►► 1

Ratium cum est volo tem remquiscid es doluptus id quamendit quis exerrov idebiscide vendandia debitatis aperion sequia consequ ossequiaepta ipsa soluptatur accus sequam qui te voloremquo qui ratur?

“Quote or callout goes here and here. Quote or callout goes here and here. Quote or callout goes here and here.”- Frank Nauta, SAS

►► 2

“Quote or callout goes here and here. Quote or callout goes here and here. Quote or callout goes here and here.”- Frank Nauta, SASTable of Contents

High Performance Retail: The Art of the Possible ______________________________________________________ 3

In-Database Analytics ________________________________________________________________________ 4

In-Memory Analytics ________________________________________________________________________ 4

I. Addressing Market Opportunities with High Performance Retailing _____________________________________ 6

High Performance Revenue Optimization: Price, Promotion and Markdown _____________________________ 6

High Performance Planning: Assortments and Merchandising _________________________________________ 8

High Performance Analytics: Developing 1:1 Interactions ____________________________________________ 10

II. The Benefits of High Performance Retailing ________________________________________________________ 11

1. Ask and Answer More Innovative Questions _____________________________________________________ 12

2. Increase Speed of Analysis ___________________________________________________________________ 12

3. IT and Business Can Work More Strategically ____________________________________________________ 13

4. Give Real-Time Decision-Making to Retailers Across the Supply Chain ________________________________ 13

5. Start Small and Scale Up _____________________________________________________________________ 13

6. Tame Big Data _____________________________________________________________________________ 13

7. Encourage Better Retailer-CPG Collaboration ____________________________________________________ 14

8. Avoid Offer Spam __________________________________________________________________________ 14

III. Getting Started with High Performance Retailing ___________________________________________________ 14

Eliminating Data Silos __________________________________________________________________________ 16

Conclusion _____________________________________________________________________________________ 17

►► 3

HigH PerformanCe reTail: THe arT of THe Possible

A perfect storm of factors are in constant motion, forming a tidal wave effect on the retail industry. In order to stay on top of the changes, merchants need to implement the most advanced and intuitive systems. That’s where High Performance Retailing comes in. High Performance Retailing drives business performance for retailers because it includes the best of retail domain expertise plus superior analytics, coupled with the latest

high performance computing capabilities. It is more than “feeds and speeds” — it is about helping retailers gain new insights, empowering them to take action and drive business impact — resulting in increased margins, revenue, customer loyalty and satisfaction.

Four key events have pushed the retail industry to the edge of its ability to keep up:

1. Mobilized consumers are accessing up- to-the-minute information in real time.

2. Products are advancing rapidly, creating the need for constant merchandising changes.

3. Pricing options are multiplying at an unprecedented rate.

4. Competitive pressures are compressing product development and marketing timelines.

“Impulse buying is not really an impulse any longer,” noted Frank Nauta, Advisory Solutions Architect, SAS Retail and Consumer Packaged Goods (CPG). “Today’s shoppers are making better-informed buying decisions. They are smarter, more diligent and tighter with money.” And because new product styles, versions and models are rapidly entering the marketplace, merchants must be wary of the need to stock the newer item and take a loss on the previous version.

Additionally, as the need grows for more personalized and localized pricing, the seemingly endless product pricing combinations are making category and brand managers’ heads spin. Those pressures are coupled with the push for quick sell-through — particularly in the fast-moving consumer goods, electronics and apparel segments.

“Impulse buying is not really an impulse any longer. Today’s shoppers are making better-informed buying decisions.”- Frank Nauta, SAS

SAS High Performance Revenue Optimization Suite allows retailers to optimize prices at a granular level down to the store and SKU level.

