NGREU10 SIR

Next Generation Retail Europe www.gdsinternational.com/events/ngretail/eu

14th – 16th October 2014 Trump Turnberry Resort, Scotland

WELCOME!

At GDS International, we take huge pride in delivering the best value possible to our clients onsite ...Introducing the Summit Intelligence Report (SIR)

The SIR is a comprehensive overview of delegate profiles and key spending indicators.

Each delegate provided us with their personal and company biographies along with answers to our questionnaire requesting key statistical analyses of their budgets, budget allocation strategies, and areas of technology priorities.

The purpose of this report is to provide you with a useful resource when preparing for the Summit and all the information needed to make the best meeting selections.

Please do not hesitate to contact our team if you have any queries.

We look forward to seeing you at the summit and to working with you on many more in the future.

The Retail Team at GDS International

TABLE OF CONTENTS SECTION 1 INTRODUCTION -

HOW OUR SUMMITS WORK

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WHY ARE WE INDUSTRY LEADERS?

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QUALITY CONTROL

SECTION 2 SUMMIT INTELLIGENCE SUMMARY -

STATISTICAL ANALYSIS OF QUESTIONNAIRES

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STRATEGY BREAKDOWN BY INVESTMENT AREA

SECTION 3 DELEGATE INTELLIGENCE REPORT -

CONFIRMED DELEGATES

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COMPANY PROFILES

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EXECUTIVE PROFILES

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INVESTMENT QUESTIONNAIRES

HOW OUR SUMMITS WORK GDS summits are designed to provide a number of different networking channels to execute and promote business. Each summit takes place over a 3 day period and includes a combination of one-to-one prescheduled meetings, focused interactive workshops as well as constant networking opportunities. Senior decision makers will engage in business meetings with solution providers who are specific to their business challenges and areas of future investment.

The delegation is comprised of the most important and well respected, senior executives, in the industry, and the 40-minute meeting format is designed to surpass the traditional exchange of business cards and allow executives to have a good discussion on a personal level.

Key benefits:         

Industry leading decision makers, and your potential customers, under one roof at one time Be part of the discussions that shape the industry’s future Have a platform to announce new developments to the people who matter Network and develop contacts that will strengthen your business Position your company as a genuine market leader Maximize your spend by targeting your needs and solutions to relevant decision makers Educate your potential customers of the key benefits of your value proposition and raise your profile in the industry Increase your exposure to your target audience Win new business through the networking and one to one meetings

WHY ARE WE INDUSTRY LEADERS? FACE-TO-FACE MEETINGS Our Summits offer meetings on a pre-arranged, face-to-face, basis. According to a recent Forbes study, 92% of CEOs believe face-to-face meetings are the best way to win new business.

The Forbes survey revealed:    

87% of company managers surveyed preferred face-to-face meetings 92% think such an approach saves them time and 88% say it saves money 85% believe such an approach creates a more solid and stronger relationship 75% believe such an approach creates better social interaction

C – LEVEL DELEGATES GDS events provide the highest level of delegates in the industry, senior executives from Fortune 200 companies who are responsible for budgets running into billions. Our summits offer unprecedented access to these individuals through the one-to-one meetings.

TARGETED CONTENT We work closely with the leading analyst companies on a global basis to deliver the best content and analysis at our events. All our workshops and panel discussions are targeted around pressing developments and need areas within the industry ensuring our events are at the cutting edge and helping to drive industry forward. Bringing the industries key leaders together allows a unique opportunity to identify key challenges and work together over the 3 days to understand the solutions that will enable them to improve their business.

“I found the last few days very valuable from many perspectives. The level of delegates has been fantastic – I can't ask for anything more. The great part has been doing lots of one-to-one meetings with the people we need to connect to in our customer base: the one-to-one meetings and the level of networking easily surpass any other event.”

Simon Barnier – Lexmark

“It is one of the best formats that we are working with right now. We have sponsored two GDS summits and are looking forward to our third. The team have looked after us well and introduced us to customers we would not have otherwise met.”

Andrew Wilson – Accenture

“This is clearly the best format on the market and the most cost effective way to do business development for us at Symantec. The meetings with delegates, their level, the business topics, the workshops and the networking – all make it a multifaceted event from which we got enormous value!”

Arnaud Taddei – Symantec

QUALITY CONTROL At GDS International, our aim is to provide you with the optimum value for the two and a half days you’ll be joining us at the summit.

How we can guarantee this is simple: We ensure the best possible quality in delegate attendees. Just as it is important for you as a solution provider to meet with high level, budget holding, decision makers, it is important for us to provide our delegates with the targeted solution providers who can best meet their needs, thus justifying their time out of the office.

Our delegation targets are determined through highly focused planning: 

Market research in partnership with global analyst firms to identify industry trends, challenges, and forecasted budget spending patterns



Review of topics and ideal delegates with our Summit Advisory Board, consisting of Global Industry Thought leaders and end users



Creation of a targeted program agenda to attract the relevant delegates



Formulation of a specific Delegate Target Report, which identifies the parameters in which we would define an ideal delegation, broken down by region, company size, budget size, and key focus areas.



Analysis of each delegate who confirms attendance with assigned points value based around correlation with delegate targets

SUMMIT INTELLIGENCE SUMMARY

STATISTICAL ANALYSIS OF SUMMIT DELEGATE QUESTIONNAIRES 2014 BUDGET BREAKDOWN 35 30 25 20

Number of 15 Delegates 10 5 0

Budget Size (in USD)

BUDGET BREAKDOWN BY ALLOCATION STRATEGY

9%

Mandated investments to meet regulatory/legal requirements

33%

Investments to maintain/run existing systems and processes

31% Investments to support business innovation

26%

Investments to support business growth

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – LESS THAN 12 MONTHS 35 30

25

Number of Delegates 20 15 10 5 0

Investment Priorities 0-12 months

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – BEYOND 12 MONTHS 35 30

25

Number of Delegates 20 15 10 5 0

Investment Priorities 0-12 months

DELEGATE INTELLIGENCE REPORTS

CONFIRMED DELEGATE LIST Below you will find the list of confirmed executives that you will be meeting at the event. Utilizing this list and the information in the following pages will enable the business meetings you choose at the event to be best tailored around the service requirements of our delegation.

Company

Attendee

Position

Agrokor Azbuka Vkusa Belstaff BUT International Celesio UK Clarks Coop Norge Dyson Edeka EROSKI Euronics International Federation of Migros Cooperatives FENDI

Drazen Jurkovic Anton Volodkin Alison Conway Sylvain Kervazo Sally Walker Steve Hamlett Magne Solberg Chris Aubrey Nils Weisphal Ernesto Orueta John Olsen Jann J. Hatz Luca Malacarne Victor van der Aa Caroline Rolfe Jo Hickson Tory Araujo Oguzhan Sever Peter Fricke Hanze Bakker Jens-Henrik Jensby Terry Freiherr von Bibr Karl Hoquante Douglas Bertrand Lucia Marcuzzo

Project Director Sales and Marketing Director (Convenience Store Format) Global Director, Digital and eCommerce Chief Sourcing & Supply Chain Officer Application Manager eCommerce and CRM Senior Project Manager - Logistics / DC Operation Manager CIO Global Retail Director Director Supply Chain Management/Strategy Non Food Supply Chain Manager Managing Director VP Corp. Development Worldwide IS&T Director Director Supply Chain EMEA Global Director of Digital Group Head of Innovation Stores Strategic & Programme Development Head of Global Retail Frontline Business Development CEO Director Logistics & Supply Chain C1000 Director of Business Applications Chief Retail Officer Omni-Channel International Development Director Director Marketing Automation VP Retail Europe

Fossil Group Europe GHD Home Retail Group Home Retail Group HUGO BOSS Joy Sportswear GmbH Jumbo/C1000 JYSK Karstadt La Redoute Leroy Merlin France Levi Strauss & Co

Levi Strauss & Co Levi Strauss & Co Liu Jo Spa Makro Nederland Mercator Mercator Metro Migros Turkey Miroglio Group mytheresa.com Neye Fonden Nike Nike Nike OVS S.p.A. Prada S.p.A. PUMA Ralph Lauren REWE SOK / S Group SOK / S Group SPAR Switzerland Starbucks Coffee EMEA BV The Nuance TJX TOP-TOY Travis Perkins VF International Waitrose Wilko Wilko

Marine Cros Tracy Bull Andrea Cappi Fabienne Linschoten Aleksandra Kocmut Tine Kek Anastasia Laska Kerim Tatlici Gianni Leone Markus Holzherr Karsten Hansen Felipe Zardo Alvaro Ranz Tony Mcvitie Monica Gagliardi Pierluca Riminucci Markus Birkel Fergus Connolly Jeremie Vilain Aki Pirhonen Ilkka Brander Marco Zbinden Robert Teagle Nuno Moreira Darren Brittle Kenneth Messerschmidt John O'Keeffe Florence Labati Tony Rivenell Nick Walker Adam Kirk

Head of eCommerce Planning Europe Head of eCommerce Europe Global eBusiness & Digital Director Head of eCommerce & Digital Sales Format Development Director Director for Supermarkets & Hypermarkets Global Director Marketing IT Director Group Chief Digital and Information Officer Head of Finance IT Manager Director of Europe Digital Operations Nike Retail Supply Chain Senior Director Europe Project Director of Seamless Strategy Head of CRM & eCommerce CTO Head of Planning, BI & Retail Processes Director of Retail Europe Director Loyalty and CRM Head of Technology, eCommerce and Digital Services – CIO Managing Director Sales Director EMEA IT Director Global Marketing Manager AVP Head of Business Services - Retail CTO Divisional Commercial Director CIO EMEA Head of Omni-Channel Delivery Supply Chain Director Head of Multichannel

PART 1: REGISTRATION PROFILE The Agrokor Group is the largest private company in Croatia and one of the leading regional companies with consolidated total revenues of EUR3.5bn and employing more than 40,000 people. Since it was established 30 years ago, due to a clear business vision, a consistently applied strategy and wellconsidered investments, Agrokor has grown from a small family-owned company for the production and sale of flowers to a leading food industry and retail group in the region today.

NAME: Drazen Jurkovic EXECUTIVE TITLE: Project Director COMPANY NAME: Agrokor

Drazen is responsible for developing new products and services, credit card transactions, financial and electronic services at group level. He worked at FINA (State Financial agency) as a member of the management board in charge of finance, procurement and cash division. His professional career started at Ernst & Young and The Coca-Cola Company.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 50 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 3 3 Digital Signage 4 4 Payment Terminals 3 3 Visual Merchandising 4 4 Store Connectivity 4 4 Store Experience 3 3 Store Security / Surveillance 4 4 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 3 3 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 2 2 Workforce Management 5 5 Business Intelligence 1 1 Cloud Computing 3 3 Consumer / Web Analytics 2 2 Data Analytics 2 2 Data Warehousing 3 3 Master Data Management 3 3 Demand Forecasting 4 4 Merchandise Management 4 4 CRM / Loyalty Management 2 2 Social Commerce 2 2 mCommerce 1 1 eCommerce 1 1 Mobile Marketing 1 1 Payment Processing 2 2 Space Planning 4 4 ERP 4 4 Personalisation 3 3 Monetisation 2 2 Mobility 2 2 Augmented Reality 3 3 Price Management & Optimization 4 4 Promotions Management & Optimization 3 3 Social Marketing 3 3 How many stores does your company maintain?

3000 How many employees are part of your organization?

50,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: 1. e-goods/services in retail network; 2. selling financial services and insurance through retail network; 3. online platforms; 4. online and offline channel collaboration

PART 1: REGISTRATION PROFILE Azbuka Vkusa was founded in 1997, and is nowadays the leading Russian premium food retailer. Today it is the number one among Russian food retailers by turnover per square metre. 18,000 products, drinks and household items make up Azbuka Vkusa’s assortment. The company works with more than 900 suppliers and producers from more than 70 countries worldwide as well as best quality producers from Russia. We are committed to delivering to our customers the best quality food along with an excellent service. Azbuka Vkusa plans to retain its 35-40% annual growth and in the middle term envisages the chain to grow from the currently 80 supermarkets up to 200 stores by means of both intensive organic development and M&A transaction.

NAME: Anton Volodkin EXECUTIVE TITLE: Sales and Marketing Director (Convenience Store Format) COMPANY NAME: Azbuka Vkusa

Anton has worked in different retail formats as a head of sales and marketing. He was responsible for commercial block in mobile retail (Betalink, Russia; Mobilochka, Ukraine), pharma retail (pharmacy chain "36,6", Russia). He currently develops a new format of convenience stores AV Daily as part of the Azbuka Vkusa retail group.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million X 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 25 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 5 5 Payment Terminals 5 5 Visual Merchandising 3 4 Store Connectivity 4 4 Store Experience 2 2 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 5 5 eCommerce Fulfilment 5 5 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 3 3 Business Intelligence 4 4 Cloud Computing 4 4 Consumer / Web Analytics 3 3 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 1 1 Merchandise Management 1 1 CRM / Loyalty Management 1 1 Social Commerce 2 2 mCommerce 3 3 eCommerce 3 3 Mobile Marketing 3 3 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 5 5 Monetisation 3 3 Mobility 5 5 Augmented Reality 3 3 Price Management & Optimization 3 4 Promotions Management & Optimization 3 4 Social Marketing 3 3 How many stores does your company maintain?

73 How many employees are part of your organization?

4000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: New trends on grocery market store concepts interaction with the customers via mobile

PART 1: REGISTRATION PROFILE Founded in 1924 in Stoke-on-Trent, Staffordshire, England, with the innovation of the first water resistant wax cotton, Belstaff’s 90 year history parallels the bold and intrepid path of the developing motor industry.

Belstaff was quickly embraced by a group relishing the freedom and daring its fabrics allowed. At its core, Belstaff is a global British luxury lifestyle brand steeped in its heritage and spirit of adventure. Over the years, the great and the good have worn the brand from historical titans T.E. Lawrence, Amelia Earhart and Che Guavara to more modern muses including David Beckham, Kate Moss and Sarah Jessica Parker. Belstaff is headquartered in London and showrooms are in New York, Milan and Munich. The brand is currently sold through six freestanding boutiques in Europe and the United States, through select wholesale distribution worldwide and on www.belstaff.com.

