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A6040-752 - Assessment: Retail Store Solution Sales V4 - BrainDump Information

Vendor Name : IBM
Exam Code : A6040-752
Exam Name : Assessment: Retail Store Solution Sales V4
Questions and Answers : 65 Q & A
Updated On : January 18, 2019
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A6040-752 exam Dumps Source : Assessment: Retail Store Solution Sales V4

Test Code : A6040-752
Test Name : Assessment: Retail Store Solution Sales V4
Vendor Name : IBM
Q&A : 65 Real Questions

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IBM IBM Assessment: Retail Store

As break Season Winds Down, Analysts See Clouds Brewing on Retail Horizon | killexams.com Real Questions and Pass4sure dumps

As retailers and style manufacturers race to the conclude line of the holiday shopping season, the coming year is shaping up to be one with a little more challenges than 2018.

Economists and retail analysts peering in their crystal balls talked about in analysis notes this week that a few macroeconomic factors will doubtless make year-over-year, accurate-line comparisons greater problematic in 2019. Dana Telsey, essential at Telsey Advisory neighborhood, mentioned in her stock-decide on record that there was a “lack of readability” in the coming 12 months, which follows the “restrained optimism” of this previous yr.

In a breathlessly paced recap of retail share performance this yr, Telsey stated client shares have “persisted dramatic volatility over the past 12 months, with the S&P 500 customer Discretionary Index heading straight up very nearly 10 % by means of late January (on correct of being up over 20 % in 2017), earlier than a sharp decline to pretty much flat yr-to-date by using early April, adopted with the aid of an effective surge to a new top of up 20 % year-to-date in late September, adopted with the aid of a steep decline because then to up best 1 % 12 months-to-date (versus the broader S&P 500 Index down about 5 percent year-to-date,” she noted.

“The recent power on the stocks can also be explained by using more uncertainty concerning the outlook for 2019, despite the nevertheless strong U.S. client,” Telsey observed, adding that one of the vital headwinds looming include the influence of larger hobby fees, “moderating housing fundamentals,” higher labor and freight prices, and bloated stock positions due to tariff heading, among different considerations. Telsey and her group of analysts additionally mentioned the international financial view suggests that “many international economies appear to be slowing” while “geopolitical uncertainty has accelerated world wide.”

For her half, Telsey sees a strong labor market, low gas expenditures and more suitable tax fees as tailwinds to purchaser spending. but, with extra headwinds than tailwinds getting into 2019, “forthcoming earnings and income information for the year ahead may be more muted,” Telsey spoke of. “For the shares to reaccelerate, extra clarity of the roadmap ahead appears to be necessary, together with raises in operating income greenbacks and margin, to push the shares greater. We count on a clearer direction to be in focal point through the March time period, as the course of pastime costs and other macro drivers should be better understood.”

From an investment viewpoint, Telsey suggests “looking for buyer stocks that have more shielding qualities and/or idiosyncratic drivers of sales and profit.” Her right stock picks for 2019 encompass PVH, Nike, goal Corp., Walmart, Kohl’s and Amazon, amongst others.

In a separate document from IHS Markit, economists on the enterprise see world financial growth decelerating to three p.c from a previous forecast of three.2 %.

IHS Markit chief economist Nariman Behravesh spoke of that policy missteps “continue to be the biggest threats to international growth in 2019 and beyond.”

“Simmering exchange conflicts are unhealthy, not as a result of they have got carried out damage so far — they haven’t — but as a result of they might with ease strengthen,” Behravesh defined. “on the equal time, the sell-off in fairness and commodity markets, on true of the gradual elimination of stimuli by means of some valuable banks, ability that fiscal situations global are tightening. The good news is that the chance of a single policy experience critically hurting international boom in 2019 continues to be surprisingly low.”

IHS Markit expects the U.S. economy to display a boom gain of two.6 % in 2019, which is lower than the two.9 p.c boom cost for 2018. nonetheless, the company described this as “indicative of solid financial fundamentals.”

The enterprise stated tightening credit score situations and higher tariffs as well as a rising dollar as economic headwinds with comparatively low-activity charges and inexpensive oil costs as tailwinds.

across all retail sectors, IBM’s 2019 Retail Forecast is asking for “vast-primarily based electricity” next yr with an usual increase of 3.04 p.c. “features might be unfold throughout classes together with health and private care, clothing, pharmacies and eating places,” researchers at IBM spoke of.

earnings could be impacted by using the tailwinds of robust employment, continued financial increase and low gas costs; and the headwinds of decrease new domestic earnings and rising hobby quotes: making it a good time for dealers to selectively raise promotions and extra cautiously manipulate sluggish-relocating gadgets,” IBM talked about within the document.

After crunching the facts and making a predictive sales model, researchers at IBM see ladies’s attire displaying a year-over-year increase of two.66 percent in 2019 while men’s will swell 3.23 percent.

“furthermore, normal retailers as a bunch are anticipated to look income continue to enhance via their online structures,” authors of the IBM document said. “Simultaneous increase in both on-line and offline channels suggests that merchants don't seem to be most effective investing of their digital platforms, they're additionally discovering new how to draw consumers into stores: as an instance, by using altering save layouts and providing items now not accessible on-line.”

With online earnings, Euromonitor overseas lately launched retailing facts that blanketed move-border commerce. The company’s analysis discovered that spending on pass-border transactions “accounted for roughly 10 % of complete world e-commerce in 2018. this is expected to increase to 12 percent in 2023. The fastest-growing to be nations over the next five years in absolute phrases can be China, France and Canada, respectively.”