In-Database Analytics moves the decision-making capabilities closer to all the data. As soon as POS infor-mation is imported, the results are scored inside the database. For example, using past purchase behavior and current contents of the basket, the system can better predict an individual shopper’s future behavior and provide more appropriate, personalized offers. With real-time scoring, results can be delivered while the shopper is still in the store. Previously, the POS data needed to be removed, scored, then reinserted — a round-tripping task that took hours instead of seconds.

In-Memory Analytics allows the data and analytics to run together simultaneously. In a large department store with millions of SKUs, this type of analysis took hours in the past without In-Memory Analytics. With all the data stored in memory, all the technological and analytical tricks to make money and increase wallet share are calculated in real time.

SAS High Performance Retailing addresses some of the hot issues and opportunities in retail:

►► The radical shift in pricing strategies or approaches that drives margins, retains customers and builds brand identity/equity.

This shift can be addressed with high performance lifecycle price optimization — spanning regular or everyday pricing, promotion optimization whether in traditional circulars or new digital promotion vehicles, and optimization of markdown of seasonal goods and clearance items. The SAS High Performance Revenue Optimization Suite allows retailers to optimize prices at a granular level down to the store and SKU level while taking cross-effects into account and knowing that price transparency is key.

SAS HPR can come to the rescue by facilitating success through the combination of three key capabilities:

Domain Expertise — backed by 36 years of experience with predictive analytics and work with the majority of the leading global retailers

Advanced Analytics — faster analysis and more detailed, granular results

High Performance Computing — featuring the powers of Grid Computing, In-Memory Analytics and In-Database Analytics

►► 4

►► 5

Merchants also are able to perform what-if analyses with SAS optimization solutions. For example, they can analyze and run multiple pricing scenarios on millions/billions of product/location combinations to support markdowns, promotions and regular pricing strategies.

►► The need to execute optimized assortments at the store/SKU level so that localized, even personalized assortments can be delivered to customers in stores and online and via smartphone applications and kiosks.

Only retailers that can rapidly adjust to market changes, competition and knowledgeable customers, and deliver optimized local assortments will grow and endure.

Some key questions that can be addressed with high performance assortment optimization include:

How do you tailor assortments to relevant aspects of consumer preferences by season or subgroup or merchandise attribute?

How do you map assortments to space constraints?

How quickly can your team develop and execute new assortment plans — by stores or clusters of stores or for individuals?

►► The goal of delivering a more personalized 1:1 experience with individual shoppers, and expanding personalized marketing on a global scale.

Retailers who can deliver the right messages and offers to the right consumers at the rights times increase revenue, margin and customer loyalty.

“Retailers have to differentiate their business using service,” noted Paula Rosenblum, Analyst with Retail Systems Research. "There is almost always something consumers value alongside price. The challenge is to find the right thing — and communicate it to the right consumers effectively.”

Retailers have to differentiate their business using service.- Paula Rosenblum, Retail Systems Research

►► 6

I. Addressing Market Opportunities with High Performance Retailing

Each component of High Performance Retailing plays a role in the bigger picture of overall growth and success within a retail or CPG company. While many companies already have seen positive results from optimization, planning and analytics, the high performance features bring the meaning of success to a new level. High Performance Revenue Optimization: Price, Promotion and Markdown

The term “optimization” speaks for itself. It obviously is in the best interest of businesses to optimize their processes. Most leading retailers have taken advantage of some form of optimization in the past 10 years, realizing positive results.

With the introduction of high performance versions of the optimization solutions, retailers can expect results they never dreamed of before. For example, they will be able to limit overstocks and out-of-stocks with better pricing and markdown strategies; and they can improve results of promotional strategies by targeting the right customers with individualized promotions.

Leading Wall Street financial analyst Deborah Weinswig, Managing Director of the retailing team at Citi Investment Research & Analysis, confirms the potential of high performance optimization. "Retailers maximize returns with optimization technologies," Weinswig noted in a January 2012 report. "Retailers have been investing in optimization systems since the early 2000s and have realized significant top-line and margin benefits as a result of these investments. Retailers are now looking at the next generation of these technologies to build on their existing capabilities, including price, promotion, size and marketing optimization. Technology providers like SAS are at the forefront of this trend. We believe retailers are eager to implement the next generation of optimization systems given the strong track record of optimization technology on their P&L." She called this new trend “optimization on steroids” and ranked it as the number-one trend in 2011.