NAME: Alison Conway EXECUTIVE TITLE: Global Director, Digital and eCommerce COMPANY NAME: Belstaff

Alison leads the digital team at Belstaff, where she has full P&L management responsibility and drives the sales growth, market expansion, marketing, fulfilment, customer service and customer experience of the multichannel and mobile business for the brand on a global basis. Prior to Belstaff she managed the fashion vertical for GSI International, now part of eBay, and has over 13 years of experience in the digital sector gained with brands including Amazon and Ralph Lauren. She also advises fashion technology start ups including fits.me and Lux-Fix, both recognized as two of Britain's top startups.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 30 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 2 POS Software 2 1 Digital Signage 4 3 Payment Terminals 3 2 Visual Merchandising 3 3 Store Connectivity 1 1 Store Experience 2 1 Store Security / Surveillance 4 4 Warehouse Management 4 4 Logistics / Transportation 3 3 Multichannel Supply Chain 2 1 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 3 3 Cloud Computing 4 4 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 2 2 Demand Forecasting 3 3 Merchandise Management 2 2 CRM / Loyalty Management 1 1 Social Commerce 2 1 mCommerce 1 1 eCommerce 1 2 Mobile Marketing 1 1 Payment Processing 3 3 Space Planning 4 4 ERP 4 4 Personalisation 1 1 Monetisation 3 3 Mobility 2 2 Augmented Reality 3 3 Price Management & Optimization 3 3 Promotions Management & Optimization 4 4 Social Marketing 1 1 How many stores does your company maintain?

8 own brand How many employees are part of your organization?

200 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE BUT is one of the main French actors in the home furnishings sector, offering a full range of furniture, home accessories, household appliances and electronic leisure products. BUT total sales amount more than EUR1.3bn and is owned by Goldman Sachs PE, Colony Capital and OpCapita.

NAME: Sylvain Kervazo EXECUTIVE TITLE: Chief Sourcing & Supply Chain Officer COMPANY NAME: BUT International

Since November 2013 Sylvain has managed the sourcing (Europe & Asia), product management, pricing, quality and supply chain teams of BUT. Before, he has held senior executive positions in the retail industry. His experience gave him an operational background in the B2C multichannel retail business, from the origination of the products with its purchasing and marketing off and on-line aspects, to their selling through supply chain, network and eCommerce website. Previous experience with Kering (Conforama and Fnac) and Casino Group (Leader Price).

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 1 2 POS Software 2 2 Digital Signage 2 1 Payment Terminals 3 2 Visual Merchandising 1 3 Store Connectivity 2 3 Store Experience 2 2 Store Security / Surveillance 4 3 Warehouse Management 5 5 Logistics / Transportation 1 2 Multichannel Supply Chain 4 2 eCommerce Fulfilment 4 2 Radio Frequency I.D. (RFID) 5 4 Near Field Communication (NFC) 5 4 Workforce Management 1 1 Business Intelligence 3 2 Cloud Computing 2 2 Consumer / Web Analytics 4 3 Data Analytics 3 2 Data Warehousing 3 3 Master Data Management 4 4 Demand Forecasting 1 3 Merchandise Management 4 3 CRM / Loyalty Management 4 3 Social Commerce 4 4 mCommerce 3 1 eCommerce 1 1 Mobile Marketing 2 2 Payment Processing 3 2 Space Planning 1 2 ERP 4 4 Personalisation 3 2 Monetisation 1 1 Mobility 2 1 Augmented Reality 5 4 Price Management & Optimization 3 3 Promotions Management & Optimization 2 2 Social Marketing 3 3 How many stores does your company maintain?

270 How many employees are part of your organization?

6000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Sally Walker EXECUTIVE TITLE: Application Manager eCommerce and CRM COMPANY NAME: Celesio UK

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 50 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 4 4 Payment Terminals 4 4 Visual Merchandising 4 4 Store Connectivity 4 4 Store Experience 4 4 Store Security / Surveillance 5 5 Warehouse Management 3 3 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 4 Workforce Management 3 3 Business Intelligence 4 4 Cloud Computing 3 3 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 2 2 Demand Forecasting 3 3 Merchandise Management 4 4 CRM / Loyalty Management 1 1 Social Commerce 2 2 mCommerce 1 1 eCommerce 1 1 Mobile Marketing 1 2 Payment Processing 3 3 Space Planning 4 4 ERP 4 4 Personalisation 3 3 Monetisation 3 3 Mobility 3 3 Augmented Reality 4 4 Price Management & Optimization 4 4 Promotions Management & Optimization 3 3 Social Marketing 3 3 How many stores does your company maintain?

1600 How many employees are part of your organization?

17,000+ Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Steve Hamlett EXECUTIVE TITLE: Senior Project Manager - Logistics / DC Operation Manager COMPANY NAME: Clarks

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 80 Investments to support business innovation 5 Investments to support business growth 5 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 5 5 Payment Terminals 5 5 Visual Merchandising 4 4 Store Connectivity 4 3 Store Experience 4 4 Store Security / Surveillance 5 5 Warehouse Management 3 2 Logistics / Transportation 2 2 Multichannel Supply Chain 2 2 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 4 Workforce Management 2 2 Business Intelligence 4 4 Cloud Computing 5 5 Consumer / Web Analytics 4 4 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 2 1 Merchandise Management 4 4 CRM / Loyalty Management 5 5 Social Commerce 4 4 mCommerce 4 4 eCommerce 3 3 Mobile Marketing 4 4 Payment Processing 5 5 Space Planning 2 1 ERP 5 5 Personalisation 4 4 Monetisation 5 5 Mobility 5 5 Augmented Reality 5 5 Price Management & Optimization 5 5 Promotions Management & Optimization 3 3 Social Marketing 4 4 How many stores does your company maintain?

468 in the Uk + wholsesalers and Franchisees. Unable to access global info at time of completion.

How many employees are part of your organization?

14,500 globally, 1300 within supply chain group, and 380 within UK and European distribution Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Coop is the name for all consumer co-operative activity in Norway. Under the name of Coop, you will find 113 co-operative societies, their common organisation being Coop Norge SA and its subsidiaries. The consumer cooperatives own over 1000 shops all over Norway, making Coop the country's second largest retailer with a turnover of approximately NOK35bn; nearly one out of every four grocery bags comes from a Coop shop. Coop is also the largest non-food retailer in Norway. Coop Norge Handel AS is responsible for the supply of goods, logistics, marketing and chains. Through this company, Coop is part-owner in the Nordic purchase co-operation Coop Trading AS. Coop Norge Handel also runs its own industrial activity for the manufacture of goods to its own shops, bakeries, juice, jams and coffee.

NAME: Magne Solberg EXECUTIVE TITLE: CIO COMPANY NAME: Coop Norge

Magne is deputy CIO for Coop Norge Handel. Coop is currently undergoing a broad change program, with consolidation of formats, development of a more integrated and automated value chain and a greater focus on multichannel retail. With extensive experience of the retail industry, Magne's main responsibilities include: general management, including P&L responsibilities; structural and operational improvement programs; eCommerce strategy and execution; supply chain optimisation; IT strategy and execution; and international management as well as Nordics responsibilities.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million X More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 2 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 30 Investments to support business growth 38 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 1 2 POS Software 1 2 Digital Signage 3 2 Payment Terminals 4 4 Visual Merchandising 3 2 Store Connectivity 3 2 Store Experience 3 3 Store Security / Surveillance 4 4 Warehouse Management 4 4 Logistics / Transportation 2 2 Multichannel Supply Chain 2 2 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 4 3 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 3 3 Cloud Computing 3 3 Consumer / Web Analytics 2 2 Data Analytics 2 2 Data Warehousing 3 3 Master Data Management 2 2 Demand Forecasting 4 4 Merchandise Management 4 4 CRM / Loyalty Management 2 2 Social Commerce 3 2 mCommerce 2 2 eCommerce 1 1 Mobile Marketing 2 2 Payment Processing 4 4 Space Planning 4 4 ERP 4 4 Personalisation 2 2 Monetisation 4 4 Mobility 2 2 Augmented Reality 5 5 Price Management & Optimization 2 2 Promotions Management & Optimization 2 2 Social Marketing 3 3 How many stores does your company maintain?

1100 How many employees are part of your organization?

22,500 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Multichannel commerce from batch to online CRM mCommerce

PART 1: REGISTRATION PROFILE

NAME: Chris Aubrey EXECUTIVE TITLE: Global Retail Director COMPANY NAME: Dyson

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 25 Investments to support business growth 75 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 1 2 POS Software 1 2 Digital Signage 5 5 Payment Terminals 2 2 Visual Merchandising 4 4 Store Connectivity 3 3 Store Experience 4 4 Store Security / Surveillance 2 2 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 3 Workforce Management 3 3 Business Intelligence 3 3 Cloud Computing 4 4 Consumer / Web Analytics 5 5 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 3 3 Merchandise Management 3 3 CRM / Loyalty Management 4 4 Social Commerce 5 5 mCommerce 4 4 eCommerce 4 4 Mobile Marketing 4 4 Payment Processing 2 2 Space Planning 4 4 ERP 3 3 Personalisation 3 3 Monetisation 3 3 Mobility 4 4 Augmented Reality 3 3 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 4 4 How many stores does your company maintain?

1 How many employees are part of your organization?

3500 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE EDEKA Group is run in the nature of a cooperative, its core business is made up of full-range stores managed by more than 4,000 independent retailers. Its second pillar is "Netto MarkenDiscount". Numbers for 2013 in total: 46 Billion EUR sales, 11,500 outlets, 327,000 employees

NAME: Nils Weisphal EXECUTIVE TITLE: Director Supply Chain Management/Strategy COMPANY NAME: Edeka

Being part of the central logistics teams at EDEKA headquarters Nils and team are focussing on improving the EDEKA supply chains end-to-end. Prior to his current role he has held different supply chain positions in the UK and Germany with Lornamead, Associated British Foods (ABF) and Unilever. He started his career as a Consultant with Kurt Salmon Associates (KSA) and IDS Scheer.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 0 Investments to support business innovation 90 Investments to support business growth 0 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 5 5 Payment Terminals 5 5 Visual Merchandising 5 5 Store Connectivity 5 5 Store Experience 5 5 Store Security / Surveillance 5 5 Warehouse Management 2 2 Logistics / Transportation 1 1 Multichannel Supply Chain 2 2 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 5 5 Cloud Computing 5 5 Consumer / Web Analytics 5 5 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 5 5 Merchandise Management 5 5 CRM / Loyalty Management 5 5 Social Commerce 5 5 mCommerce 5 5 eCommerce 5 5 Mobile Marketing 5 5 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 5 5 Augmented Reality 5 5 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 5 5 How many stores does your company maintain?

11,600 How many employees are part of your organization?

330,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Pre-consolidation of supplier deliveries into central warehouses of retailers, reduction of number of deliveries into central warehouses of retailers without increasing stocks.

PART 1: REGISTRATION PROFILE Grupo Eroski is a Spanish retailer and is part of Mondragón Cooperative Corporation (industrial, financial and retail), one of the main retailers in Spain with 40,000 people over 2000 stores. As a cooperative, we are staff and owners at the same time, and our board members receive no payment whatsoever for that. We are a multi-format company with 1300 supermarkets, 95 hypermarkets, 58 petrol stations, 40 sport shops, 300 perfumeries, 250 travel agencies and 20 cash & carry. Eroski ensures that business responsibility is compatible with growth and the generation of value, to contribute to social development in the country. The 2013 turnover was €7000m.

NAME: Ernesto Orueta EXECUTIVE TITLE: Non Food Supply Chain Manager COMPANY NAME: EROSKI

Ernesto joined Eroski as a logistics engineer in 1994, with responsibilities for developing supply chain integration in the company. He currently manages several warehouses in Spain covering non-food products (textiles, electrical appliances, DIY, books, toys, …) for super & hypermarkets.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 10 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 5 5 Payment Terminals 5 5 Visual Merchandising 3 3 Store Connectivity 3 3 Store Experience 3 3 Store Security / Surveillance 5 5 Warehouse Management 2 2 Logistics / Transportation 3 3 Multichannel Supply Chain 1 1 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 5 5 Cloud Computing 5 5 Consumer / Web Analytics 2 2 Data Analytics 2 2 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 3 3 Merchandise Management 3 3 CRM / Loyalty Management 3 3 Social Commerce 5 5 mCommerce 5 5 eCommerce 5 5 Mobile Marketing 5 5 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 5 5 Augmented Reality 5 5 Price Management & Optimization 5 5 Promotions Management & Optimization 3 3 Social Marketing 5 5 How many stores does your company maintain?

2000 How many employees are part of your organization?

35,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Multichannel experiences

PART 1: REGISTRATION PROFILE Euronics is Europe’s leading electrical retail group. Recorded sales of €17.6bn in 2013 makes Euronics the second largest retailer of consumer electronics in Europe. The Euronics group joins more than 6,000 independent retailers together in a cooperative partnership, operating over 10,500 stores in 31 countries across Europe and Eurasia.

NAME: John Olsen EXECUTIVE TITLE: Managing Director COMPANY NAME: Euronics International

John started his career with Philips Denmark in 1991. In the subsequent 22 years he held numerous leadership positions within Philips Consumer Electronics businesses. As of September 2013, he assumed the role of managing director of Euronics International Ltd. His key tasks in this role are to work with the management board to realise and further develop the global retail group’s strategic goals, as well as leading projects to support and deepen alignment & cooperation across the organisation.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Difficult to estimate as we have 27 member countries with Other different priorities, Budget allocation below is an very rough estimate

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 2 2 POS Software 2 2 Digital Signage 2 2 Payment Terminals 4 4 Visual Merchandising 3 3 Store Connectivity 3 3 Store Experience 1 1 Store Security / Surveillance 4 4 Warehouse Management 5 5 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 3 3 Workforce Management 4 4 Business Intelligence 1 1 Cloud Computing 3 3 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 2 2 Master Data Management 2 2 Demand Forecasting 4 4 Merchandise Management 3 3 CRM / Loyalty Management 3 3 Social Commerce 4 4 mCommerce 3 3 eCommerce 1 1 Mobile Marketing 3 3 Payment Processing 4 4 Space Planning 4 4 ERP 3 3 Personalisation 4 4 Monetisation 5 5 Mobility 3 3 Augmented Reality 3 3 Price Management & Optimization 2 2 Promotions Management & Optimization 3 3 Social Marketing 4 4 How many stores does your company maintain?

