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Microsoft is outfitting a surprising new workplace constructing just backyard of Dubai in the United Arab Emirates with a collection of futuristic synthetic intelligence capabilities, including a virtual AI persona for employees and company that takes custody of initiatives comparable to scheduling conferences, finding parking spaces and ordering lunch.
The assignment is an illustration of Microsoft’s broadening cloud method, which in fresh years has grown to encompass cyber web of things tools for industries reminiscent of construction, manufacturing and retail. Microsoft is working with Johnson Controls to enhance technology for the brand new headquarters for environmental sustainability and fritter management company Bee’ah.
Microsoft says the virtual AI persona will automate administrative tasks that recall trip of employees’ days. it could possibly speak with the edifice to alter temperature, ebook conference rooms and address other movements responsibilities. The breadth of the AI is noiseless being create out, nevertheless it is anticipated to cover doubtlessly hundreds of projects.interior Bee’ah’s new HQ. (Zaha Hadid Architects Rendering)
Designed via well-liked architect Zaha Hadid, the constructing is meant to emerge to exist the sand dunes surrounding it. The constructing may exist powered fully with renewable energy, and goals for net-zero energy consumption. To hit these lofty dreams, Bee’ah will should pay cautious attention to power utilization.
That’s why Bee’ah is the disburse of Microsoft’s Azure Digital Twins software, which creates a digital double of the edifice to monitor the atmosphere.
“here's a pretty auspicious demonstration of what next-generation constructions are entire going to mirror at some factor in future, which is the skill to integrate and song in actual time the physical world of what's going on but then likewise map it and correlate to the design spec of what may noiseless recall place,” eminent Scott Guthrie, executive vice chairman of Microsoft’s Cloud & AI group, in an interview with GeekWire.invoice Jackson of Johnson Controls, Scott Guthrie of Microsoft and Khaled Al Huraimel of Bee’ah community meet at Microsoft’s Redmond, Wash. campus. (Microsoft photograph)
The eighty,000-rectangular-foot edifice will open in December, and it is adjoining to Bee’ah’s fritter administration Centre within the metropolis of Sharjah, about 10 miles north of Dubai.
Microsoft has labored with Johnson Controls earlier than. In early 2018, both businesses unveiled a sensible thermostat powered by means of Microsoft’s digital assistant Cortana.
further and further corporations that operate factories or colossal real-property holdings are turning to networks of affordable gadgets replete of sensors and simple processing energy to generate facts about their working environments, in hopes of unlocking extra productive approaches of doing business. Microsoft has made these initiatives a centerpiece of its “intelligent side” cloud IoT strategy.
but that you can’t necessarily slap windows or even a cell operating system on to a lot of these gadgets, which mug large restraints around how a auspicious deal computing energy they can pack into the petite spaces the space they are constantly deployed. That’s a expansive understanding Microsoft closing week got express logic, the San Diego enterprise usual primarily for its IoT working system.
“eventually, every thing in their lives no matter if it’s their automobiles, even if it’s the constructions where they work, their residences, retail amenities, they descry this large requisite for them to entire exist digitally linked and to allow these new disburse instances that invent their lives and their work much greater,” Guthrie talked about.
informationMicrosoft to Rebrand Retail administration gadget to Dynamics RMS
The announcement of the appellation trade got here via the Microsoft Dynamics UK weblog web site this week. "it's becoming a allotment of the Microsoft Dynamics family of products in January to exist known as as Microsoft Dynamics RMS," in line with the weblog posting.
Microsoft's rebranding circulation turned into first spotted by Microsoft Watch's Mary Jo Foley.
The Microsoft Retail management system (RMS) combines element-of-sale and returned-workplace elements with multi-save retail administration and enhances effectivity at the factor of sale while proposing vital records for stock management and relationship advertising, in line with enterprise statements.
"RMS has out of the bailiwick integrations with their Dynamics ERP products and integrates smartly with Dynamics CRM so it offers a auspicious aspect-of-sale probability for retail shoppers who prick Microsoft lower back workplace programs," the weblog submit talked about.