This E-book will provide detailed insights and information to help guide retailers down the road of High Performance Retailing, covered in three sections:I. Addressing Market Opportunities with High Performance Retailing

II. The Benefits of High Performance Retailing

III. Getting Started with High Performance Retailing

We believe retailers are eager to implement the next generation of optimization systems given the strong track record of optimization technology on their P&L.- Deborah Weinswig, Citi Investment Research & Analysis

►► 7

A number of retail companies already are reporting impressive results with the speed and efficiency at which the information is made available via high performance optimization. Business users are now able to implement profitable changes using near-real-time data. They are better able to take advantage of quickly changing trends. Lacking this type of decision-making speed, many merchants will risk lost sales today and in the future.

Some recent results include: Using customer insights to develop individual offers, one leading retail organization improved its offer redemption rate by 6%. A major U.S. retailer reported a margin basis point improvement of 10 to 40 points with high performance markdown optimization. An international department store saw revenue jump 3% to 10%, and a North American supermarket chain saw increased unit sales, a margin increase of 2% to 7%, and revenue increases of 3%.

Previously merchants had to run markdown optimization at the regional level, but now it can be accomplished at the store level. While they can still look at weekly data, now they also can use daily data to help with promotion optimization, especially during the holidays. They could even conduct hourly analysis when it comes to a day like Black Friday.

High Performance Retailing Promotion Optimization Gives Stores that ‘Mom-and-Pop’ Feeling

Today’s retailers yearn for the way that Mom-and-Pop store owners catered to individual customers. High performance promotion optimization can bring the retail experience full circle, providing the opportunity to give customers individualized offers and promotions when they enter the store. Today’s shoppers can walk into a store, swipe their loyalty card at a kiosk and receive coupons targeted to them, based on their past purchase history and likelihood to buy certain products.

Additionally, consumers carrying mobile devices can receive personalized offers through opt-in mobile apps or geo-targeting solutions. Again, knowing shoppers’ past purchase histories, aligned with their likelihood to purchase certain products that day, high performance optimization is a win-win for both retailers and the customers.

Retailers without high performance optimization may still be waiting until checkout to provide shoppers with coupons or offers. While that type of offer may help to bring shoppers back tomorrow or next week, it doesn’t provide the immediate satisfaction of a real-time relevant offer.

A major U.S. retailer reported a margin basis point improvement of 10 to 40 points with high performance markdown optimization.

►► 8

Merchandise planning seeks to suggest the right item, right price and right location. In the high performance arena, this type of planning can be accomplished more effectively and at warp speed.

High performance optimization also provides benefits in the eCommerce arena. “We have solutions that watch what you are doing online, monitor your mouse movements, your time in the shopping cart, and your clicks on other products,” explained Nauta. The solution is continuously scoring and rescoring shoppers as they move through the site. If a shopper hesitates at any time during the process, or abandons the cart, the solution then rescores that shopper in real time. Based on the retailer’s specifications, that shopper may receive a live chat request or immediate percent-off coupon in order to incent them to purchase. Literally in seconds the solution can decide if that shopper deserves an incentive or should be left to their own devices.

Answering the Margin Call

Like the movie Moneyball, High Performance Retailing invites its users to ask new questions, said Anthony Volpe, Retail Analytics Advisor, SAS. For example, at the POS, high performance promotion optimization can determine “who I am and what I have bought in the past, then make me an offer.” Before, cart analysis might have told the retailer that the customer is buying diapers and wipes, so give him an offer for baby food. But now, with high performance analysis of past purchase behavior, the system can decide to give

him an offer for a higher margin item, such as sippy cups. In the end the shopper receives a more palatable offer and the retailer makes more money on the higher margin item.

