2-D Barcodes Present Path To Get Shoppers To ‘Opt-In’ To In-Store

By Laura Davis-Taylor, Founder & Principal, Retail Media Consulting

During the course of 2009, we have seen more retailers utilizing shopper path tracking and gaze tracking to better understand how shoppers are responding to in-store promotions (both traditional and digitally-based). As these technology tools become more prevalent, we have seen some retailers use them responsibly and others use them to track age, race and gender with the intent to eventually serve up ‘targeted’ messages to shoppers. This raises potential privacy concern and, until we get in front of them, retailers are looking for new methods to stimulate shopper ‘opt-in’ to their targeted in-store promotions.

One of the technologies of great potential interest for this is the 2-D barcode. 2-D, or 2-dimensional barcodes, are technically a set of graphics, glyph, or ‘symbology’. The have a much higher capacity than the 1-D barcodes. Like their 1-D brethren, they are each as unique as an individual’s fingerprint and provide an instantaneous method to respond to a marketer’s offer or call-to action. They’ve been hot property in Japan, France, Spain and some areas of Germany, and are slowly trickling into the US.

2-D bar codes work via mobile phones. The shopper sees a 2-D code on some kind of marketing vehicle (printed or digital signs, product packaging, floor, etc.) and uses their mobile phone camera to take a photo of it. The camera catches the image and passes it to the 2D Code Reader Application, which then interprets (decodes) the code and takes action to resolve it. Due to different implementations, resolving the code may require interaction with a network server.

Once the 2-D barcode has been resolved, the device will start the appropriate application to activate the function for the campaign’s call-to-action. Just like waving a price tag under a digital price checker, they “wave and receive”.



There are a few ‘flavors’ of 2-D codes, all competing to be the de facto standard. These include Data Matrix, QR (or Quick Reference) codes, shot codes, EZcode (“easy codes” by Scanbuy) and the Microsoft Tag. This has been one of the challenges in all countries and we expect the same as they become more pervasive here. But the CTIA (the American Wireless Association) has a Code Scan activity committee to define the 2-D barcode ecosystem and recommendations for 2-D barcode symbology and code reader application use. Many major brands are involved, leading us to believe that they see great potential in the technology *See http://www.ctia.org/business_resources/wic/index.cfm/AID/10329 if you want to learn more.

Sprint recently announced that the are now pre-loading all of their new phones with Scanbuy’s readers and we may be seeing more wireless companies following suit. We’ve also seen some very unique promotions hit the press, such as Doritos printing a 2-D code on single serve product bags that were scanned by consumers to permit access to an invite-only concert. Retailers have real incentive to better understand them and find creative uses for them to aid in shopper experience.

Key takeaways:
  • Understand the potential privacy issues for any shopper tracking technology that you are looking to activate.
  • Until governing parties create guidelines for shopper tracking, stay on the safe side keep an eye out for new methods for shopper ‘opt-in’.
  • Keep up with the progress of 2-D barcodes, as they will have great in-store potential and ensure 100% shopper permission.
Laura is a 17-year Agency veteran with a diverse background in traditional advertising, brand planning, interactive marketing, digital signage, merchandising and retail/environmental design—all geared towards creating consumer-centric solutions for the business challenges of her clients. She joined Miller Zell as a Vice President and led accounts such as Circuit City, Wal-Mart and H&R Block, working intimately with her clients to help them build strategies around all points of customer experience and communications. Now, with Retail Media Consulting, Laura and her team focus on helping brands strategize and execute digital media experiences within the store as a marketing vehicle. Laura is a Digital Signage Expo Advisory Board member, Chair of the POPAI Digital Signage Advocacy Committee, writes a bi-monthly column for Digital Signage Magazine and is an “expert resource” lecturer, workshop teacher and author in the In-Store Digital Media space. Her firm published their first book, "Lighting up the Aisle: Practices and Principles for In-store Digital Media”, in 2007 (available at http://www.lightinguptheaisle.com).

