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市場調査レポート

小売&トランザクション用オートメーション機器(2010):ビジネスプランニングサービス, トラック1 技術市場分析, 第5巻 セルフチェックアウトソリューション

Self-Checkout Solutions: 2010 Retail Automation Equipment Planning Service

発行 VDC Research Group, Inc. 商品コード 118767
出版日 ページ情報 英文 41 Slides; 48 Exhibits
納期: 即日から翌営業日
価格
こちらの商品の販売は終了いたしました。
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小売&トランザクション用オートメーション機器(2010):ビジネスプランニングサービス, トラック1 技術市場分析, 第5巻 セルフチェックアウトソリューション Self-Checkout Solutions: 2010 Retail Automation Equipment Planning Service
出版日: 2010年09月23日 ページ情報: 英文 41 Slides; 48 Exhibits

当商品の販売は、2016年07月01日を持ちまして終了しました。

概要

当レポートでは、セルフチェックアウトソリューション市場について調査分析し、地域・エンドユーザー産業・流通チャネル別の収益・出荷実績(2009年)および予測(2010〜2014年)を提供しており、競合分析、提案などをまとめ、概略以下の構成でお届けいたします。

第1章 エグゼクティブサマリー

第2章 調査範囲・調査手法

第3章 市場定義・区分

第4章 市場評価・予測

第5章 競合分析

第6章 所見・予測・提案

第7章 付録

調査範囲

  • 市場評価・予測:用語
    • 基準年/予測期間
      • 2009年の出荷高(収益、台数、平均工場売価)
      • 2010-2014年の予測(収益、台数、平均工場売価)
    • セグメント変数
      • 地域
        • 南北アメリカ:米国、カナダ、ラテンアメリカ
        • EMEA(欧州、中東、アフリカ)
        • アジア太平洋地域
      • 産業別市場
        • デパート、量販店、スーパーストア
        • ドラッグストア/薬局
        • ガソリン/コンビニエンスストア
        • 食料雑貨店/スーパーマーケット
        • 専門店
        • サービス業
      • 流通チャネル
        • 直販
        • プライベートブランドパートナー
        • 2層構造の流通業者
        • 付加価値再販業者(VAR)
        • システムインテグレーター(SI)
        • その他
目次

MARKET ESTIMATES AND FORECASTS: TERMS

  • Base Year/Forecast period:
    • 2009 shipments (revenues, units and average factory selling prices)
    • 2010-2014 forecast (revenues, units and average factory selling prices)
  • Segmentation parameters:
    • Geographic Region
      • Americas: US, Canada and Latin America
      • EMEA (Europe, Middle East & Africa)
      • Asia-Pacific
    • Vertical Market
      • Department Stores, Mass Merchants, and Super Stores
      • Drug Stores / Pharmacies
      • Gasoline / Convenience Stores
      • Grocery Store / Supermarket
      • Specialty Store
      • Hospitality
    • Distribution Channels
      • Direct-to-End User
      • Private Label Partner
      • Two Tiered Distributor
      • Value-Added Reseller (VAR)
      • System Integrator (SI)
      • Other

Executive Findings

Self-checkout proves more resilient to the global recession than core POS technologies; Future prospects are bright

  • Self-checkout solutions suppliers realized nearly $344.3 million in revenue during calendar 2009.
  • The market is expected to grow at 14.2% over the next five years to $668.1 million in 2014.
  • Annual spending on most core retail automation product categories contracted mightily in 2009, as retailers extended their refresh cycles in an effort to maintain their already thin margins in the thick of the global recession. Investments in retail automation will continue to be heavily scrutinized in 2010/2011, and recovery for many core product categories will be measured.
  • Self-checkout didn't fare as badly as many of the traditional retail automation technologies on a global level. This is because self-checkout's value proposition resonates with retailers and customers alike, enabling scarce resources to be deployed more effectively while addressing a core customer complaint: long waits at check out.
    • The value propositions associated with self-checkout solutions, coupled with the changing nature of the consumer, will appropriately position these solutions as a center of convergence for a retailer's transaction automation, branding and customer support over the next five years.
    • The most successful self-service solution providers are focusing on a multi-dimensional value proposition that begins with cost impact, carries forward to customer experience and branding, and is supported by increasingly quantitative impact assessments.
  • Future expectations are especially encouraging. Accelerated adoption of self-checkout solutions is expected in coming years, becoming increasingly commonplace in grocery stores, supermarkets, mass merchandisers, specialty retailers (hardware/DIY) as customer familiarity/acceptance grows.

