NGREU11 SIR by janagru

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

21st â&#x20AC;&#x201C; 23rd April 2015 Dolce CampoReal Lisboa, Portugal

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 NG Retail Team at GDS International

TABLE OF CONTENTS SECTION 1 INTRODUCTION -

HOW OUR SUMMITS WORK

WHY ARE WE INDUSTRY LEADERS?

QUALITY CONTROL

SECTION 2 SUMMIT INTELLIGENCE SUMMARY -

STATISTICAL ANALYSIS OF QUESTIONNAIRES

STRATEGY BREAKDOWN BY INVESTMENT AREA

SECTION 3 DELEGATE INTELLIGENCE REPORT -

CONFIRMED DELEGATES

COMPANY PROFILES

EXECUTIVE PROFILES

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 2015 BUDGET BREAKDOWN 30 25 20 15

Number of Delegates 10 5 0

Budget Size (in EUR)

BUDGET BREAKDOWN BY ALLOCATION STRATEGY

Investments to maintain/run existing systems and processes

24% 31%

Investments to meet regulatory/legal requirements Investments to support business growth

35%

10%

Investments to support business innovation

INVESTMENT 2015: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – LESS THAN 12 MONTHS 45 40 35 30

Number of Delegates 25 20 15 10 5 0

Investment Priorities 0-12 months

INVESTMENT 2015: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – BEYOND 12 MONTHS 45 40 35 30

Number of Delegates 25 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

adidas All Saints ALTEX Romania ALTEX Romania Amer Sports Amer Sports Argos Bizim Toptan Camper Carrefour Casino Group – FRANPRIX Daniel Swarovski Corporation AG Dansk Supermarked Delhaize Delhaize Desigual Dixons Carphone ECCO Footlocker Formabilio.com FRANMAX Gianni Versace Gianni Versace Gratis Ic ve Dis Ticaret A.S. GUESS GUESS HMV Digital Home Retail Group Intermarché Intermarché JD Sports Fashion PLC

Neelendra Singh Darren Goodbody Alina Balan Cristina Costachescu Pascal Clausse Myriam Serves Nigel Blunt Eren Onal Biel Pico David Schwarz Cecile Guillou Lea Sonderegger Kenneth Nielsen Rob Wells John Fordham Elena Cusi Gill Stewart Terkel Wolf David Miller Dario Cardile Romas Butkevicius Luigi Cantone Valentina Stephanie Schnetzer Pinar Gorgen Maurizio Del Duca Lorenzo Zacchia James Coughlan Jo Hickson Laila Rahmouni Pierre Maertens Dave Derby

VP Retail & Franchise Head of Distribution/Logistics Online Director VP Marketing VP Global Retail Director Finance & Operations, Business-to-Consumer Digital & Marketing Head of Operations Development Trade Marketing Group Manager IT eCommerce/Multi-channel Manager eCommerce Non-food Director Deputy CEO Director www.swarovski.com SVP eCommerce & Digital eCommerce Director, Digital Director, Retail Operations Development Global Director of Digital Commerce Director – Multi Channel Operations CPW Global Head of Retail Director eCommerce CEO CIO CEO EMEA, Business Development Director eCommerce Manager Business Development & IT Director CIO EMEA Director of Strategic Planning Managing Director Group Head of Innovation Innovation Concept Drive eCommerce Director Group Head of Innovation

Karstadt Lacoste UK Lagardère Services LEGO Leroy Merlin Spain Magnum Merkur Metro AG Migros Turkey Nestlé Nespresso Nike Nike O’KEY Group of Companies Otto Group OVS SpA Pandora Parfois Pepe Jeans Group Phone House | Typhone Ralph Lauren Selfridges SOK / S Group Sonae SPAR Retail Moscow Staples Staples Europe The KaDeWe Group Tom Tailor Group Tom Tailor Group Vector Watch Walt Disney Wayfield, Internacional, SA WHSmith / FunkyPigeon.com Yildiz Holding

Terry Freiherr von Bibra Joaquim Fidalgo Gregoire Servajean-Hilst Jakob Damkilde Luis Herrero Kadri Ulla Boris Zupancic Ales Drabek Riza Gurler Phil Greenwood Felipe Zardo Tony Mcvitie Marc Leblond Moritz Corbelin Monica Gagliardi Jonathan Paul Del Fino Susana Coerver David de los Rios Grard Wijnen Fredrik Malm Kevin O'Brien Ilkka Brander David Ferreira Alves Marcin Tomasz Ploszaj Olga Maria Carreira Frazão Michael Williamson Andreas Penkov Ursula Claus Frank Thun Andreas Adamides Edwin van der Meerendonk Miguel Pereira Steve Wood Kürşat Alp Yiğit

Chief Retail Officer Omni-Channel CEO VP Organisation & IT VP CIT Marketing CIO & Supply Chain Director Retail Director CIO Director Global eMarketing & eCommerce METRO C&C eCommerce Group Manager Head of Information Systems Director of Europe Digital Operations Seamless Strategy VP Supply Chain Head of eCommerce Strategy eCommerce, CRM, Web & Digital Marketing Director VP Merchandise Marketing & Communication Director Group IT Director Head of Enterprise Architecture SVP Wholesale EMEA Director of IT Managing Director, eCommerce & Digital Services CIO Business Process and Operations Support Director Head of Retail Marketing Europe VP Marketing (Europe) Head of Strategy & Projects Deputy Head of IT and Senior Manager Sales & Support Systems COO Chief Commercial Officer VP European Supply Chain Retail Commercial Director Head of Operations Head of Global IT Projects (PMO)

PART 1: REGISTRATION PROFILE With more than 53.000 employees, we sourced over 650 million products in 2014, generating sales of €14.5 billion. We are present in over 160 countries and employ people from almost 80 nations at our Group headquarters. We embrace both versatility and simplicity; we love a challenge and want to win. We look at the big picture. But we also have a passion for speed and are dedicated to precision with a love of detail. This is what we stand for and this is why consumers love us. And this is what our brands stand for: it doesn’t matter how, where and why consumers show their affinity for sport whether they’re professionals or amateurs, gym bunnies or outdoor enthusiasts, runners, golfers, swimmers of yachtsmen. It doesn’t matter whether they’re fashionistas, sneakerheads or urban trendsetters – we have just the right product, the right service and the right experience. We have the versatility. Our brands serve the whole spectrum. We listen to what consumers want. Our experience, expertise and credibility make a difference. Today, tomorrow and for a long time to come.

NAME: Neelendra Singh EXECUTIVE TITLE: VP Retail & Franchise COMPANY NAME: adidas

Neelendra has over 15 years of experience in retail & franchise space. In his early years in retail he spent time on the floor and in the field in department store, home improvement retail and telecom in India. He joined the adidas Group in 2005 in the wholesale business and moved on to become the retail director in 2008. He moved to South Korea to run the Own retail business in 2010 and then moved to the adidas HQ in 2014 to lead the retail & franchise business globally. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 50 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 10 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 4 M2M / Automated Retail 4 4 Consumer Insights 3 3 CRM / Loyalty Management 4 4 Payment Processing 4 4 Unified Transaction Platforms 3 3 Business Intelligence 4 4 Data Analytics 2 3 Data Warehousing 5 5 Master Data Management 5 5 ERP 5 5 Price Management & Optimisation 2 3 Promotions Management & Optimisation 2 2 POS Hardware 4 5 POS Software / Value Added Services 5 5 Payment Terminals 5 5 Digital Signage 5 5 Visual Merchandising 3 3 Store Experience 2 2 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 5 5 eCommerce 1 1 mCommerce 1 1 Social Commerce 5 5 Web Analytics 5 5 Mobile Marketing 5 5 Social Marketing 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 5 5 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 5 5 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 1 1 Near Field Communication (NFC) 2 3 Merchandise / Inventory Management 2 2 Demand Forecasting 2 2 Store Security / Surveillance 4 4 Workforce Management 3 3 Space Planning 3 3 How many stores does your company maintain? 2700 How many employees are part of your organisation? 25,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE The origins of the brand go back to 1994 and to All Saints Road in Notting Hill, London, well-known for its artistic and musical connections, and in 1997 on AllSaints Day, 1st November the first store opened in Foubert's Place, London. Many other UK stores followed. In recent years we have grown our international presence so that our retail portfolio includes key international cities such as New York, LA, San Francisco, Paris and Berlin â&#x20AC;&#x201C; in total we now have more than 100 stores and concessions retailing menswear and womenswear worldwide. In addition to our retail operations our global head office is in London and we have regional offices in New York, Hong Kong, Shanghai, Delhi, Istanbul and Porto. With operations established in 12 countries we now have more than 2,500 employees who are part of our brand.

NAME: Darren Goodbody EXECUTIVE TITLE: Head of Distribution/Logistics COMPANY NAME: All Saints

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 5 M2M / Automated Retail 5 Consumer Insights 5 CRM / Loyalty Management 5 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 5 Data Analytics 5 Data Warehousing 3 Master Data Management 5 ERP 5 Price Management & Optimisation 5 Promotions Management & Optimisation 5 POS Hardware 5 POS Software / Value Added Services 5 Payment Terminals 5 Digital Signage 5 Visual Merchandising 5 Store Experience 5 Electronic Shelf Labeling / Multichannel Pricing 4 Offline Analytics 5 eCommerce 3 mCommerce 5 Social Commerce 5 Web Analytics 5 Mobile Marketing 5 Social Marketing 5 Personalisation 5 Monetisation 5 Mobility 5 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 5 Merchandise / Inventory Management 5 Demand Forecasting 5 Store Security / Surveillance 4 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 5 5 5 5 5 5 5 5 3 5 5 5 5 5 5 5 5 5 5 4 5 3 5 5 5 5 5 5 5 5 3 3 3 3 5 5 5 5 4 5 5

. How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE ALTEX Romania is the leader of the local electronics market, with constant and sustainable growth in the last 23 years since creation, over 2000 employees across the country and over 90 stores and two online platforms: www.altex.ro and www.mediagalaxy.ro. We are renowned for the lowest price in Romania and complete services. We have received a wide range of recommendations from key independent organisations in Europe and Romania: • Most trusted brand from Readers Digest • Most trusted electronic brand from Loopa Marketing Agency • Best buy from Swiss organization ICERTIAS

NAME: Alina Balan EXECUTIVE TITLE: eCommerce Director COMPANY NAME: ALTEX Romania

Alina is a business executive with 10+ years of successful business development experience in Romania in eCommerce industry (both B2C and B2B). Ambitious and sales focused, she has a very broad level of competencies which enables her to know the right course of action in almost any situation. Alina's knowledge and experience have helped her identify new opportunities for business and her ability to apply this to new projects is key to her success. Specialties: business strategy, leadership, general management, eCommerce, online marketing. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 25 Investments to support business innovation 25 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 4 M2M / Automated Retail 4 Consumer Insights 2 CRM / Loyalty Management 2 Payment Processing 4 Unified Transaction Platforms 4 Business Intelligence 3 Data Analytics 3 Data Warehousing 4 Master Data Management 4 ERP 3 Price Management & Optimisation 2 Promotions Management & Optimisation 2 POS Hardware 4 POS Software / Value Added Services 4 Payment Terminals 4 Digital Signage 4 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 3 eCommerce 1 mCommerce 1 Social Commerce 1 Web Analytics 2 Mobile Marketing 2 Social Marketing 2 Personalisation 3 Monetisation 4 Mobility 4 Warehouse Management 4 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 5 Merchandise / Inventory Management 5 Demand Forecasting 4 Store Security / Surveillance 5 Workforce Management 4 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 4 4 3 3 4 4 3 3 4 4 4 3 3 4 4 4 4 3 3 3 3 2 2 2 3 3 3 3 4 4 4 4 3 3 5 5 5 4 5 4 5

> 90 How many employees are part of your organisation? >1000 Topics you would wish to see discussed in a workshop or panel discussion: Omni-channel implementation - study cases

NAME: Cristina Costachescu EXECUTIVE TITLE: VP Marketing COMPANY NAME: ALTEX Romania

Cristina is a highly regarded professional with strong technical knowledge and consistent record of more than 15 years of sales & marketing experience. Understanding business goals and reaching sales targets efficiently and effectively in consumer (B2C) and business-to-business (B2B) telecom and retail market. Senior marketing director with strategic and stakeholder management skills developed in complex, highly demanding and fast changing environments. Built effective teams through cross-functional alliance and a solid reputation for effective networking and strategic alliance with sales distributors, research, advertising, branding, media and PR agencies. Highly adaptable professional who effectively brings together the right resources in order to meet company’s business goals, reaching winning results, reducing expenses and providing maximum return on investments. Proficient sales abilities combined with marketing savvy and strategic business acumen. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 4 M2M / Automated Retail 5 Consumer Insights 2 CRM / Loyalty Management 2 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 2 Data Analytics 3 Data Warehousing 3 Master Data Management 4 ERP 5 Price Management & Optimisation 5 Promotions Management & Optimisation 1 POS Hardware 5 POS Software / Value Added Services 5 Payment Terminals 5 Digital Signage 5 Visual Merchandising 2 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 2 eCommerce 2 mCommerce 2 Social Commerce 2 Web Analytics 4 Mobile Marketing 2 Social Marketing 2 Personalisation 2 Monetisation 4 Mobility 3 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 5 eCommerce Fulfilment 5 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 5 Merchandise / Inventory Management 5 Demand Forecasting 3 Store Security / Surveillance 5 Workforce Management 5 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 4 5 2 2 5 5 2 3 3 4 5 5 1 5 5 5 5 2 1 2 2 2 2 2 4 2 2 2 4 3 5 5 5 5 5 5 5 3 5 5 4

93 How many employees are part of your organisation? >1000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Amer Sports develops, manufactures and markets high performance apparel, footwear and equipment products under a broad portfolio of brands such as Salomon, Atomic, Arc'teryx, Bonfire, Nikita, Wilson, Suunto, Mavic, Precor and others.

NAME: Myriam Serves EXECUTIVE TITLE:

Director Finance & Operations, Business-to-Consumer Digital & Marketing

COMPANY NAME: Amer Sports

Myriam has 25 years of experience in the sports industry in various management roles and international scope. Combining an engineer background with finance and business expertise, she currently drives finance and operations for business direct-to-consumer at Amer Sports across a portfolio of internationally recognised brands including Salomon, Wilson, Atomic, Arcâ&#x20AC;&#x2122;teryx, Mavic and Suunto. She has been a key member of the leading team who launched B2C at Amer Sports 10 years ago. She set up finance and support function capabilities to support retail and e-commerce launch and expansion, as well as digital services. She currently support a network of 250 branded retail stores and 60 web-stores worldwide. Her main challenge is to drive change management and to set-up the operating model for B2C omni-channel in a company primarily focused on B2B, in order to accelerate B2C and digital development. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 1 Payment Processing 4 Unified Transaction Platforms 3 Business Intelligence 3 Data Analytics 2 Data Warehousing 4 Master Data Management 4 ERP 4 Price Management & Optimisation 3 Promotions Management & Optimisation 1 POS Hardware 5 POS Software / Value Added Services 3 Payment Terminals 5 Digital Signage 4 Visual Merchandising 3 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 4 eCommerce 1 mCommerce 1 Social Commerce 3 Web Analytics 2 Mobile Marketing 3 Social Marketing 3 Personalisation 2 Monetisation 2 Mobility 4 Warehouse Management 4 Logistics / Transportation 4 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 3 Merchandise / Inventory Management 1 Demand Forecasting 2 Store Security / Surveillance 5 Workforce Management 4 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 2 3 3 1 4 3 3 2 4 4 4 3 1 5 3 5 4 3 1 3 4 1 1 3 2 3 3 2 1 4 4 4 2 2 4 3 1 2 5 4 3

200 How many employees are part of your organisation? 7600 Topics you would wish to see discussed in a workshop or panel discussion: .

NAME: Pascal Clausse EXECUTIVE TITLE: VP Global Retail COMPANY NAME: Amer Sports

Pascal has 25 years of experience in the sports industry in various international management roles. As global head of the Salomon brand, he launched the first Salomon store in 2005. He currently manages a network of 250 branded stores and 60 web-stores for Amer Sports Group, and has developed an international omni-channel leadership to increase business to consumer share for the Group (portfolio of 10 leading sport brands with Salomon, Wilson, Arcâ&#x20AC;&#x2122;teryx, Mavic, Atomic, Suuntoâ&#x20AC;Ś). He is in charge of the full business to consumer P&L, and his main challenge is to develop & implement the new omni-channel model for the Group & drive international change management at a fast pace. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million X Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 1 1 M2M / Automated Retail 2 2 Consumer Insights 2 2 CRM / Loyalty Management 2 2 Payment Processing 3 3 Unified Transaction Platforms 2 2 Business Intelligence 3 3 Data Analytics 2 2 Data Warehousing 4 4 Master Data Management 3 3 ERP 3 3 Price Management & Optimisation 2 2 Promotions Management & Optimisation 2 2 POS Hardware 3 3 POS Software / Value Added Services 3 3 Payment Terminals 3 3 Digital Signage 2 2 Visual Merchandising 1 1 Store Experience 1 1 Electronic Shelf Labeling / Multichannel Pricing 2 2 Offline Analytics 3 3 eCommerce 1 1 mCommerce 1 1 Social Commerce 2 2 Web Analytics 2 2 Mobile Marketing 2 2 Social Marketing 2 2 Personalisation 1 1 Monetisation 2 2 Mobility 1 1 Warehouse Management 3 3 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 3 Merchandise / Inventory Management 2 2 Demand Forecasting 2 2 Store Security / Surveillance 4 4 Workforce Management 2 2 Space Planning 2 2 How many stores does your company maintain? 250 branded stores How many employees are part of your organisation? 650 Topics you would wish to see discussed in a workshop or panel discussion: change management & speed of change to implement a seamless shopping experience

PART 1: REGISTRATION PROFILE Argos is part of the Home Retail Group – the UK’s leading home and general merchandise retailer, bringing together some of the UK’s most recognisable retail brands. As the UK’s leading multi-channel retailer, Argos has around 50,000 product lines available and is first in many product categories. It provides an outstanding offer of convenience, choice and value to meet customer needs, selling products through its 756 stores, website and mobile apps. Customers can make purchases from stores across the UK and Ireland, online or over the phone, with goods available for collection in store or home delivery. The Argos website is the UK’s second most visited retail website with approximately 123 million customer transactions a year, where customers can use the highly-successful ‘check & reserve’ service to reserve online and collect same day from a store of their choice.