IBM offers a hundred+ SAP S/4HANA commercial enterprise Transformations | killexams.com Real Questions and Pass4sure dumps

IBM services leads the manner in assisting shoppers speed up modernization of business programs, with more than one hundred purchasers now reside with SAP S/4HANA

ARMONK, N.Y., Dec. 13, 2018 /PRNewswire/ -- IBM (NYSE: IBM) these days introduced it has achieved more than one hundred a success SAP S/4HANA implementations which are enabling companies to pace up their digital reinventions.

IBM service provider logo. (PRNewsFoto/IBM company) (PRNewsFoto/) (PRNewsfoto/IBM)

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As companies seem to simplify more and more advanced enterprise procedures and upgrade their know-how infrastructure, SAP S/4HANA allows companies to enable new capabilities no longer available before, assisting them lay the basis for less demanding adoption of creative expertise corresponding to AI and blockchain.

sensible & ultimate stores, a value-oriented food and typical staples retailer, recently became to IBM services as the enterprise set out to reinvent their operational enterprise tactics, starting with modernizing their economic processes and systems. by using adopting SAP S/4HANA and SAP enterprise Planning & Consolidation (BPC), wise & remaining has created a monetary spine, a central digital platform which optimizes monetary techniques and harmonizes data centrally. Coupled with their e-commerce transformation,  these new capabilities will support the retailer profit a much better knowing of their customers and carry an greater in-store experience. Key to embarking on this experience changed into to undertake the correct strategy to SAP S/4HANA that helped be sure a continual course to more advantageous business efficiency, stronger worker event and operational efficiencies to assist future growth.  

valued clientele across industries are choosing pre-configured trade options. based on IBM research, pre-configured trade options have elevated implementation velocity as much as 30 percent1.  Drawing on its future relationship with SAP and deep figuring out of IT environments, IBM services created pre-configured industry particular accelerators – IBM have an effect on trade options – designed to compile and raise existing IBM and SAP capabilities to aid accelerate SAP S/4HANA adoption. These solutions, combined with IBM's have an impact on evaluation, assist organizations increase great and success within the trade process.

"SAP S/4HANA can represent a major shift in a company's total enterprise mannequin, permitting them to seriously change approaches, combine new expertise and promptly flip their center of attention on new market opportunities. the manner agencies put in force the platform is important and has a big impact on their company down the highway," mentioned Mark Foster, Senior vp, IBM global company features.  "All customers have diverse starting points and requirements to drive their digital transformations. Having recommended a whole lot of clients and accomplished 100 transformations, our consultants bring this deep perception and capabilities to streamline transformation journeys and free up the merits for customers as rapidly as viable."

With greater than a hundred transformations complete, IBM features is guiding greater than 200 main international companies in their SAP S/4HANA implementations to assist force their digital transformation, including:

  • Cleco, a regulated utility company, embarked on the intelligent business event leveraging SAP S/4HANA as a means to transform. IBM functions is assisting Cleco to replace its core know-how with the aid of moving it from multiple systems to one basic system on SAP S/4HANA. This transformation, whereas improving the company's tactics in virtually every enviornment, is seeing real benefits in terms of velocity of execution as a result of IBM's business specific method.
  • Toyota Indus Motor business, a manufacturer, assembler, distributor and importer of Toyota automobiles, spare components and add-ons in Pakistan, needed to compete with a surge of foreign entrants in the nation's auto market. by means of remodeling front-to-returned operations with SAP S/4HANA on excessive-performance IBM POWER8 servers, its decisions were empowered with precise-time facts-driven equipment to increase manufacturing effectivity.
  • Logoplaste, a leading plastics packaging company, essential to enforce a global enterprise administration tool that might carry its data into a single automatic records platform across procurement, construction and planning in order that the company might take abilities of an IoT method. IBM features upgraded Logoplaste from SAP ERP to SAP S/4HANA rapidly with out a downtime for the manufacturing plant life. the brand new strategy gave the company the means to give actual-time guidance to its provide-chain companions and paved the way for the digital innovation in response to extra SAP options.
  • "successful Digital Transformations requires a strong enterprise cost case, and a smartly-defined technical roadmap that's carefully aligned with the company's latest and future method," pointed out Michael Kleinemeier, Member of the executive Board of SAP SE, Digital company services. "the various a success SAP S/4HANA projects delivered by means of SAP and IBM are the brilliant proof aspects, that our investments into company value property assist our joint clients to make the clever business a fact. Aligning the SAP mannequin company and IBM influence options accelerators are good examples of how the partnership supplies in-depth business functionality, and at the same time hastens time to cost."

    Story continues

    together, IBM features and SAP are assisting to accelerate valued clientele' digital transformations throughout many industries.  The partners proceed to raise their intelligent commercial enterprise platform to bring new insights and capabilities that speed innovation. these days, IBM added an accelerated Bluefield migration approach that automates the technique and conversion to deliver a quick and flexible path to SAP S/4HANA transformation. additionally, IBM have an impact on trade options are actually available on varied cloud environments, together with IBM Cloud inner most, and IBM is working carefully with SAP to enhance trade Cloud options on IBM Cloud inner most that may enable shoppers to safely tap into potent applied sciences akin to AI, Blockchain and others.

    client prices:

    "smart & final is realizing operational efficiency and business capabilities to sustain our boom with SAP's S/4HANA digital core and IBM as our transformation partner," said Edward Wong, SVP CIO, sensible & closing. 