The industry shipped version 1.three of Microsoft Retail administration outfit in January. That update supplied enhanced integration between the equipment's Headquarters module and Microsoft Dynamics GP fiscal administration utility. (See "Microsoft Updates Retail outfit -- announces New Terminals," Jan. 17, 2006.)
Microsoft entire started rebranding its ERP, CRM, accounting, and different industry applications beneath the Dynamics moniker precisely a 12 months in the past in a plod so as to add concord between what to that point turned into viewed as a disparate grouping of products that the enterprise had received over the previous a brace of years. (See "' venture eco-friendly' Renamed Microsoft Dynamics," Sept. 7, 2005.)
Stuart J. Johnston has covered know-how, in particular Microsoft, since February 1988 for InfoWorld, Computerworld, tips Week, and laptop World, as well as for enterprise Developer, XML & internet functions, and .internet magazines.
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DALLAS – Veterans: The Army & Air coerce Exchange Service wants YOU.
The Department of Defense’s oldest retailer is looking for men and women to participate in the fourth Veterans Retail Management Training program, scheduled to commence in June.
“The Exchange is committed to hiring heroes,” said Air coerce Chief Master Sgt. Luis Reyes, Exchange senior enlisted advisor. “The Veteran Retail Management Training program allows former service members with retail sustain to disburse their combined talents and brings necessary perspectives into the fold of the Exchange.”
The program is designed to develop the future leaders of the Exchange. Each immersive session lasts about 12 weeks, with two weeks of classroom training at Exchange headquarters in Dallas followed by 10 weeks of hands-on sustain in main stores, Expresses, troop stores and Military Clothing stores, working alongside mentors in the field. After that 10 weeks, trainees who successfully complete the program are offered permanent management positions.
Tyrone Jones, a four-year Army Veteran with 15 years of prior retail experience, is currently doing bailiwick training at Barksdale Air coerce Base. His positive experiences with the Exchange while serving in Germany influenced his conclusion to relate the organization.
“At the Exchange overseas, I create a cramped bit of home,” Jones said. “I likewise got my first line of credit through the Exchange to buy a stereo system. This organization was there for me then, and I want to exist able to give back to the men and women serving today.”
In 2018, the Exchange hired more than 5,000 Veterans and military spouses worldwide. The organization was named a 2019 Top 10 Military Friendly Employer by Viqtory Media, publisher of G.I. Jobs and Military Spouse magazine, and made Military Times’ Best for Vets Employer for the fifth year in a row.
Applications for the June Veterans Retail Management Training program will exist accepted through May 5. Veterans interested in careers at the Exchange and the retail management training program can visit ApplyMyExchange.com for more information.
Facebook-Friendly Version: Veterans, the Army & Air coerce Exchange Service is looking for men and women to participate in the fourth Veterans Retail Management Training program scheduled to commence in June. Applications are due May 5. Read more: https://wp.me/p9Q7PG-XA
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Since 1895, the Army & Air coerce Exchange Service (Exchange) has gone where Soldiers, Airmen and their families proceed to improve the character of their lives by providing valued goods and services at exclusive military pricing. The Exchange is the 61st-largest retailer in the United States. Its earnings provided $2.4 billion in dividends to advocate military morale, welfare and recreation programs over the last 10 years. The Exchange is a non-appropriated fund entity of the Department of Defense and is directed by a Board of Directors. The Exchange is a 50th Anniversary Vietnam War Commemorative Partner, planning and conducting events and activities that recognize the service, valor and sacrifice of Vietnam Veterans and their families in conjunction with the United States of America Vietnam War Commemoration. To find out more about the Exchange history and mission or to view recent press releases please visit their website at http://www.shopmyexchange.com or follow us on Twitter at https://twitter.com/ExchangePAO.
For more information or to schedule an interview with an Exchange representative please contact Alexandra Pirkle, 214-312-2143, or email@example.com.