NAME: Nigel Blunt EXECUTIVE TITLE: Head of Operations Development COMPANY NAME: Argos

With a diverse background, Nigel has successfully led teams delivering significant customer and business benefits across the areas of retail publishing, marketing communications, operations and business development. Having gained a wealth of experience throughout his working career, including seven years at Tesco Plc culminating in his position as head of international business development for Internet retailing, Nigel joined Home Retail Group in October 2013. In his position as multichannel store transformation manager, Nigel led the most ambitious store change programme undertaken by Argos across its 750 plus stores throughout the UK & Republic of Ireland, before being promoted to his current position as head of operations development where his broader responsibilities include strategic development, operational excellence, retail IT & operations development. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million X Other

How is your 2015 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 30 Investments to support business innovation 50 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 1 1 M2M / Automated Retail 2 2 Consumer Insights 3 3 CRM / Loyalty Management 3 3 Payment Processing 1 1 Unified Transaction Platforms 2 2 Business Intelligence 2 2 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 4 4 ERP 4 4 Price Management & Optimisation 3 3 Promotions Management & Optimisation 3 3 POS Hardware 1 1 POS Software / Value Added Services 2 2 Payment Terminals 3 3 Digital Signage 2 2 Visual Merchandising 3 3 Store Experience 1 1 Electronic Shelf Labeling / Multichannel Pricing 3 3 Offline Analytics 3 3 eCommerce 3 3 mCommerce 3 3 Social Commerce 3 3 Web Analytics 3 3 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 2 2 Monetisation 2 2 Mobility 2 2 Warehouse Management 2 2 Logistics / Transportation 2 2 Multichannel Supply Chain 1 1 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 2 2 Merchandise / Inventory Management 2 2 Demand Forecasting 2 2 Store Security / Surveillance 3 3 Workforce Management 2 2 Space Planning 3 3 How many stores does your company maintain? >750 How many employees are part of your organisation? >25,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Bizim Toptan Satış Mağazaları A.Ş. is a wholesale fast moving consumer goods chain store that opened its first store in 2002 and reached 128 stores in 61 cities of Turkey as of September 30, 2012. Bizim Toptan Satış Mağazaları A.Ş. sells around 7.000 different products including leading and well-known brands such as Ülker, Coca Cola, Eti, Pınar, P&G, Pepsi Cola, Unilever, Nestle, Marsan, Çaykur, and Filiz. Bizim Toptan Satış Mağazaları A.Ş. is also Turkey’s biggest seller of Tekel, Philip Morris, JTI, BAT, and IMPERIAL TOBACCO products. As for own-branded products, Turkey’s well-known companies manufacture products for Bizim Toptan Satış Mağazaları A.Ş.; namely, BESLER branded margarines, oils, biscuits and chocolates; SEALADY branded cleaning products; DOLPHİN branded paper products.

NAME: Eren Onal EXECUTIVE TITLE: Trade Marketing Group Manager COMPANY NAME: Bizim Toptan

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 50 Investments to support business innovation 10 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 2 Payment Processing 4 Unified Transaction Platforms 5 Business Intelligence 3 Data Analytics 3 Data Warehousing 5 Master Data Management 4 ERP 5 Price Management & Optimisation 3 Promotions Management & Optimisation 2 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 5 Digital Signage 5 Visual Merchandising 5 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 3 eCommerce 3 mCommerce 4 Social Commerce 3 Web Analytics 4 Mobile Marketing 3 Social Marketing 3 Personalisation 2 Monetisation 5 Mobility 3 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 5 eCommerce Fulfilment 4 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 4 Merchandise / Inventory Management 3 Demand Forecasting 4 Store Security / Surveillance 5 Workforce Management 5 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 3 3 3 2 4 4 3 3 5 3 5 3 2 3 3 4 4 5 2 2 3 3 3 3 3 3 3 2 4 3 5 5 5 4 4 3 3 4 5 5 3

153 How many employees are part of your organisation? 1500 Topics you would wish to see discussed in a workshop or panel discussion: Loyalty Programme management, Coalition loyalty program, personalization, campaign management, in store customer experience

PART 1: REGISTRATION PROFILE Camper was born in Majorca more than 30 years ago. Its concept was to reflect a new lifestyle, a new way of thinking based on freedom but also encompassing creativity and comfort. Today, it is one of the world's leading companies in the footwear design industry, with more than 300 Camper stores and 4,000 authorised points of sale in 50+ different countries. Faithful to heritage and roots, Camper headquarters are based in Majorca, Spain. Camper Team is nowadays composed by more than 1,000 people committed to the company values that made the dream come true.

NAME: Biel Pico Martorell EXECUTIVE TITLE: IT eCommerce/Multi-channel Manager COMPANY NAME: Camper

Biel has more than 10 years of experience in technological projects, eCommerce and multichannel applications. As part of the multidisciplinary business roles that he has been developing, he has acquired wide knowledge about online tourism engines, national and international health service systems and, especially during last four years, a deep now-how about fashion retail practices online and offline in Camper. As IT eCommerce and multichannel manager of Camper, he is in charge of all the technological projects and solutions related with the eCommerce, mCommerce and omnichannel initiatives of the Camper group, with more than 150 own managed stores and operating in more than 40 countries. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 25 Investments to support business innovation 30 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 2 Payment Processing 2 Unified Transaction Platforms 4 Business Intelligence 2 Data Analytics 3 Data Warehousing 3 Master Data Management 4 ERP 4 Price Management & Optimisation 5 Promotions Management & Optimisation 4 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 2 Digital Signage 5 Visual Merchandising 5 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 4 eCommerce 2 mCommerce 1 Social Commerce 5 Web Analytics 3 Mobile Marketing 3 Social Marketing 5 Personalisation 3 Monetisation 4 Mobility 2 Warehouse Management 5 Logistics / Transportation 4 Multichannel Supply Chain 3 eCommerce Fulfilment 5 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 5 Demand Forecasting 5 Store Security / Surveillance 5 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 1 3 3 1 2 4 1 3 3 4 4 5 4 3 3 2 5 5 2 5 4 2 1 5 3 3 5 2 4 1 5 4 3 5 3 3 5 5 5 5 5

150 How many employees are part of your organisation? 1200 approx. Topics you would wish to see discussed in a workshop or panel discussion: Online and offline integration. Omnichannel. Customer journey in a multichannel brand. Multichannel payment methods.

PART 1: REGISTRATION PROFILE In 50 years, the Carrefour Group has become a world leader in the retail sector. The second largest retailer in the world and the largest in Europe, the Group now features four major grocery retail formats: hypermarkets, supermarkets, cash & carry and convenience stores. The Carrefour Group currently has over 9,900 company-owned and franchise stores. A pioneer in countries such as Brazil in 1975 and China in 1995, the Group now operates on three major markets: Europe, Latin America and Asia. With a presence in more than 30 countries, it generates more than 55% of its sales outside France. Everywhere it operates, the Carrefour Group demonstrates its commitment to local economic growth. Because retail involves people, it always gives priority to recruiting people who live locally, and to training its managers and staff on site. Very often, the Carrefour Group is the premier private employer in the countries in which it operates. This is obviously the case in France â&#x20AC;&#x201C; where the group was founded â&#x20AC;&#x201C; but it also holds true in countries such as Brazil, Argentina and Italy. At the same time, the Group gives priority to local supply chains. So 75% of all its food products come from local suppliers in the countries in which it operates.

NAME: David Schwarz EXECUTIVE TITLE: eCommerce Non-food Director COMPANY NAME: Carrefour

David has been senior director of eCommerce at #1 French retailer Carrefour since the end of 2012, with a role encompassing cross-channel, innovation and web development. He is also a FEVAD member (non-executive director) and expert for the European Commission. Prior to this, David spent three years at 3Suisses, subsidiary of Otto Group, as senior vice president (merchandising, eCommerce). He also held various executive positions in department stores, merchandising, sourcing, outlets at Printemps, then Redcats USA, from 2002 to 2009. He spent almost four years in the US, with teams and businesses in New York, Boston and Indianapolis. David also lived in Singapore, Germany, Algeria and has always been traveling intensively around the world. He now has more than 10 years of experience in retail and digital, in international and multicutural environments. fr.linkedin.com/in/davidschwarz twitter@david_schwarz PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million X Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 15 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 3 Consumer Insights 1 CRM / Loyalty Management 2 Payment Processing 2 Unified Transaction Platforms 3 Business Intelligence 2 Data Analytics 1 Data Warehousing 3 Master Data Management 2 ERP 3 Price Management & Optimisation 3 Promotions Management & Optimisation 2 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 3 Visual Merchandising 3 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 3 eCommerce 2 mCommerce 2 Social Commerce 3 Web Analytics 3 Mobile Marketing 3 Social Marketing 3 Personalisation 3 Monetisation 2 Mobility 2 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 3 Workforce Management 3 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 1 2 1 2 2 2 2 1 3 3 3 2 2 3 2 2 2 3 2 2 3 1 2 3 3 2 2 2 1 1 3 3 2 3 3 3 2 3 3 3 3

. How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Founded in 1958, the French Franprix banner has created an effective network of convenience stores over the years offering a range of products and services targeted to a city-centre clientele. Franprix has solidified its leadership position with sustained development in Paris and the greater Paris area, its historic base. Since 2004, the banner has moved into France’s other large cities, including Lyon, Marseille and Lille. Essentially located in the Paris region and, more recently, in the centre of large French cities along the Rhône River corridor and the Mediterranean coast, Franprix is a core urban retailer with a full range of food products to meet consumers’ everyday needs.Its loyalty programme has already attracted +1 million active members and continues to innovate. Franprix sells good, simple, affordable products for city dwellers who are returning to buying habits that put a greater emphasis on taste.

NAME: Cecile Guillou EXECUTIVE TITLE: Deputy CEO COMPANY NAME: Casino Group - FRANPRIX

Cecile is responsible for numerous portfolios including store concept and transformation projects. She also supervises Franprix day to day activity – marketing, HR, finance and integrated network operations (approx. 350 stores). After starting her career within McKinsey consulting firm, she joined the Casino Group in 2009, where she has had different roles covering different store banners, from convenience to hypermarkets. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million X Other

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 8 Investments to maintain/run existing systems and processes 18 Investments to support business innovation 14 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 4 Payment Processing 2 Unified Transaction Platforms 3 Business Intelligence 3 Data Analytics 3 Data Warehousing 4 Master Data Management 4 ERP 4 Price Management & Optimisation 2 Promotions Management & Optimisation 3 POS Hardware 2 POS Software / Value Added Services 1 Payment Terminals 2 Digital Signage 2 Visual Merchandising 2 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 4 eCommerce 1 mCommerce 3 Social Commerce 4 Web Analytics 4 Mobile Marketing 2 Social Marketing 3 Personalisation 2 Monetisation 4 Mobility 2 Warehouse Management 3 Logistics / Transportation 2 Multichannel Supply Chain 2 eCommerce Fulfilment 1 Radio Frequency I.D. (RFID) 2 Near Field Communication (NFC) 2 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 2 Workforce Management 2 Space Planning 2 How many stores does your company maintain?

Priority beyond 12 mths 2 2 3 4 2 3 3 3 4 4 4 2 3 2 2 2 2 2 1 2 4 2 3 4 4 3 3 3 4 2 3 2 2 2 3 3 3 3 2 2 2

900 How many employees are part of your organisation? Close to 3000 in integrated networks Topics you would wish to see discussed in a workshop or panel discussion: Pure e-commerce players approach to food retail UK food retailers strategies Convenience market evolutions

PART 1: REGISTRATION PROFILE Since more than 115 years, Swarovski is the leading manufacturer and retailer for crystal fashion jewellery, gifts and collectables. The premium products are being designed, manufactured and distributed worldwide in a network of more than 2000 Monobrand boutiques (own and Partner operated) and more than 7000 Multibrand POPs. Next to the jewellery our product ranges include watches, small accessories and functional and decorative home accessories. Our growth strategy is to build on our strength of unique and high quality products, a desirable and strong brand as well as on our strong global retail network. This will further expand in the future.

NAME: Lea Sonderegger EXECUTIVE TITLE: Director www.swarovski.com COMPANY NAME: Daniel Swarovski Corporation AG

Starting as strategic project manager eBusiness in 2010 Lea realised the global website and digital business for Swarovski’s personalised jewellery brand Chamilia. Appointed director new business development digital business, she launched the global website and digital business of SWAROVSKI OPTIK and Swarovski’s fashion brand for young women lola and grace. Furthermore, she was responsible for running and further developing Chamilia’s global digital business for two years. Since 2014 Lea has been responsible for Swarovski’s global digital consumer goods business, leading a team of 30 highly motivated people. She closely works together with all markets around the globe to provide a seamless integrated experience and to bring sparkle to the eyes of Swarovski’s consumers. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 40 Investments to support business innovation 40 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within 12 Priority beyond strategy categories? (1=Highest | 5=Lowest) mths 12 mths Connected Retail 1 1 M2M / Automated Retail 3 3 Consumer Insights 1 1 CRM / Loyalty Management 1 1 Payment Processing 2 2 Unified Transaction Platforms 3 3 Business Intelligence 1 1 Data Analytics 1 1 Data Warehousing 3 3 Master Data Management 3 3 ERP 3 3 Price Management & Optimisation 3 3 Promotions Management & Optimisation 1 1 POS Hardware 3 3 POS Software / Value Added Services 3 3 Payment Terminals 3 3 Digital Signage 3 3 Visual Merchandising 4 4 Store Experience 3 3 Electronic Shelf Labeling / Multichannel Pricing 1 1 Offline Analytics 3 3 eCommerce 1 1 mCommerce 1 1 Social Commerce 1 1 Web Analytics 1 1 Mobile Marketing 1 1 Social Marketing 2 2 Personalisation 1 1 Monetisation 4 4 Mobility 3 3 Warehouse Management 2 2 Logistics / Transportation 3 3 Multichannel Supply Chain 4 4 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 3 Merchandise / Inventory Management 4 4 Demand Forecasting 1 1 Store Security / Surveillance 4 4 Workforce Management 4 4 How many stores does your company maintain? 2500 How many employees are part of your organisation? 25,000 Topics you would wish to see discussed in a workshop or panel discussion: How does the future of ominchannel look like? What are organizational best practices to achieve omnichannel integration? What is the ideal system landscape for omnichannel integration? What are ecommerce / m-commerce trends? What will be the main future challenges for retail industry?

PART 1: REGISTRATION PROFILE Dansk Supermarked is Denmark’s largest retail company. We operate almost 1,400 stores in five countries. Every day, we supply 1.4 million customers with food and non-food products through the føtex, Bilka, Netto, and Salling chains, as well as the webshop Bilka.dk. Besides Denmark, Netto can be found in Sweden, Poland, Germany and the UK. Overall, Dansk Supermarked consists of approximately 46,000 employees with the vast majority working in our stores. Dansk Supermarked is owned by the F. Salling Group (81%) and A.P. Møller-Mærsk (19%).

NAME: Kenneth Nielsen EXECUTIVE TITLE: SVP eCommerce & Digital eCommerce COMPANY NAME: Dansk Supermarked

Kenneth is responsible for eCommerce and group digital initiatives at Denmark’s largest retailer, Dansk Supermarked, which is based in Aarhus, Denmark. Before joining Dansk Supermarked in 2014, he worked in Luxembourg as a director at Amazon in charge of building and driving the Kindle offline business in the UK. From 1996 to 2013 he worked for Apple International. He started out as country manager for Denmark, then he became regional manager for Central and Eastern Europe based in Budapest. His focus has been on channel development, multichannel synergy and implementation, launch of online stores, mono brand store networks and retail expansion. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 35 Investments to support business innovation 30 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 4 4 M2M / Automated Retail 3 3 Consumer Insights 3 3 CRM / Loyalty Management 2 2 Payment Processing 4 4 Unified Transaction Platforms 4 4 Business Intelligence 4 4 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 5 5 ERP 5 5 Price Management & Optimisation 5 5 Promotions Management & Optimisation 4 4 POS Hardware 5 5 POS Software / Value Added Services 5 5 Payment Terminals 5 5 Digital Signage 4 4 Visual Merchandising 4 4 Store Experience 4 4 Electronic Shelf Labeling / Multichannel Pricing 3 3 Offline Analytics 4 4 eCommerce 1 1 mCommerce 1 1 Social Commerce 2 2 Web Analytics 4 4 Mobile Marketing 2 2 Social Marketing 2 2 Personalisation 1 1 Monetisation 4 4 Mobility 4 4 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 4 4 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 4 Merchandise / Inventory Management 4 4 Demand Forecasting 4 4 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? 1200 How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Delhaize Group is a Belgian international food retailer with activities in seven countries: the United States, Belgium, Luxembourg, Greece, Serbia, Romania and Indonesia. The Group, with its more than 100,000 associates, seeks to deliver a great local shopping experience to all of its customers in each of its 3534 stores. Delhaize Group has leading positions in food retailing in key markets. Its operating companies have acquired these positions through distinct local go-to-market strategies. The Group is committed to offering its customers a locally differentiated shopping experience, to delivering superior value and to maintaining high social, environmental and ethical standards. Delhaize Groupâ&#x20AC;&#x2122;s strength is supported by the close cooperation of its operating companies at both the regional and global levels.

NAME: John Fordham EXECUTIVE TITLE: Director, Retail Operations Development COMPANY NAME: Delhaize

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 15 Investments to support business innovation 25 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 3 M2M / Automated Retail 3 3 Consumer Insights 3 3 CRM / Loyalty Management 3 3 Payment Processing 3 3 Unified Transaction Platforms 4 4 Business Intelligence 3 3 Data Analytics 3 3 Data Warehousing 3 3 Master Data Management 3 3 ERP 4 4 Price Management & Optimisation 3 3 Promotions Management & Optimisation 3 3 POS Hardware 5 5 POS Software / Value Added Services 4 4 Payment Terminals 3 3 Digital Signage 4 4 Visual Merchandising 4 4 Store Experience 3 3 Electronic Shelf Labeling / Multichannel Pricing 4 4 Offline Analytics 3 3 eCommerce 1 1 mCommerce 1 1 Social Commerce 4 4 Web Analytics 3 3 Mobile Marketing 4 4 Social Marketing 5 5 Personalisation 3 3 Monetisation 3 3 Mobility 3 3 Warehouse Management 1 1 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 Merchandise / Inventory Management 1 1 Demand Forecasting 3 3 Store Security / Surveillance 5 5 Workforce Management 3 3 Space Planning 3 3 How many stores does your company maintain? 3534 How many employees are part of your organisation? 161,000 Topics you would wish to see discussed in a workshop or panel discussion: .

