mobile?

After all that is sorted out and the new commerce platform is in place, it will be time to migrate. This is where the phased approach or progressive transformation takes hold. All the while be mindful of how these changes will impact your own organization, whether you’re replatforming or going through any other business transition.

When headless commerce replatforming is done correctly, positive results are achieved immediately, with minimal negative impacts and the shortest path to revenue. With an API-driven headless solution, you build what you want, when you want. You’re no longer limited to the capabilities of your monolithic platform, but rather build with your customers’ expectations guiding the way.

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Is Your Commerce System Vulnerable to Meltdown on Black Friday or Cyber Monday? (UPDATED)

Last year’s holiday shopping season was another record-breaker. Adobe reported that the 2017 holiday ecommerce revenue climbed to $108.2 billion, beating what was previously forecasted by $1 billion. On Black Friday alone, a record $5 billion was reported in sales.

Unfortunately, like the year prior, not all brands and retailers were ready for the surge in traffic.

Calvin Klein, Ted Baker, Macy’s, and Lowe’s, all experienced online technical issues. Websites lagged or crashed. Some customers couldn’t even log on. Others had a cart full of items that they couldn’t pay for, some even saw their items disappear and replaced by someone else’s selections. Many frustrated netizens took their complaints to social media, but for every person who bothered to tweet, dozens more simply took their money elsewhere.

Readying for the flurry

According to the Forrester 2018 Holiday Outlook Report, online retail sales will increase this year by 14% and companies have worked hard over the past year to optimize every part of the shopping journey to win, serve, and retain customers during this often make-or-break shopping season.

Raw computing power has become commoditized to the point where there is little benefit in owning and running infrastructure to handle super high traffic on just a few days of the year. For companies that experience highly variable computing loads, the cost of maintaining on-premise servers just to cover those high load days, is senseless. Retailers are preparing for Black Friday surges in ecommerce system traffic with demand-based computing clouds like Amazon Web Services (AWS) that provide unlimited dynamic scaling. Computer capacity is adjusted according to demand, protecting both customer experience and costs since companies don’t pay for servers sitting idle in low season.

Companies using clouds like AWS to run their critical commerce infrastructure are also buying the expertise of the world’s top technology infrastructure platform experts. They’ll ensure new technology innovations are implemented as they arise.

The blurry season

Not only are total sales going to increase, but lines between physical and digital experiences continue to blur, putting more pressure on underlying commerce systems. Even brick-and-mortar shoppers use their mobile to check reviews or compare prices. Many retailers also use mobile presence technologies in-store. These customer tracking systems can provide contextual information to a commerce system that can then offer discounts via SMS or an app as people browse. Some stores have cut down lines by giving staff mobile point of sale devices.

All these technologies depend on reliable and scalable bandwidth in store as well as a commerce system that can handle digital and physical store purchase surges. With a unified transactional layer for online and in-store purchases, shoppers experience consistent products, pricing and promotions regardless of sales channel. Combine this with the power of AWS and the entire commerce infrastructure can easily scale as demand skyrockets. Checkout line clogging up? Add more mobile checkouts help line bust. Don’t have the right item in store? Let customers purchase anyway and ship it directly to their house. The flexibility that a unified commerce layer provides customers allows your company to solve the bottleneck problems that might sour their experience with your brand.

As commerce becomes more and more connected throughout the customer journey whether digital or physical, all transactions will go through a central system. Commerce systems running on a platform that offers guaranteed dynamic scalability will ultimately win out because they will be able to keep up with the unpredictable peaks of the holiday rush.

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2018 Blogging Research: How Does Your Blog Compare To The Best

Examine this analysis of 2018 Blogging Research to improve your blog and related content marketing. Includes charts, examples and tips.

The post 2018 Blogging Research: How Does Your Blog Compare To The Best appeared first on Heidi Cohen.

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Google Search Factors: How Top-Ranking Pages Differ, Depending on Topic Area

The content qualities of the pages that rank well on Google search tend to differ significantly among topic areas, according to recent research from Searchmetrics. Read the full article at MarketingProfs

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https://www.marketingprofs.com/charts/2018/40063/google-search-factors-how-top-ranking-pages-differ-depending-on-topic-area

B2B Marketing Books: MarketingProfs B2B Forum Authors

Want to be a B2B marketing smarty? Check out these MarketingProfs B2B Forum authors. These experts provide the B2B know-how you need to succeed.

The post B2B Marketing Books: MarketingProfs B2B Forum Authors appeared first on Heidi Cohen.