10,500 stores How many employees are part of your organization?

45,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Jann Hatz EXECUTIVE TITLE: VP Corp. Development COMPANY NAME: Federation of Migros Cooperatives

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million my dpmt does not have a budget for Other investments

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 1 Investments to maintain/run existing systems and processes 33 Investments to support business innovation 33 Investments to support business growth 33 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 4 4 Payment Terminals 4 3 Visual Merchandising 3 3 Store Connectivity 4 4 Store Experience 2 2 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 3 3 Cloud Computing 5 5 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 3 3 Merchandise Management 5 5 CRM / Loyalty Management 3 3 Social Commerce 3 2 mCommerce 3 2 eCommerce 2 2 Mobile Marketing 2 2 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 3 3 Monetisation 3 3 Mobility 3 3 Augmented Reality 2 2 Price Management & Optimization 4 4 Promotions Management & Optimization 4 4 Social Marketing 3 3 How many stores does your company maintain? over 1000 How many employees are part of your organization?

94,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Crosschannel management future role of physical store virtual store concepts

PART 1: REGISTRATION PROFILE The house of FENDI was established by Adele and Edoardo Fendi in Rome in 1925. The opening of the first FENDI boutique, a handbag shop and fur workshop followed. Soon winning international acclaim, FENDI emerged as a brand renowned for its elegance, craftsmanship, innovation and style. In 1965 the collaboration with Karl Lagerfeld begins and continues today. In 1992 Silvia Venturini Fendi is appointed FENDI's accessories creative director. In 2000 the LVMH Group acquires FENDI, becoming in 2001 its majority shareholder. Today FENDI is synonymous with tradition, experimentation and creativity.

NAME: Luca Malacarne EXECUTIVE TITLE: Worldwide IS&T Director COMPANY NAME: FENDI

Luca has been worldwide IS&T director in FENDI since 2009. He leads the central MIS staff and coordinates regional IT managers. Prior to that he coordinated technically the retail projects and the support to stores worldwide. Previously, from 1994 to 2001, he was IT project and support leader at G.S. Euromercato, supporting hypermarkets startups for front office and back office.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 45 Investments to support business innovation 10 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 4 POS Software 1 1 Digital Signage 5 4 Payment Terminals 4 4 Visual Merchandising 4 4 Store Connectivity 5 5 Store Experience 3 3 Store Security / Surveillance 4 4 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 3 3 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 2 2 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 3 3 Cloud Computing 3 3 Consumer / Web Analytics 1 1 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 3 3 Merchandise Management 3 3 CRM / Loyalty Management 3 3 Social Commerce 3 3 mCommerce 3 3 eCommerce 3 3 Mobile Marketing 4 4 Payment Processing 3 3 Space Planning 4 4 ERP 4 4 Personalisation 4 4 Monetisation 4 4 Mobility 3 3 Augmented Reality 3 3 Price Management & Optimization 2 2 Promotions Management & Optimization 5 5 Social Marketing 3 3 How many stores does your company maintain?

200 How many employees are part of your organization?

2500 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: POS as a service omnichannel real case

PART 1: REGISTRATION PROFILE

NAME: Victor van der Aa EXECUTIVE TITLE: Director Supply Chain EMEA COMPANY NAME: Fossil

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 40 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 3 3 Digital Signage 3 3 Payment Terminals 3 3 Visual Merchandising 3 3 Store Connectivity 2 2 Store Experience 3 3 Store Security / Surveillance 4 4 Warehouse Management 3 3 Logistics / Transportation 3 3 Multichannel Supply Chain 2 2 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 3 Workforce Management 3 3 Business Intelligence 3 3 Cloud Computing 2 2 Consumer / Web Analytics 2 2 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 3 3 Demand Forecasting 1 2 Merchandise Management 3 3 CRM / Loyalty Management 3 3 Social Commerce 2 2 mCommerce 2 2 eCommerce 2 2 Mobile Marketing 2 2 Payment Processing 4 4 Space Planning 3 3 ERP 3 3 Personalisation 4 4 Monetisation 3 3 Mobility 2 2 Augmented Reality 4 4 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 2 2 How many stores does your company maintain?

400+ stores worldwide How many employees are part of your organization?

13,000 worldwide Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: * Omnichannel * Forecast Accuracy * Multiple Distribution Channels * Demand Planning * Prepare/Optimize the Supply Chain for/in an Omnichannel Surrounding * Sustainability

PART 1: REGISTRATION PROFILE ghd celebrates its 13th birthday this year. They’re a young company that have achieved great things so far by creating a best in class styler range that is loved by stylists and consumers alike. They remain fiercely ambitious, with big growth plans, exciting new innovation in the pipeline and geographic expansion. They pride themselves on remaining true to their founding ethos – the spirit of transformation – and have established a position at the forefront of the competitive fashion styling sector, where they are renowned as one of the leading hair styling brands around the world and synonymous with style and sophistication.

NAME: Caroline Rolfe EXECUTIVE TITLE: Global Director of Digital COMPANY NAME: GHD

Caroline has been working in the luxury retail sector for over 14 years and joined ghd in September 2014. She is responsible for the whole breadth of online including the full eCommerce proposition and the global multichannel delivery. Previous to ghd she was global director of eCommerce at Belstaff & global head of online at Links of London. She also spent over seven years establishing eCommerce within Estee Lauder Companies.

Caroline is the co-owner of a womens' content lifestyle website, runninginheels.com. She’s also an active speaker in the eCommerce industry, a guest speaker on the IDM digital courses, and a member of the IDM's Digital Council.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 3 3 Payment Terminals 5 5 Visual Merchandising 5 5 Store Connectivity 3 3 Store Experience 2 2 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 3 3 Cloud Computing 3 3 Consumer / Web Analytics 3 3 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 5 5 Merchandise Management 5 5 CRM / Loyalty Management 2 2 Social Commerce 3 3 mCommerce 2 2 eCommerce 1 1 Mobile Marketing 2 2 Payment Processing 3 3 Space Planning 5 5 ERP 5 5 Personalisation 3 3 Monetisation 3 3 Mobility 5 5 Augmented Reality 3 3 Price Management & Optimization 4 4 Promotions Management & Optimization 3 3 Social Marketing 2 2 How many stores does your company maintain?

Not known as too new to role at this point - will know by the time of the conference How many employees are part of your organization?

Not known as too new to role at this point - will know by the time of the conference Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Not known as too new to role at this point - will know by the time of the conference

PART 1: REGISTRATION PROFILE Home Retail Group is UK’s leading home and general merchandise retailer, bringing together some of the UK’s most recognisable retail brands. With sales of £5.7bn in the last financial year, we continue to maintain our leading market positions despite a challenging market environment. Argos is the UK's leading multichannel retailer and Homebase is a leading homeenhancement retailer. Our exclusive Habitat brand gives our customers greater choice with premium quality and contemporary styling, as well as some best-selling iconic designs. Our financial services business makes it easy for our customers to buy the products they want.

NAME: Jo Hickson EXECUTIVE TITLE: Group Head of Innovation COMPANY NAME: Home Retail Group

In a career of more than 20 years, Jo has held a variety of roles in planning, marketing, new product development and now innovation management, with the focus on consumer facing innovation. The last four years has been with Home Retail Group, heading up innovation for Home Retail Group (Argos, Homebase and Habitat). 18 months ago Argos embarked on a wholesale transformation to become a ‘digital retail leader’ and Jo has been involved in or is leading key projects with that goal.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 30 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 4 4 Digital Signage 2 2 Payment Terminals 3 3 Visual Merchandising 4 4 Store Connectivity 2 2 Store Experience 2 2 Store Security / Surveillance 4 4 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 5 5 eCommerce Fulfilment 5 5 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 3 Workforce Management 5 5 Business Intelligence 5 5 Cloud Computing 5 5 Consumer / Web Analytics 5 5 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 5 5 Merchandise Management 5 5 CRM / Loyalty Management 5 5 Social Commerce 5 5 mCommerce 3 3 eCommerce 3 3 Mobile Marketing 3 3 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 3 3 Monetisation 5 5 Mobility 3 3 Augmented Reality 3 3 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 5 5 How many stores does your company maintain? over 1000 How many employees are part of your organization?

50,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Home Retail Group is UK’s leading home and general merchandise retailer, bringing together some of the UK’s most recognisable retail brands. With sales of £5.7bn in the last financial year, we continue to maintain our leading market positions despite a challenging market environment. Argos is the UK's leading multichannel retailer and Homebase is a leading homeenhancement retailer. Our exclusive Habitat brand gives our customers greater choice with premium quality and contemporary styling, as well as some best-selling iconic designs. Our financial services business makes it easy for our customers to buy the products they want.

NAME: Tory Araujo EXECUTIVE TITLE: Stores Strategic & Programme Development COMPANY NAME: Home Retail Group

Tory has over 10 years of experience in large-scale UK and global retail transformation programmes across FTSE 100 and FTSE 250 retailers. She is passionate about delivering an exceptional, relevant and consistent customer experience across all channels. Tory recently joined Home Retail Group as head of strategic & programme development for Argos Stores, after 10 years with Accenture IT and Management Consultancy. Her focus is developing their store transformation strategy and delivery of programmes to achieve it.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 20 Investments to support business growth 70 100%

PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within 12 Priority beyond 12 strategy categories? mths mths POS Hardware 4 3 POS Software 4 3 Digital Signage 1 1 Payment Terminals 3 2 Visual Merchandising 3 3 Store Connectivity 2 2 Store Experience 1 1 Store Security / Surveillance 5 5 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 2 2 Workforce Management 4 4 Business Intelligence 4 4 Cloud Computing 5 5 Consumer / Web Analytics 5 5 Data Analytics 4 4 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 4 4 Merchandise Management 4 4 CRM / Loyalty Management 3 3 Social Commerce 3 3 mCommerce 4 4 eCommerce 4 4 Mobile Marketing 3 3 Payment Processing 3 3 Space Planning 5 5 ERP 4 4 Personalisation 2 2 Monetisation 4 4 Mobility 4 4 Augmented Reality 4 4 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 4 4 How many stores does your company maintain?

750 How many employees are part of your organization?

50,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: balance between highly flexible propositions and keeping it simple for customers convenience - what customers are really looking for - what is truly convenient in-store immediacy vs improved home-delivery instore personalised digital interactions leveraging customer mobile devices for improved customer interactions in/near stores

PART 1: REGISTRATION PROFILE HUGO BOSS strives to strengthen and grow its position as one of the market leaders in the premium and luxury segment of the global apparel market. Headquartered in Metzingen, the Group generated with almost 12,500 employees a net income of EUR2.4bn in fiscal year 2013, making it one of the most profitable, listed apparel manufacturers in the world. The Group focuses on the development and marketing of premium fashion and accessories for men and women. With its brand world, HUGO BOSS caters for clearly defined target groups. The brands cover a comprehensive product range encompassing classic to modern apparel, elegant evening wear and sportswear, shoes, leather accessories as well as licensed fragrances, eyewear, watches, children's fashion, home textiles and mobile accessories.

NAME: Oguzhan Sever EXECUTIVE TITLE: Head of Global Retail Frontline Business Development COMPANY NAME: HUGO BOSS

Our own retail business at HUGO BOSS is growing stronger every day. Therefore worldwide consistent and professional standards concerning in-store operations are of great importance. For four and a half years Oguzhan's goal within global retail operations is to cater to the Group's market demands, by supporting its retail growth by implementing major business driven projects. His global retail operations department develops concepts and implements tools to standardize, harmonize and optimize in-store operations. Major projects of his team are e.g. store operations manual; mystery shopping program; staff planning; staff uniform; retail performance analysis & challenges; and POS systems and innovations.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 30 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 2 2 POS Software 3 3 Digital Signage 3 3 Payment Terminals 3 3 Visual Merchandising 4 3 Store Connectivity 4 3 Store Experience 1 1 Store Security / Surveillance 2 2 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 4 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 3 Near Field Communication (NFC) 5 3 Workforce Management 1 1 Business Intelligence 4 3 Cloud Computing 5 4 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 4 3 Master Data Management 2 2 Demand Forecasting 2 2 Merchandise Management 1 1 CRM / Loyalty Management 2 2 Social Commerce 3 3 mCommerce 3 3 eCommerce 3 3 Mobile Marketing 3 3 Payment Processing 3 3 Space Planning 3 3 ERP 4 4 Personalisation 4 4 Monetisation 5 5 Mobility 4 4 Augmented Reality 5 5 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 3 3 How many stores does your company maintain?

1100 How many employees are part of your organization?

12,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Peter Fricke EXECUTIVE TITLE: CEO COMPANY NAME: Joy Sportswear GmbH

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 45 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 1 1 POS Software 1 1 Digital Signage 3 3 Payment Terminals 4 4 Visual Merchandising 3 3 Store Connectivity 3 3 Store Experience 3 3 Store Security / Surveillance 5 5 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 1 1 eCommerce Fulfilment 5 5 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 4 Workforce Management 5 5 Business Intelligence 4 4 Cloud Computing 4 4 Consumer / Web Analytics 3 3 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 3 3 Merchandise Management 4 4 CRM / Loyalty Management 4 4 Social Commerce 4 4 mCommerce 4 4 eCommerce 3 3 Mobile Marketing 3 3 Payment Processing 4 4 Space Planning 5 5 ERP 5 5 Personalisation 3 3 Monetisation 4 4 Mobility 4 4 Augmented Reality 3 3 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 3 3 How many stores does your company maintain?

