First, there was "Why make what you can buy?"​ Now it's "Why buy when you can rent?"​ Thoughts about solving some business challenges. The company I now work for was founded by a man who couldn't book a squash court when he wanted to, and this irritated him to the point he wrote a booking system. First, there was "Why make what you can buy?"​ Now it's "Why buy when you can rent?"​ Thoughts about solving some business challenges. Jump

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Something deeply transformative began happening in retail in 2015. If you were there with us at Shop.org in Philadelphia in October or eTail East in Boston last August you’ll know exactly what I mean. At both events, in the keynotes, seminars and throughout the expo halls, the conversation kept coming back to how retailers can enable sustainable, scalable omnichannel strategies that incorporate – and maximize value of – their physical stores and assets. Time and again over the past year

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Let’s check the calendar, shall we? Nearly a year has passed since Shop.org. Seven months since NRF. At both shows we saw and heard a lot about “omnichannel” and “multichannel,” “clienteling” and retail innovation. Yet entire seasons have passed. And according to trade writers, many retailers are still slow to execute on these concepts.  Slow to put practices in place that deliver on the expectations of omnichannel customers and current-quarter shareholders alike. This is understandable. Change is hard

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