High Performance Planning: Assortments and Merchandising

It is important to speak the language of individual stores. Merchandise planning seeks to suggest the right item, right price, and right location. In the high performance arena, this type of planning can be accomplished more effectively and at warp speed.

►► 9

Retailers are now realizing the potential of this type of power. "Localizing our assortments is a key growth initiative for Kohl's," said Bernie Powers, Kohl's Senior Vice President for Merchandise Information. "By tailoring our offering by market, we are able to increase engagement with local customers. The enhancements that SAS is making to its merchandise planning product in 2012 will enable our merchants and planners to develop and execute these customized assortments more easily."

One of the most highly sought, yet difficult to execute, aspects of assortment planning is being able to plan at the store level. With High Performance Retailing, retailers can move to true localization. They can review assortments in a matter of seconds in terms of attributes such as colors

and combinations. They can look at stores by individual customers. They can create more localized clusters based on SKU.

Similarly, merchants must be able to decide which items to keep, which ones to drop and which new items to add. Traditionally, merchants have made these decision based on revenue, margin and units. But with high performance planning, they can incorporate customers’ scores into that

decision, so even if it is not a best-selling item, but is important to one of the best customers in a store, then the retailer might want to keep that item in that store.

By tailoring our offering by market, we are able to increase engage-ment with local customers. The enhancements that SAS is making to its merchandise planning product in 2012 will enable our merchants and planners to develop and execute these customized assortments more easily.- Bernie Powers, Kohl’s

►► 10

High Performance Analytics: Developing 1:1 Interactions

Catalina Marketing helps its retail clients reach the right customers with the right messages and offers. With high performance analytics, Catalina is growing faster than ever. "We've been helping our clients reach the right people with the right messages for 25 years," said Williams. "But with the predictive capabilities we have with SAS tapping into the historical purchasing data of almost every grocery shopper in the U.S., we're able to do it with more precision than anyone else in the market."

“SAS solutions have allowed us to actually predict what customers are likely to buy and that has revolutionized our ability to make our clients’ coupons and messages relevant to shoppers,” according to a Catalina executive. Using SAS Scoring Accelerator for Netezza, Catalina has reduced its model-scoring times from 4.5 hours to approximately 60 seconds.

The change in Catalina’s approach has been pivotal. “At the start, if you bought X you get a coupon for product Y, but that decision was based only on current purchase information,” Williams explained. Catalina actually worked with SAS to help develop the use of historical purchase data. “That whole concept changed Catalina into an unbelievably profitable

company. The speed of data did that. We are literally getting all U.S. sales information in five hours and actively using that information to market to consumers the next day.”

To stay on the cutting edge, Catalina needs to build accurate models quickly. "I know from experience and discussions with colleagues in the industry how long it can take to build a predictive model,'' Wachter noted. "They're taking more than a month to build one model. Using SAS, we've automated the execution of our models and scoring them against our entire 140 million consumer database for the implementation of marketing campaigns literally in days."

With the predictive capabilities we have with SAS tapping into the historical purchasing data of almost every grocery shopper in the U.S., we're able to reach the right peoplewith the right messages with more precision than anyone else in the market.- Eric Williams, Catalina Marketing (retired)

►► 11

"Not only that, but our samples are 10 to 15 times larger than anything anyone else is doing today,'' Williams added. "Nobody could do what SAS is enabling us to do — the capabilities just didn't exist beforehand."

High Performance Retailing analytics prevents merchants from having to compromise their models. They no longer need to accept the assumptions; they can be more precise by having better models.

Williams used the fast-moving consumer goods industry as an example. “About 20,000 new products hit the door of a retail store on an annual basis,” he explained. “Well over 90% never see the light of day in year two — flavor extensions, line extensions, packaging changes, for example. With high performance analytics, we now have the information available to begin to predict what people will want next, rather than just using instinct.”