140 How many employees are part of your organization?

70 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: the connecting of online and offline retail

PART 1: REGISTRATION PROFILE With a market share of approx. 5% and nearly 200 (franchise) stores C1000 still is one of the larger food retail chains in The Netherlands. In 2012 C1000 was taken over by Jumbo (privately owned) and since this moment it is a full member of the Jumbo Group. Until 2012, with 426 stores, C1000 was private equity owned (CVC). With an annual turnover of Jumbo Group of approx. 7bn, market share of 20% and in total over 600 stores, the Jumbo Group is the second retailer in Holland. The PMI of Jumbo and C1000 is expected to be completed by mid 2015. At that time the C1000 brand will have disappeared fully. At the same time Jumbo is launching its eCommerce operations this autumn and is launching its new food market concept with a number of approx. 8-10.000 square metre full service 'food experience' stores. Both Jumbo and C1000 originate from wholesalers which were founded in the beginning of the 20th century. The unique Jumbo (EDLP based) formula was launched in the nineties.

C1000, on the contrary, during the last 10 years, was turned into a unique extreme promotion driven 'high low' formula.

NAME: Hanze Bakker EXECUTIVE TITLE: Director Logistics & Supply Chain C1000 COMPANY NAME: Jumbo/C1000

After graduation in 1975 Hanze spent 10 years in supply chain consultancy and engineering in Europe as well as abroad with focus on systems engineering and systems design. He subsequently spent over 10 years with full responsibility for production & logistics operations (director operations) followed in a.o. the dairy industries (RFCampina). Since 2001 Hanze has been acting as independent interim manager taking interim assignments in the production and retail industries. The last assignment being with C1000 as director logistics & supply chain since mid-2012, responsible for supply chain operations PMI into the Jumbo network. Assignments between 2007 and mid-2012 were all in retail, mostly with Jumbo, in planning and developing the supply chain and ICT infrastructure and responsibility for the PMI of the Super de Boer (2 billion, 300 stores) acquisition in 2009.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million X 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 35 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 3 2 Digital Signage 5 5 Payment Terminals 4 4 Visual Merchandising 4 3 Store Connectivity 4 3 Store Experience 3 3 Store Security / Surveillance 2 2 Warehouse Management 4 3 Logistics / Transportation 2 2 Multichannel Supply Chain 2 2 eCommerce Fulfilment 1 2 Radio Frequency I.D. (RFID) 4 3 Near Field Communication (NFC) 3 3 Workforce Management 2 2 Business Intelligence 2 2 Cloud Computing 4 4 Consumer / Web Analytics 4 3 Data Analytics 3 3 Data Warehousing 3 2 Master Data Management 3 2 Demand Forecasting 1 1 Merchandise Management 3 3 CRM / Loyalty Management 3 3 Social Commerce 3 3 mCommerce 4 3 eCommerce 1 1 Mobile Marketing 4 4 Payment Processing 3 3 Space Planning 3 3 ERP 2 2 Personalisation 3 3 Monetisation 4 4 Mobility 3 3 Augmented Reality 4 4 Price Management & Optimization 3 2 Promotions Management & Optimization 3 2 Social Marketing 4 4 How many stores does your company maintain?

600 How many employees are part of your organization?

40,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Post merger optimisation

PART 1: REGISTRATION PROFILE JYSK is an international retail chain that sells 'everything for the home', and which is owned by the original founder, Lars Larsen, who is known throughout Denmark as the country's leading merchant who always has 'a great offer'. JYSK GROUP has its base in Scandinavia: The first store opened in Denmark in 1979. Today JYSK GROUP has over 2,200 stores and 18,500 employees in 36 countries. In Germany and Austria the name is 'Dänisches Bettenlager' – and JYSK in the rest of the world. JYSK GROUP aims to provide everyone with a great offer and has ambitions of gaining a global presence. Behind JYSK GROUP is the company's founder and owner, Lars Larsen, who also owns the furniture retail chains Bolia.com, IDEmøbler and ILVA. The total turnover of the LARS LARSEN GROUP is DKK 21.5 billion.

NAME: Jens-Henrik Jensby EXECUTIVE TITLE: Director of Business Applications COMPANY NAME: JYSK

Jens-Henrik has been with JYSK since 1996. His areas of responsibility are business procedures from suppliers through purchasing, logistics, marketing, finance and stores. He is responsible for various projects such as supplier guidelines, first high bay warehouse in Sweden, supplier portal, EDI (orders and invoices, Implementation of MANUS and PROOF systems, forecast & replenishment, text pool, picture management and roll out online sales BtC). Jens-Henrik has experience in / was previously responsible for wholesale (BtB), product safety, quality control, franchise, shipping and space management.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 30 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 4 3 Payment Terminals 5 5 Visual Merchandising 5 5 Store Connectivity 5 5 Store Experience 5 5 Store Security / Surveillance 3 5 Warehouse Management 2 5 Logistics / Transportation 5 3 Multichannel Supply Chain 1 5 eCommerce Fulfilment 5 5 Radio Frequency I.D. (RFID) 3 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 5 5 Cloud Computing 5 5 Consumer / Web Analytics 5 5 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 1 5 Demand Forecasting 5 2 Merchandise Management 5 5 CRM / Loyalty Management 2 5 Social Commerce 5 5 mCommerce 5 5 eCommerce 5 5 Mobile Marketing 5 5 Payment Processing 5 5 Space Planning 3 5 ERP 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 2 5 Augmented Reality 5 5 Price Management & Optimization 5 5 Promotions Management & Optimization 1 5 Social Marketing 5 5 How many stores does your company maintain?

1000 How many employees are part of your organization?

10 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Terry Freiherr von Bibr EXECUTIVE TITLE: Chief Retail Officer Omnichannel COMPANY NAME: Karstadt

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million X More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 65 Investments to support business innovation 10 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 3 Digital Signage 4 3 Payment Terminals 3 2 Visual Merchandising 2 2 Store Connectivity 2 2 Store Experience 1 1 Store Security / Surveillance 4 4 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 3 3 Workforce Management 4 4 Business Intelligence 2 2 Cloud Computing 3 3 Consumer / Web Analytics 1 1 Data Analytics 1 1 Data Warehousing 3 3 Master Data Management 2 2 Demand Forecasting 3 3 Merchandise Management 4 4 CRM / Loyalty Management 2 2 Social Commerce 2 2 mCommerce 2 2 eCommerce 1 1 Mobile Marketing 2 2 Payment Processing 3 3 Space Planning 4 4 ERP 4 4 Personalisation 3 3 Monetisation 2 2 Mobility 2 2 Augmented Reality 4 4 Price Management & Optimization 3 3 Promotions Management & Optimization 2 2 Social Marketing 2 2 How many stores does your company maintain?

83 How many employees are part of your organization? approx. 17,000 Topics you would wish to see discussed in a workshop or panel discussion: Omnichannel: how do you bridge the gap between current (old) processes and employee habits and the future? How do you motivate employees to participate actively in omnichannel transformation? How do you best structure the process for monitoring omnichannel change management?

PART 1: REGISTRATION PROFILE Pioneering the home shopping sector in France in 1928, La Redoute is now the leading eCommerce website for fashion and home decor. With a local presence abroad in Europe and overseas in 15 countries, La Redoute is a leading eCommerce player offering French fashion to women and their families.

NAME: Karl Hoquante EXECUTIVE TITLE: International Development Director COMPANY NAME: La Redoute

With a senior commercial experience, Karl has contributed to the international retail development of market leaders such as LVMH Moet Hennessy - Louis Vuitton Group and Swarovski. He is currently in charge of the international development of La Redoute, No 1 fashion and home decor eCommerce website in France. His current responsibilities include the management of eCommerce websites and the development of a multichannel strategy (wholesale and marketplaces).

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 3 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 10 Investments to support business growth 17 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 5 5 Payment Terminals 5 5 Visual Merchandising 5 5 Store Connectivity 5 5 Store Experience 5 5 Store Security / Surveillance 5 5 Warehouse Management 3 3 Logistics / Transportation 3 3 Multichannel Supply Chain 4 4 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 4 4 Cloud Computing 4 4 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 5 5 Merchandise Management 5 5 CRM / Loyalty Management 4 4 Social Commerce 3 3 mCommerce 2 2 eCommerce 2 2 Mobile Marketing 3 3 Payment Processing 4 4 Space Planning 5 5 ERP 5 5 Personalisation 3 3 Monetisation 5 5 Mobility 5 5 Augmented Reality 5 5 Price Management & Optimization 4 4 Promotions Management & Optimization 4 4 Social Marketing 4 4 How many stores does your company maintain?

How many employees are part of your organization?

3000+ Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Crossborder multichannel mCommerce social commerce

PART 1: REGISTRATION PROFILE Leroy Merlin Italy opened its first store in Solbiate Arno in 1996, next to Varese. So far it has enjoyed tremendous success through an innovative offer which makes customers, their requirements and their satisfaction its main focus. Growing expansion of stores throughout the country and an extensive range of products and customer services, make Leroy Merlin the effective and attractive solution for people who want to restructure, decorate and renovate their home and garden. Customers visiting a store not only find a vast range of products but also a welcome, receptiveness and competencies of the staff which make customer satisfaction their work philosophy.

NAME: Douglas Bertrand EXECUTIVE TITLE: Director Marketing Automation COMPANY NAME: Leroy Merlin France

Since 2012 Douglas has engaged Leroy Merlin in a major change: create, develop and use customer insight and advanced technology to generate innovative marketing campaigns that drive customer acquisition and retention by addressing targeted content on every digital channel. Prior to this experience, Douglas has been within Kingfisher and La Redoute serving both as a store manager leading the full revamping of a â‚Ź30mn DIY store and driving business and IT transformation in product sourcing in Asia and in finance.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 30 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 3 3 Payment Terminals 4 3 Visual Merchandising 2 2 Store Connectivity 5 5 Store Experience 3 3 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 4 3 Multichannel Supply Chain 2 3 eCommerce Fulfilment 4 3 Radio Frequency I.D. (RFID) 4 3 Near Field Communication (NFC) 4 3 Workforce Management 5 5 Business Intelligence 3 3 Cloud Computing 5 5 Consumer / Web Analytics 3 2 Data Analytics 4 2 Data Warehousing 3 3 Master Data Management 1 1 Demand Forecasting 4 3 Merchandise Management 3 3 CRM / Loyalty Management 1 1 Social Commerce 4 3 mCommerce 4 3 eCommerce 3 3 Mobile Marketing 3 1 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 1 1 Monetisation 3 3 Mobility 2 2 Augmented Reality 4 3 Price Management & Optimization 3 3 Promotions Management & Optimization 3 2 Social Marketing 2 1 How many stores does your company maintain?

120 How many employees are part of your organization?

22,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Future of personal data social engagement transforming engagement into sales new skills for new ways of doing marketing

PART 1: REGISTRATION PROFILE Levi Strauss & Co. is one of the world's largest brand-name apparel companies and a global leader in jeanswear. The company designs and markets jeans, casual wear and related accessories for men, women and children under the Levi's®, Dockers®, Signature by Levi Strauss & Co™ and Denizen® brands. Its products are sold in more than 110 countries worldwide through a combination of chain retailers, department stores, online sites and a global footprint of approximately 2,600 retail stores and shop-in-shops. Levi Strauss & Co.'s reported fiscal 2013 net revenues were $4.7bn.

NAME: Tracy Bull EXECUTIVE TITLE: Head of eCommerce Europe COMPANY NAME: Levi Strauss & Co

Tracy joined Levi Strauss UK in 2006. She started her career in finance before moving to forecast, planning & merchandising where she also supported mail-order business. In 2008 Tracy was transferred to European HQ in Brussels as retail replenisher for Benelux, Nordics and UK markets. In this function she optimized product mix and stock levels for directly operated stores, franchises, shops-in-shops and concessions. She also took the responsibility of buying licensed goods. In 2010 Tracy became eCommerce operations manager. She is now leading a team ensuring successful support of the growth of levis.com and dockers.com across the region.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 0 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 4 POS Software 5 4 Digital Signage 1 1 Payment Terminals 2 3 Visual Merchandising 3 3 Store Connectivity 3 3 Store Experience 2 2 Store Security / Surveillance 4 4 Warehouse Management 1 1 Logistics / Transportation 1 2 Multichannel Supply Chain 3 3 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 4 4 Workforce Management 2 2 Business Intelligence 2 1 Cloud Computing 2 2 Consumer / Web Analytics 1 2 Data Analytics 2 2 Data Warehousing 2 2 Master Data Management 3 3 Demand Forecasting 3 3 Merchandise Management 4 4 CRM / Loyalty Management 3 2 Social Commerce 3 2 mCommerce 2 2 eCommerce 1 1 Mobile Marketing 2 2 Payment Processing 2 2 Space Planning 4 3 ERP 4 4 Personalisation 3 3 Monetisation 5 5 Mobility 4 4 Augmented Reality 5 5 Price Management & Optimization 3 3 Promotions Management & Optimization 2 2 Social Marketing 3 3 How many stores does your company maintain?

2800 How many employees are part of your organization?

45 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Levi Strauss & Co. is one of the world's largest brand-name apparel companies and a global leader in jeanswear. The company designs and markets jeans, casual wear and related accessories for men, women and children under the Levi's®, Dockers®, Signature by Levi Strauss & Co™, and Denizen® brands. Its products are sold in more than 110 countries worldwide through a combination of chain retailers, department stores, online sites, and a global footprint of approximately 2,600 retail stores and shop-in-shops. Levi Strauss & Co.'s reported fiscal 2013 net revenues were $4.7bn.