    "a big a part of our resolution to movement to SAP S/4HANA now factored on our evaluate of the IBM have an effect on trade solutions," said Mark Northrup, typical manager and Chief guidance Officer, Cleco. "From our analysis, the extent of pre-configured industry techniques and accelerators has allowed us to bounce beginning our implementation, exhibit our stakeholders a working device on day one and should accelerate our average time to cost."

    "SAP S/4HANA offers the enabling expertise for our company method. we are able to be aware how our methods are running, improve satisfactory and reduce the quantity of wastage. sooner or later, we are able to as an instance display that bottles have passed purchasers' requisites by way of showing them how we handle the construction system in actual time, leading to quicker start, more desirable client carrier and decreased prices," talked about Conceição Menezes, Chief Digital Officer at Logoplaste. "IBM features is a vital partner for Logoplaste, delivering advanced SAP options that supply us agility and adaptability. Finance, creation and executive groups can harness new equipment with the intention to power business operations into the longer term. thanks to SAP and IBM, Logoplaste good points procedure transparency from shop-flooring to exact-flooring that enable us to make stronger information-based decisions that we could not make before."

    "We are actually living in a global where buyers are greater-recommended than ever. We see that the top-rated technique to win income and nurture loyalty is through constructing a attractiveness because the most trusted, highest-pleasant automotive brand in the market,"talked about Faizan Mustafa, CIO/Head of IT at Indus Motor enterprise Ltd. "SAP S/4HANA will develop into the nervous equipment that collects and analyzes records from throughout the business, and transforms that records into actionable insight. Our choice-makers can have up-to-the-minute information at their fingertips to make stronger-counseled strategic decisions, improving the accuracy of our income orders and offering the highest degree of client service. because of our IBM and SAP solutions, we're attaining the digital transformation with the intention to assist us support our competitiveness in a fast-relocating market." 

    About IBMFor more assistance about IBM services, talk over with https://www.ibm.com/services.For greater tips about IBM's SAP services, talk over with https://www.ibm.com/capabilities/sap.

    Sources:[1] according to evaluation of project estimates and actuals via IBM's affect task Estimation group

    Media Contact:

    Marisa ConwayIBM Media Relationsconwaym@us.ibm.com

    View normal content material to down load multimedia:http://www.prnewswire.com/information-releases/ibm-provides-a hundred-sap-s4hana-commercial enterprise-transformations-300764698.html


    IBM Brings massive records Analytics to the Cloud, iPad | killexams.com Real Questions and Pass4sure dumps

    Posted October 31, 2011 by means of Vangie Beal     remarks

    IBM rolls out massive facts analytics, place mapping for predictive analytics and healthcare analytics utility based on Watson technology.

    IBM (NYSE: IBM) has introduced that its Hadoop-primarily based data processing and analytics platform, InfoSphere BigInsights, is attainable on its SmartCloud enterprise infrastructure, making big facts analytics attainable for any user internal a firm.

    The application was announced at the 2011 company Analytics discussion board, where IBM noted the brand new Hadoop-primarily based analytics software on the cloud analyzes average structured information found in databases and can also help employees tap into huge quantities of unstructured statistics from quite a lot of sources, including social networks, cellular contraptions and sensors.

    in line with IBM, the software sifts through all types of information behind the scenes and ranks it by means of high-quality, makes it secure, and ensures that business selections are based on relied on facts.

    the new choices span a wide variety of big statistics and company analytics applied sciences across distinctive structures, from cellular instruments to the information middle to IBM's SmartCloud. Now personnel from any branch inner a company can explore unstructured statistics akin to Twitter feeds, facebook posts, climate records, log info, genomic facts and video, and make experience of it on the fly as a part of their normal work event, noted IBM.

    For users, IBM has a free utility download at Apple's iTunes shop that the enterprise claims will put mobile analytics into the fingers of iPad clients. IBM Cognos cell on the iPad is designed to aid employees in key industries akin to economic services, healthcare, executive, communications, retail, commute and transportation use and benefit from analytics on the go. 

    For IT specialists and college students, IBM's BigDataUniversity.com will help these trying to build Hadoop potential. the new web web page is a place to begin for clients to learn the basics of Hadoop, move computing, open source application development, and database management ideas to put together for careers as records Scientists.

    New Geographic Mapping for Predictive Analytics

    New predictive analytics utility with a mapping function that can also be used across industries for advertising campaigns, retail save allocation, crime prevention and educational assessment become additionally announced by means of IBM on the 2011 business Analytics discussion board.

    SPSS records 20.0 application contains a brand new mapping function that gives clients the capacity to add a geographic dimension to evaluation and reporting, and permits clients to goal, forecast and plan by means of geographical areas. This mapping function will also be used across industries to investigate information and create records for advertising campaign effectiveness, keep allocation choices in retail, become aware of crime hot spots, and for student verify score assessments.

    "The application comes with views of the U.S., countries, continents and prebuilt map templates where users can instantly populate them with data together with geospatial counsel from ESRI data," mentioned IBM.

    Predictive Analytics for Healthcare

    IBM also announced an answer for the healthcare industry that makes use of content material analytics corresponding to what is present in IBM's Watson expertise.

    prior this 12 months, IBM observed Watson would circulate on from Jeopardy! repute to healthcare. The influence is the newly introduced IBM content and Predictive Analytics for Healthcare application that transforms uncooked assistance into healthcare insight quickly through revealing traits, patterns, deviations and predicting the probability of consequences, allowing companies to derive insight in minutes versus weeks or months.

    according to IBM, its new predictive analytics software helps doctors and healthcare authorities to go some distance beyond typical search and analysis of unstructured records. they could improve prognosis and treatment via accurately extracting medical facts and figuring out relationships buried in colossal volumes of scientific and operational statistics.