A large grocery chain in North America is using SAS grocery analytics to help serve individual customers in individual markets.

With SAS Analytics, the grocer knows key customers and understands the different types of customer by individual market. Getting the analytics down to the operations of the individual store level is where the real value lies.

With High Performance Retailing, merchants now have the horsepower to localize assortments, better allocate employees and merchandise, and improve in-store marketing.

1. Ask and Answer More Innovative Questions and Receive More Precise Answers for Actionable Results

2. Increase Speed of Analysis

3. IT and Business Can Work More Strategically — Reducing Tedious, Time-Consuming One-Off Projects

4. Give Real-Time Decision-Making to Retailers Across the Supply Chain

5. Start Small and Scale Up

6. Tame Big Data

7. Encourage Better Collaboration Between Consumer Packaged Goods (CPG) and Retail

8. Avoid Offer Spam

retailers Can Count on significant benefits When implementing High Performance retailing:

There is almost always something consumers value along-side price. The challenge is to find the right thing — and communicate it to the right consumers effectively.- Paula Rosenblum, Retail Systems Research

ll. The Benefits of High Performance Retailing

►► 12

“Quote or callout goes here and here. Quote or callout goes here and here. Quote or callout goes here and here.”- Frank Nauta, SAS

“Quote or callout goes here and here. Quote or callout goes here and here. Quote or callout goes here and here.”- Frank Nauta, SAS

1. Ask and Answer More Innovative Questions and Receive More Precise Answers for Actionable Results.

High Performance Retailing is really about the uninhibited use of analytics: being able to answer questions that you could never answer before because it took too long, and using uninhibited creativity to better leverage the data you have.

High Performance Retailing offers far more dimensions than ever before. Now companies can calculate cross-elasticities of demand for thousands and thousands of SKUs in the grocery store. Previously, without a hypothesis of a cross-sell of beer and diapers, they could only use intuition to come up with that combination. Now the technology can calculate elasticities and come up with combinations category and brand managers never thought of before. The winners will be those with the most creative groups that ask better questions. This completely changes how companies manage and run their businesses.

2. Increase Speed of Analysis.

With High Performance Retailing, revenue optimization for a large department store, for example, can be completed in less than two hours for the entire organization. Executives can generate a daily forecast and facilitate immediate decisions, which was not feasible earlier. Price optimization can be calculated for an entire organization, in multiple scenarios, in less than four hours vs. waiting days for results previously.

Before High Performance Retailing, merchants were forced to run models overnight, put in a change in multiple demand models for different categories, look at them the next day

and fine-tune them. That process could take up to a week. Now they can run multiple models in a matter of minutes within the same day. A process that used to take seven days can be done in one day today.

High Performance Retailing offers far more dimensions than ever before. Now companies can calculate cross-elasticities of demand for thousands and thousands of SKUs in the grocery store.

►► 13

3. IT and Business Can Work More Strategically — Reducing Tedious, Time- Consuming One-Off Projects.

Business users don’t want to be forced to have to take every need to the IT. Retail IT organizations are spread thin and face an exploding amount of new needs and technologies. High Performance Retailing can help both. IT can build a strategic retail analytics foundation. Business users can explore, visualize, hypothesize and test hypotheses and put innovative ideas into action — using science to help merchants know and engage customers. Merchants can augment the art of retail.

4. Give Real-Time Decision-Making to Retailers Across the Supply Chain.

From inventory and assortment decisions to real-time offers — retailers need rapid, fact-based ways to make the best and quickest decisions. Merchants are now competing across segments and channels — drug stores and big-box merchants are selling groceries, and shoppers can buy their favorite apparel or hard-to-find foods on Amazon. Therefore, store managers and associates must be empowered to provide the best service when customers walk into the store. High Performance Retailing enables game-changing decisions and actions.