Laura can be reached at laura@retailmediaconsulting.com

5 Key Strategies to Enhance Customer Loyalty

By Kim Goff, Author & Communications Director, the United Way of York

We live in a very busy society where time is everything. The three common pet peeves that customers have with any type of business are: waiting for a long period of time, being ignored by employees, and not feeling appreciated. These issues can make or break a retailer. By investing in customer service training, retailers can greatly improve their bottom line, and nothing is more important during tough economic times. Here are five customer service training tips that can be incorporated in your training:


  1. The customer is always number one. This is the best way to train your employees on the importance of customers. “Without customers, there is no profit, without profit, there is no business, without business there is no company, and without the company, there is no you.” When your employees understand importance of customers to the business, they’ll start to understand how important their role is as well.
  2. Never make customers wait. Greet your customers as soon as they walk in the door. If a customer calls, answer the phone by the second ring. If you are busy with another customer, do not make your new customer wait a long period of time. Acknowledge customers as soon as they come in and see if another employee can assist them. If there is no one available, let the customer know you are busy with another customer and ask if they can wait. Be sure to give them an estimated wait time, and if they cannot wait, ask them if they would like to make an appointment. Always ask customers, immediately, how you can help them.
  3. Never ignore a customer. If they walk in, they can walk right out. Even if you greet your customers or seat them at a table, you still have to pay attention to them. Always check back in to make sure they have what they need or offer your assistance. Customers will walk out if they feel ignored.
  4. Show appreciation for customers’ business. This is one of the major factors customers consider when returning to a business. Showing customers how much you appreciate their business can turn them into regular clients. The most obvious way to show this is by verbally telling them, “Thank you for your business, we hope to see you again.” This should always be said, no matter what else you do to show your appreciation. Other ways include, “freebies,” coupons or discounts.
  5. Remember your “regular” customers. Once you learn a customer’s name, always address him or her by it. Personalize their service by learning what they like or prefer. Get to know something personal about them, whether it’s their hobbies, children, or job. The more you can start to personalize service for your regulars, the more appreciated they will feel. There is nothing worse shopping with a retailer on a regular basis, and having the employees there ask who you are, or worse, act like they have never seen you before. Your goal is to make every customer a regular, but personalizing service for your already established customers will make them life-long customers.


Investing in customer service training for your employees can be just as important as perfecting the quality of your products or service. You can have the best product or service out there, but if you do not treat your customers well, they will not come back. However, if you treat every customer with the utmost importance, respect and courtesy, your outstanding service will create positive feedback and a viral impact.


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Kim Goff is a professional speaker and author, who currently works as a communications director for the United Way of York. In addition to being a freelance writer, she also works on the blog, Volunteer Now! for the York Daily Record and is the Philadelphia Special Needs Kids Examiner for Examiner.com. She speaks on overcoming obstacles, life balance and women in the workplace, and is author of “Female Empowerment – A Personal Journey.” To hire her for your next speaking engagement, e-mail: kimgoff@excite.com.

Q&A with James Gregory, CEO, CoreBrand

Brand equity, the value of the brand name itself, plays an increasingly important role in consumer purchase decisions, brand engagement and in driving stock valuation. Since 1990, CoreBrand has measured changes in 1,200 leading brands in some 40 industries. Now more than ever the strategies to drive growth and increase loyalty are top of mind, and Corebrand emphasizes the importance for retailers to leverage their most valuable asset—their brand. Retail TouchPoints had the chance to catch up with CEO James Gregory for his thoughts on the role of social media for retail brands, the importance of brand monitoring and what retailers can learn from the challenges faced in the specialty retail sector.

Retail TouchPoints: What aspects of brand monitoring are most important for retailers?
James Gregory: Since the retail marketplace is highly dynamic and change can happen overnight, it is critically important for retail brands to monitor the marketplace for threats and opportunities. The specifics of a retail brand will determine what kind of monitoring makes the most sense. For example, a fashion-oriented retailer dependent on current styles and trends would do well to monitor the latest, fastest moving social media for changes in trends. Conversely, a brand that has a well-established aesthetic or value proposition can be more lax in current trend watching but will need to monitor threats (competitive and marketplace) to that aesthetic/value proposition.

RTP: What are some of the other business factors that retailers should be monitoring to ensure the security of their brand identity?

Gregory: Retailers would be wise to monitor larger economic projections to understand likely changes that Bull or Bear markets can bring. The ability to adjust everything from inventory on hand to price structure to messaging in advance of significant market change will enable businesses to weather storms and gain leverage. Far too many retailers focus on week-to-week sales statistics only and fail to pay attention to larger movements.