    "IBM content and Predictive Analytics for Healthcare makes use of the equal class of herbal language processing as IBM Watson, enabling us to leverage our unstructured tips in new methods no longer possible before," cited Charles Barnett, CEO of Seton Healthcare family. "With this solution, we are able to entry an built-in view of vital clinical and operational counsel to power extra recommended choice making. as an example, through predicting readmission candidates, we can cut back costly and preventable readmissions, lower mortality prices, and in the end increase the first-rate of life for our patients."




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    Assessment: Retail Store Solution Sales V4

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    Maximize Profits by Quickly Handling Retail Returns | killexams.com real questions and Pass4sure dumps

    No result found, try new keyword!Retail has gone through a massive transition over the past decade. We have seen many brick-and-mortar stores close and many on-line stores open. E-commerce has driven retailers and manufacturers into ...

    Tesla Survived Manufacturing Hell; Now Comes The Hard Part | killexams.com real questions and Pass4sure dumps

    December 2, 2018 Gilroy / CA / USA - Car transporter carries Tesla Model 3 new vehicles along the highway.Getty

    In July 2017, Elon Musk presided over a coming out party for the Model 3, more than a year after nearly a half-million customers had made a $1,000 deposit to reserve Tesla’s eagerly anticipated mass market entry. The event was billed as a historic milestone towards Elon Musk’s bold vision to accelerate the world's transition to sustainable energy.

    At the celebratory event, Musk was to hand over keys to the first 30 Model 3 production vehicles and share his perspective on what to expect from Tesla in the exciting months ahead. But storm clouds were brewing and Musk knew it. The cars delivered that day were painstakingly built by hand since much of Tesla’s overly ambitious assembly line automation was inoperable. And the lucky first customers were all Tesla employees, to keep Model 3 quality glitches in the family for the time being.

    At a pre-event press conference, Musk’s opening remarks were uncharacteristically gloomy. “We’re going to go through six months of manufacturing hell. It’s going to be pretty great, but it’s going to be quite a challenge to build this car.” Musk went on to list all the things that could go wrong with Tesla’s aggressive production plans, sounding more like a prophet of God’s wrath than a confident high-tech visionary: “Floods, fires, tornadoes, ships sink, if anything interrupts one of our supply chains, that will interrupt the production ramp.”

    As it turned out, Musk’s remarks were prescient. The factory wasn’t hit by floods or tornadoes, but Tesla nonetheless experienced hellish problems in ramping up to meet Musk’s promise to build 5,000 vehicles in a week by the end of Q2 2018. Tesla had fallen short of Musk’s stretch targets in the past, but this time seemed different. Even by Musk-ian standards, Tesla’s CEO was driving the company with unprecedented urgency and maniacal focus, exemplified by the extraordinary step of erecting a second, largely manual assembly line under a tent astride Tesla’s Fremont, California factory.

    We now know why Tesla was so hell-bent on hitting their Q2 production target. In reflecting last month on Tesla’s manufacturing milestone, Musk recounted:

    “Essentially the company was bleeding money like crazy. And just if we didn't solve these problems in a very short period time – I would say single-digit weeks -- we would die. And it was extremely difficult to solve them."

    On July 1, Musk was able to proudly announce that the company had built 5,000 vehicles in the prior 7-day period. Marking the achievement, Musk noted, “I think we just became a real car company.”

    But the supreme effort took a brutal toll on the CEO and his company. Musk’s behavior during Tesla’s many months of manufacturing hell was frighteningly erratic. At work, he displayed episodes of mania, working 120-hour weeks, while sleeping at the factory for days on end. He regularly missed management meetings, raged at colleagues, impetuously fired employees with little apparent cause, yet all the while relentlessly pushing his team to work harder and faster. In his off hours, Musk turned to Twitter, often with disastrous results. In one tweet, Musk announced that he had lined up financing to take Tesla private at an inflated price – an unfounded claim leading to an SEC settlement costing the CEO $20 million and his board chairmanship. In another tweet, Musk accused a man he had never met of being a pedophile, which is currently the subject of an ongoing defamation lawsuit.

    With all the chaos and disarray during this tumultuous year, many of Musk’s lieutenants chose (or were pushed) to leave for greener pastures, including the company’s VP Worldwide Finance, Chief Accounting Officer, Senior Director of Production and Quality, Vice President of Supply Chain Management, Chief People Officer, President of Global Sales & Services, VP of Retail, Delivery & Marketing, and General Counsel.

    But despite it all, by sheer force of Elon Musk’s will and tenacity, Tesla has continued to increase production volumes and is now on pace to manufacture well over 200,000 electric vehicles in 2018 (mostly Model 3’s). Moreover, Tesla announced a third-quarter operating profit of $312 million, by far its biggest ever, and forestalled the need to raise more money in today’s shaky capital markets

    Tesla Unit Production VolumesStatista, 2018: https://www.statista.com/statistics/715421/tesla-quarterly-vehicle-production/

    Has Tesla finally conquered its demons and become, in Musk’s words “a real car company?”

    Not yet.

    The company’s rapid increase in production volume exposed weaknesses in two critically important downstream processes: vehicle distribution and customer experience management.