NAME: Rob Wells EXECUTIVE TITLE: Director, Digital COMPANY NAME: Delhaize

Based out of Brussels & London, Rob is responsible for the alignment and execution of digital strategy and services across Delhaize's global portfolio of supermarket brands. Originally from the telco world Rob has worked for global brands such as Hutchinson and Virgin Group, in addition to having spent several years working for in a major consultancy practice. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 3 M2M / Automated Retail 4 4 Consumer Insights 3 3 CRM / Loyalty Management 3 3 Payment Processing 2 2 Unified Transaction Platforms 3 3 Business Intelligence 3 3 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 3 3 ERP 4 4 Price Management & Optimisation 4 4 Promotions Management & Optimisation 3 3 POS Hardware 4 4 POS Software / Value Added Services 3 3 Payment Terminals 5 5 Digital Signage 4 4 Visual Merchandising 4 4 Store Experience 3 3 Electronic Shelf Labeling / Multichannel Pricing 4 4 Offline Analytics 4 4 eCommerce 2 2 mCommerce 2 2 Social Commerce 3 3 Web Analytics 4 4 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 3 3 Monetisation 4 4 Mobility 2 2 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 Merchandise / Inventory Management 4 4 Demand Forecasting 4 4 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? 5000+ How many employees are part of your organisation? 160,000 Topics you would wish to see discussed in a workshop or panel discussion: Responsive design ecommerce portals beacons (value of) E-coupon usage

PART 1: REGISTRATION PROFILE We dress people, not bodies. At a tender age of 20, the Swiss Thomas Meyer imagined a future in which people could dress differently, with affordable clothing that would generate positive emotions. And so Desigual was born in 1984. Ever since then, the project breathes positivism, commitment, tolerance, continuous improvement, innovation and fun. Because as our first slogan goes: Desigual is not the same. Our multi-channel distribution system enables us to work as a global company. Internationalisation and innovation are our two main paths of growth.

NAME: Elena Cusi EXECUTIVE TITLE: Global Director of Digital Commerce COMPANY NAME: Desigual

Elena has been director of digital commerce since 2009. She has dedicated her career to digital since 1998 when she became part of the team at Ogilvy Interactive. During this first experience, she worked on the transition to digital strategy of different Spanish companies. Afterwards, she also worked in several online pure players such as Privalia, before starting at Desigual, where she has defined and implemented the digital business strategy for the company. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 50 Investments to support business innovation 15 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 3 Consumer Insights 1 CRM / Loyalty Management 2 Payment Processing 3 Unified Transaction Platforms 3 Business Intelligence 3 Data Analytics 2 Data Warehousing 3 Master Data Management 3 ERP 5 Price Management & Optimisation 3 Promotions Management & Optimisation 2 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 3 Visual Merchandising 2 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 2 eCommerce 1 mCommerce 1 Social Commerce 2 Web Analytics 1 Mobile Marketing 1 Social Marketing 2 Personalisation 2 Monetisation 2 Mobility 2 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 3 eCommerce Fulfilment 1 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 4 Workforce Management 4 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 2 3 1 2 3 3 3 2 3 3 5 3 2 3 3 3 3 2 2 2 2 1 1 2 1 1 2 2 2 2 3 3 3 1 3 3 3 3 4 4 3

. How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Dixons Carphone plc is Europe's leading specialist electrical and telecommunications retailer and services company, employing over 40,000 people in 14 countries. Focused on helping customers navigate the connected world, Dixons Carphone offers a comprehensive range of electrical and mobile products, connectivity and expert after-sales services from the Geek Squad and Knowhow. Dixons Carphoneâ&#x20AC;&#x2122;s primary brands include Carphone Warehouse, Currys and PC World in the UK and Ireland, ElkjĂ¸p, El Giganten, Gigantti and Lefdal in the Nordic countries, Kotsovolos in Greece, Dixons Travel in a number of European airports and Phone House in Germany, the Netherlands, Portugal, Spain and Sweden. Our key service brands include Knowhow in the UK, Ireland and the Nordics, Geek Squad in the UK, Ireland and various other European markets.

NAME: Gill Stewart EXECUTIVE TITLE: Director - Multi Channel Operations CPW COMPANY NAME: Dixons Carphone

Gill has 25 years of operational experience across a wide range of sectors and formats with a number of UK Blue Chip Retailers. As director of multi-channel operations CPW she is responsible for the operational aspects of the customer journey as well as the support for the CPW channels. She is currently rolling out new CPW stores within the Dixons format as part of the recent merger activity as well as enabling the tools to support the Assisted Sales Journey, Pinpoint. Her current challenges are further developing the operational customer journey across the channels to minimise leakage and improve the customer experience PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 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 20 Investments to support business innovation 30 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 2 Payment Processing 2 Unified Transaction Platforms 2 Business Intelligence 4 Data Analytics 4 Data Warehousing 3 Master Data Management 3 ERP 4 Price Management & Optimisation 3 Promotions Management & Optimisation 4 POS Hardware 3 POS Software / Value Added Services 4 Payment Terminals 2 Digital Signage 3 Visual Merchandising 3 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 4 eCommerce 3 mCommerce 3 Social Commerce 3 Web Analytics 4 Mobile Marketing 4 Social Marketing 4 Personalisation 2 Monetisation 3 Mobility 3 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 3 Merchandise / Inventory Management 5 Demand Forecasting 5 Store Security / Surveillance 5 Workforce Management 2 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 1 3 3 1 1 2 4 4 3 3 4 3 4 3 4 2 3 3 2 3 4 3 3 3 4 4 4 1 3 3 5 5 3 3 5 3 5 5 5 2 5

850 How many employees are part of your organisation? 10k Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE ECCO is a global family of shoemakers. True passion is essential to making great shoes. From drawing the first sketches to presenting our finished shoes in ECCO stores around the world, we apply the utmost attention to detail and quality. Unique to our industry, we make leather at our own tanneries and produce shoes at our own factories. Our global family of employees, representing over 50 nationalities, is the life force behind our products. Design, development, production, and retail â&#x20AC;&#x201C; we take responsibility all the way. Throughout our history, our philosophy has been to make shoes that are shaped to fit the foot, not the other way around. This is who we are. RETAIL We sell our shoes and accessories from 1,100 ECCO stores and at 14,000 other selling points in some 90 countries. That is a lot of places for your feet to feel what real comfort is. Every year ECCO typically opens 120-150 new branded stores, a proportion of which are relocations or refitting of existing stores.

NAME: Terkel Wolf EXECUTIVE TITLE: Global Head of Retail COMPANY NAME: ECCO

Terkel has been global head of retail since 2014, responsible for online/offline BtC strategy and structure. Previously he served as head of retail Northern Europe for Triumph, leading the global retail transformation task force to improve retail operations and drive profitability in controlled distribution (+800 shop points). He held various positions in the company. First heading Own retail, Outlets and Concession business in Scandinavia, then later heading the team in Northern Europe and finally working with the global retail team. Other previous roles and positions include sales manager wholesale & retail for Fossil; export sales manager EMEA for Fossil; and international sales and marketing manager for IC Companys. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million X More than 100 Million Other

How is your 2015 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 15 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 1 1 M2M / Automated Retail 4 4 Consumer Insights 2 1 CRM / Loyalty Management 2 2 Payment Processing 4 4 Unified Transaction Platforms 1 1 Business Intelligence 4 4 Data Analytics 3 2 Data Warehousing 4 4 Master Data Management 3 3 ERP 2 2 Price Management & Optimisation 2 1 Promotions Management & Optimisation 2 1 POS Hardware 3 3 POS Software / Value Added Services 3 3 Payment Terminals 4 4 Digital Signage 5 5 Visual Merchandising 2 2 Store Experience 1 1 Electronic Shelf Labeling / Multichannel Pricing 4 4 Offline Analytics 3 2 eCommerce 1 1 mCommerce 2 2 Social Commerce 3 3 Web Analytics 2 2 Mobile Marketing 2 1 Social Marketing 3 2 Personalisation 3 2 Monetisation 5 5 Mobility 1 1 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 2 2 eCommerce Fulfilment 3 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 2 2 Merchandise / Inventory Management 2 1 Demand Forecasting 1 1 Store Security / Surveillance 5 5 Workforce Management 3 2 Space Planning 3 3 How many stores does your company maintain? > 1000 How many employees are part of your organisation? >15,000 Topics you would wish to see discussed in a workshop or panel discussion: SAP FMS experience, Support on SAP AFS in the future. Experience with central or regional eCom and fulfilment.

PART 1: REGISTRATION PROFILE Foot Locker, Inc. is a global retailer of athletic shoes and apparel. As of August 02, 2014, the Company operated 3,460 stores, including 74 franchised stores. The Company operates in two segments. The Athletic Stores segment is an athletic footwear and apparel retailer whose formats include Foot Locker, Lady Foot Locker, Kids Foot Locker, Champs Sports, Footaction and SIX:02, as well as the retail stores of Runners Point Group, including Runners Point, Sidestep and Run2. The Direct-toCustomers segment operates the websites for eastbay.com, finalscore.com, eastbayteamsales.com, ccs.com, as well as websites aligned with the brand names of its store banners (footlocker.com, ladyfootlocker.com, kidsfootlocker.com, champssports.com, footaction.com, and six02.com). Additionally, this segment includes the direct-tocustomer subsidiary of Runners Point Group, which operates the websites for runnerspoint.com, sidestepshoes.com, and sp24.com.

NAME: David Miller EXECUTIVE TITLE: Director eCommerce COMPANY NAME: Footlocker

David is responsible for the online activities of the FL banners in Europe (www.footlocker.eu, www.runnerspoint.com, www.sidestep-shoes.com and www.SP24.com). In addition to eCommerce strategy he is responsible for driving omnichannel initiatives in Europe. David has been with Foot Locker Europe since 2007, prior to heading eCommerce he was senior project manager. Before joining Foot Locker he worked at NCR in their Managed Services Consultancy group. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 25 Investments to support business innovation 25 Investments to support business growth 47 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 4 M2M / Automated Retail 4 Consumer Insights 3 CRM / Loyalty Management 3 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 5 Data Analytics 5 Data Warehousing 5 Master Data Management 5 ERP 5 Price Management & Optimisation 5 Promotions Management & Optimisation 5 POS Hardware 4 POS Software / Value Added Services 3 Payment Terminals 5 Digital Signage 2 Visual Merchandising 3 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 5 eCommerce 3 mCommerce 2 Social Commerce 5 Web Analytics 5 Mobile Marketing 3 Social Marketing 3 Personalisation 4 Monetisation 5 Mobility 5 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 5 eCommerce Fulfilment 5 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 5 Merchandise / Inventory Management 5 Demand Forecasting 5 Store Security / Surveillance 5 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 4 3 4 3 5 5 5 5 5 5 5 5 5 4 3 5 2 3 2 5 5 3 2 5 5 3 3 3 5 5 3 5 4 4 5 5 5 5 5 5 5

800 How many employees are part of your organisation? 20,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE We turn the best ideas into exclusive, eco-friendly products 100% made in Italy. Formabilio is a brand of the Made in Italy that produces furniture and home accessories designed by creative minds from all over the world through design contests, chosen by a community of design enthusiasts, manufactured by small Italian enterprises and sold online on the web-platform formabilio.com. Formabilio is participatory thanks to the community of more than 123.000 registered users that chooses, among the submitted projects, the winning products to put to production; made in Italy as the winning projects are produced by small artisan companies partners of Formabilio and eco-friendly because all products are made with sustainable materials: timber coming from local sawmills, water-based varnishes or natural oil finishing and recycled fabrics upholstery.

NAME: Dario Cardile EXECUTIVE TITLE: CEO COMPANY NAME: Formabilio.com

Dario is one of the leading eCommerce and new digital markets experts in Italy, with over two decades of experience, covering strategic roles in international companies such as Telef贸nica, Accenture, PayPal and Expedia. Dario has indeed played key roles in the areas of customer acquisition, online marketing, analytics, business development and strategy in global companies. In 2009, after working experiences in Ireland, France, UK and Australia, Dario moved back to Italy to join Expedia and work for the growth of Venere.com, optimising marketing activities and creating new business opportunities. Recently, he also has covered the position of chief marketing officer innovation in Bravofly Rumbo Group, head of international SEM in Groupon and chief digital officer in Replay. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 4 Consumer Insights 1 CRM / Loyalty Management 1 Payment Processing 2 Unified Transaction Platforms 1 Business Intelligence 1 Data Analytics 1 Data Warehousing 4 Master Data Management 4 ERP 4 Price Management & Optimisation 2 Promotions Management & Optimisation 4 POS Hardware 4 POS Software / Value Added Services 4 Payment Terminals 4 Digital Signage 3 Visual Merchandising 3 Store Experience 4 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 2 eCommerce 1 mCommerce 1 Social Commerce 1 Web Analytics 1 Mobile Marketing 1 Social Marketing 1 Personalisation 1 Monetisation 3 Mobility 3 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 2 Demand Forecasting 1 Store Security / Surveillance 5 Workforce Management 4 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 2 4 1 2 2 2 1 1 4 4 4 2 4 4 4 4 3 3 4 5 2 1 1 1 1 1 1 1 3 3 3 3 2 2 3 3 2 1 5 4 5

300 How many employees are part of your organisation? 400 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE The main operations of Franmax is the supply of the franchise to the retailers Maxima and T-Market. These retailers, controlled by MAXIMA GRUPÄ&#x2013;, UAB, are operating in the field of retail in food products and consumer goods and services. The largest retailer in the Baltics Maxima and the retailer T-Market operating in Bulgaria together own 491 stores. Every day more than 1 million customers visit these stores. In 2014, the annual total turnover of the said retailers amounted to EUR 2.54 billion. Maxima and T-Market have more than 30,000 employees. Franmax is responsible for drafting of the retail standards and concepts, provision of the strategic insights, and creation of the IT systems and tools necessary for efficient business development.

NAME: Romas Butkevicius EXECUTIVE TITLE: CIO COMPANY NAME: FRANMAX

Romas has been the head of IT centre at FRANMAX company (Former MAXIMA GROUP) since 2008. He has over 15+ years of experience in developing and managing IT for retail & franchise and has been responsible for overall IT, retail technologies strategy and telecommunications, initiatives and operations all over the MAXIMA holding and its subsidiaries. Romas joined MAXIMA in 1999 at the top IT position when company had just few supermarkets in one country and has designed and managed IT and retail tools facilitating MAXIMA become the market leader in Baltics countries. Romas is experienced in IT strategy, governance, IT operations planning and performing, infrastructure development and consolidation, ERP and retail specific business applications development and implementations on multi-country wide enterprise. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 55 Investments to support business innovation 25 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 3 M2M / Automated Retail 3 2 Consumer Insights 2 2 CRM / Loyalty Management 4 4 Payment Processing 4 3 Unified Transaction Platforms 5 4 Business Intelligence 3 2 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 4 4 ERP 5 5 Price Management & Optimisation 3 2 Promotions Management & Optimisation 3 3 POS Hardware 3 4 POS Software / Value Added Services 3 3 Payment Terminals 4 4 Digital Signage 5 4 Visual Merchandising 4 4 Store Experience 2 2 Electronic Shelf Labeling / Multichannel Pricing 2 1 Offline Analytics 3 3 eCommerce 3 3 mCommerce 3 3 Social Commerce 4 4 Web Analytics 4 4 Mobile Marketing 4 4 Social Marketing 4 4 Personalisation 3 3 Monetisation 3 3 Mobility 2 3 Warehouse Management 3 3 Logistics / Transportation 3 3 Multichannel Supply Chain 4 4 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 3 3 Merchandise / Inventory Management 4 4 Demand Forecasting 3 3 Store Security / Surveillance 4 4 Workforce Management 4 4 Space Planning 3 3 How many stores does your company maintain? 500+ How many employees are part of your organisation? 30,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Founded in 1978 in Milan by Mr. Gianni Versace, one of the most talented fashion designers of the past decades, Gianni Versace SpA is one of the leading international fashion design houses and a symbol of Italian luxury world-wide. It designs, manufactures, distributes and retails fashion and lifestyle products including Atelier (Haute Couture), prĂ¨t-Ă -porter, accessories, jewellery, watches, eyewear, fragrances, and home furnishings all bearing the distinctive Medusa logo. NAME: Luigi Cantone EXECUTIVE TITLE: CEO EMEA, Business Development Director COMPANY NAME: Gianni Versace

Luigi has spent his entire career in the retail/fashion industry, with focus on commercial development of all lines, including womenswear and menswear, accessories and childrenswear. Working for companies that include fashion lifestyle and luxury / atelier. He has served as head of strategy and innovation and was involved in several start up projects. During his career he has worked in contact with production, designers, marketing and held senior management positions over the past 20 years. He has extensive experience from all sales channels, retail, wholesale and eCommerce and is currently working as chief executive officer EMEA & business development director for Versace, based in Milan, Italy. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other no disclosure

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements N/A Investments to maintain/run existing systems and processes N/A Investments to support business innovation N/A Investments to support business growth N/A 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 1 CRM / Loyalty Management 1 Payment Processing 3 Unified Transaction Platforms 3 Business Intelligence 3 Data Analytics 2 Data Warehousing 3 Master Data Management 3 ERP 3 Price Management & Optimisation 2 Promotions Management & Optimisation 3 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 4 Visual Merchandising 2 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 2 eCommerce 1 mCommerce 2 Social Commerce 2 Web Analytics 2 Mobile Marketing 1 Social Marketing 2 Personalisation 3 Monetisation 3 Mobility 3 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 2 Near Field Communication (NFC) 3 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 3 Workforce Management 3 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 1 3 1 1 3 3 2 2 3 3 3 2 3 2 3 3 4 2 1 2 2 1 2 2 2 1 2 2 3 3 3 3 2 2 2 3 3 3 3 3 3

. How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Founded in 1978 in Milan by Mr. Gianni Versace, one of the most talented fashion designers of the past decades, Gianni Versace SpA is one of the leading international fashion design houses and a symbol of Italian luxury world-wide. It designs, manufactures, distributes and retails fashion and lifestyle products including Atelier (Haute Couture), prĂ¨t-Ă -porter, accessories, jewellery, watches, eyewear, fragrances, and home furnishings all bearing the distinctive Medusa logo. NAME: Valentina Stephanie Schnetzer EXECUTIVE TITLE: eCommerce Manager COMPANY NAME: Gianni Versace

Valentina is responsible for the online activities of the online store of Versace.com in Europe. In addition she manages together with the wholesale team of Versace all activities related to online clients to support and assure the brand is correctly represented to maximise sales. Passionate about each aspect of the online environment. Working in the online business for the last seven years, with experience both in outsourcing companies specialised in online business and at Versace for three years.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other No disclosure

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 1 CRM / Loyalty Management 1 Payment Processing 3 Unified Transaction Platforms 3 Business Intelligence 3 Data Analytics 2 Data Warehousing 3 Master Data Management 3 ERP 3 Price Management & Optimisation 2 Promotions Management & Optimisation 3 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 4 Visual Merchandising 2 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 2 eCommerce 1 mCommerce 2 Social Commerce 2 Web Analytics 2 Mobile Marketing 1 Social Marketing 2 Personalisation 3 Monetisation 3 Mobility 3 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 2 Near Field Communication (NFC) 3 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 3 Workforce Management 3 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 1 3 1 1 3 3 2 2 3 3 3 2 3 2 3 3 4 2 1 2 2 1 2 2 2 1 2 2 3 3 3 3 2 2 2 3 3 3 3 3 3

. How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Gratis is established in April 2009 and it is one of the most recent subsidiary of Sedes Holding and operating as a convenience store retail chain since the opening of first store in July 2009. Today Gratis has 220 stores. Yet in a society of mass consumption, we crave authenticity. We want to the real thing experiences that enhance our lives and tell a story about the past. Gratis gives the best value for money, save time, gratitude, support household budgets. Gratis is enjoyable, pampering, green, convenient, healthy. Be the best platform for our customers by offering best value for money • with high quality exclusive products and all main personal care brands • in a convenient, clean and well organised atmosphere • with friendly, well trained and professional sales assistants. Gratis is conveniently located for helping its customers to save time and making their everyday life easier.