Follow the Exchange:Facebook: www.facebook.com/shopmyexchangeTwitter: https://twitter.com/shopmyexchangeInstagram: @shopmyexchangeDate Taken: 04.16.2019 Date Posted: 04.16.2019 13:35 Story ID: 318324 Location: DALLAS, TX, US Web Views: 42 Downloads: 0 Podcast Hits: 0 PUBLIC DOMAIN
This work, Exchange Recruiting Veterans for Veteran Retail Management Training Program through May 5, by Alexandra Pirkle, identified by DVIDS, must comply with the restrictions shown on https://www.dvidshub.net/about/copyright.
To a man with a hammer, everything looks enjoy a nail.—Warren Buffett
The above adage perfectly describes the recent actions of senior management at Lumber Liquidators (LL). From the instant Dennis Knowles assumed the CEO position, with the goal of turning around the company, he started to "fix" things with his proverbial hammer. The problem is that many of those things were never broken to commence with and fixing them with a "hammer" only made matters worse.
Mr. Knowles has "professionalized" the company. Created checks and balances; systems and management teams to mitigate the factors which created the now distinguished scandals. It can exist argued that these extra layers of bureaucracy were needed, to a degree, and had been lacking for too long.
If Mr. Knowles had been content to circumscribe his tinkering to those main problems, the company could accommodate returned relatively quickly to at least a semblance of growth that it once had. The problem is that management at Lumber Liquidators went much further. They changed the sales culture at the company. They tweaked selling techniques which had worked perfectly for two decades. towering selling divisions were downsized. Focuses were shifted. The company lost many valuable employees who did not harmonize with the many changes. It seems enjoy current management has systematically tried to change everything about the company, and in doing so, caused many more and greater problems. To exemplify the vast extent of the change, even the company headquarters is set to change city by the finish of the year.The Butterfly Effect
When Lumber Liquidators was growing rapidly (before 2015) the company's sales team was heavily compensated on commissions. There was a sturdy sales focus and profound entrepreneurial spirit. Salespeople were motivated to sell as much flooring as possible, win as towering a commission as practicable and work as long as was needed to invent those sales. That system worked wonders for the company.
After the scandals, tolerable store sales fell from $3.2 million in 2013, to only $2.5 million per year in 2016. The sales people at those stores saw their commissions drop heavily. Through no vice of their own, their commission compensation was being reduced, by about 20%. These associates were less incentivized to show up early or wait late. Many of these much salespeople simply left the company. Turnover was becoming an colossal issue
It is at this point when CEO, Dennis Knowles started making melodramatic changes to the core selling culture of the company. Management decided to modify the employee compensation structure by paying the sales associates a higher fixed salary and placing less emphasis on commissions. This option was ultimately disastrous for the sales culture. Turnover was reduced due to higher salaries, but since the salespeople were not being highly compensated to invent sales, comparables never bounced back. Due to fiscal constraints, the company likewise sever back on opening hours (opening at 9am vs 8am).
The simple acts of reducing the commission component of the sales associate compensation and reducing store hours handicapped the company's faculty to grow as rapidly as it had just years before. Sales associates were not as financially incentivized as they once had been to invent sales and lost the entrepreneurial drive that they once had.
The only passage to acquire the company growing again at a rate even remotely nearby to a competitor enjoy Floor and Decor (FND) (23.5%, year over year net sales growth), is to bring back the old-fashioned compensation strategy and reward the best salespeople with towering commissions. This will naturally invent it easier for the company to attract the best sales talent. The company needs these "sales closers" in order to drive revenue. A passive approach to selling has never worked, especially for a company enjoy Lumber Liquidators. Under past management teams Lumber Liquidators was showing same store sales growth of 10% to 15% per year. Under current management, the company is forecasting "flat to up-low single-digits" growth. Clearly this new sales strategy is not working. The company must proceed back to what worked.Mixed Signals
The reduction in store opening hours was another major factor which negatively influenced sales growth. For contractors and tradespeople, the workday usually starts very early. Floor and Decor capitalizes on these sales by opening entire their stores at 7am during the week. Home Depot (HD) stores typically open at 6am, to exist fully prepared for the morning Pro customer rush. Lumber Liquidators misses the stamp completely by opening at 9am during the week. At this late time, Pro customers who are buying thousands of dollars of merchandise are forced to queue their pickup trucks at loading docks along with retail customs who are making smaller purchases. This disorganization is detrimental to both Pro and retail customers in the morning. While current management outwardly claims to exist focused on driving Pro sales, their actions in opening stores so late appear to contradict this strategy
A similar myth plays out for retail customers in the evening. Floor and Decor stores are open until 9pm during the week. Home Depot stores are usually open until 10pm during the week. With these hours, it is very convenient for retail customers to browse the stores after work and after dinner. Lumber Liquidators misses the stamp completely, by closing stores at 7pm during the week, seemingly making it as difficult as practicable for retail customers to visit their showrooms. Is it any sensation that store traffic has been down or stagnant for years?