Those suppliers that address barriers to adoption will grow faster than the market

  • While growth for self-checkout solutions is outpacing other POS technologies by a wide margin, adoption has yet to reach the levels originally anticipated by suppliers. Significant barriers to adoption must be overcome, and suppliers are addressing this requirement.
    • High Price Points: The AFSP for a SCO solution in 2009 was $17,272.6. At this price point, Tier 2 and Tier 3 retailers continue to have difficulty justifying investment in this technology despite its proven value propositions. This is changing with suppliers developing SCO systems that address the low cost, small footprint demands of these smaller retail establishments.
    • Product Shrink: Concerns over shrinkage (including intentional theft and the failure to scan an item before bagging it) continue to plague retailers. Shrinkage cost the industry more than $48 billion in 2009. Some of the most prevalent shrinkage techniques used at self-check out include:
      • Switching bar codes or using fake bar codes to reduce expenditures.
      • Scanning inexpensive items and placing expensive items on the conveyor belt.
      • Intentionally using the wrong price look-up (for i.e. with perishable goods).
      • Placing smaller items within larger ones.
  • Suppliers are addressing these concerns with new features and capabilities:
    • Tunnel scanners, allowing customers to place items on a conveyor belt where they are scanned at a high speed through the tunnel.
    • Integrating weighing scales with advanced systems of checks and balances to ensure product identification and pricing.
    • By keeping the SCO system design highly flexible and modular, suppliers are aiming to address the high price point barrier associated with traditional self-checkout solutions. Retailers are now able to incorporate as many features as they deem fit for their SCO solution at a justifiable cost.

Technical and commercial requirements for self-checkout vary widely, driving the need for customization

  • Self-checkout solutions are seen far more than platforms for transaction processing. Retailers are using these devices to enforce their brand, enhance customer loyalty and identify incremental revenue opportunities.
  • In order to address customers' nuanced requirements, leading suppliers are responding with direct sales models, treating each engagement as a stand-alone project with high customization requirements.
  • Instead of taking the “one size fits all” approach, suppliers are building modular self-checkout solutions which can be customized to a very large extent to meet retailer's requirements and specifications.
  • Potentially disruptive technologies including: kiosks, interactive displays and personal shopping systems are not seen as a threat by self-checkouts suppliers. Instead, these retail automation technologies are seen as complementary tools that can be deployed to meet application specific requirements.

Summary Observations & Expectations

Integration with other customer-facing systems is the key to unlocking information regarding retailers profitable customers, and their preferences

  • While self-checkout's value proposition is compelling for the operational efficiencies that can be delivered to retailers immediately, more value can be derived from these systems as information regarding customers and their preferences captured at the POS is linked with information captured by other customer facing systems.
  • As disparate customer-facing systems are linked, more data than ever will be available regarding customer preferences, data that can be used to drive incremental revenue and improve profit margins for retailers and their trading partners.
  • Who will assume responsibility for the design, aggregation and management of this information, turning transaction-related data into information and information into business intelligence? What role can/will suppliers of retail automation play?
    • VDC argues that this is the end-game for suppliers of self-checkout solutions and other customer-facing systems.
    • While a short list of suppliers can provide world class self-checkout solutions capable of improving operational efficiency, fewer still are capable of harnessing information regarding customer preferences and putting this information to work for retailers.
    • Those who can will be uniquely positioned to serve as trusted advisors to their retail customers, providing the benchmarks required to measure performance and the best practices required to drive process improvement initiatives.
  • Herein lies a viable source of competitive differentiation for retail automation suppliers. And incremental revenue. And more margin.

About the Team

Chris Rezendes, Executive Vice President.

Tom Wimmer, Director.

Richa Gupta, Analyst.

Table of Contents

I. Executive Summary

II. Scope & Methodology

III. Market Definition & Segmentation

IV. Market Estimates & Forecasts

V. Competitive Analysis

VI. Observations, Expectations and Recommendations

VII. Appendices

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