NAME: Lucia Marcuzzo EXECUTIVE TITLE: VP Retail Europe COMPANY NAME: Levi Strauss & Co

Lucia joined Levi Strauss & Co. in 2010 as vice president retail. She manages directly operated stores and the franchisees network, which comprises 700 retail outlets. In addition to the retail portfolio’s growth and optimization, her experience within the retail industry is routed in the management of the business throughout all its strategic leverages: merchandise planning, buying coordination, visual merchandising and store operations. In 1998, she started her career with Gruppo Coin, one of Italy’s leading department store chains. In 2003, she joined Diesel, where she first served as head of merchandise planning and then as head of retail.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 0 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 4 3 Digital Signage 5 4 Payment Terminals 5 4 Visual Merchandising 5 4 Store Connectivity 5 4 Store Experience 2 2 Store Security / Surveillance 5 3 Warehouse Management 5 4 Logistics / Transportation 5 4 Multichannel Supply Chain 2 1 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 5 5 Workforce Management 2 3 Business Intelligence 1 2 Cloud Computing 3 3 Consumer / Web Analytics 3 1 Data Analytics 2 2 Data Warehousing 3 2 Master Data Management 1 2 Demand Forecasting 2 3 Merchandise Management 3 3 CRM / Loyalty Management 1 1 Social Commerce 3 2 mCommerce 2 1 eCommerce 1 1 Mobile Marketing 3 3 Payment Processing 4 3 Space Planning 5 4 ERP 3 2 Personalisation 4 3 Monetisation 4 4 Mobility 4 3 Augmented Reality 5 4 Price Management & Optimization 2 3 Promotions Management & Optimization 4 4 Social Marketing 3 3 How many stores does your company maintain?

2800 How many employees are part of your organization?

300 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Levi Strauss & Co. is one of the world's largest brand-name apparel companies and a global leader in jeanswear. The company designs and markets jeans, casual wear and related accessories for men, women and children under the Levi's®, Dockers®, Signature by Levi Strauss & Co™, and Denizen® brands. Its products are sold in more than 110 countries worldwide through a combination of chain retailers, department stores, online sites, and a global footprint of approximately 2,600 retail stores and shop-in-shops. Levi Strauss & Co.'s reported fiscal 2013 net revenues were $4.7bn.

NAME: Marine Cros EXECUTIVE TITLE: Head of eCommerce Planning Europe COMPANY NAME: Levi Strauss & Co

Marine joined Levi Strauss & Co. in 2007 as retail replenisher for Levi Strauss France. In 2010 she moved to the Dockers team as retail trader Dockers EU managing the merchandise planning under different business models: directly operated stores, franchisee stores, shop-in-shop and concession. She recently joined the LSE eCommerce team as eCom planner for both brands Levi.com and Dockers.com. Before joining Levi Strauss & Co. Europe Marine started her career in the luxury industry working as retail coordinator for Cartier Benelux.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 0 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 4 POS Software 5 4 Digital Signage 4 4 Payment Terminals 3 3 Visual Merchandising 3 3 Store Connectivity 3 3 Store Experience 2 2 Store Security / Surveillance 5 5 Warehouse Management 3 2 Logistics / Transportation 5 4 Multichannel Supply Chain 2 2 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 4 Workforce Management 2 2 Business Intelligence 2 1 Cloud Computing 4 3 Consumer / Web Analytics 2 2 Data Analytics 2 2 Data Warehousing 4 4 Master Data Management 2 2 Demand Forecasting 1 1 Merchandise Management 3 3 CRM / Loyalty Management 1 1 Social Commerce 3 2 mCommerce 2 1 eCommerce 1 1 Mobile Marketing 3 2 Payment Processing 4 3 Space Planning 4 3 ERP 4 4 Personalisation 3 3 Monetisation 5 5 Mobility 4 4 Augmented Reality 5 5 Price Management & Optimization 3 2 Promotions Management & Optimization 2 1 Social Marketing 3 3 How many stores does your company maintain?

2800 How many employees are part of your organization?

45 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Evolution of the consumer patterns: where is going (outlet, internet, private sales, loyalty program) and when (across the year or only for sale or also for xmas buying)

PART 1: REGISTRATION PROFILE Liu Jo S.p.A. is an Italian fashion company founded by the Marchi brothers in 1995 in Carpi (Modena), Italy. The company was born as a small textile industry, and developed during the mid-1990s into a major Italian brand of pret-a-porter fashion. The company focuses on diverse lines of women’s clothes, shoes and accessories, jeans, beachwear, underwear, junior and baby wear and it is sold in more than 350 mono-brand stores and 4.500 multi-brand stores in 35 countries across four continents (Europe, Africa, Asia, North America).

NAME: Andrea Cappi EXECUTIVE TITLE: Global eBusiness & Digital Director COMPANY NAME: Liu Jo Spa

Andrea began his professional career in 2000 for Accenture. In 2005 he became country manager at CRIF in Stockholm and then was appointed integration manager at CRIF North America. In 2008 he was appointed head of in-season stores as a member of the Yoox Group management team. Since June 2012 Andrea has been global eBusiness & digital director at Liu Jo where he set-up the eBusiness division and launched the global corporate eCommerce channel through an in-sourcing operating model.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 30 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 3 3 Payment Terminals 5 5 Visual Merchandising 5 5 Store Connectivity 5 5 Store Experience 2 2 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 1 1 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 1 1 Workforce Management 5 5 Business Intelligence 1 1 Cloud Computing 5 5 Consumer / Web Analytics 5 5 Data Analytics 1 1 Data Warehousing 1 1 Master Data Management 5 5 Demand Forecasting 5 5 Merchandise Management 5 5 CRM / Loyalty Management 1 1 Social Commerce 5 5 mCommerce 2 2 eCommerce 2 2 Mobile Marketing 4 4 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 3 3 Monetisation 5 5 Mobility 3 3 Augmented Reality 5 5 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 5 5 How many stores does your company maintain?

350 How many employees are part of your organization?

600 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Omnichannel

PART 1: REGISTRATION PROFILE

NAME: Fabienne Linschoten EXECUTIVE TITLE: Head of eCommerce & Digital COMPANY NAME: Makro Nederland

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 15 Investments to support business growth 55 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 4 4 Digital Signage 3 3 Payment Terminals 5 4 Visual Merchandising 3 3 Store Connectivity 3 3 Store Experience 3 3 Store Security / Surveillance 5 5 Warehouse Management 3 3 Logistics / Transportation 4 4 Multichannel Supply Chain 3 2 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 3 Workforce Management 4 4 Business Intelligence 3 3 Cloud Computing 5 4 Consumer / Web Analytics 1 1 Data Analytics 2 2 Data Warehousing 3 3 Master Data Management 2 1 Demand Forecasting 3 3 Merchandise Management 3 3 CRM / Loyalty Management 3 2 Social Commerce 3 3 mCommerce 3 2 eCommerce 1 1 Mobile Marketing 3 2 Payment Processing 3 3 Space Planning 4 4 ERP 4 4 Personalisation 3 2 Monetisation 4 4 Mobility 4 4 Augmented Reality 3 3 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 2 2 How many stores does your company maintain?

17 How many employees are part of your organization?

3500 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Aleksandra Kocmut EXECUTIVE TITLE: Sales Format Development Director COMPANY NAME: Mercator

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 20 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 2 1 Payment Terminals 4 2 Visual Merchandising 1 1 Store Connectivity 2 2 Store Experience 1 1 Store Security / Surveillance 4 4 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 4 4 eCommerce Fulfilment 4 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 2 Workforce Management 1 1 Business Intelligence 3 3 Cloud Computing 5 5 Consumer / Web Analytics 3 2 Data Analytics 3 2 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 5 5 Merchandise Management 1 1 CRM / Loyalty Management 3 3 Social Commerce 3 2 mCommerce 3 3 eCommerce 4 4 Mobile Marketing 3 2 Payment Processing 4 4 Space Planning 1 1 ERP 4 4 Personalisation 3 2 Monetisation 5 5 Mobility 3 2 Augmented Reality 3 3 Price Management & Optimization 4 4 Promotions Management & Optimization 2 2 Social Marketing 1 1 How many stores does your company maintain?

500 How many employees are part of your organization?

13,000 in Slovenia Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Hypermarkets vs superstores, how to leverage space productivity, self service vs service lines, what is real value for shoppers/consumers in the food stores, in store communication, makro space management KPIs,

space management IT tools, supply chain & space management etc... meter metrix in space management

PART 1: REGISTRATION PROFILE

NAME: Tine Kek EXECUTIVE TITLE: Director for Supermarkets & Hypermarkets COMPANY NAME: Mercator

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 20 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 3 3 Digital Signage 5 5 Payment Terminals 4 4 Visual Merchandising 3 3 Store Connectivity 5 5 Store Experience 3 3 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 2 2 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 1 1 Business Intelligence 3 3 Cloud Computing 5 5 Consumer / Web Analytics 4 4 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 4 4 Merchandise Management 4 4 CRM / Loyalty Management 4 4 Social Commerce 4 4 mCommerce 3 3 eCommerce 2 2 Mobile Marketing 4 4 Payment Processing 2 2 Space Planning 4 4 ERP 5 5 Personalisation 4 4 Monetisation 5 5 Mobility 4 4 Augmented Reality 4 4 Price Management & Optimization 4 4 Promotions Management & Optimization 3 3 Social Marketing 4 4 How many stores does your company maintain?

500 How many employees are part of your organization?

13,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: I would like to talk about: - store organization, - motivation of people - material flow (also when short time promotions take place)

PART 1: REGISTRATION PROFILE With more than 750 wholesale stores in 28 countries across Europe and Asia, METRO Cash & Carry is a leading international player in self-service wholesale trade and is in terms of revenue the largest sales division within METRO Group. The distinctive concept is oriented towards helping professional customers to successfully run their own businesses. Everyday around 120,000 dedicated employees around the world serve over 21 million professional customers such as hotel and restaurant operators, catering and hospitality firms, independent small retailers, institutions and offices. A broad range of assortment consisting of up to 20,000 food items and up to 30,000 non-food articles provides customers with a unique one-stop shopping experience. Celebrating its 50th birthday in 2014, the wholesale company strives to be championing the passion, ambition, creativity and flexibility of the independent business.

NAME: Anastasia Laska EXECUTIVE TITLE: Global Director Marketing COMPANY NAME: Metro

Anastasia joined METRO AG as global director marketing MCC in October 2013 and is now leading a dedicated team of 70+ people in the following areas: TGM HoReCa, TGM trader, brand development & activation, eMarketing & eCommerce, communication model management, customer relationship management, pricing, market research and own brand & marketing academy. Prior to that, she had held the position as marketing director at two Russian retailers. Furthermore, Anastasia had worked for Electrolux Home Products and Gillette Inc. and as customer management director at METRO Cash & Carry Russia for more than three years.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million X More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 20 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 3 3 Digital Signage 2 2 Payment Terminals 3 3 Visual Merchandising 1 1 Store Connectivity 3 3 Store Experience 1 1 Store Security / Surveillance 5 5 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 4 4 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 3 Workforce Management 5 5 Business Intelligence 2 2 Cloud Computing 3 3 Consumer / Web Analytics 1 1 Data Analytics 1 1 Data Warehousing 4 4 Master Data Management 1 1 Demand Forecasting 4 4 Merchandise Management 3 3 CRM / Loyalty Management 1 1 Social Commerce 3 3 mCommerce 3 3 eCommerce 2 2 Mobile Marketing 1 1 Payment Processing 4 4 Space Planning 3 3 ERP 4 4 Personalisation 1 1 Monetisation 1 1 Mobility 3 3 Augmented Reality 4 4 Price Management & Optimization 1 1 Promotions Management & Optimization 1 1 Social Marketing 2 2 How many stores does your company maintain?

700+ How many employees are part of your organization?

Direct team of 60+ employees, overall Metro Cash and carry has more than 100,000 employees Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Migros Turkey is convinced that a store manager who is enabled to move at all times in the store checking processes and keeping in touch with the customer can do much better decisions as agility, customer proximity and direct feedback is the most important factor to avoid errors. To realize this “MyOffice� is launched providing mobile retail intelligence.

NAME: Kerim Tatlici EXECUTIVE TITLE: IT Director COMPANY NAME: Migros Turkey

Kerim practiced software engineering in software companies after graduation. He joined Migros in 1993 and has been working as the IT director since 2003.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 4 4 Payment Terminals 4 3 Visual Merchandising 4 4 Store Connectivity 3 3 Store Experience 4 3 Store Security / Surveillance 4 4 Warehouse Management 3 3 Logistics / Transportation 4 4 Multichannel Supply Chain 4 4 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 4 4 Cloud Computing 3 3 Consumer / Web Analytics 4 4 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 4 4 Merchandise Management 4 3 CRM / Loyalty Management 4 4 Social Commerce 4 4 mCommerce 4 3 eCommerce 4 3 Mobile Marketing 4 4 Payment Processing 4 4 Space Planning 4 4 ERP 4 4 Personalisation 4 4 Monetisation 4 4 Mobility 4 4 Augmented Reality 4 4 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 4 3 How many stores does your company maintain?

1100 How many employees are part of your organization?

18,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Social media, eCommerce, warehouse optimisation, BI, mobile operations in store

PART 1: REGISTRATION PROFILE Miroglio Group is a leader internationally in the fields of fashion and textile, offering articulated on different product areas: clothes, fabrics, spun yarns, transfer paper.

Through Miroglio Fashion and Miroglio Textile, the Miroglio Group produces and distributes for sale the collections of eight womenswear fashion labels in the prêt-àporter and fast fashion segments, with several product lines in the printed & plain fabrics, spun yarns, and transfer paper sectors. Miroglio Group is present around the globe in 34 countries with 49 business operations, six production sites and over 2,000 single-branded stores and, not least, a business-to-business network dedicated to the textile fabrics business segments.