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https://heidicohen.com/b2b-marketing-books/

Content Syndication: How To Distribute Your Content On The Cheap

Need to increase content marketing distribution on the cheap? This content syndication guide has 7 marketing steps, 7 types and 5 actionable tactics.

The post Content Syndication: How To Distribute Your Content On The Cheap appeared first on Heidi Cohen.

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Five Tips to Ace This Holiday Season With Search Ads

The 2018 holiday season retail outlook is optimistic. Consumers want to spend on personal items and gifts, and advertisers want to make the most of the red-hot market. Use these tips and tricks to attract consumers and totally ace the holiday season. Read the full article at MarketingProfs

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https://www.marketingprofs.com/articles/2018/40099/five-tips-to-ace-this-holiday-season-with-search-ads

Foundations of Commerce: Grit before Glitz

The race to get a product or service in front of a customer, or the desire for a customer to want or need a product or service has been running for thousands of years.

Around 2700 BC, China mastered the ability to create silk from silkworm protein fibers. Sitting on this monopoly (the emperors of China refused to share the secret of silk production), China traded silk with other countries, creating a luxury “brand.” Demand for silk was so high that it became a catalyst for new trade routes across Central Asia and into Europe, colloquially known as the (original) “Silk Road.” The demand for silk created massive trade routes for all kinds of goods.

Back then, the Romans were the largest buyers of silk. Eventually, they were able to crack the secret of silk’s beginnings and began producing their own—after being dependent on trade with China for centuries.
Leaked secrets destroyed the silk monopoly, but the trade routes persisted. Over time more and more ways to trade emerged. In fact, today’s multifaceted digital trade routes present products to customers on four or five different devices using apps, social media and chat to name just a few. For all that sophistication, as new digital routes accumulate, the foundational technologies on which they depend become overstretched. They can barely support two trade routes, let alone four.

How have we come so far and yet failed to address the importance of the commerce foundation?
One thing most of us can relate to is a commercial vision. That vision may come down from the C-suite, it may come from an industry thought leader, or it may come from you. The vision is to create a product or service and sell it; along with, creating buzz, a website, developing a multichannel experience for your customers, you have to make it all happen.

Everyone believes in the vision and gets excited. The design team begins working on next-level experiences. AWS instances are spun up. The development team begins working with the product manager who is now responsible for delivering this vision and generating hundreds of JIRA tickets.

Ready to go! Well, not quite.
What we are seeing is a fundamental shift in a couple of areas of IT. Through the 1990’s and into the 2000’s, projects started with core systems like Oracle, SAP or IBM as cornerstones. These systems were used out-of-the-box or modified to solve unique business problems. Although the “Big 3” are still in the game, innovation and technology has evolved and there is a myriad of other solutions. And, point solutions for departments may do a better job than a suite, but here’s what happens:
VP #1 has a job to do, so she brings in platform A, VP #2 has a job to do, so he brings in platform B. Then VP #3… well, you get the picture. Through acquisitions even more technologies are added to the mix. Eventually, there are multiple systems throughout the company, including numerous CRM’s, reporting tools, application stacks, coding practices and standards.

The big mess underneath
It’s easy to point to communication as the culprit, and of course it is, but let’s leave that discussion for another day. Even with disparate systems, “the vision” still must be implemented. But now the implementation strategy has shifted from the top (e.g. UI) to the bottom (core infrastructure). Working with the foundation is harder than working with the UI because the technology dots are simply not connected to provide a consistent customer experience. Customer information is almost always strewn across multiple CRM’s. Customer or partner assets are not centralized. Product data is stored in multiple repositories. Information is all over the place internally, and it’s possible only a few people can make sense of and normalize all this data. The underlying foundational technologies have left a mess.

Now, with a promised “vision” delivery, what do you do?
It is possible to deliver “an” experience even with the current back-end state, but there is very little overall focus on what the impact of that is going to be on the company or, more importantly, the customer. “Tech-debt” is a hot buzzword. At what point should businesses write down this debt? At what expense do we carry it along? Do any of us go back and address it? And if we do, what’s the ROI versus just addressing it from the get-go? Twitter is a great place to read customer complaints and many times I can guess that reluctance to deal with tech-debt ended up with “a” customer experience, but maybe not the “right” one.

So, why do we continue to operate in this way? Are we just falling prey to the perception of growth using new and glitzy technologies for us to tell new stories to customers? Is looking to the glitz before the grit ever worth it?