The solution is to accommodate stores open longer; earlier in the morning and later in the evening. This is almost guaranteed to expand sales. Of course, if salespeople accommodate to exist paid on salary to staff the stores, this initiative will inflate costs. But if stores are open longer hours and salespeople are remunerated based on commissions, then staffing costs will expand in line with sales, and the gross company will exist better off.Margins vs. Sales
Another major change in the corporate strategy relates to how the company views margins and sales. When Lumber Liquidators was growing rapidly, management was heavily focused on closing sales. With a customer in the store, willing to invent a purchase, the salespeople were open to negotiating the charge to a reasonable extent in order to nearby that sale. While this strategy torture margins, it noiseless drove higher profits and it reinforced to customers that they could always find a deal at LL.
Under the current management team, the focus has been much greater on maintaining and expanding margins. Salespeople accommodate much less play to negotiate prices with customers. Lumber Liquidators loses many potential sales. Former Lumber Liquidators CFO, Marty Agard said on October 30, 2018, "in an exertion to expand margins, sales were softer than expected in August and September." In that quarter, sales came in approximately $11.5 million below expectations. If the company had focused less on margins, it could accommodate potentially hit the sales targets, and made even more income. It's a simple concept of selling at slightly lower margins, but making up the disagreement on much higher volume.
Clearly, in order to drive higher profits, Lumber Liquidators must change focus from simply maintaining higher margins, to selling a greater volume of flooring. The company cannot afford to gyrate away profitable sales simply to keep margins artificially high. The current strategy is causing store traffic to stagnate and customers who leave the store empty handed simply charge shop at competitors.Changes At The Top
Since CEO Dennis Knowles started implementing his sweeping changes at Lumber Liquidators, management has changed dramatically as well. Marco Pescara, the company's Chief Merchandising and Marketing Officer, who had been at the company for over 12 years, departed. According to a statement from Lumber Liquidators "Mr. Pescara developed the brand and customer strategy to communicate and deliver the Company's core value proposition through entire areas of marketing." Various sources accommodate mentioned that Mr. Pescara was a marketing "genius" who was a protégé of company founder Tom Sullivan. He was replaced by Charles E. Tyson, who I finish not doubt is very competent at marketing, and who has held various roles at advance Auto Parts, Inc. but has no sustain in the flooring industry. Lumber Liquidators new SVP of Global Sourcing, Kevin Dempsey, is likewise an advance Auto Parts alumnus, and similarly, has no sustain in flooring sourcing.
There are several other notable departures since Mr. Knowles became CEO of the company. Carl R. Daniels, the Chief Supply Chain Officer at the company with 7 years sustain and with many recommendations to his appellation left the company in November 2018. Jill Witter, Chief Legal and Compliance Officer left in August 2017. Most notably, even company founder, Tom Sullivan, resigned as a director and left the company completely.
The above mentioned employees did not simply retire or change career. They entire continue to work in the home improvement retail sector, and actually, they entire noiseless work together, at a company called Cabinets To Go. It would emerge that these seasoned veterans left or were pushed out of their roles at Lumber Liquidators, perhaps because they did not enjoy the new direction management was leading the company.