NAME: Gianni Leone EXECUTIVE TITLE: Group Chief Digital and Information Officer COMPANY NAME: Miroglio Group

Gianni is the group chief digital and information officer of Miroglio Group that he joined in 2010. He leads the main company transformation projects that involve digital and information technologies. Previously, he advised Richemont Fashion and Accessories in London on a relevant business processes and IT transformation and he held various roles within Gucci Group, where he was appointed Group chief information officer in 2003 and since 2008, he took an additional responsibility as Group eBusiness officer. Gianni started his professional career in Ferrero Group – a worldwide leader in the chocolate confectionery – spending three years in the Italian branch and three years in Luxembourg in the Group headquarters.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 25 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 1 1 Digital Signage 4 4 Payment Terminals 4 4 Visual Merchandising 4 4 Store Connectivity 5 5 Store Experience 2 2 Store Security / Surveillance 5 5 Warehouse Management 4 3 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 3 Workforce Management 4 4 Business Intelligence 4 4 Cloud Computing 4 4 Consumer / Web Analytics 2 2 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 4 4 Merchandise Management 4 4 CRM / Loyalty Management 4 4 Social Commerce 3 2 mCommerce 4 4 eCommerce 2 1 Mobile Marketing 3 3 Payment Processing 3 3 Space Planning 4 4 ERP 5 5 Personalisation 4 4 Monetisation 4 4 Mobility 3 3 Augmented Reality 2 1 Price Management & Optimization 4 4 Promotions Management & Optimization 3 2 Social Marketing 4 4 How many stores does your company maintain?

2000+ How many employees are part of your organization?

11,000+ Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE mytheresa.com is one of the world’s leading online stores for high-end luxury fashion for women, which was founded in 2006. The company has a clear focus on the main lines from luxury labels e.g. Balenciaga, Christian Louboutin, Dolce & Gabbana etc. Localized websites are available for the countries Italy, France, Switzerland, Great Britain, USA, Japan, the GCC countries, Hong Kong, Singapore and Australia in German, English, Italian and French. The online retailer delivers in more than 120 countries worldwide.

NAME: Markus Holzherr EXECUTIVE TITLE: Head of Finance COMPANY NAME: mytheresa.com

From start-ups with less than 100 employees to multi-national conglomerates, Markus brings a world of experience to his position as head of finance at mytheresa.com. He is responsible for accounting, controlling which covers planning, reporting and analysis as well as payment which covers customer scoring and electronic payment transactions and customs relations ensuring a smooth export in foreign countries. Before joining mytheresa.com Markus worked as a senior controller at the media company ProSiebenSat.1 Media AG. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 20 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 5 5 Payment Terminals 1 1 Visual Merchandising 4 4 Store Connectivity 3 3 Store Experience 2 2 Store Security / Surveillance 4 4 Warehouse Management 3 3 Logistics / Transportation 3 3 Multichannel Supply Chain 5 5 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 4 4 Business Intelligence 2 2 Cloud Computing 4 4 Consumer / Web Analytics 3 3 Data Analytics 2 2 Data Warehousing 2 2 Master Data Management 3 3 Demand Forecasting 2 2 Merchandise Management 3 3 CRM / Loyalty Management 3 3 Social Commerce 4 4 mCommerce 4 4 eCommerce 1 1 Mobile Marketing 4 4 Payment Processing 1 1 Space Planning 4 4 ERP 3 3 Personalisation 4 4 Monetisation 4 4 Mobility 5 5 Augmented Reality 4 4 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 4 4 How many stores does your company maintain? we are just online How many employees are part of your organization?

200 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: handled processes with other online stores, experiences from Fashion stores, customs Solutions, payment (B2C) experiences

PART 1: REGISTRATION PROFILE

NAME: Karsten Hansen EXECUTIVE TITLE: IT Manager COMPANY NAME: Neye Fonden

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 25 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 3 3 Digital Signage 3 3 Payment Terminals 4 4 Visual Merchandising 2 2 Store Connectivity 3 3 Store Experience 3 3 Store Security / Surveillance 4 4 Warehouse Management 4 4 Logistics / Transportation 5 5 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 3 3 Cloud Computing 4 4 Consumer / Web Analytics 2 2 Data Analytics 4 4 Data Warehousing 3 3 Master Data Management 4 4 Demand Forecasting 5 5 Merchandise Management 3 3 CRM / Loyalty Management 2 2 Social Commerce 2 2 mCommerce 3 3 eCommerce 2 2 Mobile Marketing 3 3 Payment Processing 5 5 Space Planning 5 5 ERP 4 4 Personalisation 3 3 Monetisation 3 3 Mobility 3 3 Augmented Reality 3 3 Price Management & Optimization 5 5 Promotions Management & Optimization 3 3 Social Marketing 3 3 How many stores does your company maintain?

36 How many employees are part of your organization?

300-400 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: x

PART 1: REGISTRATION PROFILE Nike, Inc. is the world’s leading innovator in athletic footwear, apparel, equipment and accessories. Corporate mission: To bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete. - Bill Bowerman

NAME: Alvaro Ranz EXECUTIVE TITLE: Nike Retail Supply Chain Senior Director Europe COMPANY NAME: Nike

Alvaro began his career in 1997 with CHEP as key account manager. In 2001 he moved to Camper where he held the position of customer service director. He moved to Nike in 2004, beginning as customer operations manager before being promoted to account operations director and then to customer operations director immediately prior to his current appointment.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 25 Investments to support business growth 45 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 2 POS Software 3 2 Digital Signage 5 5 Payment Terminals 5 5 Visual Merchandising 3 2 Store Connectivity 3 2 Store Experience 3 2 Store Security / Surveillance 5 5 Warehouse Management 2 2 Logistics / Transportation 2 1 Multichannel Supply Chain 2 1 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 3 3 Cloud Computing 5 5 Consumer / Web Analytics 5 5 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 2 1 Merchandise Management 5 5 CRM / Loyalty Management 3 3 Social Commerce 5 5 mCommerce 5 5 eCommerce 5 5 Mobile Marketing 5 5 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 2 2 Monetisation 5 5 Mobility 5 5 Augmented Reality 5 5 Price Management & Optimization 2 2 Promotions Management & Optimization 5 5 Social Marketing 5 5 How many stores does your company maintain?

How many employees are part of your organization?

Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Nike, Inc. is the world’s leading innovator in athletic footwear, apparel, equipment and accessories. Corporate mission: To bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete. - Bill Bowerman

NAME: Felipe Zardo EXECUTIVE TITLE: Director of Europe Digital Operations COMPANY NAME: Nike

Felipe is the director of digital operations for Nike. He oversees the entire value chain for Nike's European eCommerce business. He has over 10 years of experience in retail operations and has previously held roles in strategy, planning and product management.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 35 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 4 3 Payment Terminals 4 3 Visual Merchandising 4 4 Store Connectivity 4 3 Store Experience 5 5 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 3 3 Multichannel Supply Chain 3 3 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 4 3 Cloud Computing 5 5 Consumer / Web Analytics 4 4 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 4 4 Demand Forecasting 3 2 Merchandise Management 5 5 CRM / Loyalty Management 5 5 Social Commerce 5 5 mCommerce 2 2 eCommerce 2 2 Mobile Marketing 4 4 Payment Processing 3 3 Space Planning 5 5 ERP 5 5 Personalisation 3 3 Monetisation 5 5 Mobility 5 5 Augmented Reality 5 5 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 5 5 How many stores does your company maintain?

240 How many employees are part of your organization?

Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Nike, Inc. is the world’s leading innovator in athletic footwear, apparel, equipment and accessories. Corporate mission: To bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete. - Bill Bowerman

NAME: Tony Mcvitie EXECUTIVE TITLE: Project Director of Seamless Strategy COMPANY NAME: Nike

Tony began his retail career, straight from higher education, in 1998. Spending 12 years with a leading sports retailer where he held a number of store and field management roles.

He joined Nike in 2011 within their retail management function then recently became the Western Europe project director for seamless consumer experiences.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 45 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 2 2 POS Software 2 2 Digital Signage 2 2 Payment Terminals 2 1 Visual Merchandising 3 3 Store Connectivity 2 2 Store Experience 1 1 Store Security / Surveillance 5 5 Warehouse Management 4 4 Logistics / Transportation 3 3 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 4 4 Cloud Computing 3 3 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 3 3 Demand Forecasting 4 4 Merchandise Management 4 4 CRM / Loyalty Management 3 3 Social Commerce 3 3 mCommerce 4 4 eCommerce 3 3 Mobile Marketing 4 4 Payment Processing 4 4 Space Planning 5 5 ERP 4 4 Personalisation 4 4 Monetisation 4 4 Mobility 4 4 Augmented Reality 4 4 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 3 3 How many stores does your company maintain?

239 How many employees are part of your organization?

2500+ Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Monica Gagliardi EXECUTIVE TITLE: Head of CRM & eCommerce COMPANY NAME: OVS S.p.A.

Monica has been working in retail marketing for 17 years, with a focus on relationship marketing and, in general, the CRM approach. After relevant experience in important food retailers such as Coop Italia and Interdis for more than six years she has arrived in fashion retail thanks to Coin Group and is in charge of CRM and eCommerce divisions. In this important period she studied every aspect of loyalty marketing in terms of big data analysis and communication skills with the introduction of new technologies to create new ways to reach the customers in the best and easiest way.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 30 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 1 1 Payment Terminals 2 2 Visual Merchandising 5 5 Store Connectivity 1 1 Store Experience 1 1 Store Security / Surveillance 5 5 Warehouse Management 4 4 Logistics / Transportation 3 3 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 3 Workforce Management 5 5 Business Intelligence 2 2 Cloud Computing 4 4 Consumer / Web Analytics 1 1 Data Analytics 1 1 Data Warehousing 1 1 Master Data Management 1 1 Demand Forecasting 3 3 Merchandise Management 5 5 CRM / Loyalty Management 1 1 Social Commerce 1 1 mCommerce 1 1 eCommerce 1 1 Mobile Marketing 1 1 Payment Processing 4 4 Space Planning 5 5 ERP 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 2 2 Augmented Reality 2 2 Price Management & Optimization 5 5 Promotions Management & Optimization 3 3 Social Marketing 1 1 How many stores does your company maintain?

800 How many employees are part of your organization?

10,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Digital experience omnichannel eCommerce development

PART 1: REGISTRATION PROFILE The Prada Group is one of the world leaders in the luxury goods sector, operating with the Prada, Miu Miu, Church’s and Car Shoe brands. The group produces and markets high-quality handbags, leather goods, footwear, clothing and accessories. Furthermore, the Group operates in the eyewear, fragrances and mobile telephony sectors on the basis of license agreements. Its products are distributed around the world through 551 directly operated stores (DOS) and a network of selected luxury department stores, multi-brand stores and franchises. Manufacturing is concentrated in 12 in-house production sites, of which eleven are located in Italy and one in the United Kingdom.

NAME: Pierluca Riminucci EXECUTIVE TITLE: CTO COMPANY NAME: Prada S.p.A.

Pierluca has been working in Prada Group as chief technology officer since 2012. In such position he is responsible for Prada overall IT strategy, its execution and its alignment with the global business goals. His role also includes responsibility for the IT governance as a whole, with a specific focus on strategic and complex transformation programs. Prior joining PRADA Group, he had spent over 20 years in the information technology field in various roles and working for a number of companies operating in various sectors, both in Italy and in the UK. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Unable to disclose as on the Hong Kong Stock Other Exchange

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 60 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 2 2 POS Software 2 2 Digital Signage 5 5 Payment Terminals 2 2 Visual Merchandising 2 2 Store Connectivity 5 5 Store Experience 1 1 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 2 2 Cloud Computing 3 3 Consumer / Web Analytics 2 2 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 2 2 Demand Forecasting 5 5 Merchandise Management 5 5 CRM / Loyalty Management 2 2 Social Commerce 5 5 mCommerce 5 5 eCommerce 5 5 Mobile Marketing 2 2 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 5 5 Augmented Reality 2 2 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 2 2 How many stores does your company maintain?

How many employees are part of your organization?

Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Luxury retail, particularly how to marry offline and online shopping experience

PART 1: REGISTRATION PROFILE PUMA is one of the world’s leading sports brands, designing, developing, selling and marketing footwear, apparel and accessories. For over 65 years, PUMA has established a history of making fast product designs for the fastest athletes on the planet. PUMA offers performance and sport-inspired lifestyle products in categories such as football, running, training and fitness, golf and motorsports. It engages in exciting collaborations with renowned design brands such as Alexander McQueen and Mihara Yasuhiro to bring innovative and fast designs to the sports world. The PUMA Group owns the brands PUMA, Cobra Golf, Tretorn, Dobotex and Brandon.

The company distributes its products in more than 120 countries, employs more than 10,000 people worldwide, and is headquartered in Herzogenaurach/Germany.

NAME: Markus Birkel EXECUTIVE TITLE: Head of Planning, BI & Retail Processes COMPANY NAME: PUMA

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other not to share, sorry

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 3 3 Digital Signage 4 4 Payment Terminals 3 3 Visual Merchandising 3 3 Store Connectivity 3 3 Store Experience 2 2 Store Security / Surveillance 4 4 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 3 2 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 1 1 Cloud Computing 3 3 Consumer / Web Analytics 3 2 Data Analytics 3 2 Data Warehousing 1 1 Master Data Management 3 3 Demand Forecasting 2 2 Merchandise Management 3 3 CRM / Loyalty Management 2 2 Social Commerce 2 2 mCommerce 2 2 eCommerce 3 3 Mobile Marketing 3 3 Payment Processing 3 3 Space Planning 4 4 ERP 4 4 Personalisation 4 4 Monetisation 4 4 Mobility 2 2 Augmented Reality 4 4 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 2 2 How many stores does your company maintain?

We have own stores & partner stores and maintain both, number is more than 600 (but officially we don't share).