NAME: Pinar Gorgen EXECUTIVE TITLE: Business Development & IT Director COMPANY NAME: Gratis Ic ve Dis Ticaret A.S.

Pınar has 16 years of experience in the retail sector.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 40 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 4 M2M / Automated Retail 5 Consumer Insights 2 CRM / Loyalty Management 1 Payment Processing 2 Unified Transaction Platforms 5 Business Intelligence 1 Data Analytics 1 Data Warehousing 1 Master Data Management 1 ERP 1 Price Management & Optimisation 1 Promotions Management & Optimisation 1 POS Hardware 3 POS Software / Value Added Services 2 Payment Terminals 3 Digital Signage 4 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 2 eCommerce 1 mCommerce 1 Social Commerce 1 Web Analytics 3 Mobile Marketing 3 Social Marketing 4 Personalisation 4 Monetisation 4 Mobility 2 Warehouse Management 1 Logistics / Transportation 4 Multichannel Supply Chain 1 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 2 Merchandise / Inventory Management 1 Demand Forecasting 1 Store Security / Surveillance 5 Workforce Management 4 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 3 3 1 1 1 3 2 1 1 1 3 1 1 1 2 2 3 2 3 3 2 1 1 1 3 1 1 2 2 2 3 1 1 1 4 1 1 1 5 2 1

200 How many employees are part of your organisation? Over 1500 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Established in 1981, GUESS began as a jeans company and has successfully grown into a global lifestyle brand. Today GUESS designs, markets, distributes and licenses a lifestyle collection of contemporary apparel, denim, handbags, watches, footwear and other related consumer products. Throughout the years, the GUESS image has been portrayed in unforgettable, innovative campaigns that have made the brand a household name. GUESS products are distributed through branded GUESS stores as well as better department and specialty stores around the world. The Company directly operates 492 retail stores in the United States and Canada and 352 retail stores in Europe, Asia and Latin America. The Companyâ&#x20AC;&#x2122;s licensees and distributors operate an additional 832 retail stores outside of the United States and Canada. In addition to shopping online, you can find more information about GUESS at GUESS.com

NAME: Lorenzo Zacchia EXECUTIVE TITLE: Director of Strategic Planning COMPANY NAME: GUESS

Lorenzo is an experienced international executive with 12+ years practice in strategic, commercial and operational management in the retail, fashion and consumer industry. After nine years in a top management consulting firm (The Boston Consulting Group) he is currently director of strategic planning Europe for Guess, directly reporting to Europe managing director and with full responsibility to develop and drive the execution of the company's three-year strategic plan. Part of the Guess Europe senior leadership team together with CFO, business units vice presidents and country managers. Recent projects directly managed include: omnichannel platform, apparel supply chain speed and flexibility, web platform for wholesale channel, retail speed to market project. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 45 Investments to support business growth 45 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 1 2 M2M / Automated Retail 4 4 Consumer Insights 2 2 CRM / Loyalty Management 3 3 Payment Processing 3 3 Unified Transaction Platforms 3 3 Business Intelligence 3 3 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 3 3 ERP 4 4 Price Management & Optimisation 2 2 Promotions Management & Optimisation 3 3 POS Hardware 4 4 POS Software / Value Added Services 4 4 Payment Terminals 4 4 Digital Signage 2 3 Visual Merchandising 2 2 Store Experience 1 2 Electronic Shelf Labeling / Multichannel Pricing 4 4 Offline Analytics 4 4 eCommerce 2 3 mCommerce 2 3 Social Commerce 3 2 Web Analytics 3 3 Mobile Marketing 2 3 Social Marketing 2 2 Personalisation 4 4 Monetisation 4 4 Mobility 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 4 Near Field Communication (NFC) 4 4 Merchandise / Inventory Management 4 4 Demand Forecasting 4 4 Store Security / Surveillance 4 4 Workforce Management 4 4 Space Planning 4 4 How many stores does your company maintain? More than 600 How many employees are part of your organisation? More than 5000 including store employees Topics you would wish to see discussed in a workshop or panel discussion: .

NAME: Maurizio Del Duca EXECUTIVE TITLE: CIO EMEA COMPANY NAME: GUESS

Maurizio is currently leading strategic initiatives to transform the technology department to be flexible, adaptable and responsive to Company needs. His initiatives include improving service delivery through embracing effective and efficient use of technology; promoting online development opportunities to increase digitalisation. Previous experience includes consulting for Teradata and other data warehousing company managing clients in retail, public administration, banking and insurance industries. He has significant experience in the design and implementation of data warehouse and business intelligence solutions, CRM and manufacturing while using the latest technologies and database platforms. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other mill

How is your 2015 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 7 Investments to maintain/run existing systems and processes 18 Investments to support business innovation 30 Investments to support business growth 45 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 2 Payment Processing 4 Unified Transaction Platforms 5 Business Intelligence 4 Data Analytics 4 Data Warehousing 4 Master Data Management 2 ERP 3 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 4 POS Software / Value Added Services 5 Payment Terminals 5 Digital Signage 4 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 4 eCommerce 2 mCommerce 3 Social Commerce 3 Web Analytics 3 Mobile Marketing 3 Social Marketing 3 Personalisation 3 Monetisation 2 Mobility 3 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 4 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 4 Workforce Management 3 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 2 3 3 2 4 5 4 4 3 2 3 3 3 3 4 4 4 3 3 5 4 2 3 3 3 3 3 3 2 3 3 3 3 3 4 3 3 3 4 3 3

280 How many employees are part of your organisation? 2000 Topics you would wish to see discussed in a workshop or panel discussion: Omnichannel solutions, that manage different countries and laws.

PART 1: REGISTRATION PROFILE hmv is a leading specialist retailer of music, film, games and technology products, with over 120 stores around the UK, offering a wide selection of new release and catalogue titles. The hmv brand, made famous by the iconic image of the ‘dog and trumpet’ trademark featuring ‘Nipper, is practically synonymous with the very history and development of British popular music and culture. hmv’s rich heritage as a retail specialist stretches back over 90 years to 20th July 1921 when its first store in London’s Oxford Street was officially opened by the celebrated British composer and conductor, Sir Edward Elgar. Towards the end of the noughties, hmv's growth started to slow as the internet and digital distribution began to change the retail landscape. In response to these changes, HMV sought to diversify into new ways of giving people the access to the music, film and games they love with investments in venues, festivals and cinemas. In 2013, HMV Group plc went into administration, with a new, streamlined hmv emerging two months later under new ownership as a lean and agile private company. Today, hmv trades from over 120 stores in the UK, more than 110 locations in Canada and is fast rebuilding its presence in Ireland.

NAME: James Coughlan EXECUTIVE TITLE: Managing Director COMPANY NAME: HMV Digital

James is responsible for developing and delivering the digital offering across the HMV Group (UK, Ireland and Canada) underpinning the brand as a digital-first retailer. He has worked in digital for over 10 years and has a proven track record of establishing, developing and growing commercially successful consumer facing digital propositions and demonstrates a strong understanding of the international consumer market. In his early days he worked at Universal Music and in 2006 he made the switch to mobile phone giant Vodafone, focused on developing the growth of digital content, in particular music downloads and subscription product delivery and marketing. During a five-year term, he was pivotal in Vodafone’s early success in the digital content space and this included brokering a mobile first content / live partnership with pop star Pixie Lott, as well as delivering social marketing and brand loyalty initiatives such as its premium live music programme in partnership with Live Nation, Vodafone VIP (Festivals). His remit spanned the UK, Ireland and the Netherlands during this time. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 20 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 3 M2M / Automated Retail 4 4 Consumer Insights 3 3 CRM / Loyalty Management 2 2 Payment Processing 3 3 Unified Transaction Platforms 4 3 Business Intelligence 3 3 Data Analytics 2 3 Data Warehousing 3 3 Master Data Management 2 2 ERP 3 3 Price Management & Optimisation 4 3 Promotions Management & Optimisation 3 3 POS Hardware 4 4 POS Software / Value Added Services 4 4 Payment Terminals 4 3 Digital Signage 2 2 Visual Merchandising 2 2 Store Experience 3 2 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 3 3 eCommerce 1 1 mCommerce 1 1 Social Commerce 3 3 Web Analytics 3 3 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 3 2 Monetisation 1 1 Mobility 3 3 Warehouse Management 4 4 Logistics / Transportation 5 5 Multichannel Supply Chain 3 3 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 3 3 Merchandise / Inventory Management 4 4 Demand Forecasting 4 4 Store Security / Surveillance 4 4 Workforce Management 4 3 Space Planning 5 4 How many stores does your company maintain? 130 UK ( over 300+ globally) How many employees are part of your organisation? 2500+ Topics you would wish to see discussed in a workshop or panel discussion: Importance of traditional bricks and mortar organisations embracing digital + best practice in achieving this How important is mobile as a) sales channel b) promotional / social channel?

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 multi-channel retailer and Homebase is a leading home-enhancement 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 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million X More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 2 Consumer Insights 3 CRM / Loyalty Management 4 Payment Processing 4 Unified Transaction Platforms 5 Business Intelligence 5 Data Analytics 5 Data Warehousing 5 Master Data Management 5 ERP 5 Price Management & Optimisation 5 Promotions Management & Optimisation 4 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 2 Visual Merchandising 3 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 4 Offline Analytics 3 eCommerce 3 mCommerce 3 Social Commerce 4 Web Analytics 4 Mobile Marketing 4 Social Marketing 5 Personalisation 3 Monetisation 3 Mobility 3 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 5 eCommerce Fulfilment 5 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 4 Merchandise / Inventory Management 5 Demand Forecasting 5 Store Security / Surveillance 5 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 1 2 3 4 4 5 5 5 5 5 5 5 4 3 3 3 2 3 2 4 3 3 3 4 4 4 5 3 3 3 5 5 5 5 4 4 5 5 5 5 5

730 How many employees are part of your organisation? 30,000 Topics you would wish to see discussed in a workshop or panel discussion: future store formats customer trends and how to respond to them Use of smartphones for shopping both mComm and in store mobile usage

PART 1: REGISTRATION PROFILE Intermarché is one of the major food retailer in France, part of the group 'Les Mousquetaires' founded in 1969. Intermarché counts more than 2300 privately owned points of sales across Europe (France, Portugal, Poland, Belgium). Intermarché has also the largest network of drive-through facilities with more than 1000 stores offering grocery online shopping.

NAME: Laila Rahmouni EXECUTIVE TITLE: Innovation Concept Drive COMPANY NAME: Intermarche

Laila's career is marked by six years in supermarkets exploitation as a sector manager at Danone and responsible of a business unit in Auchan. Since 2011 she's been in charge of driving new concepts and deployment to Intermarché. The 'click and collect' fresh is our new concept that we hope to develop all over the world. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 40 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 2 2 M2M / Automated Retail 3 3 Consumer Insights 3 3 CRM / Loyalty Management 3 3 Payment Processing 4 4 Unified Transaction Platforms 4 4 Business Intelligence 2 2 Data Analytics 3 3 Data Warehousing 4 4 Master Data Management 3 3 ERP 3 3 Price Management & Optimisation 4 4 Promotions Management & Optimisation 4 4 POS Hardware 4 4 POS Software / Value Added Services 4 4 Payment Terminals 4 4 Digital Signage 4 4 Visual Merchandising 4 4 Store Experience 2 2 Electronic Shelf Labeling / Multichannel Pricing 4 4 Offline Analytics 3 3 eCommerce 1 1 mCommerce 2 2 Social Commerce 3 3 Web Analytics 3 3 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 3 3 Monetisation 4 4 Mobility 3 3 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 5 5 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 4 Near Field Communication (NFC) 4 4 Merchandise / Inventory Management 5 5 Demand Forecasting 5 5 Store Security / Surveillance 5 5 Workforce Management 4 4 Space Planning 4 4 How many stores does your company maintain? 1800 How many employees are part of your organisation? 20 Topics you would wish to see discussed in a workshop or panel discussion: How to develop e business concept in store the customer management web Tools to increase productivity ( preparation command) New concept store and web

PART 1: REGISTRATION PROFILE Intermarché is one of the major food retailers in France, part of the group 'Les Mousquetaires' founded in 1969. Intermarché counts more than 2300 privately owned points of sales across Europe (France, Portugal, Poland, Belgium). Intermarché has also the largest network of drive-through facilities with more than 1000 stores offering grocery online shopping.

NAME: Pierre Maertens EXECUTIVE TITLE: eCommerce Director COMPANY NAME: Intermarche

After 10 years as a consultant in three of top global management & IT consulting firms, Pierre joined 'Les Mousquetaires' in 2011. In 2013, he became the head of the eBusiness department of Intermarché. His role is to define the eBusiness strategy and to ensure the operational management of the activity: $277m in 2014.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 35 Investments to support business innovation 10 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 4 4 M2M / Automated Retail 4 4 Consumer Insights 3 2 CRM / Loyalty Management 3 3 Payment Processing 4 4 Unified Transaction Platforms 4 4 Business Intelligence 3 3 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 ERP 4 4 Price Management & Optimisation 4 4 Promotions Management & Optimisation 4 4 POS Hardware 4 4 POS Software / Value Added Services 4 4 Payment Terminals 4 4 Digital Signage 3 3 Visual Merchandising 2 2 Store Experience 4 4 Electronic Shelf Labeling / Multichannel Pricing 4 4 Offline Analytics 4 4 eCommerce 1 1 mCommerce 1 1 Social Commerce 3 3 Web Analytics 3 3 Mobile Marketing 3 3 Social Marketing 4 4 Personalisation 2 2 Monetisation 4 4 Mobility 3 3 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 4 4 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 4 Merchandise / Inventory Management 5 5 Demand Forecasting 5 5 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? 1800 stores, around 1000 with e-commerce (home delivery or drive through) How many employees are part of your organisation? 140,000 employees. eCommerce service has 20 people. Topics you would wish to see discussed in a workshop or panel discussion: - Marketplace - e-merchandising / searchandising

PART 1: REGISTRATION PROFILE JD Sports Fashion Plc has long been established as the leading UK specialist multiple retailer of fashionable branded and own brand sports and casual wear, principally through the growth of its main retail fascia, JD Sports. Through strategic acquisitions and diversification the Group now comprised of just over 850 stores, over 10 different retail fascia in 6 countries with over 13,000 employees as well as having over 15 fully transactional websites. We are aspiring to reach a full omni-channel model during 2016. Annual turnover now exceeds ÂŁ1.5bn.

NAME: Dave Derby EXECUTIVE TITLE: Group Head of Innovation COMPANY NAME: JD Sports Fashion PLC

Dave is currently responsible for the planning, design and implementation of an innovations strategy that delivers growth, customer engagement, brand extension, improved operational capability, improved marketing capability and marketing infrastructure within the UK. This is a far reaching position which spans all commercial and operational areas of the Group, including IT, merchandising, retail, design, finance, HR, property, customer services, multi-channel, marketing and warehouse and logistics. This includes all Group fascias and subsidiaries in all countries. In total Dave has over 25 years of retail experience in a variety of difference roles including the shop floor. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 40 Investments to support business innovation 10 Investments to support business growth 50 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 4 M2M / Automated Retail 5 Consumer Insights 3 CRM / Loyalty Management 2 Payment Processing 2 Unified Transaction Platforms 2 Business Intelligence 3 Data Analytics 3 Data Warehousing 3 Master Data Management 3 ERP 1 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 2 POS Software / Value Added Services 2 Payment Terminals 2 Digital Signage 3 Visual Merchandising 4 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 4 eCommerce 2 mCommerce 2 Social Commerce 2 Web Analytics 4 Mobile Marketing 4 Social Marketing 4 Personalisation 3 Monetisation 1 Mobility 1 Warehouse Management 4 Logistics / Transportation 4 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 2 Near Field Communication (NFC) 1 Merchandise / Inventory Management 5 Demand Forecasting 5 Store Security / Surveillance 5 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 3 4 3 1 1 1 3 3 3 3 1 3 3 1 1 1 3 4 1 3 4 2 2 2 4 4 4 3 1 1 4 4 3 3 1 1 5 5 5 5 5

850 How many employees are part of your organisation? 13,000 Topics you would wish to see discussed in a workshop or panel discussion: Seamless Omni-Channel experience Complete Customer In-Store Experience Complete Customer Care Experience Join up international payment ecosystem

PART 1: REGISTRATION PROFILE Karstadt in one of Germany’s most well-known and largest department stores. Founded in 1881, Karstadt today engages with its 18 million customers via its 83 department stores, online and call centre.