5. Start Small and Scale Up.

By working with a partner that can provide each different component of the business suite, merchants can choose to start with one component, such as markdown optimization, then add promotion optimization later, or they can ramp up with the full suite of optimization solutions from the start.

6. Tame Big Data.

High Performance Retailing tames big data by getting directly to the nuts and bolts of the problem. “It can boil all the questions down to a "yes" or "no" answer, or a score of 1 or zero,” explained Nauta. This becomes particularly significant when examining social media communication. “High Performance Retailing digs through all the sentimental noise and get likes vs. dislikes, detecting market trends — then you know how to market.” High Performance Retailing allows merchants to dissect social communications in real time — in seconds vs. days for real-time insights, or months for figuring out a trend. “Now we can detect change in demand based on what people are writing on Facebook,” he explained. “It’s amazing how much information is generated by the ‘like’ button. With that information we can track what they are going to do, their followers, what’s written on their wall.”

Today’s retail and CPG partners are realizing the value of using high performance resources to collaborate rather than compete. The end goal is selling more of the products customers want.

►► 14

7. Encourage Better Collaboration Between Consumer Packaged Goods (CPG) and Retail.

Today’s retail and CPG partners are realizing the value of using high performance resources to collaborate rather than compete. The end goal is selling more of the products customers want. By sharing real-time data, retailers and CPG companies can stock the right product assortment and make better use of trade promotion dollars. High performance computing can provide more accurate forecasts faster. Globally, many of today’s CPG companies and retailers are sharing data and working together to better analyze shopping behavior.

8. Avoid Offer Spam.

High performance computing can help companies avoid sending target shoppers too many messages, and too many of the wrong messages. “The last thing you want to do is inundate your consumer base with multiple communications so that they think they are receiving spam,” noted Eric Williams, Executive Vice President and Chief Information Officer (recently retired), Catalina Marketing. “You must have a memory of what offer you spit out to me last week that I said ‘No’ to,” added Nauta. By using a solution that

has a memory of previous offers and shoppers’ responses to those offers, merchants can now send out the right messages at the right time — reinforcing brand loyalty and preventing customers from jumping to another brand.

III. Getting Started with High Performance Retailing

Once a company understands the value High Performance Retailing will bring to the business, the next step is deciding how to get started. That decision may depend upon the level of innovation built into the culture of the company. Many companies don’t have the culture of looking for new insights in place, so they may just ask for faster markdown optimization, for example — a cost reduction strategy or process improvement. That kind of company should get started with High Performance Retailing in a concentrated way, focusing on one area like markdown, while thinking about how they might use an environment that gives them more power to gain better insights.

On the other hand, for an innovative company like Target, or a large, innovative CPG company, their teams will want to have multiple high performance platforms available so they can be creative across the board from day one.

Data is going to change your company, but it must be tied to the merchandising and marketing teams directly.- Eric Williams, Catalina Marketing (retired)

►► 15

The learning curve for High Performance Retailing should be quick and easy. It is an exciting time for the members of business teams. It is not the type of change that puts people’s jobs at risk. It gives individuals the opportunity to become superstars in the organization. If they find the right insights — such as realizing a customer is highly sensitive to the front page of the weekly circular, and there are 1,300 other customers just like them — that insight would be a big win.

Because High Performance Retailing analysis can be completed so quickly, ideas can be tested easily and often without the risk of damaging the business or bringing IT to its knees. For example, High Performance Retailing analysis can uncover cross-sell items that are not necessarily intuitive. This opens up a whole new set of ideas and potential for creating new ideas — it is a different way of talking about high performance.

Williams shared some insights on misconceptions he believes are rampant in the industry. “There is a belief you have to go hire statisticians for this type of analysis,” he noted. “That’s false.” Secondly, he noted, organizations must eliminate the idea that the analytics team should report to IT or Operations. “I have cautioned everyone — don’t do

either. Data is going to change your company but it must be tied to the merchandising and marketing teams directly.”