How many employees are part of your organization? more than 10,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Who digital will change the traditional retail world. We are all working on omnichannel or other topics but in

reality we still keep traditional retail. Do we have a revolutionary approach or idea? Big data

PART 1: REGISTRATION PROFILE

NAME: Fergus Connolly EXECUTIVE TITLE: Director of Retail Europe COMPANY NAME: Ralph Lauren

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million X 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 5 Investments to support business innovation 30 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 4 4 Payment Terminals 5 5 Visual Merchandising 5 5 Store Connectivity 3 3 Store Experience 4 4 Store Security / Surveillance 5 5 Warehouse Management 3 3 Logistics / Transportation 1 1 Multichannel Supply Chain 1 1 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 3 3 Cloud Computing 4 4 Consumer / Web Analytics 3 3 Data Analytics 2 2 Data Warehousing 2 2 Master Data Management 2 2 Demand Forecasting 2 2 Merchandise Management 4 4 CRM / Loyalty Management 4 4 Social Commerce 5 5 mCommerce 5 5 eCommerce 2 2 Mobile Marketing 5 5 Payment Processing 5 5 Space Planning 4 4 ERP 4 4 Personalisation 4 4 Monetisation 5 5 Mobility 5 5 Augmented Reality 5 5 Price Management & Optimization 5 5 Promotions Management & Optimization 5 5 Social Marketing 5 5 How many stores does your company maintain?

350 How many employees are part of your organization?

30,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Omnichannel

PART 1: REGISTRATION PROFILE With a turnover of more than EUR49.7bn and about 327,600 employees (2012), REWE Group is one of the leading retail and tourism companies in Germany and Europe. Since its foundation in 1927 as a cooperative, the Group has constantly been pursuing its goals of sustainable and long-term growth. REWE Group follows a strategy covering five dimensions: 1.

Strong organic growth in Germany; 2. Acquisitions and takeovers where commercially viable; 3. Further internationalisation of the business; 4. Clear adherence to the sustainability principle and to the Company’s societal and ecological responsibility; 5. Continuous modernisation of the REWE Group’s organisation.

NAME: Jeremie Vilain EXECUTIVE TITLE: Director Loyalty and CRM COMPANY NAME: REWE

Jérémie worked as assistant for Auchan’s chief marketing officer, France's second biggest hypermarket chain, and as consultant for Boston Consulting Group. Then he became head of business strategy at E.Leclerc from 2007 to 2010. Prior to joining REWE in 2012, he worked at dunnhumby, a Tesco sister company specialist of data-based customer centricity, in charge of the retail business in France for Groupe Casino hypermarkets and supermarkets.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 0 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 30 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 3 POS Software 4 3 Digital Signage 3 3 Payment Terminals 3 3 Visual Merchandising 3 3 Store Connectivity 2 2 Store Experience 2 2 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 5 5 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 2 2 Workforce Management 3 3 Business Intelligence 1 1 Cloud Computing 4 4 Consumer / Web Analytics 1 1 Data Analytics 1 1 Data Warehousing 3 3 Master Data Management 1 1 Demand Forecasting 2 2 Merchandise Management 2 2 CRM / Loyalty Management 1 1 Social Commerce 2 2 mCommerce 3 3 eCommerce 3 3 Mobile Marketing 2 2 Payment Processing 3 3 Space Planning 3 3 ERP 3 3 Personalisation 1 1 Monetisation 3 3 Mobility 2 2 Augmented Reality 3 3 Price Management & Optimization 2 2 Promotions Management & Optimization 2 2 Social Marketing 3 3 How many stores does your company maintain?

3200 How many employees are part of your organization?

150,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Omnichannel - Customer Loyalty - Big Data and retail

PART 1: REGISTRATION PROFILE S Group is a Finnish network of companies in the retail and service trades comprising over 1,600 outlets in Finland. S Group's retail sales amounted to €11.3 billion in 2013, and at the end of year there were over 41,000 employees. S Group consists of cooperatives as well as SOK and its subsidiaries. S Group provides services in the trades of grocery and consumer goods, service station stores and fuel, tourism and hospitality, automobile and auto accessories as well as in the agricultural trade. Owned by the cooperatives, SOK operates as the central firm for the cooperatives and produces procurement, expert and support services for them. SOK is also in charge of S Group's strategic steering and the development of the various chains.

NAME: Aki Pirhonen EXECUTIVE TITLE:

Head of Technology, eCommerce and Digital Services – CIO

COMPANY NAME: SOK / S Group

Aki has more than 15 years’ experience in eCommerce. He works as CIO and member of the executive group of a subsidiary company, that creates and operates eCommerce and digital services to S Group, which is one the largest retail corporations in northern Europe.

Aki has specialized in eCommerce architectures and processes, as well as product information and lifecycle, and currently he is involved in the development of the transition into omnichannel retail.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 30 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 4 5 Digital Signage 5 5 Payment Terminals 5 5 Visual Merchandising 5 5 Store Connectivity 4 4 Store Experience 4 4 Store Security / Surveillance 5 5 Warehouse Management 2 3 Logistics / Transportation 2 2 Multichannel Supply Chain 1 2 eCommerce Fulfilment 1 2 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 4 Workforce Management 4 5 Business Intelligence 4 4 Cloud Computing 5 5 Consumer / Web Analytics 3 3 Data Analytics 3 4 Data Warehousing 5 5 Master Data Management 4 4 Demand Forecasting 5 5 Merchandise Management 4 5 CRM / Loyalty Management 5 5 Social Commerce 4 4 mCommerce 3 4 eCommerce 1 1 Mobile Marketing 5 5 Payment Processing 4 4 Space Planning 3 4 ERP 5 4 Personalisation 2 3 Monetisation 4 4 Mobility 3 3 Augmented Reality 5 5 Price Management & Optimization 2 3 Promotions Management & Optimization 2 2 Social Marketing 4 4 How many stores does your company maintain?

3 webshops How many employees are part of your organization?

25 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: eCommerce fullfilment, omnichannel, logistics, best practices to integrate physical and digital stores, webshops returns

PART 1: REGISTRATION PROFILE S Group is a Finnish network of companies in the retail and service trades comprising over 1,600 outlets in Finland. S Group's retail sales amounted to â‚Ź11.3 billion in 2013, and at the end of year there were over 41,000 employees. S Group consists of cooperatives as well as SOK and its subsidiaries. S Group provides services in the trades of grocery and consumer goods, service station stores and fuel, tourism and hospitality, automobile and auto accessories as well as in the agricultural trade. Owned by the cooperatives, SOK operates as the central firm for the cooperatives and produces procurement, expert and support services for them. SOK is also in charge of S Group's strategic steering and the development of the various chains.

NAME: Ilkka Brander EXECUTIVE TITLE: Managing Director COMPANY NAME: SOK / S Group

Ilkka is leading a subsidiary company that creates and operates eCommerce and digital services to S Group, which is one of the largest retail corporation in Northern Europe. He is responsible for multichannel operations in corporate level. He has more than ten years of experience in manager and director positions in retail and service industry. His main experience comes from department store, hypermarket and grocery formats, but now he is 100% influenced in digitalization.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 5 5 Digital Signage 1 1 Payment Terminals 4 4 Visual Merchandising 2 2 Store Connectivity 2 2 Store Experience 1 1 Store Security / Surveillance 5 5 Warehouse Management 2 2 Logistics / Transportation 1 1 Multichannel Supply Chain 1 1 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Workforce Management 5 5 Business Intelligence 3 3 Cloud Computing 5 5 Consumer / Web Analytics 2 2 Data Analytics 4 4 Data Warehousing 5 5 Master Data Management 5 3 Demand Forecasting 5 5 Merchandise Management 3 4 CRM / Loyalty Management 2 4 Social Commerce 2 5 mCommerce 2 5 eCommerce 1 1 Mobile Marketing 5 5 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 3 5 Monetisation 5 5 Mobility 2 5 Augmented Reality 2 5 Price Management & Optimization 5 5 Promotions Management & Optimization 3 5 Social Marketing 3 5 How many stores does your company maintain?

1600 How many employees are part of your organization?

42,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Fullfilment, ship from store

PART 1: REGISTRATION PROFILE SPAR Switzerland is since 1761 a family owned enterprise. Since 1989 we're in possession of the national licence from SPAR International. In our business units (SPAR / TopCC / maxi) we employ 2464 people and in 2013 we generated a sales volume of 836mn.

NAME: Marco Zbinden EXECUTIVE TITLE: Sales Director COMPANY NAME: SPAR Switzerland

Marco has more than 15 years of sales experience in the FMCG industry. Over the years he has worked in several different positions in Migros and OBI. During his post in Landi he was appointed as a regional sales director for Eastern Switzerland. In 2011 he joined to SPAR as a national sales director for the business unit maxi and wholesale. He currently holds the positions of sales director wholesale and head of acquisition for SPAR Switzerland.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 4 3 Digital Signage 4 3 Payment Terminals 4 4 Visual Merchandising 4 4 Store Connectivity 3 3 Store Experience 2 2 Store Security / Surveillance 4 3 Warehouse Management 4 3 Logistics / Transportation 4 4 Multichannel Supply Chain 4 3 eCommerce Fulfilment 5 4 Radio Frequency I.D. (RFID) 4 3 Near Field Communication (NFC) 4 3 Workforce Management 4 4 Business Intelligence 4 3 Cloud Computing 4 4 Consumer / Web Analytics 4 4 Data Analytics 4 3 Data Warehousing 4 3 Master Data Management 4 3 Demand Forecasting 3 3 Merchandise Management 3 3 CRM / Loyalty Management 4 4 Social Commerce 4 3 mCommerce 4 4 eCommerce 3 3 Mobile Marketing 3 3 Payment Processing 3 3 Space Planning 3 3 ERP 4 4 Personalisation 3 3 Monetisation 4 3 Mobility 3 3 Augmented Reality 4 3 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 3 3 How many stores does your company maintain?

400 How many employees are part of your organization?

2000+ Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: how useful is big data in fmcg (Food industry) how big must big data be (ROI)

PART 1: REGISTRATION PROFILE The Starbucks story began in 1971. Back then we were a roaster and retailer of whole bean and ground coffee, tea and spices with a single store in Seattle’s Pike Place Market. Today, we are privileged to connect with millions of customers every day with exceptional products and more than 20,000 retail stores in 65 countries. Starbucks offers a range of exceptional products that customers enjoy in our stores, at home and on the go. Coffee: More than 30 blends and single-origin premium coffees. Handcrafted Beverages: Fresh-brewed coffee, hot and iced espresso beverages, Frappuccino® coffee and non-coffee blended beverages, Starbucks Refreshers™, smoothies and teas. Merchandise: Coffee- and tea-brewing equipment, Verismo System™ by Starbucks®, mugs and accessories, packaged goods, music, books and gifts. Fresh Food: Baked pastries, sandwiches, salads, salad and grain bowls, oatmeal, yogurt parfaits and fruit cups.

Consumer Products: • Coffee and Tea: Whole bean and ground coffee (Starbucks and Seattle’s Best Coffee brands), Starbucks VIA® Ready Brew, Starbucks® K-Cup® portion packs, Starbucks® and Teavanna® Verismo™ pods, Tazo® tea filterbags, and tea latte concentrates. • Ready-to-Drink (RTD): Starbucks® bottled Frappuccino® coffee drinks, Starbucks Discoveries® chilled cup coffees, Starbucks Discoveries® Iced Café Favorites™, Starbucks Iced Coffee, Starbucks Doubleshot® espresso drinks, Starbucks Doubleshot® Energy+Coffee drinks; Starbucks Refreshers™ beverages, Evolution Fresh bottled juices, Tazo® bottled iced and juiced teas. Brand Portfolio - Starbucks Coffee, Seattle’s Best Coffee, Teavana, Tazo, Evolution Fresh, La Boulange and Torrefazione Italia Coffee.

NAME: Robert Teagle EXECUTIVE TITLE: EMEA IT Director COMPANY NAME: Starbucks Coffee EMEA BV Robert joined Starbucks in September 2007 as EMEA IT Director. He is accountable for all aspects of IT within the 35 markets Starbucks currently operates in EMEA. His remit includes retail technology, software development, infrastructure, business & supply chain systems, digital, mobile and other IT functions. The overarching strategy of IT is to provide business transformation through delivery of innovative new platforms combined with refreshing traditional enterprise systems to improve the Starbucks experience for our partners and customers. Over the last five years, Starbucks in EMEA has embarked on major technology investments implementing or upgrading a significant portion of the IT portfolio. Prior to Starbucks, Robert held senior positions at Accenture and Oracle Corporation.

PART 2: BUDGETING AND SPENDING What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million X 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 3 3 POS Software 3 3 Digital Signage 4 4 Payment Terminals 3 3 Visual Merchandising 5 5 Store Connectivity 3 3 Store Experience 3 3 Store Security / Surveillance 5 5 Warehouse Management 5 5 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 3 3 Workforce Management 3 3 Business Intelligence 2 2 Cloud Computing 3 3 Consumer / Web Analytics 2 2 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 4 4 Demand Forecasting 4 4 Merchandise Management 5 5 CRM / Loyalty Management 1 1 Social Commerce 3 3 mCommerce 3 3 eCommerce 4 4 Mobile Marketing 3 3 Payment Processing 2 2 Space Planning 5 5 ERP 2 2 Personalisation 2 2 Monetisation 3 3 Mobility 1 1 Augmented Reality 5 5 Price Management & Optimization 4 4 Promotions Management & Optimization 4 4 Social Marketing 2 2 How many stores does your company maintain?

How many employees are part of your organization?

Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Nuno Moreira EXECUTIVE TITLE: Global Marketing Manager COMPANY NAME: The Nuance

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 10 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 3 POS Software 4 3 Digital Signage 4 3 Payment Terminals 3 2 Visual Merchandising 4 3 Store Connectivity 3 3 Store Experience 2 2 Store Security / Surveillance 4 4 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 4 4 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 4 2 Near Field Communication (NFC) 4 3 Workforce Management 4 4 Business Intelligence 2 2 Cloud Computing 4 4 Consumer / Web Analytics 3 2 Data Analytics 3 3 Data Warehousing 4 3 Master Data Management 4 3 Demand Forecasting 4 4 Merchandise Management 3 3 CRM / Loyalty Management 3 2 Social Commerce 3 3 mCommerce 2 2 eCommerce 2 2 Mobile Marketing 3 3 Payment Processing 3 2 Space Planning 4 4 ERP 5 5 Personalisation 2 2 Monetisation 3 2 Mobility 3 3 Augmented Reality 3 2 Price Management & Optimization 3 3 Promotions Management & Optimization 4 4 Social Marketing 4 3 How many stores does your company maintain?