RTP: What are some of the key struggles for specialty retailers like Tiffany and Nordstrom, and what can other retailers learn from those struggles?

Gregory: Luxury oriented retailers like Tiffany and Nordstrom face struggles in difficult economies due to a decline in disposable income. While this has an obvious effect on business statistics, the effect on the brand may not be so obvious. The retailer must strike a balance between being seen as the exclusive/luxury that it represents in good markets while protecting against the image of ‘unaffordable trinkets’ that can creep in as financial concerns mount. This is not an easy task as managing that balance will be different for each company based on its brand proposition. Each brand must understand what ‘affordable luxury’ means to their customer promise and how to deliver that promise as the economy slows.

RTP: How integral is social media to a product’s brand?

Gregory: Social media should be viewed as a key component of a brand strategy. For many years, savvy retailers have looked to create emotional attachment between the customer and the brand to drive loyalty, grow market share and expand product categories. Social media presents an entirely new opportunity to build this attachment. It also presents a significant challenge as the control of social media lies in the hands of the consumer, not the retailer. This highlights the need to monitor and react to changes in the market in order to gain the leverage that social media can provide.

RTP: What are some of the key strategies retailers can use to make sure their brand is engaged with customers online?

Gregory: Retailers need to get beyond the online store as a digital version of their brick and mortar stores. Many retailers have done fantastic jobs of ‘inviting the customer in’ to a physical location through store design, product presentation and appropriate use of promotional material and then fail to provide the same level of attention to their digital locations. Retailers must give the same considerations to inviting in a customer while recognizing the unique qualities that online shopping provides.

James R. Gregory is founder and CEO of CoreBrand, a global brand strategy and communications firm based in New York City, with offices in Minneapolis, Minnesota, and Los Angeles. With 30 years of experience in advertising and branding, Jim is a leading expert on brand management and is credited with developing strategies for measuring the power of brands and their impact on a corporation's potential financial performance. Most notable of the tools that Jim has developed is the Corporate Branding Index® (CBI), a quantitative research vehicle that has continuously tracked since 1990 the reputations and financial performances of over 1,200 publicly traded companies in 49 industries. CoreBrand uses the CBI to help clients recognize how their brands compare with industry peers and how communications can impact corporate reputation and financial performance, which includes stock price and revenue growth.

Communicating With Workforce Critical During Challenging Times To Maintain Morale

By Doron Levy, President, Captus Business Consulting

A question I am constantly asked is how do we keep morale up during tough times? I agree it is difficult to keep spirits up especially with all the negative media swirling about. The one strategy that seems to always blow up in people faces is keeping or withholding information from employees.

In my experiences, I have seen a broad spectrum of cultures in retail. I have worked for companies that openly share sensitive operational information with their employees. I have seen cultures where owners and managers remain tight lipped about performance and other indicators. Silence is not golden in these cases. Employees who are constantly exposed to negative media are going to make assumptions about their environment without information. As the rumor mills spin, morale will decay to a level where productivity is affected. Is there a balance as to what can be shared?

The real key to maintaining morale is to keep the lines of communication going. The flow of information must remain constant. Having quick opening and closing meetings will ensure a constant flow of information. Sharing information like daily financial performance and sales targets will give employees a good idea as to where the business stands. You will also have greater chance of your staff taking ownership when sharing vital information.

How do you respond to rumors? Some would say that you should never engage rumors. I say, the truth will set you free as long as there is a policy in place. If you look at the employee handbooks of some of the largest retail chains, you will see sections on ‘disclosure of information’ or ‘internal speculation’ or even ‘rumors”. All of them address the issue of rumors in the workplace. Each chain has it’s own correction method but it is important to note that some will terminate upon investigation. That sends a clear message this kind of behavior will not be tolerated.

Let’s counter a negative with a positive. Sharing information is critical to the success of any retail team. It is important that your staff have a clear picture of what is going on around them. Speculation and rumors can hit a business’s productivity hard and our industry’s margins do not allow error. Morale is a key element to a successful retail operation.

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Doron Levy delivers his retail expertise through Captus Business Consulting. During his 20 years in the industry, he has been successful in increasing revenue and margin, optimizing and streamlining retail operations, reducing shrink, increasing employee morale and, most importantly, driving the bottom line. Doron has created solutions and training workshops for some of the biggest names in retail. He is a published author and has contributed to many retail trade magazines and websites. For more information on Captus services for business, please contact Doron directly at doron@gocaptus.com.