    The first issue surfaced in July, with sightings of thousands of Tesla Model 3 cars parked at the Fremont assembly plant and several other remote facilities around the country. Critics rightfully wondered and worried why a company that had struggled so long to ramp up production, would delay in getting vehicles into the hands of eagerly awaiting customers.

    Elon Musk acknowledged the issue in a tweet (of course), promising to get out of “delivery logistics hell” soon. Tesla’s problem had arisen because, in their haste to ramp up production volume, Tesla stopped building cars to order, and instead manufactured to inventory, in batches of commonly selected option and color specifications. But this approach created complexities in matching production vehicles to individual customer orders, and in securing efficient truckload delivery services.

    There is nothing new in Tesla’s current logistics challenge. US car companies all manufacture vehicles to production forecasts, rather than specific customer orders. The difference is that traditional car companies can foist their production inventory on franchised dealers, who largely absorb the financial consequences of misalignments between supply and demand. But Tesla owns their own dealerships (which, by design have limited storage capacity), so there’s no financial or physical buffer to absorb unsold production inventory.

    But Musk was justified in declaring that overcoming delivery logistics hell is fairly tractable for a company that excels in analytically-driven engineering solutions and process optimization, and the company is already showing signs of improvement in this area.

    That leaves Tesla with only one more circle of hell – managing the customer experience from order-to-delivery and beyond. This will likely prove to be the hardest problem for Elon Musk to solve if for no other reason that he hasn’t even acknowledged that the problem exists (no tweets!), and there is no indication that Musk has any passion for dealing with such touchy-feely people problems.

    To understand the depth and seriousness of Tesla’s shortcomings, let me share my recent experience. I took delivery of a fabulous all-wheel drive, long-range Tesla Model 3 six weeks ago. Given my delivery experience and career background, I can speak knowingly about the severe shortcomings in the company’s business processes

  • I worked as a management consultant in the automotive industry for over 25 years, including architecting the turnaround of two nearly bankrupt car companies that have since thrived in the US market
  • I served as a managing director at JD Power & Associates, focused on advising dozens of senior automotive executives on customer sales and service strategy
  • I’m currently on the faculty of Columbia Business School, teaching business strategy in the MBA program
  • I am a frequent contributor to Forbes and Entrepreneur Magazine on topics related to the automotive industry, including a recent hagiographic article making the case for Entrepreneur’s selection of Elon Musk as the entrepreneur of the year, 2018.
  • My bottom line conclusion is that despite Tesla's exquisitely designed products and considerable current consumer goodwill, the company will not be successful long-term unless and until it can deliver a consistently superior customer purchase and ownership experience that matches its prowess in engineering best-in-class electric vehicles.

    Elon Musk has talked about moving beyond manufacturing hell and struggling to overcome distribution hell.  But on and before delivery day, its patrons are living through customer experience hell at the very moment that should be a joyous milestone in the company’s relationship with owners.

    For those unfamiliar with what to expect in purchasing a Tesla, the process is very different from a traditional car buying experience. Tesla serves customers through a network of only 100 company-owned showrooms and delivery/service facilities across the US (in contrast, Ford has about 4,000 dealerships in the US). Until fairly recently, these facilities didn’t have Model 3’s available for a test drive, so most early adopters bought their cars sight unseen – a testament to the Tesla’s extraordinary brand equity.

    To complicate Tesla’s distribution challenges, sixteen states have laws on the books that prohibit the company from operating sales and delivery facilities, including my home state of Connecticut. Nine other states have laws that severely limit Tesla’s dealer quota – for example, Colorado and North Carolina limit Tesla to only one dealership (a testament to the strength of state franchised dealer lobbyists across the country). The net result is that when the long-awaited delivery day finally arrives, most Tesla customers have to drive long distances – often to neighboring states to pick up their vehicle.

    To their credit, Tesla has tried to streamline their delivery process by encouraging customers awaiting delivery to set up a personalized webpage on Tesla’s site, which allows them to upload information and documents required on delivery day (e.g. proof of insurance, title, and registration for trade-ins, etc.). Moreover, each backlogged customer is assigned a headquarters Tesla “Delivery Specialist” assigned to answer any questions customers may have about their upcoming delivery.

    While these are encouraging first steps, Tesla’s order-to-delivery process is fundamentally flawed in concept and execution, leading to a prolonged and agonizing customer experience. Here’s how it played out for me.

    To begin with, after committing $1,000 to reserve a Model 3 in May, and then $2,500 more to order my car in June, I heard absolutely nothing from the company for months.  In the meantime, a friend who reserved her Model 3 a year before me, was given a delivery date a month after me, but actually took delivery of her Model 3 two months before me.  My son was inexplicably able to jump over Tesla’s reported large Model 3 order backlog, taking delivery of his Model 3 only three weeks after his initial contact with the company. There seemed to be no logical explanation for how Tesla was handling its order backlog. Throughout the many months that I waited for feedback on the status of my Model 3 order, the media was reporting on Tesla’s manufacturing and logistics hell. Given all the speculation and short sellers’ conspiracy theories floating in the press, it would have been nice for Tesla to communicate with me often, if for no other reason than to maintain my confidence in the company’s progress. It didn’t happen. Dark thoughts occurred to me that maybe the company wouldn't make it, taking my $3,500 deposits down with them.

    When I finally did hear from Tesla, it came in the form of a text message confirming my delivery date as November 15 and identifying my “Delivery Specialist” as Aaron.  There was no indication in Aaron’s text of his contact information for follow-up questions, starting with the fact that I had a scheduling conflict on the designated delivery date.  When I called the telephone number from which Aaron’s text was sent, I went into an unnamed voicemail. A text message to the same number went unanswered.