How to overcome this? Start from the bottom-up
Sure, there are solutions out there like MuleSoft or microservices, that attempt to stitch up a unified architecture so that delivering on the vision is possible. But is that the right thing to do? Even if it is, stitching still involves time which a lot of us do not bake into promised delivery dates. It will take courage, but we need to reverse our promises of delivery in too short a time. We need to make sure the foundation is solid before we start the work up top. Building on a solid foundation will pay off for customers and the company. Customer experiences will be more targeted and more relevant. Those two things alone would increase growth and build corporate reputation.
I recently went through this situation with a scratch build out of a commerce site, but our vision was severely hampered by the current state of our foundation systems. It is difficult to explain to upper management the “why” since most likely they’re business minded and expect the results. They are not interested in the technical challenges of where data may be hidden, or the lack of any API or connector to that data.

The build has progressed tremendously since launch, but what if we had done it right from the beginning and made sure our foundation was poured? We’d be way further ahead.

I’d love to hear your input if this is something you’ve experienced as well. Or maybe I’m the only lucky one…

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API-driven commerce: Why it is OK to lose your head now

In an effort to differentiate and compete, top brands are choosing a best-of-breed architectural approach due to the inherent limitations of monolithic commerce applications. As a result, headless API-driven commerce is gaining momentum and traction across many industries. 

So why it is OK to lose your head now? Here are the top monolithic challenges to consideration: 

Challenge 1: Lack of control over front-end experiences 

Traditional full-stack commerce platforms limit companies to a particular presentation or front-end experience throughout the entire commerce system. As a result, customer experiences are driven by the system’s capabilities and constraints, and do not necessarily represent the way a company wants to do business. Customizations are challenging to implement and maintain with future product releases. Over time, single-stack solutions grow larger and become overly complicated for developers to understand or make changes to without breaking functionality.   

Headless advantage: With headless commerce, the front-end layer is separate from the core commerce logic and offers maximum flexibility of the experience that is being presented to the customer. Customizations are containerized and don’t need to be rebuilt with each new upgrade. Any front layer is game, be it custom development, content management system or digital experience platform.

Challenge 2: Inability to experiment with new touchpoints 

Single vendor, full-stack solutions can provide adequate implementations when only one or two touchpoints are required, e.g. web storefront and mobile-friendly sites. When adding more touchpoints to the experience, some companies replicate or use separate commerce solutions to support every new touchpoint. This approach creates commerce silos which cannot be easily connected back to systems of record. With business logic spread across silos and systems, this increases the potential for inconsistent customer experiences. Modifications to the systems are required to reduce these inconsistencies. Over time, this results in an unsustainable system with a high risk of failure.  

Headless advantage: With headless commerce, decoupling the front-end from the back-end allows companies to innovate without needing to replicate the commerce logic for each touchpoint. Leveraging rapidly emerging touchpoints, such as IoT, bots, point-of-sale interfaces, screenless devices becomes easier than ever. This allows back-end systems to evolve as time and budgets permit.   

Challenge 3: The risk of tightly coupled, full-stack solutions  

When the front-end and the back-end are tightly coupled, every change to the front-end impacts the back-end and vice-versa. In this type of architecture, the front and back-end software are too heavily reliant on each other. Even with an API layer in between, changes to the experience layer often require changes in multiple places, by different developers making them costly, time-consuming and error-prone. At the end of any development, major parts, and sometimes the entire system, must be redeployed. If the back-end of the commerce platform experiences a performance issue or, requires maintenance, this can create downtime for the live site. A single bug can quickly bring down the entire system. Because full-stack systems are slow to change, they limit the ability of a business to respond to market opportunities and meet customer expectations.

Headless advantage: With an API-first approach, the changes in the back-end don’t impact the front-end. The change is needed in one place only and doesn’t require reset of the entire system.   

Challenge 4: Unify selling across business units, channels and geographies
Gaining business efficiency and transparency across business units, lines of business, channels, brands and geographies is top of mind among many business executives. Legacy full-stack platforms make it more challenging than ever to gain a 360-degree view of the customer and pivot the business towards a customer-centric model. Many enterprise brands with a global footprint find themselves with multiple siloed instances of commerce platforms and a siloed approach to commerce. With mounting maintenance costs for each platform, delivering one brand experience is harder than ever.  

Headless advantage: API-first commerce offers unparalleled flexibility when it comes to sunsetting legacy systems and creating a unified selling platform.  Replacing one commerce functionality, e.g. pricing, shopping cart after another, unifies the selling with minimal risk to the business.  

To sum up: Headless, API-based commerce solutions provide business users with the power they need to create new ways of interacting with customers, and new ways to monetize customer experiences without requiring back-end development. Seize this opportunity, starve your monoliths to death and lose your head.  

 

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