Five Reasons and a Few Steps to Get Started on Twitter

By Nancy MacGregor Hill, Communications & Social Media Strategist, RealTime Communications

There are several reasons retailers should tap into the nearly 20 million users on Twitter – and here are five of them. First off, it’s free. But more importantly, it has tremendous viral marketing potential. In addition to the ability to communicate sales and promotions to followers (which they can then pass along to their followers), Twitter offers retailers a great way to monitor what people are saying about their brand and respond. Twitter can also be a good tool for addressing customer service issues, as Comcast and Southwest Airlines have done. And finally, when your brand is on Twitter, you can begin to rely on others to do your chest-thumping for you – which helps give you credibility. (Did I mention that it’s free?)

But understanding the value of Twitter is the easy part. The hard part is figuring out how to use Twitter effectively. Unfortunately, many companies don’t understand how to get started, so they don’t. Or they join the Twitterati, but they approach it the wrong way and don’t see much benefit.

From a high-level, Twitter is described as micro-conversing in short, 140-character “tweets.” It’s a vehicle for sharing useful information and participating in conversations. The point of Twitter is to attract followers, but you also want to attract the right followers – so it’s important that your posts, or “tweets,” are relevant to your line of business.

Here are some steps to help you get started or improve your Twitter craft:

1. It’s All About your Brand – Create the same personality on Twitter that you’ve established for your brand. For example, if your company is known for being environmentally-conscious, then you can post tips or links to articles about for how people can be more eco-friendly in their lives. If you’re known for irreverent advertising, then post links to off-the-wall sites or videos on YouTube your audience will relate to.

2. Be Relevant – The best tweets contain information that’s useful. For example, are you a wine retailer? Post something about food & wine pairing, or your favorite summer varietals, or your picks of the best wines under $15. Do you sell women’s fashion? Post something about your newest summer arrivals, or a fashion tip for that long-awaited job interview. Obviously you can’t communicate a lot in 140 characters, but if you write about relevant topics on your company blog, you can tweet a short description and link to it.

3. Keep it Real – If all you do is post links to your site but don’t engage in any real conversations your followers will likely lose interest and un-follow you. This is especially true for retailers. Sure, your customers want information on sales and special deals, but they also want to feel like there’s a real person who’s interested in what they have to say – and who will respond.

4. The 3 Rs: Re-tweet, Reply and Reciprocate – Remember, Twitter is about conversing, so re-tweeting, replying to others and reciprocating is a great way to participate in conversations and get more visibility. Always acknowledge someone with a thank you tweet when they re-tweet your messages, and be sure to respond when someone directs a comment or question at your company, and show them you’re engaged.

5. Follow the Leaders – To get a sense for how other retailers have successfully utilized Twitter, follow them. Some good ones to check out are @WholeFoods, @Zappos, @Lululemon, @traderjoes, @bestbuy.

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Nancy MacGregor Hill is a PR and social media strategist for companies in the retail and technology sectors. She helps companies with media relations and social media activities such as launching corporate blogs, increasing visibility on LinkedIn and starting/managing company Twitter accounts. More information about her clients and services can be found at www.realtime-comm.com. She can be reached by email at nancy@realtime-comm.com or on Twitter at @nmhill.

Q&A with Kate Newlin, Author of “Passion Brands”

By Amanda Ferrante, Assistant Editor,

Giving consumers something to talk about is an ever present challenge. Give consumers something to be passionate about is even more difficult. Business strategist Kate Newlin calls for nothing less than a renovation of the process through which we develop, market and improve the goods and services of our consumer economy – based upon an unprecedented level of engagement with the consumer. In her new book “Passion Brands,” Newlin advises the forging of brand democracies, marketing states in which consumers have as much of a vote as the manufacturer and marketer in the design, pricing, packaging, marketing and uses of their favorite products. Retail TouchPoints recently caught up with Newlin to find out what retailers can do to cultivate greater engagement with their consumers and work with CPG companies to align their marketing efforts.

Retail TouchPoints: “Passion Brands” is focused primarily on CPG companies, while retailers were not as prevalent. Is this because retailers are not demonstrating the characteristics of a passion brand?