    I had to call Tesla's general headquarters customer support number to inquire how I might reach Aaron. The agent wouldn't give me his number, but after putting me on extended hold, told me that Aaron would call me back. When Aaron finally did call, he acknowledged that he rarely checked the phone number from which his original text was sent.  Aaron finally did give me a usable phone/text number and email address for further communication, but couldn’t explain why he didn’t simply provide valid contact information in his original communication.

    After settling on an alternative delivery date, my next question for Aaron concerned how to get a trade-in estimate on my current Audi. Aaron told me that if I submitted the requisite information on Tesla’s “Manage Order” site, I would get a provisional valuation back from Tesla within hours.  But after uploading the requisite information and photos, I heard nothing from Tesla for two days.  I then tried contacting Aaron (on the new number provided) and left two voicemails and one text message, with no response.  Once again, I had to call the general Tesla customer service number to enlist their help.

    When Aaron finally called the next day, he first claimed he never got my text message, but later acknowledged he must have overlooked it, along with my two earlier voicemails.  When I asked about the status of my trade-in assessment, he asked whether I had submitted a photocopy of my ownership title.  “No,” I replied, ”How would I know to submit that information.  The only information requested on my Tesla order webpage was pictures of my vehicle and a digital image of my vehicle registration.”  The following conversation ensued:

    Aaron: “Well, the trade-in guys really need to see your title.”

    Me: “Why didn’t you tell me that when we spoke on the phone?”

    Aaron: …no answer

    Me: “Haven’t any other customers run into this problem?  Why doesn’t Tesla just add this request on their website to collect all the requisite information once and done?”

    Aaron: “I don’t know. I don’t handle website design.”

    Me: "Can't you request such minor fix.  It would make your life and mine much easier?"

    Aaron:...no answer

    The next day, I placed my final call to Aaron seeking basic information on Tesla’s finance terms. Suffice it to say, I was unable to glean any useful information.

    When my delivery date in mid-November finally arrived, I drove one-hour across the New York state line for my scheduled dealer appointment. I found the waiting area was full of grumpy-looking customers, which possibly explained the lack of any available parking at the dealership. The couple in front of me at the check-in desk was arguing with a Tesla salesman about why they couldn't take delivery of their vehicle, after having driven several hours to the dealership. An inauspicious start.

    When I finally was able to check in, I was told to anticipate a delay, as there were several customers ahead of me in the queue. I was given the password for the dealer wi-fi system but quickly discovered it wasn’t working.

    While waiting, I had the opportunity to chat with some of the other customers. A common complaint was that customers were being held up by missing pieces of paperwork.  Reflecting the sour mood, a particularly agitated couple walked by during one of my conversations, with the frustrated wife shouting at her husband, "Well, I hope you like this damn car because I would NEVER buy anything from this company given the way they've treated us!"

    Despite the bad vibes permeating the dealership, I felt confident that my required paperwork would be in order, as I had carefully reviewed the document requirements for my purchase/trade-in with my new delivery specialist (Aaron had been relieved of his duties), and was also reassured by the green light indications on my Tesla customer webpage.

    After my 45 minute wait, a Tesla salesman finally ambled over to inform me that I did not have the appropriate insurance paperwork on file and that he would have to contact my insurance agent to request additional documentation. When I assured him that I had uploaded exactly the insurance documentation called for on Tesla's website and verified it with my delivery specialist, the following dialogue ensued.

    Tesla: "Well you live in Connecticut, and they require not just the Temporary Auto Identification Card verifying coverage on the new vehicle, but an additional document specifying the actual dollar amount coverages."

    Me: "But why wasn't I ever told that in advance, which could have made this a lot easier for both of us?"

    Tesla: "Well those Tesla delivery guys sitting in Las Vegas don't know anything about what's required in Connecticut

    Me: "Do you run into this problem often with CT residents like myself?"

    Tesla: "All the time."

    Me: "Have you ever tried to pass the word up the line to the Vegas delivery specialist team to make your deliveries run smoother?"

    Tesla: "No"

    And so I joined the other customers, waiting in line for additional paperwork to be faxed to the dealership. Ninety minutes after my arrival, I was finally able to sign the requisite documents and was led to a Tesla Model X along with another Model 3 customer (Bob), to be ferried to the dealership’s satellite delivery garage. Bob’s dealership ordeal had already consumed over two hours of his time, and he wasn't happy at all.

    At the delivery facility, Bob was shown to his car in a cavernous, but otherwise empty garage, while I waited for some assistance.  A few minutes later, a Tesla delivery person wandered up to ask:

    Tesla: "Can I help you?"

    Me:  "I'm here to pick up my Model 3.  My name is Len Sherman."

    Tesla: "Let me check." (checks an app, fiddles with it, and then runs off without a word).

    Me: (wandering up to the delivery person assisting Bob) "Excuse me, but do you know where your colleague went?"

    Tesla: "I don't know.  Maybe to get your car."

    Given that I again had some time to kill, I joined Bob to observe his delivery experience.  Bob was meticulously examining the body panels on the Model 3 and found two clearly visible scratches on his vehicle.  After Bob took photographs of the marred surfaces, his delivery assistant blithely volunteered that Tesla would schedule a mobile van to come by his house to fix the damage (suggesting this was not an infrequent occurrence).  Bob's mood darkened. He asked why Tesla hadn't discovered the scratches earlier and fixed them prior to delivery.  She didn't have an answer.