NAME: Terry Freiherr von Bibra EXECUTIVE TITLE: Chief Retail Officer Omni-Channel COMPANY NAME: Karstadt

Terry has been working in the online, advertising and retail space for the past 25 years. Born and raised in California, he is currently based in Germany. He ran his own commercial photography business before joining Amazon.com at its outset in Europe in 1998. There he was responsible for online marketing and business development for Amazon Europe, initiating and building Amazon’s core marketing tools and channels, including affiliate marketing, SEM, SEO and other programmes, most of which until that time did not yet exist within the company nor in the market. Terry joined Yahoo! in 2005, initially as managing director for Yahoo! Germany. He went on to also lead Yahoo!’s price comparison/shopping portal Kelkoo as well as the overture search marketing divisions for Yahoo! in Germany. After holding multiple roles for Yahoo! Europe Terry led as vice president marketplaces Yahoo!'s effort across the EMEA region for all aspects of monetisation including advertising strategy & operations, video, mobile, pricing & yield optimisation, data strategy & policy as well as brand & performance marketing. In 2013 Terry joined the German department store chain Karstadt in order to lead the companywide transition from a traditional bricks and mortar retailer to a modern omni-channel retailer focused on its core customer groups. In 2014 his responsibilities were expanded from omni-channel and eCommerce to also include overall marketing for the company. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million X More than 100 Million Other

How is your 2015 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 80 Investments to support business innovation 5 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 5 Consumer Insights 1 CRM / Loyalty Management 2 Payment Processing 3 Unified Transaction Platforms 3 Business Intelligence 1 Data Analytics 1 Data Warehousing 3 Master Data Management 5 ERP 5 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 5 Digital Signage 3 Visual Merchandising 5 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 2 eCommerce 1 mCommerce 1 Social Commerce 2 Web Analytics 1 Mobile Marketing 2 Social Marketing 2 Personalisation 3 Monetisation 2 Mobility 1 Warehouse Management 2 Logistics / Transportation 5 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 5 Demand Forecasting 3 Store Security / Surveillance 5 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 1 5 1 1 3 2 1 1 3 5 5 3 3 3 3 5 3 5 2 3 2 1 1 2 1 2 2 2 2 1 2 5 3 3 3 3 5 3 5 5 5

83 How many employees are part of your organisation? 17,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Life is a beautiful sport, la vie est un sport magnifique. Symbol of relaxed elegance since 1933, the Lacoste brand is based on the authenticity of its sporting roots to offer a unique and original universe through a range of products for men, women and children. In the 118 countries where the brand is currently present through a selective distribution network, two LACOSTE products are sold every second: textile, leather goods, perfumes, footwear, eyewear, watches, including the famous L.12.12 polo. The Crocodile brand made a turnover of â&#x201A;Ź1.8 billion in 2013. All Lacoste activities (design, production, distribution and communication) are controlled by the French company Devanlay, with nearly 10,000 employees worldwide.

NAME: Joaquim Fidalgo EXECUTIVE TITLE: CEO COMPANY NAME: Lacoste UK

Joaquim started his career at PricewaterhouseCoopers (PWC) as a financial auditor moving then to the business advisory department where he worked in several different projects, he was an advisor for a project with Inditex (Zara, Massimo Dutti, Bershka, etc.). He then moved to JCDecaux Portugal (outdoor advertising and media company) where he was the deputy to the CFO in charge of controlling where he was in charge of the related activities for a Group of 10 companies. He joined Lacoste Portugal as a CFO when the distributor was acquired and participated in the set-up of the new subsidiary acting in Portugal and other Portuguese speaking countries (Angola, Mozambique, Cabo Verde). He was promoted to CEO of Lacoste Portugal after two years and has been in charge of the operations in Portugal for three years. He was invited to embrace a new challenge as CEO for UK & Ireland in November 2013. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 2 Payment Processing 4 Unified Transaction Platforms 4 Business Intelligence 3 Data Analytics 4 Data Warehousing 4 Master Data Management 4 ERP 3 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 4 POS Software / Value Added Services 4 Payment Terminals 4 Digital Signage 4 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 4 eCommerce 3 mCommerce 3 Social Commerce 3 Web Analytics 4 Mobile Marketing 3 Social Marketing 3 Personalisation 3 Monetisation 4 Mobility 3 Warehouse Management 4 Logistics / Transportation 4 Multichannel Supply Chain 4 eCommerce Fulfilment 4 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 4 Merchandise / Inventory Management 4 Demand Forecasting 4 Store Security / Surveillance 4 Workforce Management 3 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 3 3 3 2 4 4 3 4 4 4 3 3 3 4 4 4 4 3 3 3 4 3 3 3 4 3 3 3 4 3 4 4 4 4 3 4 4 4 4 3 3

50 How many employees are part of your organisation? 300 Topics you would wish to see discussed in a workshop or panel discussion: Omnichannel eCommerce CRM

PART 1: REGISTRATION PROFILE Lagardère Services is a global leader in distribution and travel retail, with operations in 25 countries and four continents, organised in two divisions: LS Travel Retail and LS Distribution. LS Travel Retail is the world leader in travel essentials, a major player in duty free and luxury retailing, and operates a growing portfolio of food service concepts. The company has been operating in the travel retail business for more than 160 years and is present on all types of platforms (airports, railway stations, ferries, inflight-retail). LS Distribution is the world's number one national press distributor and international press importer, with the capability to serve a diverse range of sectors. It provides downstream networks (the points of sale) and upstream networks (national distributors and publishers) with an optimum service. In 2012, Lagardère Services’ sales reached nearly €5 billion.

NAME: Gregoire Servajean-Hilst EXECUTIVE TITLE: VP Organisation & IT COMPANY NAME: Lagardère Services

Grégoire has been vice president organisation and information technology for Lagardère Services since 2011. He first worked at Accenture then at PwC, before joining Lagardère Group as audit manager at the corporate internal audit department in 2008.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million X More than 100 Million Other

How is your 2015 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 20 Investments to support business growth 5 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 2 M2M / Automated Retail 3 3 Consumer Insights 2 1 CRM / Loyalty Management 2 1 Payment Processing 3 3 Unified Transaction Platforms 4 3 Business Intelligence 1 1 Data Analytics 3 1 Data Warehousing 2 2 Master Data Management 1 1 ERP 1 1 Price Management & Optimisation 3 1 Promotions Management & Optimisation 1 1 POS Hardware 4 4 POS Software / Value Added Services 1 1 Payment Terminals 3 3 Digital Signage 2 2 Visual Merchandising 3 2 Store Experience 1 1 Electronic Shelf Labeling / Multichannel Pricing 1 1 Offline Analytics 3 3 eCommerce 3 3 mCommerce 3 2 Social Commerce 3 3 Web Analytics 5 4 Mobile Marketing 4 4 Social Marketing 4 4 Personalisation 3 2 Monetisation 4 4 Mobility 3 2 Warehouse Management 2 1 Logistics / Transportation 3 3 Multichannel Supply Chain 4 3 eCommerce Fulfilment 4 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 2 Merchandise / Inventory Management 3 1 Demand Forecasting 3 3 Store Security / Surveillance 3 3 Workforce Management 3 1 Space Planning 2 1 How many stores does your company maintain? 4100 How many employees are part of your organisation? 15,000 Topics you would wish to see discussed in a workshop or panel discussion: In-store mobility How to transform data into euros? Pricing management

PART 1: REGISTRATION PROFILE The LEGO Group is a privately held company based in Billund, Denmark. The company is owned by the Kirk Kristiansen family who founded it in 1932. The LEGO Group is engaged in the development of children's creativity through play and learning. Based on the world-famous LEGO速 brick, the company today provides toys, experiences and teaching materials for children in more than 130 countries.

NAME: Jakob Damkilde EXECUTIVE TITLE: VP CIT Marketing COMPANY NAME: LEGO

Jakob is business CIO, vice president for CIT marketing and member of the corporate IT leadership team. He is actively taking part in leading the digital business transformation at LEGO by inspiring, challenging and supporting stakeholders on their digital journey. He is responsible for implementing critical IT solutions, LEGO brand retail solutions and eCommerce platforms with web shops in 22 countries and ambitions for a lot more. Successful execution has positioned corporate IT as a trusted partner in marketing. CIT marketing will grow even further by developing the new digital platform as well as ecosystem of the LEGO Group. Through his many years of experience in the LEGO Group Jakob has built a solid career through a broad variety of important leadership positions in corporate IT. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 2 CRM / Loyalty Management 2 Payment Processing 3 Unified Transaction Platforms 2 Business Intelligence 2 Data Analytics 2 Data Warehousing 2 Master Data Management 4 ERP 4 Price Management & Optimisation 4 Promotions Management & Optimisation 2 POS Hardware 3 POS Software / Value Added Services 2 Payment Terminals 4 Digital Signage 3 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 4 eCommerce 1 mCommerce 1 Social Commerce 2 Web Analytics 3 Mobile Marketing 3 Social Marketing 2 Personalisation 1 Monetisation 4 Mobility 2 Warehouse Management 3 Logistics / Transportation 4 Multichannel Supply Chain 4 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 2 Near Field Communication (NFC) 2 Merchandise / Inventory Management 3 Demand Forecasting 4 Store Security / Surveillance 4 Workforce Management 4 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 1 3 1 2 3 2 2 2 4 4 4 4 2 2 2 4 3 3 3 2 4 1 1 2 3 3 2 1 4 2 4 4 3 3 1 2 3 4 4 4 3

. How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Leroy Merlin was the first company to develop the concept of large specialised in fitting home in Spain surface. Since arriving in Spain in 1989 has grown at an average rate of more than two establishments per year. The company primarily targets the final consumer and provides products, solutions and services in decoration, gardening, DIY and construction. Leroy Merlin is a pioneer in Spain in the development of lifestyle DIY and offers the services and support necessary for the realisation of projects in decor, bathrooms, kitchens and gardens thereby developing the concept We do it for you. This growth and the strength of its business proposal regarding the place as undisputed market leader and improve your home. A company committed to the society and the environment of the communities in which it is present.

NAME: Luis Herrero EXECUTIVE TITLE: CIO & Supply Chain Director COMPANY NAME: Leroy Merlin Spain

Luis has been working in operations and technology management for the last three decades. He has been working on leading multinationals companies operating in different economic sectors of the value chain: consulting & services, industry and distribution â&#x20AC;&#x201C; retail. Luis has held positions of management as COO and CIO. Currently he holds the position of CIO and supply chain director for the DIY multinational company Leroy Merlin in Spain. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 40 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 5 Consumer Insights 3 CRM / Loyalty Management 3 Payment Processing 3 Unified Transaction Platforms 4 Business Intelligence 3 Data Analytics 3 Data Warehousing 5 Master Data Management 5 ERP 2 Price Management & Optimisation 3 Promotions Management & Optimisation 4 POS Hardware 5 POS Software / Value Added Services 3 Payment Terminals 4 Digital Signage 3 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 3 eCommerce 3 mCommerce 3 Social Commerce 4 Web Analytics 4 Mobile Marketing 3 Social Marketing 4 Personalisation 3 Monetisation 4 Mobility 4 Warehouse Management 4 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 4 Merchandise / Inventory Management 3 Demand Forecasting 4 Store Security / Surveillance 5 Workforce Management 4 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 3 3 3 3 3 4 3 1 4 5 1 2 4 4 3 4 3 3 2 2 3 2 2 3 3 3 3 2 4 3 4 1 1 2 3 3 3 4 5 3 3

60 How many employees are part of your organisation? 8500 Topics you would wish to see discussed in a workshop or panel discussion: Data Analytics ERP: perimeters, hybrid strategies

PART 1: REGISTRATION PROFILE Magnum is a privately held holding and investment company established in 1992, headquartered in Tallinn, Estonia. Magnum is a leading pharmaceutical wholesaler and retailer in the Baltic States with a strong growth platform in Finland and Belarus. Magnum has 160 (own) + 90 (franchised) pharmacies in the Baltics. Through subsidiary company Magnum owns also different media companies in the Baltics, largest media company in Estonia, Apollo bookstore chain in Estonia. In 2013 Magnum opened first and the only Internet pharmacy in Estonia. In pharmacy business Magnum has 300,000 loyal customers in Estonia and 150,000 loyal customers in Latvia.

NAME: Kadri Ulla EXECUTIVE TITLE: Retail Director COMPANY NAME: Magnum

Kadri has been working in retail since 1997. She started her career in the biggest department store in Estonia as department manager. After that she worked in Baltika Group â&#x20AC;&#x201C; the biggest fashion producer and retailer in the Baltics (markets also in Russia, Ukraine and Poland) as a brand manager. After that she joined Magnum where her responsibilities are retail and online. Mainly it is about pharmacy, but starting last year our main target is to increase sales of non-pharma and online. This year a new project is to open pet shops. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within 12 Priority beyond strategy categories? (1=Highest | 5=Lowest) mths 12 mths Connected Retail 2 2 M2M / Automated Retail 4 4 Consumer Insights 1 1 CRM / Loyalty Management 1 1 Payment Processing 4 4 Unified Transaction Platforms 4 4 Business Intelligence 3 3 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 ERP 2 1 Price Management & Optimisation 4 4 Promotions Management & Optimisation 2 2 POS Hardware 2 2 POS Software / Value Added Services 2 2 Payment Terminals 5 5 Digital Signage 5 5 Visual Merchandising 1 1 Store Experience 1 1 Electronic Shelf Labeling / Multichannel Pricing 3 3 Offline Analytics 3 2 eCommerce 1 1 mCommerce 1 1 Social Commerce 1 1 Web Analytics 2 2 Mobile Marketing 1 1 Social Marketing 1 1 Personalisation 1 1 Monetisation 4 4 Mobility 2 2 Logistics / Transportation 5 5 Multichannel Supply Chain 4 4 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 3 2 Merchandise / Inventory Management 4 4 Demand Forecasting 2 1 Store Security / Surveillance 3 3 Workforce Management 1 1 Space Planning 1 1 How many stores does your company maintain? 160 company stores. 80 franchises. Estonia and Latvia. How many employees are part of your organisation? Around 1000 Topics you would wish to see discussed in a workshop or panel discussion: What are the main trends in retail and online business in three years? How to get young generation into your real store? How to talk to young customers? How to stay efficient while making personalized marketing for segmented customers? Marketing tools if target customer group is very different (wide)?

PART 1: REGISTRATION PROFILE MERKUR is the synonym for a quality dealer in technical products for domestic and industrial applications, all available at one place. Merkur trgovina, d.d. (Merkur trade, Inc.) is the Slovenian market leader in sales of home products and DIY, electro-installation materials, apparatuses and appliances, machinery and tools, ferrous and non-ferrous metal products, and industrial items for professional use. The company has a 20-50% market share in Slovenia in sales of individual programmes. Merkur trade is a successor of a company, established as small shop in 1896, which has grown into a household name in Slovenia. It sells goods and services to end-consumers and industrial clients of all kinds. Our retail chain is well known for its modern, well-stocked and shopper-friendly sales centres.

NAME: Boris Zupancic EXECUTIVE TITLE: CIO COMPANY NAME: Merkur

Boris is responsible for business processes and IT support to enable corporate strategy. His tasks involve managing a portfolio of projects and heading up the most important and largest projects. With more than 19 years of experience in retail, wholesale, logistics and IT, he is an expert in developing and implementing new business models. With his experience, knowledge and personality, he contributes significantly to the national development of business to business partnership collaboration by cooperating in many Slovenian Economic Chamber projects and GS1 national organisation. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 15 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 3 Consumer Insights 4 CRM / Loyalty Management 3 Payment Processing 4 Unified Transaction Platforms 1 Business Intelligence 4 Data Analytics 4 Data Warehousing 4 Master Data Management 2 ERP 1 Price Management & Optimisation 3 Promotions Management & Optimisation 4 POS Hardware 5 POS Software / Value Added Services 3 Payment Terminals 5 Digital Signage 4 Visual Merchandising 4 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 5 eCommerce 4 mCommerce 4 Social Commerce 5 Web Analytics 4 Mobile Marketing 4 Social Marketing 4 Personalisation 4 Monetisation 4 Mobility 3 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 3 eCommerce Fulfilment 4 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 4 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 4 Workforce Management 5 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 3 3 4 3 4 1 4 4 4 2 1 3 4 5 3 5 4 4 3 5 5 4 4 5 4 4 4 4 4 3 3 3 3 4 4 4 3 3 4 5 3

23 How many employees are part of your organisation? 1520 Topics you would wish to see discussed in a workshop or panel discussion: ERP system and Product Management

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: Ales Drabek EXECUTIVE TITLE: Director Global eMarketing & eCommerce METRO C&C COMPANY NAME: Metro AG

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 2 2 M2M / Automated Retail 5 5 Consumer Insights 5 5 CRM / Loyalty Management 5 5 Payment Processing 3 3 Unified Transaction Platforms 5 3 Business Intelligence 4 4 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 ERP 2 2 Price Management & Optimisation 3 3 Promotions Management & Optimisation 5 3 POS Hardware 5 5 POS Software / Value Added Services 5 2 Payment Terminals 5 5 Digital Signage 3 3 Visual Merchandising 5 5 Store Experience 3 3 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 4 4 eCommerce 5 3 mCommerce 4 4 Social Commerce 5 5 Web Analytics 3 2 Mobile Marketing 2 2 Social Marketing 4 4 Personalisation 2 2 Monetisation 5 5 Mobility 5 5 Warehouse Management 5 5 Logistics / Transportation 3 3 Multichannel Supply Chain 4 4 eCommerce Fulfilment 5 5 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 3 Merchandise / Inventory Management 5 5 Demand Forecasting 5 5 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? Over 700 How many employees are part of your organisation? Over 110,000 Topics you would wish to see discussed in a workshop or panel discussion: Digital in store experience in food retailers

PART 1: REGISTRATION PROFILE Migros Ticaret A.S. is the largest omni-channel grocery chain in Turkey. As its e-commerce operator, Migros Sanal Market, currently the largest and most widespread online grocery operation in the country, started its online operations in 1997. Now operating in 22 provinces in Turkey, Migros Sanal Market allows its customers to place their orders via PCâ&#x20AC;&#x2122;s or mobile applications. Migros Sanal Market has been offering same day delivery and click&collect services from stores since the first day of the operation for 18 years. Currently Migros Sanal Market started to try 1-hour-delivery slots in 8 regions.

NAME: Riza Gurler EXECUTIVE TITLE: eCommerce Group Manager COMPANY NAME: Migros Turkey

Riza is leading the eCommerce operations of Migros, responsible for both online activities and operation management of www.sanalmarket.com.tr and online.macrocenter.com.tr. He has been with Migros since 2003. Prior to leading eCommerce Riza was regional sales manager.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 40 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 5 5 M2M / Automated Retail 5 5 Consumer Insights 5 5 CRM / Loyalty Management 5 5 Payment Processing 5 5 Unified Transaction Platforms 5 5 Business Intelligence 5 5 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 ERP 5 5 Price Management & Optimisation 5 5 Promotions Management & Optimisation 5 5 POS Hardware 5 5 POS Software / Value Added Services 5 5 Payment Terminals 5 5 Digital Signage 5 5 Visual Merchandising 5 5 Store Experience 5 5 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 5 5 eCommerce 5 5 mCommerce 5 5 Social Commerce 5 5 Web Analytics 4 3 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 3 3 Monetisation 5 5 Mobility 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 Merchandise / Inventory Management 5 5 Demand Forecasting 5 5 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? 1200 How many employees are part of your organisation? 500 for eCommerce operations Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE The Nestlé Nespresso company is an autonomous globally managed business of the Nestlé Group. With corporate headquarters in Lausanne, Switzerland, Nespresso is present in almost 60 countries and counts over 8,300 employees worldwide. From pioneer to reference in premium portioned coffee The Nespresso story began with a simple idea: enable anyone to create the perfect cup of espresso coffee – just like a skilled barista. From its beginning in 1986, Nespresso has redefined and revolutionised the way millions of people enjoy their espresso coffee. It has shaped the global coffee culture. Our singular focus is on delivering highest quality coffees and ultimate coffee experiences to our consumers cup after cup. We compete in both the business-to-consumer and business-to-business segments, allowing consumers to enjoy our highest quality coffees at home and to recreate these perfect coffee moments wherever they may be. The entire Nespresso system – the interaction of the original Nespresso aluminium capsule with the genuine Nespresso machine – is designed to ensure the consistent quality that has made Nespresso the reference in the portioned coffee sector and one of the fastest growing global food and beverage brands. Our unique business model allows us to guarantee quality at every stage of the sourcing, production and sale of our coffees, and to maintain a direct privileged relationship with our consumers. Every Nespresso capsule sold in the world is produced in one of our two state-of-the-art production centres in Switzerland.