Kate Newlin: Well, I focused on the retail environment in Shopportunity! (Collins, 2006) and came up really dry in terms of great retailers who could keep themselves from what one client terms “the heroin of price promotion.” There are, of course, the exceptions: Nordstrom is one obvious one. This economic environment has not been a good one for retail creativity, clearly.

When I did the research for Passion Brands an element of the research was an omnibus consumer (telephone) survey which was agnostic about what constituted a passion brand – we didn’t ask consumers to name a brand in certain categories. We simply used the definition of a Passion Brand (a brand you feel so strongly about that when you recommend it to a friend and the friend does not love it the way you do, there’s a question mark over the friendship, not the brand) and asked them if there were any brands that met the criteria. We got lots of answers that weren’t classic goods or services (sports teams, cities, restaurants, films) but NOT any retailers.

RTP: What could and should retailers be doing to become a passion brand? What are some of the key takeaways and must-haves for retailers to affirm the passion brand attribute?

Newlin: I wrote the book to be as diagnostic as possible. There are seven key stages to developing brand passion – and they need to be thought through in detail, but a couple spring to mind as particularly relevant to retailers:
  • Market to a mindset (not classic demographics). Red Bull says that it targets people who are mentally fatigued, physically fatigued or both (who EXACTLY does that leave out?). That need state targeting allows them to appeal to clubbers and truck drivers simultaneously. Prius had a three-part target in-mind: Tree-huggers, the early adopters of technology and the fanatically frugal. I think retailers tend to think about “fashion-conscious women” or “time-starved women 25 to 54 with children” without getting into genuine sense of the pulse points of their most powerful and highest priority consumers
  • Differentiate on design. And I don’t mean here the design of the products you carry, but definitely that as well. I mean the stuff that badges a consumer to you: The shopping bags, the store credit card, the sales circulars. I’m a big fan, for example of the retailer Pink as it does its sales. Pink Sale bags are a mark of sophistication and savvy. There’s no nasty, desperate advertising. Just cool people walking around with Pink Sale bags – walking advocates and awareness builders for the brand.
  • Hire Passionistas. This to me is the biggest tragedy of modern American retailing: The presumed belief that working at a department store is on a level playing field with a drug store or a fast food joint. Yet, as we see from the numbers of subscribers to Teen Vogue and all manner of other retail goods-centric publications (sports, entertainment, literature) there is a deep and abiding interest on the part of consumers in a wide group of retail products. Why aren’t we recruiting people who love fashion to work in these boutiques and department stores, training them about the goods (not sending out DVDs about how to upsell consumers who seem to be undecided) and the fit and the fabric and the entire romance of these categories? If Howard Schultz can professionalize counter help into barristas, why are shoppers constantly confronted by gum-chewing kids who’d rather be talking to each other than helping customers figure out the right blouse to go with the skirt?
RTP: How are CPG companies working with retailers to do joint marketing or cross promotion to capitalize on passion brands making it a driver for a retail store, and ultimately, increase sales?

Newlin: CPG companies have learned the hard way that if they just provide “slotting allowances” (which is another way of saying “pay to play”), they don’t get much more than shelf space. If, on the other hand, they work with each retailer to use discretionary funds to create “customer-specific marketing programs,” they gain access to a range of retailer loyalty programs, cause-related marketing themes and a sense of uniqueness the retail setting. When they do the due diligence of aligning the brand personality with the store’s and the promotional setting, you get something that appeals to the consumer on an element other than “okay, available and cheap.”

RTP: Given the economy, pricing and cost pressures are a big concern for retailers. Is it easier for passion brands to avoid cost cutting and/or command a greater price because of their value?

Newlin: Well, that is the $24,000 question, isn’t it? I believe it is. I think if a brand goes to the effort – over a sustained period of time – of creating genuine consumer passion, then it does get into the area of “no substitute will do.” And once you’re there – then it’s no longer about price. It is about the ultimate value of getting something that is mine, something that I own. Think about an iPod or an iPhone. We just had to get our hands on it. There are other brands out there – but the Apple offerings have become the gold standard against which everything else is compared. When we pull out the iPod, we don’t have to explain our decision to anyone. We’re free to talk about the thing itself, its joys, its features, even its frustrations. When we opt for the knock off, we do have to explain and rationalize the decision -- usually in terms of price – and so the communication of the passion doesn’t happen.