    When my car finally arrived, my only desire was to quickly get on my way.  What was supposed to be a joyous experience had turned into a depressing ordeal. I tried asking the delivery agent a few basic questions about vehicle operation, but she couldn’t answer, sheepishly explaining she had just started in her new job. In keeping with my experience with Tesla from the time I reserved my Model 3, I was on my own.

    So what’s it like to own a Model 3?

    The car is fabulous, and I have thoroughly enjoyed every minute of driving it.  But after three weeks, I began to grow concerned that my temporary Connecticut license plate was due to expire. In Tesla’s delivery process works, when a customer trades in a vehicle, the dealership is responsible for forwarding the paperwork to the customer’s state DMV to issue a permanent registration.

    When I called Tesla's New York delivery dealership about the delay, the delivery agent assured me that I would receive the permanent registration before my temporary license plate expired on December 12th.

    On December 12th, with no registration in hand, I called the dealership again.

    Me: "My temporary license expires today and I haven't received my permanent registration.  Can you check on it?"

    Tesla "We delivered the license transfer paperwork to the Connecticut Dept. of Motor Vehicles on Dec. 8th, so it's out of our hands"

    Me: "But why did your dealership wait almost a month from my purchase to submit the required paperwork, while it WAS in your hands?"

    Tesla: "I don't know. I'm sorry."

    Me: "I called the dealership a week ago trying to prevent exactly this problem.

    Tesla: "I'm sorry, but there's nothing I can do"

    So my fabulous new Model 3 remained grounded in my garage, for three days until I finally received the paperwork that allowed me to legally drive it.  All that was left was to mount the front and rear license plates. My car had come with mounting hardware that looked a bit complicated. There were no instructions packaged with license plate holders, so I went to the online Model 3 owner’s manual for guidance. No luck; there is no installation information there either.

    Next stop was a Google search on installing Model 3 license plates. The first search result that popped up was “Unable to install rear license plate on Model 3” – a long Reddit thread with lots owner questions and suggestions but no clear guidance. A follow-up search on installing front license plates on the Model 3 was even less productive, with the prevailing wisdom appearing to advocate buying aftermarket installation kits, because of the difficulties and inadequacies with Tesla’s own product.

    And so I headed off to my closest Tesla service dealer (Tesla can service, but not sell vehicles in Connecticut) driving 21 miles for assistance – without legal license plates installed on my vehicle. The service technician was friendly and sympathetic, remarking that the front license plate installation is particularly tricky, bringing scores of overmatched and frustrated customers into the service center.

    ******************

    I’ve had an ongoing dialogue with Tesla Automotive’s COO and his designated “Executive Care Manager” over the past two months documenting my purchase and ownership experience. Their responses to date confirm my belief that Tesla’s customer experience business process failures are systemic and pervasive across the enterprise.

  • Centrally located delivery specialists assigned to each customer are not familiar with local market requirements
  • Tesla’s personalized customer web page provides a delivery checklist that also inaccurately lists paperwork requirements
  • Dealership personnel don’t communicate with the Las Vegas delivery teams and vice versa
  • All of these shortcomings contribute to a predictably poor delivery experience. All the customers in the dealership on my delivery day were frustrated and angry; some went home empty-handed
  • Within the dealership, simple processes are clearly broken, e.g. delivering a vehicle with clearly visible scratches; not having my car ready two hours after I arrived at the dealership; being unable to process a license plate transfer within a month, even after being reminded by me one week beforehand
  • No one in the organization seems to have or take responsibility for delivering a satisfying customer experience.  Rather, Tesla personnel consistently assigned blame elsewhere  (“It’s Vegas’ fault! “It’s the DMV’s fault”) or simply acknowledged there was nothing they could do
  • There appears to be no rigorous attempt to elicit customer feedback that would help Tesla systematically identify pain points in their current customer handling processes. The only questionnaire I received from Tesla during this saga came three weeks after delivery, asking one question: “Based on your experience so far, would you recommend Tesla?" with a simple thumbs up or down symbol to record my response. Absent more granular detail, Tesla is thus poorly equipped to identify and prioritize a myriad of much-needed improvements.

    Not surprisingly, several of the process breakdowns that I reported to Tesla’s Executive Care Manager were news to her. Others problems appeared to be well known (e.g. poor communication between corporate Delivery Specialists and dealerships; frequent expiration of temporary license plates), but she could not provide any assurance that remedial actions were in place to resolve the problem. Tesla Automotive’s COO’s email response to my long list of grievances reflected Tesla’s apparent indifference to customer experience hell: “I’m sorry for the terrible experience… I am pleased that you are happy with the car.”

    ******************

    Elon Musk has survived Tesla’s manufacturing hell and appears well along in establishing processes to overcome the company’s distribution and logistics hell. The time has come for Tesla to turn its attention to an order-to-delivery customer experience that matches the engineering excellence of its products.

    In fact, Tesla can make its company-owned retail network a major source of competitive advantage over traditional, often reviled car company franchised dealers. It’s instructive to recall that when Steve Jobs announced his intention to launch Apple stores in 2001, he was widely criticized for his crazy idea. Pundits advised Jobs to remain focused on designing consumer electronics devices and leave sales to “real” retailers. But, Jobs brought the same obsessive attention to detail to the design and operation of his retail stores that he devoted to the company’s game-changing products and quickly proved his critics wrong.

    Elon Musk has the opportunity and need to write this same story at Tesla. But from my experience, this just hasn’t been where Musk's passion lies. The time for Tesla to fix its customer experience hell is long overdue.


