Trying to keep up with endlessly changing trends and demands in the global fashion market puts fashion companies under enormous pressure to create innovative products at a moment's notice.

But when it takes the average fashion company six months to go from design to sales floor, some companies find they're always chasing after the industry leaders that can get new products on the racks in as little as 15 days.

Although most of the growth in retail is happening online, physical retail often still represents 90% of a retailer’s sales. One way to leverage existing physical locations and provide a more efficient experience for customers is to support “Buy On-line, Pick-up In-Store,” or BOPIS for short. Customers do their research online, select their products, and later pick up the items at a physical store. However, the road to supporting BOPIS has many pitfalls to avoid. We’ve collected 10 common BOPIS issues that smart retailers should address, before their omni-channel evolution leaves their customers wanting more.

Infor's Matt Jones discusses three major causes at the root of these BOPIS boo-boos, that are creating a negative customer experience and impacting the retailer’s profitability. They are: 

Caroline Fairchild, LinkedIn Managing News Editor, reached out to me and other LinkedIn members to help add informed perspectives on the day’s news and trends. She asked:

"Why do you think there is a disconnect between public perception of female leadership skills and what has been proven in the American workplace?"

Here is what I shared:

“In the future there will be no female leaders. There will just be leaders.”

I agree with the author of this quote, Sheryl Sandberg, Facebook COO, but to get to that day, a lot of change has to happen and corporations and business leaders need to step up and take meaningful steps and action towards greater female representation in leadership roles.

In our company we have found that gender and cultural diversity helps us succeed in extraordinary ways – especially revenue performance. But there are other benefits, too. Companies that are leading the efforts are my role models and they are gaining momentum by being recognized and admired for their leadership.

Change takes time and commitment. As today’s leaders, we need to look at what can be done to encourage the next generation of girls to become strong leaders too.

The last time you dipped your chip into the guacamole at your favorite Mexican restaurant, did it taste different? If it did, it could be because it wasn't made with avocado. Instead, what you might have actually been eating is calabacitas. 

Some Mexican restaurants have been using calabacitas, a small zucchini-like squash in place of avocados to make guacamole. Though the taste is reportedly very similar, guacamole made with calabacitas is thinner and more watery.

With last summer being the hottest on record for California, it affected the avocado crop, and this year avocado lovers are feeling the heat. The popular fruit has rocketed in price due to high popularity and low supply, leading some restaurants to find a substitute ingredient for guacamole.

I read this article last week and it got me thinking, besides guacamole, do we really know what we are eating? And not just at restaurants but in the food we buy at grocery stores, too. 

Modern organizations rely on business systems to operate. In order to improve efficiency, businesses invest in technology to provide advantages. Technology investments have historically failed to deliver the promise of increased efficiency and maximum ROI. A recent study of 7,000 ERP implementations by the NorthPoint Group revealed the following; only 32.2% reached the ROI goals, user adoption was below 62.4%, 73.5% exceeded the approved funding, and 53.3% missed the go-live date.

For any other investment, these would be horrible results. For technology it's not only the norm, it's expected. Imagine buying a dozen eggs, finding four are rotten, and going back to buy a dozen more of the same brand from the same shop. This is what is happening with technology investments.

The question to ask is, “why do companies continue to approve funding for technology projects when the original return on investment is often missed?” To understand the answer, you need to first understand the process companies use to analyze and fund a technology-based business system. Aside from complex terminology such as hurdle rates, IRR, reverse trending, and the like, companies analyze funding an investment using a widely adopted financial tool called the "J Curve".

Understanding the three components of the J Curve will answer the "why".

Meet ICCG team members this September to:

Discover and learn from industry experts on specific products and in key industries so you can build the skills and knowledge to maximize the technology you have today and prepare for what comes next.

Connect with your Infor community of product experts, partners, peers, colleagues and friends with networking events, panels and roundtables.

Get inspired by pioneering leaders in technology and from the world stage, transformative stories from your peers, and game-changing applications of science in enterprise software.

Today's customers are bombarded by offers from a wide range of companies that want their business. But when offers are targeted and truly exclusive - delivered with pinpoint accuracy to ideal buyers - they can stand out from competing offers and generate a much greater sense of brand loyalty. In this episode, we're joined by Sai Koppala and Bill Schneider from SheerID - a marketing solution that helps retailers acquire new customers through gated exclusive offers. 

The process of managing a product’s lifecycle has come a long way since the days of Excel spreadsheets. Or has it? In this episode of Supply Chain Radio, Stan Pryzbylinski, vice president of research at CIMdata joins Matt Gunn and Jenny Reese to discuss how PLM software has evolved in the world of manufacturing.

Independent Computer Consulting Group (ICCG) a Global Information Technology Solutions Provider for the Enterprise announced today that it has brought Michael Lea on board as General Manager for Americas focused on Process Manufacturing. Lea is a 25-year technology veteran who has demonstrated strong consultative sales management and leadership qualifications and has continued to remain a thought-leader about advanced software and business solutions designed to meet the diverse and rapidly evolving business demands of his clients.

Independent Computer Consulting Group (ICCG) a Global Information Technology Solutions Provider for the Enterprise today announced the appointment of John Greenaway as Chief Revenue Officer – EMEA, effective immediately. Greenaway previously served as a Channel Director at Infor for the last 10 years, where he was responsible for growing revenue across EMEA. As Chief Revenue Officer - EMEA, Greenaway will champion ICCG’s efforts to expand its software consulting and implementation footprint into Europe, the Middle East, and Africa.