If Lumber Liquidators is to grow, it must desist losing the managers and executives who were so influential in leading the company's growth over the last decades. That talent must exist valued and retained. There is clearly a clash of cultures between the old-fashioned LL and the new management team. A compromise must exist met. It is infinitely harder to hire a new "all star" employee than to simply retain an existing one.Summary
The new management team which has joined Lumber Liquidators since late 2016 has formalized and professionalized the company, but unfortunately they accommodate likewise tampered with the winning formula of sales and growth. It is facile for many people to assume that the scandals that rocked the company years ago accommodate left it unable to compete. But the myth is much more complex. Many much companies accommodate faced adversities. Chipotle, Jack in the Box and Volkswagen, just to appellation a few. Those companies were able to rebound because they remained actual to their core principles. Management was able to identify exactly what made those companies special to commence with and to focus on those strength. Of course, each of these companies made changes and evolved, but customers returned despite those changes, not because of them.
The pendulum of change at Lumber Liquidators has swung too far towards compliance and bureaucracy. It is time to focus on rebuilding the selling culture of the company by incentivizing salespeople and chasing sales. It is time to hire executives who accommodate knowledge and sustain in the flooring and renovation fields and to retain the talent the company already has. It's time for Lumber Liquidators to acquire back to selling as much flooring per year as possible. This strategy clearly worked during the company's first 20 years of existence. It will work again.The Lumber Liquidators Value Committee
Investors accommodate taken notice of the many problems which the company faces by bidding LL shares down to a lowly $12. Despite the turmoil, current management has failed to release a detailed proposal on how they contrivance to expand flooring sales and has not given any indication that they know how to decipher the growth problems at the company.
It is exactly for this understanding that I accommodate formed the Lumber Liquidators Value Committee, which is composed of shareholders with a significant equity stake in the company. They accommodate a turnaround contrivance for Lumber Liquidators and their goal is to rapidly expand growth, profits and the share price. They want to change the management team and the board. Streamline operations. Reestablish the selling culture of the company. In short, they want to Rebuild LL into the prosperous company it once was.
Shareholder advocate for their proposed changes is growing by the day. If you are a shareholder of Lumber Liquidators, you can show your advocate for change by voting against the Lumber Liquidators proxy proposals to exist tabled at the 2019 Lumber Liquidators Annual Meeting of Shareholders. These management proposals finish not align with the best interests of shareholders. It is time to forward a limpid message to management that enough is enough. Selling flooring should not exist so difficult. Let's invent the necessary changes. Let's rebuild LL.
Disclosure: I am/we are long LL. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it. I accommodate no industry relationship with any company whose stock is mentioned in this article.
SAN FRANCISCO, Calif. -- (April 23, 2019) -- Today, Retail Zipline unveils the first workflow platform for the sustain economy – a solution that streamlines, coordinates, and automates communications from headquarters to the sales floor, so retailers can quickly and consistently improve the in-store experience. Over the last four years, some of the largest retailers in the world, including Lush Cosmetics, LEGO, BevMo! and Gap Inc. brands old-fashioned Navy, Athleta, Gap, Banana Republic and Intermix, accommodate used Retail Zipline to capitalize them create a space where consumers want to interact, shop and buy. Now, the company is expanding access to its unique platform to entire retailers as the industry begins embracing the sustain economy to wait competitive.
The sustain economy is the new passage retail works. Recent research reveals that 90 cents of every retail dollar in the U.S. is noiseless spent at a physical location, and industry watchers finish not await it to tumble below 75 cents until the middle of the next decade. Despite that, the majority of retailers accommodate not boosted their experiential strategies to keep up with shifting demand.
Currently, many retailers coordinate their stores and prick large, distributed businesses using simplified, unsophisticated methods such as email or antiquated software to acquire information from the top down. As a result, employees receive a towering volume of information that can at times even exist conflicting, and headquarter employees requisite the faculty to track if instructions are being executed. This can cause confusion and forces legacy retailers to plod slowly, which ultimately results in needy in-store experiences for consumers.