RTP: Private label brands have seen growth, likely attributed to the economic crisis. It is possible for this growth to impact passion brands? Conversely, do passion brands create a barrier for private labels to reach their full potential because they invoke such a high emotional value and attachment in consumers?

Newlin: I believe that cutting back on our genuine passion brands is the last thing we do. We’ll give up all sorts of other habits and practices before we’ll trade down from our love of Jack Daniel’s or Starbucks or the Yankees or Nascar or Volvo.

RTP: “Passion Brands” includes a broad variety of brands with an innovative approach that warrants the title, including Red Bull. Can you expand on the thought of marketing by inclusion (rather than the traditional exclusionary approach), how it contributes to creating a passion brand, and other examples of where this strategy could work well?

Newlin: The thing about great brands is that you very often find that they appeal to a pretty wide series of sub-segments of people. What great passion brands do is that they find a way of welcoming diverse groups of people. I came to think about it as developing “dog whistle” marketing. As I mentioned before, Red Bull and Prius identified multiple targets, but they also do something else, which is one of the markers of passion brands: Know they know you need them.

I don’t believe there is an unfocused group person left in the developed world. Everyone knows that marketers reach out to consumers to figure out how to appeal to them. The great brands of the future are going to take that sensibility, that inside-the-tent perspective and own it. Think about the wink we all get in Geico advertising. They are typically running three or more campaigns simultaneously: the gecko, the cavemen, the weird announcer for normal people, as examples. Fabulous willingness to keep us engaged and entertained, multiple pathways into the brand. They meet us at our level of need (on TV, it’s to be entertained) and they have other media, such as the web, to get transactional. And, just think about it: Geico is the old government employees’ insurance company. I always point this out to retailers and manufacturers who start to whine about how difficult it is for them to create a compelling brand personality.

Prior to launching her own consultancy, Kate Newlin Consultants, Newlin was president of Faith Popcorn’s BrainReserve, a trend-based marketing consulting firm. She developed proprietary innovation acceleration techniques on behalf of RJR Tobacco and its core brands (Camel, Winston, Salem and Doral) which she continued to apply with a variety of brands and companies seeking incremental revenue from existing equities. During her career, she’s worked with a broad cross section of the Fortune 500 and entrepreneurial firms, including McDonald’s, Pennzoil/Quaker State, Kraft, Hasbro, Cigna, GE Capital, Guthy-Renker Corporation, Specialized Mountain Bikes, Waldenbooks and LensCrafters.

Key Strategies to Optimize In-Store Sales Service

By Doron Levy, President, Captus Business Consulting

So here we are, supposedly at the bottom of this economic downturn, but it looks like we may have to keep tightening our belts for a little while longer. We are service driven in retail, so making cuts to the front shop is always tough. Could there be a balance between saving resources and be productive both for image and customer service?

We have only two real priorities in retail: service and image: We display our products so customers can buy them. When optimizing (such a nicer word than slashing) your payroll, it is necessary to completely understand store traffic patterns and individual capabilities. You figure out traffic patterns by reports and observations. You are able to know your team’s individual capabilities by spending time on the floor working with them.

Developing a culture of ownership will dramatically increase productivity and morale. Put things back on the team. If sales are slow, ask them what they think a reasonable target is and work from there. Get them to commit to their own productivity standards and they will own them. Offer special projects to non-management personnel. Challenging them with non-core tasks will keep them interested and motivated

Open the lines of communication. Sharing good and bad news is critical to maintaining forward momentum with your team. Lack of information causes speculation which causes the rumor mill to fly. You can work for years improving your morale and all it will take is one rumor and you will be back to square one. Encourage open communication and exchange of ideas. Ask your staff what they think and ask them what information they would like shared.

We can’t take our service levels and image levels for granted. It’s how we are successful in retail. We also can’t ignore the need to save resources during slow times. Challenging and motivating your human assets will ensure productivity levels are maintained in the face of shrinking labor.

Doron Levy delivers his retail expertise through Captus Business Consulting. During his 20 years in the industry, he has been successful in increasing revenue and margin, optimizing and streamlining retail operations, reducing shrink, increasing employee morale and, most importantly, driving the bottom line. Doron has created solutions and training workshops for some of the biggest names in retail. He is a published author and has contributed to many retail trade magazines and websites. For more information on Captus services for business, please contact Doron directly at doron@gocaptus.com