    People Counting System Market - Quantitative assessment by experts 2025 | Axis Communication AB, RetailNext Inc. | killexams.com real questions and Pass4sure dumps

    Global People Counting System Market: Snapshot

    People counting systems are devices that are used to count the number of people traversing a certain entrance or passage. In retail stores, they are usually deployed to calculate conversion rate and marketing effectiveness and are used in staff planning. In crowded places such as shopping malls and concerts, other than their conventional job of calculating footfall, they are used for crowd management and monitoring of high-traffic areas. Their additional uses include fire management and energy usage optimization.

    Among the various end users, the demand for people counting systems is likely to remain high in retail stores and shopping malls throughout the forecast period. In an attempt to sustain the rising competition due to shifting demographics and the advent of new technologies, retailers are modifying their existing strategies. As a result, they are increasingly adopting people counting systems.

    Request Sample Copy of the Report @ www.tmrresearch.com/sample/sample?flag=B&rep_id=605

    The spiraling demand for video-based people counting systems is positively impacting the growth of the overall market. The high accuracy and reliability offered by this technology during high volume traffic and high stability against changes in environmental conditions such as light, shadows, and heat are providing a boost to their demand. The demand for Wi-Fi tracking technology is also expected to increase over the forthcoming years. The technology helps in tracking the actual, potential, and repeating visitors and is efficient in terms of eliminating staff from total people count.

    The global people counting system market is estimated to witness the advent of new technologies, which will be in the favor of the market. The availability of 3D systems is anticipated to revolutionize the mechanism of people counting.

    Request TOC of the Report @ www.tmrresearch.com/sample/sample?flag=T&rep_id=605

    Global People Counting System Market: Overview

    The global people counting system market is expected to gain a significant momentum in the coming years. People counting systems are gaining popularity owing to their high accuracy and reliability in monitoring and counting entrance and exit traffic separately, while excluding carts, children, and strollers. They are also capable of counting multiple individuals entering simultaneously. These systems are being increasingly deployed across retail stores, banks and financial institutes, healthcare and government institutes, hospitality, and transportation. Some of the common types of technologies used for counting people are thermal imaging, infrared beam, and video based.

    The report is a professional study on the global people counting system market, compiled by meticulously analyzing various critical parameters of the market. It provides a detailed overview of the factors impacting the growth of the market. It offers qualitative and quantitative insights into the competitive landscape of the market. Competitive profiling of the prominent players in the market along with their market shares, business strategies, cost and revenue structures, latest developments, and contact information forms a vital part of the report. It performs SWOT analysis to reveal potential growth trajectory of each prominent player in the global people counting system market.

    Read Comprehensive Overview of Report @ www.tmrresearch.com/people-counting-system-market

    Global People Counting System Market: Drivers and Restraints

    The rising number of shopping malls, supermarkets, and retail stores is boosting the adoption of people counting technologies worldwide. Retailers need to monitor footfalls at their shops periodically to remain competitive. By knowing the traffic to sales ratio, retailers can accurately compare stores on the basis of sales volume. Moreover, the availability of easy set-up and low-cost solutions is escalating the growth of the market. The market is also witnessing a sharp rise in the demand for people counting solutions in the transport sector. The future of the market looks bright with technological advancements.

    On the other hand, the robust growth of the e-commerce industry and the expanding online sales channel pose a considerable threat to the brick and mortar commerce, which in turn is adversely affecting the growth of the market.

    Global People Counting System Market: Region-wise Outlook

    The key segments analyzed in the report on the basis of geography are North America, Asia Pacific, Europe, and Rest of the World. Asia Pacific will be a prominent market throughout the forecast period. The increasing number of supermarkets, retail stores, and shopping malls are attracting international players to invest in the region. In addition, conducive government initiatives are encouraging the presence of foreign retailers in India, which is also leading to the rising number of retail stores in Asia Pacific. Countries such as China, Hong Kong, India, Japan, Malaysia, and Singapore will be the sites of high growth rate throughout the same span.

    Moreover, the presence of infrastructure such as train stations, airports, and bus stations along with a large number of upcoming projects are triggering the deployment of people counting systems. The expansion of the hospitality industry is also facilitating the growth of the region.

    Global People Counting System Market: Competitive Landscape

    Product innovation and technological advancements are of critical importance to key manufacturers in the global people counting system market to stay relevant in the market. They are focusing on portfolio diversification through partnerships and mergers in order to strengthen their position in the market. Some of the key players in the global people counting system market are Axis Communication AB, RetailNext Inc., InfraRed Integrated Systems Ltd., IEE S.A., Eurotech S.p.A., Countwise LLC, Xovis AG, Axiomatic Technology Limited, IRIS-GmbH, IEE S.A., Point Grey Research Inc., and ShopperTrak.

    About TMR Research

    TMR Research is a premier provider of customized market research and consulting services to business entities keen on succeeding in today’s supercharged economic climate. Armed with an experienced, dedicated, and dynamic team of analysts, we are redefining the way our clients’ conduct business by providing them with authoritative and trusted research studies in tune with the latest methodologies and market trends.

    Our savvy custom-built reports span a gamut of industries such as pharmaceuticals, chemicals and metals, food and beverages, and technology and media, among others. With actionable insights uncovered through in-depth research of the market, we try to bring about game-changing success for our clients.

    Contact:

    TMR Research,3739 Balboa St # 1097,San Francisco, CA 94121United StatesTel: +1-415-520-1050Email: sales@tmrresearch.com

    This release was published on openPR.



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