Introducing Augmented Ops for the sustain Economy
Motivated by their own experiences after seeing communication and execution failures first-hand, Melissa Wong, a communications professional, and Jeremy Baker, a seasoned technology developer at Yahoo!, came together to build Retail Zipline, the first workflow platform that delivers augmented operations for the sustain economy.
“For over a decade I worked in retail communications and watched corporate HQs struggle to build communications solutions that supported and ensured their objectives were being met. Their problem was, they had no passage of guaranteeing execution in-store. Even though they invested millions in in-store campaigns, it ultimately came down to needy communication,” said Melissa Wong, CEO and co-founder of Retail Zipline. “Our solution is designed to meet everyone’s unique needs, from HQ to district managers to store associates, and is already empowering global retailers enjoy Gap Inc. and Lush Cosmetics to improve customer experience, and finish so consistently throughout their entire fleet of stores.”
Retail Zipline’s augmented operations platform aligns communications throughout the entire organization– from HQ to the sales floor, and everywhere in between – so businesses can execute new strategies at scale. Management can reduce stress on employees, promote efficiency, and foster a sense of connection with the brand, and everyone can keep customer sustain their top priority.
By centralizing and personalizing communications, Retail Zipline has created a one-stop shop that’s already helping retailers keep up with an industry that’s rapidly becoming allotment of the sustain economy. Currently, the platform supports tens of thousands of users across thousands of stores, twelve languages, and nine countries. Developed after extensive focus group, survey, and beta testing research with thousands of retail employees, Retail Zipline’s suite of services include four applications:
Messages and Tasks: A communications instrument that aggregates information in a digestible, engaging and personalized passage so users know what they requisite to do, and when. This tracks completed tasks and allows everyone – from stores to district managers to HQ – to acquire visibility into what’s being accomplished. HQ receives the analytical insights they requisite to capitalize drive their business.
Digital Resource Library: A centralized, on-brand location that lets users instantly access their team’s documents and multimedia. The files auto-filter so individuals descry what is relevant to them first, but can easily search for any document needed.
Store Surveys: An internal survey instrument that reports results in real-time and provides visibility throughout the organization. Retailers can secure replete participation the first time, gain insight into execution – including photos of stores – and acquire a pulse on employee morale.
Group Communication: A Slack-like platform for dialogue, discussion, and debate that completes the feedback loop, from store-to-store and store-to-HQ. Users can even share photos and documents and, enjoy the repose of Zipline’s product suite, access it through their mobile devices.
“Our top priority is creating a shopping sustain that is fleet and frictionless, and that starts by empowering their store employees to focus on the customer,” said Brandon Panepinto, Director of Product Management, Gap Inc. "Retail Zipline gives their teams a solution that allows us to experiment, entire while delivering consistency in their communications and streamlining operational tasks for their store employees.”
“Retail Zipline has enabled us to acquire necessary information out to the bailiwick in real-time with just a few clicks, and has saved their headquarters countless hours previously lost using their old, static communication method,” said Julia Miller, Communications Specialist at BevMo!. “When we’re able to communicate to the right person through a dynamic digital platform, their store leaders can react to information and tasks quickly, then acquire back to focusing on their number one priority: their customers.”
“Our goal is to improve the lives of one million retail employees by 2025,” remarked Jeremy Baker, co-founder of Retail Zipline. “We’re tackling this by creating a new operating system for the sustain economy. Ultimately, they capitalize retailers improve their operations in a holistic passage so they, in turn, can deliver for their customers – something that’s captious to physical retail’s survival as the industry becomes increasingly conditional on consumer experiences.”
About Retail Zipline
Retail Zipline is the leading communications and task management solution for retailers who believe in the power of the store experience. Built with the complexities of retail in mind, Retail Zipline helps HQ streamline and coordinate communications with the field, in a passage that makes store teams happier and more productive. The company’s goal is to improve the lives of one million retail employees by 2025, and the platform is already used by leading brands such as Lush Cosmetics, Casper, BevMo!, LEGO, TOMS, Torrid, and others. To learn more, please visit www.retailzipline.com.
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