For example, when kicking off a loyalty program, the marketing team should work with the finance team to analyze customer credit card data. Typically credit card operations are completely separate from marketing. “It is a great way to understand your customer base before launching a major loyalty program,” said Williams.

High Performance Retailing gives individuals the opportunity to become superstars in the organization.

►► 16

Eliminating Data Silos

Most importantly, companies need to eliminate the silos where they store some data for sales, other for merchandising, and more for promotions/planning. If these business units continue to operate independently, merchants will never truly understand the consumer in the marketplace.

A major grocery chain in North America has embraced this concept throughout the chain, which serves customers with a wide range of regional differences and brand strategies. This organization makes sure their pricing and promotion optimization engines are linked with their shopper insight foundation. Rather than looking at the science of price optimization in isolation, this leading retailer can make strategic, holistic and more informed pricing decisions for their valued customers in a wide range of markets.

Additionally, this retailer uses SAS as a strategic provider for integrated retail analytics. Their customer and other data is all collected and analyzed in one location and this company has a holistic view throughout the operation —

across merchandising, supply chain and store operations, for example. This leading grocer is empowered to make better decisions at store level. They engage their customers, and grow and retain customers over the long haul. Science powers their company goal of delighting customers. By keeping customers at the center, at their focus, this organization continues to succeed.

If business units continue to operate independently, merchants will never truly understand the consumer in the marketplace.

►► 17

ConClusionIn today’s fast-changing retail environment, retail and CPG companies must react just as quickly in order to stay competitive. While optimization, planning and analytics have been important components of the retail equation, they become significantly more powerful when fueled by high performance computing.

The combination of SAS domain expertise, high performance computing capabilities and analytics’ experience creates the new realm of High Performance Retailing. With High Performance Retailing, merchants can collect, analyze and make decisions in warp speed, in the “retail moment of truth” — as consumers are standing in the aisle, are at their online shopping carts checking out, or are conducting product research online. The highly advanced High Performance Retailing solutions recommend new cross-sell and upsell combinations that intuition alone could not match. And, by effectively analyzing all offers across all channels, High Performance Retailing can help companies avoid shopper offer fatigue — saving current and future sales.

The bottom line is that High Performance Retailing puts better and faster analytics in the hands of merchants, for better insights and speed to market. Without it, retail companies will pay the cost of not reacting fast enough in today’s environment.

The bottom line is that High Performance Retailing puts better and faster analytics in the hands of merchants, for better insights and speed to market.

►► 18

411 State Route 17 SouthSuite 410Hasbrouck Heights, NJ 07604P: 201.257.8528F: 201.426.0181

ABOUT SAS

SAS helps retailers and grocers spend less time crunching numbers and more time growing revenue with key technologies customized for today’s multichannel merchants. Built around a powerful core of market-leading business analytics, our comprehensive suite of retail solutions tackles the industry’s greatest challenges, including customer insight (customer intelligence and social media analytics); price optimization (regular, promotion and markdown); size optimization (size profiling and pack optimization); assortment planning; integrated merchandise planning (allocation, space management and optimization); forecasting (across the enterprise and across market segments); and loss prevention. With more than 35 years of experience working with leading grocers and retailers, SAS helps retailers make better decisions faster. Learn more at www.sas.com/retail.

ABOUT RETAIL TOUCHPOINTS

Retail TouchPoints is an online publishing network for retail executives, with content focused on optimizing the customer experience across all channels. Tapping into the power of the Web 2.0 environment, the Retail TouchPoints network is made up of a weekly e-newsletter, category-specific blogs, twice monthly Special Reports, web seminars, benchmark research, virtual events, and a content-rich web site at www.retailtouchpoints.com.

World HeadquartersSAS Institute Inc.100 SAS Campus DriveCary, NC 27513-2414, USAP: 919.677.8000F: 919.677.4444