NAME: Phil Greenwood EXECUTIVE TITLE: Head of Information Systems COMPANY NAME: Nestlé Nespresso

Phil is responsible for the building, development and operation of information systems leveraging new technologies to support the realisation of Nespresso's business strategy. Phil brings more than 15 years of experience in the retail industry, most recently as group IT director for Dixons Retail. He worked eight years for Tesco, where he held a number of roles finishing as the director group IT applications & development. Throughout his career, he worked in Central Europe and Bangalore before returning to the UK and moving to Switzerland in 2012. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million X Other

How is your 2015 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 10 Investments to support business growth 40 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 1 1 M2M / Automated Retail 1 1 Consumer Insights 1 1 CRM / Loyalty Management 2 1 Payment Processing 2 1 Unified Transaction Platforms 1 1 Business Intelligence 1 1 Data Analytics 2 2 Data Warehousing 3 2 Master Data Management 3 3 ERP 4 4 Price Management & Optimisation 3 3 Promotions Management & Optimisation 3 3 POS Hardware 3 2 POS Software / Value Added Services 4 5 Payment Terminals 3 3 Digital Signage 2 2 Visual Merchandising 3 2 Store Experience 2 2 Electronic Shelf Labeling / Multichannel Pricing 1 1 Offline Analytics 1 1 eCommerce 1 1 mCommerce 1 1 Social Commerce 2 2 Web Analytics 1 1 Mobile Marketing 2 1 Social Marketing 2 2 Personalisation 1 2 Monetisation 4 4 Mobility 1 1 Warehouse Management 3 2 Logistics / Transportation 3 3 Multichannel Supply Chain 1 1 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 2 2 Near Field Communication (NFC) 1 2 Merchandise / Inventory Management 3 3 Demand Forecasting 4 3 Store Security / Surveillance 3 2 Workforce Management 3 3 Space Planning 4 4 How many stores does your company maintain? 400 boutiques brick-and-mortar vs 37 eBoutique (digital stores) How many employees are part of your organisation? 250 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Nike, Inc. is the worldâ&#x20AC;&#x2122;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. â&#x20AC;&#x201C; 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 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 5 Consumer Insights 2 CRM / Loyalty Management 5 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 4 Data Analytics 3 Data Warehousing 5 Master Data Management 5 ERP 5 Price Management & Optimisation 3 Promotions Management & Optimisation 5 POS Hardware 5 POS Software / Value Added Services 5 Payment Terminals 5 Digital Signage 5 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 4 eCommerce 2 mCommerce 5 Social Commerce 2 Web Analytics 2 Mobile Marketing 2 Social Marketing 5 Personalisation 2 Monetisation 5 Mobility 5 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 5 Merchandise / Inventory Management 2 Demand Forecasting 4 Store Security / Surveillance 5 Workforce Management 5 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 1 5 2 5 5 5 4 3 5 5 5 3 5 5 5 5 5 3 3 5 4 2 5 2 2 2 5 2 5 5 5 5 2 2 5 5 2 4 5 5 3

250 How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

NAME: Tony Mcvitie EXECUTIVE TITLE: 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 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 10 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 3 M2M / Automated Retail 4 4 Consumer Insights 1 1 CRM / Loyalty Management 3 3 Payment Processing 3 3 Unified Transaction Platforms 3 3 Business Intelligence 3 3 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 ERP 3 3 Price Management & Optimisation 4 4 Promotions Management & Optimisation 4 4 POS Hardware 4 4 POS Software / Value Added Services 4 4 Payment Terminals 3 3 Digital Signage 2 2 Visual Merchandising 3 3 Store Experience 1 1 Electronic Shelf Labeling / Multichannel Pricing 2 2 Offline Analytics 3 3 eCommerce 2 2 mCommerce 2 2 Social Commerce 3 3 Web Analytics 3 3 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 2 1 Monetisation 4 4 Mobility 3 3 Warehouse Management 4 4 Logistics / Transportation 5 5 Multichannel Supply Chain 3 2 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 2 1 Merchandise / Inventory Management 3 3 Demand Forecasting 5 5 Store Security / Surveillance 5 5 Workforce Management 3 3 Space Planning 4 4 How many stores does your company maintain? 400 in Western and Central Eastern Europe How many employees are part of your organisation? 7000 Topics you would wish to see discussed in a workshop or panel discussion: 5

PART 1: REGISTRATION PROFILE O'KEY is one of the largest retail chains in Russia. Its primary retail format is the modern Western European hypermarket under the “O'KEY” brand, complemented by "O'KEY – Express" supermarkets. The Group opened its first hypermarket in St. Petersburg in 2002 and has demonstrated continuous growth ever since. As of 31 December 2014, O'KEY operated 108 stores in 28 cities across Russia: 69 hypermarkets with an aggregate selling space of approximately 503,000m2 and 39 supermarkets with an aggregate trading space of approximately 49,000ms. As of 31 December 2014, O'KEY employed over 25,000 people.

NAME: Marc Leblond EXECUTIVE TITLE: VP Supply Chain COMPANY NAME: O’KEY Group of Companies

Marc has 40 years of experience in logistics. His father, logistics director at Nouvelles Galeries, passed on the virus to Marc: at the age of 12 years he joined his father on weekends to reorganise store planograms and DC layouts. Following is an enthralling career in the world of the supply chain where nothing is written in advance and everything can be reinvented. Companies that built his passion: Nouvelles Galeries, Carrefour, Lactalis, Orangina Schweppes, X5 Retail Group, Okey Group of Companies. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 50 Investments to support business innovation 35 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 5 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 3 Data Analytics 3 Data Warehousing 2 Master Data Management 2 ERP 3 Price Management & Optimisation 4 Promotions Management & Optimisation 2 POS Hardware 5 POS Software / Value Added Services 4 Payment Terminals 4 Digital Signage 3 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 3 eCommerce 2 mCommerce 3 Social Commerce 4 Web Analytics 3 Mobile Marketing 3 Social Marketing 4 Personalisation 4 Monetisation 4 Mobility 3 Warehouse Management 1 Logistics / Transportation 1 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 4 Merchandise / Inventory Management 1 Demand Forecasting 2 Store Security / Surveillance 2 Workforce Management 3 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 3 3 3 5 5 5 3 3 2 2 3 4 2 5 4 4 3 3 3 3 3 2 3 4 3 3 4 4 4 3 2 2 3 3 3 4 2 2 2 3 3

109 How many employees are part of your organisation? 20,000 Topics you would wish to see discussed in a workshop or panel discussion: Global Data Synchronization / Vendor Management Inventory

PART 1: REGISTRATION PROFILE Founded in 1949, the Otto Group is now a worldwide-operating retail and services group with 53,100 employees. The group has 123 companies of primary significance and operates in more than 20 countries in Europe, North and South America and Asia. It is organised into three business segments: multichannel retail, financial services and services. In financial year 2011/2012, the Otto Group generated revenue of €11.6bn. It is the world’s biggest online retailer for fashion and lifestyle products, and the world's second largest web retailer overall. Catalogue business, eCommerce and over-the-counter retail are the three pillars of the Otto Group’s multichannel retail strategy.

NAME: Moritz Corbelin EXECUTIVE TITLE: Head of eCommerce Strategy COMPANY NAME: Otto Group

Moritz is head of eCommerce strategy at Otto Group, Germany. After graduating he worked several years in PricewaterhouseCooper's transaction services & strategy practice. After two years as founder and CEO of a web-based customer loyalty tool, he joined Otto Group’s business development in 2012 in the company’s headquarters in Hamburg. Since 2013 he has headed Otto Group’s eCommerce strategy department responsible for further developing the eCommerce related activities of the Group and its 123 subsidiaries worldwide. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 3 Consumer Insights 2 CRM / Loyalty Management 3 Payment Processing 4 Unified Transaction Platforms 5 Business Intelligence 3 Data Analytics 1 Data Warehousing 4 Master Data Management 3 ERP 4 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 5 POS Software / Value Added Services 5 Payment Terminals 5 Digital Signage 4 Visual Merchandising 4 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 4 Offline Analytics 3 eCommerce 1 mCommerce 2 Social Commerce 2 Web Analytics 1 Mobile Marketing 3 Social Marketing 3 Personalisation 3 Monetisation 1 Mobility 3 Warehouse Management 4 Logistics / Transportation 4 Multichannel Supply Chain 4 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 4 Demand Forecasting 2 Store Security / Surveillance 4 Workforce Management 4 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 3 3 2 3 4 5 3 1 4 3 4 3 3 5 5 5 4 4 3 4 3 1 2 2 1 3 3 3 1 3 4 4 4 3 3 3 4 2 4 4 4

400 How many employees are part of your organisation? 54,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE OVS S.p.A. is Italy's leading group in the clothing market, creating, developing and marketing menswear, womenswear and childrenswear under the OVS and UPIM brands. The OVS brand was created as part of the Coin Group in 1972. As the network expanded, it has successfully developed great mutual trust with customers, achieving brand awareness on the Italian market equal to 97% in 2013 (source: Doxa). OVS S.p.A. also owns the UPIM brand, which is positioned in the value segment of the men's women's and children's clothing market in Italy and mainly targets families. UPIM has been operating in Italy since 1928 and was acquired in 2009. The Group's business model is typical of vertically-integrated retailers and involves the following activities: product development entrusted to a team of product managers, designers and merchandisers who â&#x20AC;&#x201C; by relying on a group structure that is highly specialised in sourcing and has a major presence in key geographical areas â&#x20AC;&#x201C; designs, develops and creates the merchandise mix through external suppliers, under the artistic guidance of fashion coordinators and under the organisational leadership of category managers. OVS S.p.A. operates through its own sales network throughout the national territory, with stores of different sizes and different management methods (directlyowned or franchised stores). The Group is also the Italian market leader in children's clothing and has received the "Retailer of the Year" award in the last four years for certain product categories.

NAME: Monica Gagliardi EXECUTIVE TITLE: eCommerce, CRM, Web & Digital Marketing Director COMPANY NAME: OVS SpA

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 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 2 Payment Processing 3 Unified Transaction Platforms 3 Business Intelligence 3 Data Analytics 3 Data Warehousing 3 Master Data Management 3 ERP 3 Price Management & Optimisation 3 Promotions Management & Optimisation 2 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 2 Visual Merchandising 3 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 2 eCommerce 2 mCommerce 2 Social Commerce 2 Web Analytics 3 Mobile Marketing 1 Social Marketing 2 Personalisation 3 Monetisation 3 Mobility 2 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 3 Workforce Management 3 Space Planning 3 How many stores does your company maintain?

Priority beyond 12 mths 1 3 2 2 3 3 3 2 2 3 3 3 2 3 3 3 1 3 1 1 1 1 1 2 3 1 2 2 3 2 3 3 3 3 3 3 3 3 3 3 3

600 How many employees are part of your organisation? 9000 Topics you would wish to see discussed in a workshop or panel discussion: I would like to speak about: - mobile strategy - omnichannel approach - data collect and integration of the information

PART 1: REGISTRATION PROFILE PANDORA designs, manufactures and markets hand-finished and modern jewellery made from genuine metals at affordable prices. PANDORA jewellery is sold in more than 90 countries on six continents through approximately 9,900 points of sale, including more than 1,400 concept stores. Founded in 1982 and headquartered in Copenhagen, Denmark, PANDORA employs more than 11,400 people worldwide of whom approximately 7,900 are located in Gemopolis, Thailand, where the company manufactures its jewellery. PANDORA is publicly listed on the Nasdaq Copenhagen stock exchange in Denmark. In 2014, PANDORAâ&#x20AC;&#x2122;s total revenue was DKK 11.9 billion (approximately EUR 1.6 billion).

NAME: Jonathan Paul Del Fino EXECUTIVE TITLE: VP Merchandise COMPANY NAME: Pandora

Jonathan leads Pandora's global merchandise planning division based in Copenhagen, Denmark. The division is focused on planning and driving both retail and wholesale sales along with inventory management across all of the 80 countries Pandora operates in. Jonathan's 15+ years of work experience is balanced between sales, merchandising and business development in the retail/wholesale consumer goods industry, with a focus on luxury and affordable luxury goods, companies that include Swarovski and Hearts On Fire. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 50 Investments to support business innovation 20 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 4 3 M2M / Automated Retail 4 4 Consumer Insights 2 2 CRM / Loyalty Management 2 2 Payment Processing 5 5 Unified Transaction Platforms 5 5 Business Intelligence 1 1 Data Analytics 1 1 Data Warehousing 3 3 Master Data Management 2 3 ERP 5 5 Price Management & Optimisation 4 3 Promotions Management & Optimisation 4 3 POS Hardware 5 5 POS Software / Value Added Services 5 5 Payment Terminals 5 5 Digital Signage 4 3 Visual Merchandising 5 5 Store Experience 4 3 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 5 5 eCommerce 4 3 mCommerce 5 5 Social Commerce 4 4 Web Analytics 4 3 Mobile Marketing 4 3 Social Marketing 4 3 Personalisation 4 3 Monetisation 5 5 Mobility 4 3 Warehouse Management 5 5 Logistics / Transportation 5 5 Multichannel Supply Chain 3 3 eCommerce Fulfilment 5 5 Radio Frequency I.D. (RFID) 4 3 Near Field Communication (NFC) 5 5 Merchandise / Inventory Management 1 1 Demand Forecasting 2 2 Store Security / Surveillance 5 5 Workforce Management 4 4 Space Planning 3 3 How many stores does your company maintain? 2000 How many employees are part of your organisation? 11,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Parfois is a fast expanding women's accessories brand, targeting early adopters and followers of fashion trends for fashion accessories such as handbags, jewellery, wallets, sunglasses, belts, scarves, watches, hair accessories, etc. With dedicated design teams in Porto and Barcelona, Parfois presents new styles in the stores every week. Offering value and fashion for money to its customers, Parfois is also unique for its clear and dynamic visual merchandising, creating a pleasant atmosphere in every store. The company was born as a fashion accessory brand in the year of 1994 in Portugal and, today, Parfois has more than 380 stores in 40 countries.

NAME: Susana Coerver EXECUTIVE TITLE: Marketing & Communication Director COMPANY NAME: Parfois

With more than 13 years of experience in advertising, in national (Portugal) or international agencies, like Fischer, Lowe, or Ogilvy, almost two years ago Susana decided to accept the challenge of returning from S達o Paulo, where she was living, to embrace marketing and communications direction of Parfois, a fashion accessories brand present now in 52 countries around the world. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 2 CRM / Loyalty Management 2 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 3 Data Analytics 3 Data Warehousing 5 Master Data Management 5 ERP 1 Price Management & Optimisation 4 Promotions Management & Optimisation 4 POS Hardware 5 POS Software / Value Added Services 5 Payment Terminals 5 Digital Signage 3 Visual Merchandising 3 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 3 eCommerce 3 mCommerce 3 Social Commerce 3 Web Analytics 3 Mobile Marketing 2 Social Marketing 1 Personalisation 3 Monetisation 4 Mobility 3 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 3 eCommerce Fulfilment 5 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 5 Demand Forecasting 5 Store Security / Surveillance 4 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 2 3 2 2 3 5 3 3 5 5 2 4 4 5 5 5 3 3 3 5 3 3 3 3 3 1 2 3 4 3 5 4 3 5 3 3 5 5 4 5 5

550 How many employees are part of your organisation? 2000 Topics you would wish to see discussed in a workshop or panel discussion: online vs offline stores

PART 1: REGISTRATION PROFILE The Pepe Jeans Group is a global leading player in the denim and sportswear sectors. Main owned brands include PEPE JEANS, a young fashion company, and HACKETT, the essential British clothing for men. Pepe Jeans Group benefits from a broad international presence and geographical diversification being in 60 countries, reaching 7,000 wholesale doors and 350 self owned stores around the world. The Group is also the exclusive distributor of PVH managing TOMMY HILFIGER and CALVIN KLEIN brands in Spain and Portugal.

NAME: David de los Rios EXECUTIVE TITLE: Group IT Director COMPANY NAME: Pepe Jeans Group

David has been in his current IT director role managing the information technology area for the Pepe Jeans Group since March 2004 and has over 18 years of experience working in apparel industry multinational companies. He has previously worked for Levi Strauss & Co covering different positions in Dockers EMEA, Levis Strauss EMEA and Levi Strauss Spain and Portugal in where he worked as a retail IT responsible.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 60 Investments to support business innovation 25 Investments to support business growth 10 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 5 Consumer Insights 1 CRM / Loyalty Management 1 Payment Processing 4 Unified Transaction Platforms 5 Business Intelligence 4 Data Analytics 3 Data Warehousing 5 Master Data Management 4 ERP 4 Price Management & Optimisation 4 Promotions Management & Optimisation 3 POS Hardware 5 POS Software / Value Added Services 5 Payment Terminals 3 Digital Signage 3 Visual Merchandising 4 Store Experience 1 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 5 eCommerce 1 mCommerce 1 Social Commerce 2 Web Analytics 2 Mobile Marketing 3 Social Marketing 3 Personalisation 3 Monetisation 3 Mobility 2 Warehouse Management 5 Logistics / Transportation 5 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 2 Near Field Communication (NFC) 4 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 5 Workforce Management 5 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 3 4 1 1 4 5 3 3 5 4 4 3 3 5 5 3 3 4 1 5 5 1 1 2 2 3 3 3 3 2 5 5 3 3 2 4 3 3 5 5 4

400 How many employees are part of your organisation? 4000 Topics you would wish to see discussed in a workshop or panel discussion: Omnichannel Customer Centrics Big Data Mobility

PART 1: REGISTRATION PROFILE

NAME: Grard Wijnen EXECUTIVE TITLE: Head of Enterprise Architecture COMPANY NAME: Phone House

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 30 Investments to support business growth 15 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 1 Consumer Insights 2 CRM / Loyalty Management 3 Payment Processing 3 Unified Transaction Platforms 3 Business Intelligence 3 Data Analytics 3 Data Warehousing 3 Master Data Management 3 ERP 2 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 3 Visual Merchandising 4 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 2 Offline Analytics 3 eCommerce 3 mCommerce 3 Social Commerce 3 Web Analytics 3 Mobile Marketing 4 Social Marketing 4 Personalisation 3 Monetisation 4 Mobility 3 Warehouse Management 3 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 3 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 4 Workforce Management 4 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 1 1 2 3 3 3 3 3 3 3 2 3 3 3 3 3 3 4 3 2 3 3 3 3 3 4 4 3 4 3 3 3 2 2 4 3 3 3 4 4 4

200 How many employees are part of your organisation? 900 Topics you would wish to see discussed in a workshop or panel discussion: Omni-channel Internet of Things Next Generation Supply Chain Connected Store design

PART 1: REGISTRATION PROFILE Ralph Lauren Corporation is a leader in the design, marketing, and distribution of premium lifestyle products in four categories: apparel, home, accessories, and fragrances. For more than 45 years, Ralph Lauren's reputation and distinctive image have been consistently developed across an expanding number of products, brands, and international markets. The company's brand names, which include Ralph Lauren Purple Label, Ralph Lauren Collection, Black Label, Polo Ralph Lauren, Womenswear Polo Ralph Lauren, Lauren Ralph Lauren, RRL, RLX, Ralph Lauren Childrenswear, American Living, Chaps and Club Monaco, constitute one of the world's most widely recognised families of consumer brands.