350+ How many employees are part of your organization?

6100 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE The TJX Companies, Inc. is the leading off-price retailer of apparel and home fashions in the U.S. and worldwide, ranking No. 108 in the most recent Fortune 500 listings.

With $27.4bn in revenues in 2013, more than 3,200 stores in six countries, three eCommerce sites, and approx. 191,000 associates, we see ourselves as a global, offprice, value retailer. We operate T.J. Maxx and Marshalls (combined, The Marmaxx Group), HomeGoods and Sierra Trading Post, as well as tjmaxx.com and sierratradingpost.com, in the United States; Winners, HomeSense, and Marshalls (combined, TJX Canada) in Canada; and T.K. Maxx in the United Kingdom, Ireland, Germany, and Poland, as well as HomeSense and tkmaxx.com in the U.K. (combined, TJX Europe). Our off-price mission is to deliver great value to customers through the combination of fashion, brand, quality and price. We operate with a rapidly changing assortment of brand name and designer merchandise at prices generally 20-60% below department and specialty store regular prices on comparable merchandise, every day. With our value proposition and exciting treasure-hunt shopping experience, we believe that our demographic reach is among the widest in retail as we attract a broad range of fashion and value conscious customers across many income levels and demographic groups.

NAME: Darren Brittle EXECUTIVE TITLE: AVP Head of Business Services - Retail COMPANY NAME: TJX

Having worked within retail information systems for over 16 years, Darren has a breadth of knowledge and experience; with 14 years at TJX Companies Inc., a year with Dixons Stores Group International and earlier years at ICL Fujitsu covering many retail and hospitality clients. Having started a career in an engineering role, progressing through project management, operations and infrastructure management more recently taking leadership roles as head of operations and infrastructure and currently head of business services - retail, covering all aspects of store retail systems, including service ownership, application development, customer experience, payments and business partnering within a global leadership team.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million X 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 10 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 3 POS Software 3 3 Digital Signage 3 3 Payment Terminals 2 2 Visual Merchandising 5 4 Store Connectivity 2 3 Store Experience 2 2 Store Security / Surveillance 3 3 Warehouse Management 4 4 Logistics / Transportation 3 3 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 2 2 Workforce Management 2 2 Business Intelligence 3 3 Cloud Computing 2 2 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 3 3 Demand Forecasting 3 3 Merchandise Management 3 3 CRM / Loyalty Management 2 2 Social Commerce 3 3 mCommerce 3 3 eCommerce 3 3 Mobile Marketing 4 4 Payment Processing 2 2 Space Planning 4 4 ERP 4 4 Personalisation 3 3 Monetisation 3 3 Mobility 3 3 Augmented Reality 4 4 Price Management & Optimization 4 4 Promotions Management & Optimization 4 4 Social Marketing 4 4 How many stores does your company maintain?

3000 How many employees are part of your organization?

160,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE TOP-TOY is the largest retailer and wholesaler for children’s toys and related products in the Northern Europe. Since 1963 TOP-TOY has been operating as a family-owned business and is today run by the third generation of the Gjørup family. The company has always ensured quality and safety of its toys and other products for children and over the years has become an industry leader. TOP-TOY is represented in Denmark, Sweden, Norway, Finland, Iceland and Germany, with headquarters located in Tune, and a Buying office in Hong Kong.

NAME: Kenneth Messerschmidt EXECUTIVE TITLE: CTO COMPANY NAME: TOP-TOY

Kenneth has extensive knowledge around IT management, strategic projects and how to bring great value to companies by using flexible and scalable IT solutions. His great experience is harvested from all sectors – public, private and family-owned companies – and has primarily focused around leadership, company strategy, innovation, communication, marketing and of course IT. Kenneth currently has global responsibility for IT in TOP-TOY. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 50 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 3 Digital Signage 4 4 Payment Terminals 4 4 Visual Merchandising 4 3 Store Connectivity 4 4 Store Experience 2 2 Store Security / Surveillance 4 4 Warehouse Management 3 3 Logistics / Transportation 3 3 Multichannel Supply Chain 2 2 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 4 Workforce Management 3 3 Business Intelligence 2 2 Cloud Computing 3 3 Consumer / Web Analytics 3 3 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 2 2 Demand Forecasting 4 4 Merchandise Management 3 3 CRM / Loyalty Management 2 2 Social Commerce 3 3 mCommerce 3 3 eCommerce 2 2 Mobile Marketing 3 3 Payment Processing 4 4 Space Planning 4 4 ERP 1 1 Personalisation 3 3 Monetisation 4 4 Mobility 3 3 Augmented Reality 3 3 Price Management & Optimization 2 2 Promotions Management & Optimization 2 2 Social Marketing 3 3 How many stores does your company maintain?

300 How many employees are part of your organization?

4000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: ERP assessments - especially around SAP, Oracle, MS Dynamics AX and M3

PART 1: REGISTRATION PROFILE Travis Perkins have supplied building materials to the trade for over 200 years and we are now one of the largest suppliers to the UK’s building and construction industry with a national network of more than 600 branches. We provide more than 100,000 products to trade professionals including building materials, plumbing and heating, landscaping materials, timber and sheet materials, painting and decorating, dry lining and insulation, doors and joinery, and hand and power tools, many of which are always available from stock.

NAME: John O'Keeffe EXECUTIVE TITLE: Divisional Commercial Director COMPANY NAME: Travis Perkins

John's responsibilities encompass category management, marketing, multichannel, pricing as well as format and merchandising. He has 20 years of experience in general management and commercial development in B2B and consumer markets across multiple channels in the UK, Ireland and European markets.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 25 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 3 POS Software 3 3 Digital Signage 2 3 Payment Terminals 4 4 Visual Merchandising 2 2 Store Connectivity 2 2 Store Experience 1 2 Store Security / Surveillance 4 4 Warehouse Management 3 3 Logistics / Transportation 3 3 Multichannel Supply Chain 1 1 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 2 3 Near Field Communication (NFC) 3 3 Workforce Management 3 3 Business Intelligence 2 2 Cloud Computing 3 3 Consumer / Web Analytics 2 2 Data Analytics 2 2 Data Warehousing 4 4 Master Data Management 3 3 Demand Forecasting 3 3 Merchandise Management 2 3 CRM / Loyalty Management 3 3 Social Commerce 4 4 mCommerce 3 2 eCommerce 2 2 Mobile Marketing 2 2 Payment Processing 3 3 Space Planning 1 2 ERP 3 3 Personalisation 3 3 Monetisation 4 4 Mobility 3 3 Augmented Reality 4 4 Price Management & Optimization 2 2 Promotions Management & Optimization 2 2 Social Marketing 3 3 How many stores does your company maintain?

700 in division, 2000 in group How many employees are part of your organization?

7000 in division; 25,000 in group Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE

NAME: Florence Labati EXECUTIVE TITLE: CIO EMEA COMPANY NAME: VF International

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million X 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 40 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 3 3 Digital Signage 3 3 Payment Terminals 3 3 Visual Merchandising 3 3 Store Connectivity 2 2 Store Experience 2 2 Store Security / Surveillance 4 4 Warehouse Management 3 3 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 4 Workforce Management 4 4 Business Intelligence 3 3 Cloud Computing 2 2 Consumer / Web Analytics 2 2 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 2 2 Demand Forecasting 4 4 Merchandise Management 4 4 CRM / Loyalty Management 2 2 Social Commerce 3 3 mCommerce 3 3 eCommerce 2 2 Mobile Marketing 4 4 Payment Processing 4 4 Space Planning 4 4 ERP 2 2 Personalisation 3 3 Monetisation 3 3 Mobility 2 2 Augmented Reality 3 3 Price Management & Optimization 3 3 Promotions Management & Optimization 3 3 Social Marketing 3 3 How many stores does your company maintain?

How many employees are part of your organization?

Please indicate below any topics you would wish to see discussed in a workshop or panel discussion:

PART 1: REGISTRATION PROFILE Waitrose has 295 shops in the UK and Channel Islands and is consistently achieving sales growth significantly ahead of the market both in its branches and its online grocery service, Waitrose.com. Its strong performance has been driven by the success of the essential Waitrose range, Brand Price Match, an unmatchable top tier of products and free delivery for online shopping, as well as a long term commitment to sourcing the UK's finest local and regional foods. Waitrose combines the convenience of a supermarket with the expertise and service of a specialist shop – dedicated to offering quality food that has been responsibly sourced combined with high standards of customer service.

Waitrose is part of the John Lewis Partnership, the largest example of employee ownership in the UK.

NAME: Tony Rivenell EXECUTIVE TITLE: Head of Omnichannel Delivery COMPANY NAME: Waitrose

Tony joined Waitrose as head of omnichannel delivery in June 2013. Previously, he spent five years at Ocado in various roles, latterly as head of product and user experience, grocery. Before joining Ocado in 2008, Tony was creative director of digital agency Netcel Limited for a year and founded and managed a number of companies between 1994 and 2007, including eCommerce business Get Me a PC, design, marketing and communications agency WCGD, and a property renovation company, Rivenell Design and Build.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 1 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 49 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 3 3 Digital Signage 2 2 Payment Terminals 1 1 Visual Merchandising 4 4 Store Connectivity 1 1 Store Experience 1 1 Store Security / Surveillance 5 5 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 1 1 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 2 2 Workforce Management 5 5 Business Intelligence 2 2 Cloud Computing 4 4 Consumer / Web Analytics 1 1 Data Analytics 1 1 Data Warehousing 1 1 Master Data Management 1 1 Demand Forecasting 3 3 Merchandise Management 2 2 CRM / Loyalty Management 1 1 Social Commerce 1 1 mCommerce 1 1 eCommerce 1 1 Mobile Marketing 2 2 Payment Processing 1 1 Space Planning 3 3 ERP 4 4 Personalisation 1 1 Monetisation 1 1 Mobility 1 1 Augmented Reality 5 5 Price Management & Optimization 4 4 Promotions Management & Optimization 2 2 Social Marketing 1 1 How many stores does your company maintain?

310 How many employees are part of your organization?

60,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Omnichannel in general. Personalisation. Social commerce

PART 1: REGISTRATION PROFILE

NAME: Adam Kirk EXECUTIVE TITLE: Head of Multichannel COMPANY NAME: Wilko

Adam has been with Wilko for over 21 years working in a retail, space planning, property, trading and supply chain. In January of this year he was appointed head of multichannel where he oversees the customer experience of shopping at Wilko, including Wilko.com, digital fulfilment and customer journeys between Wilko.com and trading stores. One of Adam’s major challenges currently is the ‘final mile’ of fulfilment from Wilko distribution centre to customer home.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million X 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 20 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 4 4 POS Software 4 4 Digital Signage 5 3 Payment Terminals 3 3 Visual Merchandising 4 4 Store Connectivity 2 1 Store Experience 2 1 Store Security / Surveillance 5 4 Warehouse Management 2 1 Logistics / Transportation 3 2 Multichannel Supply Chain 2 1 eCommerce Fulfilment 2 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 2 Workforce Management 5 5 Business Intelligence 3 2 Cloud Computing 4 4 Consumer / Web Analytics 2 1 Data Analytics 2 1 Data Warehousing 5 5 Master Data Management 5 5 Demand Forecasting 3 3 Merchandise Management 3 3 CRM / Loyalty Management 3 1 Social Commerce 3 3 mCommerce 2 2 eCommerce 2 2 Mobile Marketing 3 3 Payment Processing 4 4 Space Planning 4 4 ERP 4 4 Personalisation 3 2 Monetisation 4 4 Mobility 4 4 Augmented Reality 4 4 Price Management & Optimization 4 4 Promotions Management & Optimization 4 4 Social Marketing 2 1 How many stores does your company maintain?

374 How many employees are part of your organization?

22,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: CRM Loyalty Fufilment from store Personalisation Data and analytics (customer and system)

PART 1: REGISTRATION PROFILE

NAME: Nick Walker EXECUTIVE TITLE: Supply Chain Director COMPANY NAME: Wilko

Nick joined Wilko in 2009 after 10 years working in strategy consultancy across numerous sectors. Whilst at Wilko he initially headed up a business transformation programme driving end to end net profitability before moving into retail operations where he headed up a zone of 100 stores. In 2012 Nick was appointed to the position of supply chain director where he takes responsibility for global inventory management; stock forecasting, ordering and store replenishment; two distribution centres and an outsourced transport contract. Within the role he also takes company wide responsibility for CSR. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014?

Less than 25 Million 25 - 50 Million 50 - 100 Million 50 - 100 Million More than 150 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 90 Investments to support business innovation 2 Investments to support business growth 3 100%

PART 3: INVESTMENT PRIORITIES Priority within 12 Priority beyond 12 How is your 2014 budget allocated across these business mths mths strategy categories?

(1 Highest - 5 (1 Highest - 5 Lowest) Lowest) POS Hardware 5 5 POS Software 3 3 Digital Signage 5 5 Payment Terminals 4 4 Visual Merchandising 4 4 Store Connectivity 3 3 Store Experience 3 3 Store Security / Surveillance 5 5 Warehouse Management 1 1 Logistics / Transportation 2 2 Multichannel Supply Chain 1 1 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 2 2 Near Field Communication (NFC) 5 5 Workforce Management 2 2 Business Intelligence 3 3 Cloud Computing 5 5 Consumer / Web Analytics 4 3 Data Analytics 4 3 Data Warehousing 5 5 Master Data Management 3 5 Demand Forecasting 3 5 Merchandise Management 5 5 CRM / Loyalty Management 4 3 Social Commerce 5 5 mCommerce 5 5 eCommerce 5 5 Mobile Marketing 5 5 Payment Processing 5 5 Space Planning 5 5 ERP 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 5 5 Augmented Reality 4 4 Price Management & Optimization 4 3 Promotions Management & Optimization 3 4 Social Marketing 4 4 How many stores does your company maintain?

374 How many employees are part of your organization?

22,000 Please indicate below any topics you would wish to see discussed in a workshop or panel discussion: Using bricks and mortar in a growing online environment