NAME: Fredrik Malm EXECUTIVE TITLE: SVP Wholesale EMEA COMPANY NAME: Ralph Lauren

Fredrik has spent his entire career in the retail/fashion industry working for companies that includes fashion and luxury, footwear and sporting goods. During his career he has worked through the entire value chain, from design, sourcing & production, marketing and held international executive and senior management positions over the past 15 years. He has extensive experience from all sales channels, retail, wholesale and eCommerce and currently serves as senior vice president wholesale for Ralph Lauren EMEA based in Geneva. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million X More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 3 M2M / Automated Retail 4 Consumer Insights 3 CRM / Loyalty Management 5 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 2 Data Analytics 5 Data Warehousing 5 Master Data Management 5 ERP 5 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 5 POS Software / Value Added Services 3 Payment Terminals 5 Digital Signage 3 Visual Merchandising 2 Store Experience 3 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 2 eCommerce 3 mCommerce 3 Social Commerce 3 Web Analytics 5 Mobile Marketing 3 Social Marketing 3 Personalisation 3 Monetisation 3 Mobility 4 Warehouse Management 5 Logistics / Transportation 4 Multichannel Supply Chain 3 eCommerce Fulfilment 3 Radio Frequency I.D. (RFID) 3 Near Field Communication (NFC) 3 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 5 Workforce Management 5 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 3 4 3 4 5 5 2 5 5 5 5 3 3 5 3 5 3 2 3 5 2 3 3 3 5 3 3 3 3 4 5 4 3 3 3 3 3 3 5 5 4

. How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE In 1906, Harry Gordon Selfridge arrived in London from Chicago with his heart set on opening his dream store. With his revolutionary understanding of publicity and the theatre of retail, Selfridges flourished under the direction of its charismatic chief. Harry Gordon Selfridge's spirit of innovation and creativity lives on through its owners today. Since 2003, W. Galen Weston and his family have owned and operated the business. The only store to be named the Best Department Store in the World three times, Selfridges today is more than just the sum of its products – it's a shopping experience that promises to surprise, amaze and amuse its customers by delivering extraordinary customer experiences. And, to this day, as Harry Gordon Selfridge said, ‘everyone is welcome’.

NAME: Kevin O'Brien EXECUTIVE TITLE: Director of IT COMPANY NAME: Selfridges

Kevin is an experienced IT director now working with prestigious fashion brands Selfridges and Brown Thomas. He has an outstanding track record of success in delivering clear IT strategies aligned with business plans and award winning, innovative solutions across multiple retail and FMCG businesses. Kevin's specialties include IT & business strategy alignment, IT innovation, IT transformation & driving business value and multi-channel retail solutions. Prior to working at Selfridges, Kevin was head of IS at Comet Group plc, divisional IT director at Mothercare and IT director at Virgin retail. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 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 5 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 3 Consumer Insights 4 CRM / Loyalty Management 2 Payment Processing 2 Unified Transaction Platforms 1 Business Intelligence 5 Data Analytics 2 Data Warehousing 2 Master Data Management 3 ERP 3 Price Management & Optimisation 3 Promotions Management & Optimisation 5 POS Hardware 4 POS Software / Value Added Services 4 Payment Terminals 4 Digital Signage 4 Visual Merchandising 4 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 5 Offline Analytics 3 eCommerce 1 mCommerce 1 Social Commerce 2 Web Analytics 3 Mobile Marketing 3 Social Marketing 4 Personalisation 2 Monetisation 3 Mobility 1 Warehouse Management 4 Logistics / Transportation 4 Multichannel Supply Chain 1 eCommerce Fulfilment 1 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 2 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 5 Workforce Management 5 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 2 3 4 2 2 1 5 2 2 3 3 3 5 4 4 4 4 4 2 5 3 1 1 2 3 3 4 2 3 1 4 4 1 1 4 2 3 3 5 5 4

4 How many employees are part of your organisation? 6000 Topics you would wish to see discussed in a workshop or panel discussion: N/A

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&#x201A;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.

NAME: Ilkka Brander EXECUTIVE TITLE: Managing Director, eCommerce & Digital Services 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 10 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 digitalisation. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 2 5 M2M / Automated Retail 2 5 Consumer Insights 3 5 CRM / Loyalty Management 4 5 Payment Processing 4 5 Unified Transaction Platforms 4 5 Business Intelligence 2 5 Data Analytics 2 5 Data Warehousing 4 5 Master Data Management 4 5 ERP 4 5 Price Management & Optimisation 2 5 Promotions Management & Optimisation 2 5 POS Hardware 4 5 POS Software / Value Added Services 4 5 Payment Terminals 4 5 Digital Signage 2 5 Visual Merchandising 2 5 Store Experience 1 5 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 2 5 eCommerce 1 5 mCommerce 5 5 Social Commerce 1 5 Web Analytics 1 5 Mobile Marketing 4 5 Social Marketing 4 5 Personalisation 2 5 Monetisation 2 5 Mobility 1 5 Warehouse Management 1 5 Logistics / Transportation 1 5 Multichannel Supply Chain 1 5 eCommerce Fulfilment 1 5 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 4 5 Merchandise / Inventory Management 1 5 Demand Forecasting 3 5 Store Security / Surveillance 5 5 Workforce Management 4 5 Space Planning 3 5 How many stores does your company maintain? 1700 How many employees are part of your organisation? 42,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Sonae is a retail company â&#x20AC;&#x201C; food and non food â&#x20AC;&#x201C; with two major partnerships in the shopping centres and telecommunications sectors. Sonae MC is food retail market leader in Portugal with a number of distinctive formats, which offer a varied range of high quality products at the best prices. Sonae SR has a range of brands in benchmark positions in their respective market segments. The offer is wide ranging: Loop (footwear), Modalfa (clothing), SportZone (sports clothing and equipment), Vobis (computer equipment) Sonae Sierra is the international specialist in shopping centers with a passion for introducing innovation and excitement into the shopping and leisure centre industry. Sonaecom, a Sonae partnership in the telecommunications, media and information systems and software (SSI) areas.

NAME: David Ferreira Alves EXECUTIVE TITLE: CIO COMPANY NAME: Sonae

David is chief information officer of Sonae's Corporate Center, executive board member of Sonae Modelo Continente and Sonae Specialized Retail, being responsible for the following portfolios: information systems, innovation and eCommerce. He is also president of FINCO, the information technologies Forum of Sonae Companies.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million X More than 100 Million Other

How is your 2015 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 50 Investments to support business innovation 5 Investments to support business growth 35 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 4 3 M2M / Automated Retail 4 3 Consumer Insights 4 3 CRM / Loyalty Management 2 2 Payment Processing 5 5 Unified Transaction Platforms 3 3 Business Intelligence 1 1 Data Analytics 1 1 Data Warehousing 4 5 Master Data Management 2 3 ERP 5 5 Price Management & Optimisation 2 2 Promotions Management & Optimisation 2 2 POS Hardware 5 5 POS Software / Value Added Services 3 5 Payment Terminals 5 5 Digital Signage 5 5 Visual Merchandising 5 5 Store Experience 3 3 Electronic Shelf Labeling / Multichannel Pricing 3 2 Offline Analytics 2 2 eCommerce 2 2 mCommerce 3 2 Social Commerce 4 3 Web Analytics 2 2 Mobile Marketing 4 4 Social Marketing 5 5 Personalisation 5 5 Monetisation 5 5 Mobility 3 4 Warehouse Management 2 2 Logistics / Transportation 3 3 Multichannel Supply Chain 2 2 eCommerce Fulfilment 2 2 Radio Frequency I.D. (RFID) 3 3 Near Field Communication (NFC) 4 3 Merchandise / Inventory Management 2 2 Demand Forecasting 3 3 Store Security / Surveillance 5 5 Workforce Management 3 4 Space Planning 4 4 How many stores does your company maintain? More than 500 How many employees are part of your organisation? 30,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE SPAR Retails Moscow operates 30 stores in Moscow, Moscow Region and city of Vladimir and we employ around 3000 people in our business. SPAR operates 12,500 stores across the globe as a franchise. All together there are nine SPAR partners in Russian Federation spread across the country and SPAR Retail Moscow is one of them. The company was established 14 years ago. SPAR operates three store formats in Russia: hypermarkets, supermarkets and express stores. Our main focus is great customer service, great choice of products in stores, freshness and quality of products.

NAME: Marcin Tomasz Ploszaj EXECUTIVE TITLE: Business Process and Operations Support Director COMPANY NAME: SPAR Retail Moscow

Marcin has over 15 years of experience in retail business. In 2000 he started in Tesco in Poland and organically grew with the business taking various roles. He also managed to gain international experience with Tesco as a member of the Carrefour/Tesco integration team in the Czech Republic and Slovakia. He worked on integrating Carrefour stores into the Tesco business. Back in home business Marcin was accountable for new store openings across all formats and the whole country. He opened around 200 new Tesco stores in Poland (Extra, Hypermarkets, Compact Hypermarkets and Supermarkets). In 2014 Marcin decided to take a new role in SPAR retail as shopping experience director. Over the past 12 months we managed to completely restructure the company in order to improve customer shopping experience in stores, reduce operational cost and increase productivity. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 50 Investments to support business innovation 20 Investments to support business growth 20 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 3 Consumer Insights 3 CRM / Loyalty Management 1 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 3 Data Analytics 3 Data Warehousing 5 Master Data Management 2 ERP 3 Price Management & Optimisation 2 Promotions Management & Optimisation 2 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 5 Digital Signage 3 Visual Merchandising 2 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 4 Offline Analytics 3 eCommerce 3 mCommerce 3 Social Commerce 3 Web Analytics 3 Mobile Marketing 3 Social Marketing 3 Personalisation 3 Monetisation 5 Mobility 4 Warehouse Management 2 Logistics / Transportation 1 Multichannel Supply Chain 3 eCommerce Fulfilment 4 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 5 Merchandise / Inventory Management 3 Demand Forecasting 1 Store Security / Surveillance 5 Workforce Management 1 Space Planning 2 How many stores does your company maintain?

Priority beyond 12 mths 1 3 3 2 5 5 3 2 5 3 3 3 3 3 3 5 3 2 2 4 3 3 3 3 3 3 3 3 5 4 2 2 3 3 5 4 3 2 4 2 3

27 How many employees are part of your organisation? 3000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Staples is the worldâ&#x20AC;&#x2122;s largest office products company and third largest internet retailer. For 30 years, Staples has served the needs of business customers and its vision is to provide everything customers need to succeed. Through its world-class retail, online and delivery capabilities, Staples offers office supplies, technology products and services, facilities and breakroom supplies, furniture, copy and print services and a wide range of other product categories. With thousands of associates worldwide dedicated to making it easy for businesses of all sizes, Staples operates throughout North and South America, Europe, Asia, Australia and New Zealand. The company is headquartered outside Boston.

NAME: Olga Maria Carreira FrazĂŁo EXECUTIVE TITLE: Head of Retail Marketing Europe COMPANY NAME: Staples

Olga's specialties span direct marketing, retail marketing, branding, advertising and loyalty programmes. She's served as head of retail marketing Europe since 2014 and is based in Lisbon. Previous roles and responsibilities include marketing director for Staples Portugal for 11 years prior to her current position, costumer service manager for Redcats and agency manager at Banco BPI.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million X 50-100 Million More than 100 Million Other

How is your 2015 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 3 Investments to support business innovation 10 Investments to support business growth 86 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 1 M2M / Automated Retail 2 Consumer Insights 2 CRM / Loyalty Management 1 Payment Processing 3 Unified Transaction Platforms 3 Business Intelligence 2 Data Analytics 3 Data Warehousing 3 Master Data Management 3 ERP 3 Price Management & Optimisation 3 Promotions Management & Optimisation 3 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 3 Digital Signage 3 Visual Merchandising 3 Store Experience 2 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 3 eCommerce 3 mCommerce 3 Social Commerce 2 Web Analytics 3 Mobile Marketing 3 Social Marketing 2 Personalisation 2 Monetisation 3 Mobility 3 Warehouse Management 4 Logistics / Transportation 4 Multichannel Supply Chain 4 eCommerce Fulfilment 4 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 4 Merchandise / Inventory Management 4 Demand Forecasting 4 Store Security / Surveillance 4 Workforce Management 4 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 1 2 2 1 3 3 2 2 3 3 3 3 3 3 3 3 3 3 2 3 3 3 3 2 3 3 2 2 3 3 4 4 4 4 4 4 4 4 4 4 4

267 How many employees are part of your organisation? . Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Staples Inc is the world's largest office products company and has the commitment to make it easy for customers to buy a wide range of office products, including supplies, facility and break room, technology, furniture, and business services. With US $24bn in sales, Staples serves businesses of all sizes and consumers in 25 countries throughout North and South America, Europe, Asia and Australia. Staples Europe delivers customers in 16 countries and services businesses of all sizes and consumers via its stores, websites, mail order catalogues and sales teams. Almost three million European businesses and consumers turn to the European online and catalogue business for their office products needs. Staples Retail maintains a strong European presence, with 365 retail stores in seven countries. Staples' Advantage serves the business-to-business customers, mainly international and national corporations located in all European countries. Through this contract business, or via partners, it offers its customers a wide variety of office products and services. Since Staples took over Corporate Express in 2008, there is an ongoing organisation consolidation and integration effort.

NAME: Michael Williamson EXECUTIVE TITLE: VP Marketing (Europe) COMPANY NAME: Staples Europe

Michael is responsible for end-to-end multi-channel marketing, data analytics, customer experience & brand strategy across eCommerce, retail and B2B segments across 19 European countries. He has been with Staples since July 2013. Prior to that, he was vice president of marketing for the â&#x20AC;&#x2DC;Nortonâ&#x20AC;&#x2122; range of consumer Internet & cloud-based security software across Europe, Middle East, Africa, leading a direct team of over 80 people across 12 international locations, managing operations across over 100 countries. Before that, Michael spent nine years in multi-channel marketing in the mobile telecoms category, first with O2 UK and then with Vodafone Group. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million X Other

How is your 2015 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 60 Investments to support business innovation 10 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 1 1 M2M / Automated Retail 5 2 Consumer Insights 3 3 CRM / Loyalty Management 1 3 Payment Processing 4 4 Unified Transaction Platforms 5 5 Business Intelligence 5 5 Data Analytics 5 5 Data Warehousing 5 5 Master Data Management 5 5 ERP 5 5 Price Management & Optimisation 3 3 Promotions Management & Optimisation 3 3 POS Hardware 5 5 POS Software / Value Added Services 5 5 Payment Terminals 5 5 Digital Signage 5 5 Visual Merchandising 5 5 Store Experience 4 4 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 2 2 eCommerce 3 3 mCommerce 1 1 Social Commerce 4 4 Web Analytics 3 3 Mobile Marketing 1 1 Social Marketing 2 3 Personalisation 1 1 Monetisation 5 5 Mobility 2 2 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 Merchandise / Inventory Management 5 5 Demand Forecasting 5 5 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? 356 in Europe How many employees are part of your organisation? 10,000 in Europe Topics you would wish to see discussed in a workshop or panel discussion: (1) Loyalty Management (2) Omni-channel customer management (3) Mobile CRM (including Apple Pay, iBeacon)

PART 1: REGISTRATION PROFILE Innovative, luxurious and pioneering â&#x20AC;&#x201C; KaDeWe, Alsterhaus and Oberpollinger are among the most established department stores in Germany and the most famous throughout Europe. With an impressive history that goes back more than 100 years, they have become distinctive trademarks. They stand for an extraordinary shopping experience, an international brand portfolio and excellent service. Today, KaDeWe located in the capital city Berlin has over 64,000 square metres of total area and carries 400,000 different products. Oberpollinger in Munich with 35,000 square metres and Alsterhaus in Hamburg with 24,000 square metres also stand for an outstanding, diverse selection.

NAME: Andreas Penkov EXECUTIVE TITLE: Head of Strategy & Projects COMPANY NAME: The KaDeWe Group

Andreas served at Karstadt Warenhaus GmbH since March 2011, during that time he held various positions at Karstadt Warenhaus. Among others he served as head of strategy & innovation. In January 2014 Andreas joined the newly formed KaDeWe Group as head of strategy & projects. In his current position he is responsible for the implementation of all strategic projects and the organisational build up of the newly formed KaDeWe Group. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 40 Investments to support business innovation 25 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 4 Consumer Insights 4 CRM / Loyalty Management 4 Payment Processing 5 Unified Transaction Platforms 5 Business Intelligence 4 Data Analytics 4 Data Warehousing 3 Master Data Management 1 ERP 2 Price Management & Optimisation 4 Promotions Management & Optimisation 4 POS Hardware 3 POS Software / Value Added Services 3 Payment Terminals 4 Digital Signage 4 Visual Merchandising 4 Store Experience 4 Electronic Shelf Labeling / Multichannel Pricing 4 Offline Analytics 4 eCommerce 4 mCommerce 4 Social Commerce 4 Web Analytics 4 Mobile Marketing 4 Social Marketing 4 Personalisation 4 Monetisation 4 Mobility 4 Warehouse Management 4 Logistics / Transportation 3 Multichannel Supply Chain 2 eCommerce Fulfilment 4 Radio Frequency I.D. (RFID) 4 Near Field Communication (NFC) 4 Merchandise / Inventory Management 4 Demand Forecasting 4 Store Security / Surveillance 4 Workforce Management 3 Space Planning 4 How many stores does your company maintain?

Priority beyond 12 mths 2 4 4 4 5 5 4 4 3 1 2 4 4 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 2 4 4 4 4 4 4 3 4

3 How many employees are part of your organisation? 2000 Topics you would wish to see discussed in a workshop or panel discussion: Master Data Management - Organisational structures, tool etc.

PART 1: REGISTRATION PROFILE The TOM TAILOR GROUP is one of the leading and fastest-growing fashion and lifestyle company. With its two umbrella brands TOM TAILOR and BONITA the Group operates in more than 35 countries. The BONITA brand is available exclusively from the more than 1,000 proprietary retail stores in Europe. Alongside the more than 350 centrally located retail stores, the TOM TAILOR brand is also sold in the wholesale segment, including around 200 franchise stores, more than 2,700 shop-in-shops and almost 8,500 multilabel stores. The Company achieves in 2014 a net sales of â&#x201A;Ź932m with some 6,500 employees around the world.

NAME: Frank Thun EXECUTIVE TITLE: COO COMPANY NAME: Tom Tailor Group

Frank is responsible for sourcing, logistics, IT, group services and organisation. He has a consulting background (15 years, of which 10 with Capgemini). Since 2011 he's served as managing director with European retailer Bonita that in 2012 merged with Tom Tailor Group.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 60 Investments to support business growth 5 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 1 1 M2M / Automated Retail 4 4 Consumer Insights 4 4 CRM / Loyalty Management 4 4 Payment Processing 4 4 Unified Transaction Platforms 3 3 Business Intelligence 3 3 Data Analytics 2 2 Data Warehousing 4 4 Master Data Management 4 4 ERP 2 2 Price Management & Optimisation 2 2 Promotions Management & Optimisation 2 2 POS Hardware 2 2 POS Software / Value Added Services 2 2 Payment Terminals 4 4 Digital Signage 4 4 Visual Merchandising 3 3 Store Experience 2 2 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 5 5 eCommerce 3 3 mCommerce 2 2 Social Commerce 2 2 Web Analytics 4 4 Mobile Marketing 2 2 Social Marketing 2 2 Personalisation 2 2 Monetisation 5 5 Mobility 4 4 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 2 2 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 2 2 Near Field Communication (NFC) 3 3 Merchandise / Inventory Management 2 2 Demand Forecasting 2 2 Store Security / Surveillance 5 5 Workforce Management 4 4 Space Planning 4 4 How many stores does your company maintain? 1500 How many employees are part of your organisation? 6500 Topics you would wish to see discussed in a workshop or panel discussion: Tablet assisted selling approaches in store

PART 1: REGISTRATION PROFILE The TOM TAILOR GROUP is one of the leading and fastest-growing fashion and lifestyle company. With its two umbrella brands TOM TAILOR and BONITA the Group operates in more than 35 countries. The BONITA brand is available exclusively from the more than 1,000 proprietary retail stores in Europe. Alongside the more than 350 centrally located retail stores, the TOM TAILOR brand is also sold in the wholesale segment, including around 200 franchise stores, more than 2,700 shop-in-shops and almost 8,500 multi-label stores. The Company achieves in 2014 a net sales of â&#x201A;Ź932m with some 6,500 employees around the world.

NAME: Ursula Claus EXECUTIVE TITLE:

Deputy Head of IT and Senior Manager Sales & Support Systems

COMPANY NAME: Tom Tailor Group

Ursula has been responsible for IT processes and organisation concerning retail and wholesale business, retail experience since 1995, as an IT manager for retail since 2001. Since the merge of Bonita with the Tom Tailor Group, she has served as senior manager sales and support applications.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other 14 Mio

How is your 2015 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 25 Investments to support business innovation 40 Investments to support business growth 30 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 2 2 M2M / Automated Retail 5 5 Consumer Insights 4 3 CRM / Loyalty Management 3 3 Payment Processing 3 3 Unified Transaction Platforms 3 3 Business Intelligence 4 4 Data Analytics 3 3 Data Warehousing 5 5 Master Data Management 4 4 ERP 2 2 Price Management & Optimisation 4 4 Promotions Management & Optimisation 3 3 POS Hardware 4 4 POS Software / Value Added Services 3 3 Payment Terminals 5 5 Digital Signage 3 3 Visual Merchandising 2 2 Store Experience 2 2 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 4 4 eCommerce 3 3 mCommerce 2 2 Social Commerce 3 3 Web Analytics 4 4 Mobile Marketing 4 4 Social Marketing 4 4 Personalisation 5 5 Monetisation 5 5 Mobility 3 3 Warehouse Management 4 4 Logistics / Transportation 4 4 Multichannel Supply Chain 3 3 eCommerce Fulfilment 4 4 Radio Frequency I.D. (RFID) 5 3 Near Field Communication (NFC) 5 4 Merchandise / Inventory Management 4 4 Demand Forecasting 4 4 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? 1350 How many employees are part of your organisation? 6500 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE London-based Vector is a global technology company integrating skills from the watch and the technology industries to create products grounded in elegant design and enabled with intuitive smart technology. Our first product is a smartwatch, which showcases our software, data and platforms capabilities, with design expertise to facilitate the development of a strong sustainable business model with scalable and recurring revenue. The Vector smartwatch – launching summer 2015 - features 30-day battery, waterproof to 50 metres, and works on all major platforms (iOs, Android, and Windows).

NAME: Andreas Adamides EXECUTIVE TITLE: Chief Commercial Officer COMPANY NAME: Vector Watch

Andreas is a serial tech entrepreneur and eCommerce pioneer. Founder of Australia’s first major eCommerce company, board member in tech/mobile/Internet companies, and business advisor to a range of companies from early-stage to large corporates. Experienced in launching and growing new brands in Australia, Europe, and the UK, he most recently launched Vestel’s first consumer business with the online-only TV brand Finlux, and is currently working on the global launch of the new smartwatch brand Vector.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million X 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 4 3 M2M / Automated Retail 5 5 Consumer Insights 4 4 CRM / Loyalty Management 2 1 Payment Processing 2 3 Unified Transaction Platforms 2 3 Business Intelligence 3 3 Data Analytics 2 3 Data Warehousing 3 3 Master Data Management 3 3 ERP 4 4 Price Management & Optimisation 4 4 Promotions Management & Optimisation 3 3 POS Hardware 5 5 POS Software / Value Added Services 5 5 Payment Terminals 5 5 Digital Signage 5 5 Visual Merchandising 5 5 Store Experience 5 5 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 5 5 eCommerce 1 1 mCommerce 1 1 Social Commerce 2 2 Web Analytics 2 2 Mobile Marketing 1 2 Social Marketing 1 2 Personalisation 2 2 Monetisation 2 2 Mobility 2 2 Warehouse Management 4 4 Logistics / Transportation 1 1 Multichannel Supply Chain 5 5 eCommerce Fulfilment 1 1 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Merchandise / Inventory Management 2 2 Demand Forecasting 3 3 Store Security / Surveillance 5 5 Workforce Management 5 5 Space Planning 5 5 How many stores does your company maintain? No stores maintained at the moment. Selling to distributors and retailers How many employees are part of your organisation? 400 Topics you would wish to see discussed in a workshop or panel discussion: eCommerce fulfilment Digital Marketing

PART 1: REGISTRATION PROFILE The Walt Disney Company operates as an entertainment company worldwide. The company’s Media Networks segment includes broadcast television network, television production and distribution, television stations, broadcast radio networks, radio stations, and publishing and digital operations. The company’s Parks and Resorts segment owns and operates the various Walt Disney Resorts across the world. Its Studio Entertainment segment produces and acquires live-action and animated motion pictures, musical recordings, and live stage plays. The company’s Consumer Products segment licenses Disney characters, and visual and literary properties. Its Disney Interactive Media Group segment creates and delivers Disneybranded entertainment and lifestyle content across interactive media platforms. The company was founded in 1923 and is based in Burbank, California.

NAME: Edwin van der Meerendonk EXECUTIVE TITLE: VP European Supply Chain COMPANY NAME: Walt Disney

Edwin is in charge of the European retail supply chain. He is responsible for efficient and effective customer-focused supply chain operations for Disney’s packaged media and merchandise products. He has more than 20 years of experience in supply chain management, of which five years were spent as an international consultant. He worked with a number of multinational companies in supply chain functions related to supply and demand management, order management and fulfilment, inventory management, distribution network design and optimisation and consumer response management. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million X Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within strategy categories? (1=Highest | 5=Lowest) 12 mths Connected Retail 2 M2M / Automated Retail 4 Consumer Insights 4 CRM / Loyalty Management 4 Payment Processing 4 Unified Transaction Platforms 4 Business Intelligence 4 Data Analytics 4 Data Warehousing 4 Master Data Management 4 ERP 5 Price Management & Optimisation 4 Promotions Management & Optimisation 4 POS Hardware 4 POS Software / Value Added Services 3 Payment Terminals 4 Digital Signage 4 Visual Merchandising 4 Store Experience 4 Electronic Shelf Labeling / Multichannel Pricing 3 Offline Analytics 4 eCommerce 2 mCommerce 3 Social Commerce 3 Web Analytics 3 Mobile Marketing 3 Social Marketing 3 Personalisation 2 Monetisation 3 Mobility 3 Warehouse Management 2 Logistics / Transportation 2 Multichannel Supply Chain 2 eCommerce Fulfilment 2 Radio Frequency I.D. (RFID) 5 Near Field Communication (NFC) 5 Merchandise / Inventory Management 3 Demand Forecasting 3 Store Security / Surveillance 5 Workforce Management 5 Space Planning 5 How many stores does your company maintain?

Priority beyond 12 mths 2 4 4 4 4 4 4 4 4 4 5 4 4 4 3 4 4 4 4 3 4 2 3 3 3 3 3 2 3 3 2 2 2 2 5 5 3 3 5 5 5

N/A How many employees are part of your organisation? 80 Topics you would wish to see discussed in a workshop or panel discussion: Omnichannel solutions Pan European eCommerce fulfilment solutions

PART 1: REGISTRATION PROFILE Based in Lisbon, Wayfield is a company with a vast know-how in the retail industry operating in the with Portuguese and the Angolan market. It is a leading brand in the food distribution sector in Angola, with a focus on perishables. The company directs its strategy to private and professional customers through three flags: Mega (Cash & Carry – 3 stores); Bem Me Quer (Mini Market – 250 stores); Bem Perto (Wholesale – 4 stores). Also operates thru a sales force directed to the HoReCa channel.

NAME: Miguel Pereira EXECUTIVE TITLE: Retail Commercial Director COMPANY NAME: Wayfield, Internacional, SA

Miguel has over nine years of professional experience with solid expertise in the retail/wholesale industry, working in head position of operations management, commercial management and business development. International business development experience in Africa and South America. Worked in several countries and continents in three international companies, including most importantly the Sonae and Teixeira Duarte, always developing his career in the retail and wholesale area.

PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 25 Investments to support business innovation 10 Investments to support business growth 60 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths M2M / Automated Retail 5 5 Consumer Insights 5 5 CRM / Loyalty Management 2 2 Payment Processing 5 5 Unified Transaction Platforms 5 5 Business Intelligence 3 2 Data Analytics 2 2 Data Warehousing 5 5 Master Data Management 5 5 ERP 4 3 Price Management & Optimisation 3 2 Promotions Management & Optimisation 3 2 POS Hardware 5 5 POS Software / Value Added Services 5 5 Payment Terminals 5 5 Digital Signage 5 5 Visual Merchandising 5 5 Store Experience 3 3 Electronic Shelf Labeling / Multichannel Pricing 5 5 Offline Analytics 5 5 eCommerce 3 2 mCommerce 4 3 Social Commerce 4 4 Web Analytics 4 4 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 5 5 Monetisation 5 5 Mobility 3 3 Warehouse Management 5 5 Logistics / Transportation 4 3 Multichannel Supply Chain 4 3 eCommerce Fulfilment 5 5 Radio Frequency I.D. (RFID) 5 5 Near Field Communication (NFC) 5 5 Merchandise / Inventory Management 3 3 Demand Forecasting 3 3 Store Security / Surveillance 3 3 Workforce Management 5 5 Space Planning 1 2 How many stores does your company maintain? 317 in the end of the year How many employees are part of your organisation? 5000 Topics you would wish to see discussed in a workshop or panel discussion: Price management program and promotions Trends Space Management New trends of consumption B2B and B2C New technologies in the Management of Retail Operations Mobility and Internet consumption in the retail industry

PART 1: REGISTRATION PROFILE WH Smith PLC is one of the UK’s leading retailers and is made up of two core businesses – travel and high street. Our goal is to be the leading retailer in convenience, books and news for the world’s travelling customer and Britain’s most popular high street stationer, bookseller and newsagent. Funkypigeon.com is one of the largest online retailers of personalised cards and gifts in the UK. Acquired by WHSmith in 2010 it has grown strongly and offers a wide range of cards and gifts in both the UK and Ireland through www.funkypigeon.ie.

NAME: Steve Wood EXECUTIVE TITLE: Head of Operations COMPANY NAME: WHSmith / FunkyPigeon.com

Steve is a retail operations expert with extensive cross functional and multi channel experience. Working for WHSmith for the past 13 years, he has specialised in operational delivery and efficiency and has led this department since 2008. He has delivered projects with several millions pounds of annualised benefits, an effective 13% reduction in operating costs. Key initiatives have included the national rollout of self service tilling and mobilisation of store IT infrastructure. Since 2011 he has also held responsibility for the operations of funkypigeon.com a leading personalised cards and gifts site. During this time as part of the management team he has overseen the exponential growth of the business alongside delivering significant reductions in operating costs. Steve has strong experience of multi-channel retail operations and delivering benefits across all business areas. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million X 25-50 Million 50-100 Million More than 100 Million Other

How is your 2015 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 How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 2 2 M2M / Automated Retail 4 4 Consumer Insights 2 2 CRM / Loyalty Management 2 2 Payment Processing 3 3 Unified Transaction Platforms 4 4 Business Intelligence 1 1 Data Analytics 4 4 Data Warehousing 4 4 Master Data Management 4 4 ERP 2 2 Price Management & Optimisation 4 4 Promotions Management & Optimisation 4 4 POS Hardware 2 1 POS Software / Value Added Services 3 3 Payment Terminals 3 3 Digital Signage 3 2 Visual Merchandising 4 4 Store Experience 1 1 Electronic Shelf Labeling / Multichannel Pricing 3 3 Offline Analytics 4 4 eCommerce 2 2 mCommerce 2 2 Social Commerce 2 2 Web Analytics 3 3 Mobile Marketing 3 3 Social Marketing 3 3 Personalisation 3 3 Monetisation 3 3 Mobility 2 2 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) 3 3 Merchandise / Inventory Management 5 5 Demand Forecasting 5 5 Store Security / Surveillance 3 3 Workforce Management 1 1 Space Planning 5 5 How many stores does your company maintain? Over 900 How many employees are part of your organisation? Over 11,000 Topics you would wish to see discussed in a workshop or panel discussion: .

PART 1: REGISTRATION PROFILE Turkey’s leading group in the food sector, Yildiz Holding, began business in 1944 with the production of the Ülker brand of biscuits. Today, Yildiz Holding owns a total of 65 production and marketing companies producing a wide range of products, from biscuits to chocolate, carbonated beverages to milk and milk products, baby food to personal care products and packaging. Due to its size, Yildiz Holding has become Turkey’s largest purchaser of raw materials with 100,000 direct employees and 500,000 domestic support workers. Yildiz Holding produces goods in a total of 54 domestic and foreign factories, making it a recognised leader not only within the country but throughout the region.

NAME: Kürşat Alp Yiğit EXECUTIVE TITLE: IT Manager (Sales Business Unit) COMPANY NAME: Yildiz Holding

Kürşat is PMO in global CIO office at Yildiz Holding, Istanbul. He started working as a parttime software developer, then transferred to Turkey's biggest investment company (İş Investment) and worked for six years as a senior software developer. After that, he left for Turkey's leading and biggest pharmaceutical company (Abdi İbrahim Pharmaceuticals) and worked as a software supervisor for seven years. Before Yildiz Holding, he worked as an IT manager in Vialand (Turkey's first theme park & shopping mall concept). As PMO he is responsible for guide and guard functionalities for global & transformation projects management; global IT/S demand management; business units relationship management; change management and evaluation of global apps&infra; portfolio of competitive products/services and innovation management; global benefits (tangible&intangible) delivery management; enterprise architecture management. PART 2: BUDGETING AND SPENDING What is your total budget for 2015? Up to 10 Million 10-25 Million 25-50 Million 50-100 Million More than 100 Million Other N/A

How is your 2015 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 20 Investments to support business innovation 30 Investments to support business growth 25 100%

PART 3: INVESTMENT PRIORITIES How is your 2015 budget allocated across these business Priority within Priority beyond strategy categories? (1=Highest | 5=Lowest) 12 mths 12 mths Connected Retail 3 1 M2M / Automated Retail 1 1 Consumer Insights 3 1 CRM / Loyalty Management 1 1 Payment Processing 2 1 Unified Transaction Platforms 3 3 Business Intelligence 2 1 Data Analytics 2 1 Data Warehousing 2 1 Master Data Management 1 1 ERP 2 1 Price Management & Optimisation 2 1 Promotions Management & Optimisation 2 1 POS Hardware 2 1 POS Software / Value Added Services 2 1 Payment Terminals 3 1 Digital Signage 3 3 Visual Merchandising 2 1 Store Experience 2 1 Electronic Shelf Labeling / Multichannel Pricing 3 2 Offline Analytics 3 2 eCommerce 2 1 mCommerce 2 1 Social Commerce 3 3 Web Analytics 3 1 Mobile Marketing 2 1 Social Marketing 2 1 Personalisation 3 2 Monetisation 3 3 Mobility 1 1 Warehouse Management 2 1 Logistics / Transportation 3 1 Multichannel Supply Chain 3 1 eCommerce Fulfilment 3 3 Radio Frequency I.D. (RFID) 4 3 Near Field Communication (NFC) 4 3 Merchandise / Inventory Management 2 1 Demand Forecasting 2 1 Store Security / Surveillance 2 1 Workforce Management 3 3 Space Planning 2 1 How many stores does your company maintain? 3000 How many employees are part of your organisation? N/A Topics you would wish to see discussed in a workshop or panel discussion: - Cash&Carry (Wholesale marketing) transformation from wholesale marketing to retail - Franchising operations (Management of Franchising) - Mobile Marketing & Loyalty management