LAKE SUCCESS, N.Y., Feb. 2, 2012 /PRNewswire via COMTEX/ –
At the National Automotive Dealers Association Convention and Exposition (NADA 2012), DealerTrack

/quotes/zigman/98462/quotes/nls/trak TRAK
-1.48%

will be demonstrating its robust and flexible digital retailing solutions designed to simplify and streamline the online buying process for consumers, while generating more qualified leads and buyers for dealers.

“Today’s increasingly sophisticated consumer wants to complete more of their car research and dealer interaction online, but clunky searches, lack of monthly payment options and complicated finance processes can make for a frustrating experience that often results in a shopper simply leaving a website,” said Amit Maheshwari, general manager, DealerTrack Data Services and Digital Retailing Solutions. “Our digital retailing solutions take a significant step forward in alleviating these frustrations by helping streamline the online buying process so that consumers can be moved further down the sales funnel and dealers can focus on highly qualified online leads that hit the dealership’s lot ready to buy.”

DealerTrack’s digital retailing solutions are available either as a set of web services that website developers can utilize to build their own consumer-facing applications or through a simple, intuitive web-based interface plug-in called eBusiness Suite. The following solutions will be shown at NADA 2012:

DealerTrack SmartFind – A recently-introduced web service that uses proprietary “best match” search algorithms to return a ranked list of available vehicles in inventory, based upon a consumer’s specific search parameters, and perform robust comparisons of actual vehicles in inventory;

PaymentDriver 2.0 – A new version of DealerTrack’s web-based online finance payment calculation service for automotive retail portals and websites, giving consumers the ability to generate accurate monthly payments for specific vehicles based on the most current finance rates and residuals available from a dealership’s finance partners; and

FinanceDriver 1.0 – This web service, which will be previewed at NADA 2012, allows automotive retailers to provide robust financing services to consumers during the vehicle research process, including the ability to complete a simplified credit application online.

These innovative digital retailing solutions are available through DealerTrack as well as Chrome Data Solutions, a joint venture between DealerTrack and AutoData. In addition to its Digital Retailing solutions, DealerTrack will be demonstrating its mobile app for vehicle inventory management and merchandising, as well as its DMS offering and popular Compliance solution, in the DealerTrack Booth (#1751) at the upcoming NADA Convention and Expo, in Las Vegas, February 4th – 6th, 2012.

About DealerTrack (
www.dealertrack.com )

DealerTrack’s intuitive and high-value software solutions and services enhance efficiency and profitability for all major segments of the retail automotive industry, including dealers, lenders, OEMs, agents and aftermarket providers. DealerTrack, whose solution set for dealers is the industry’s most comprehensive, operates the largest online credit application network in the United States, connecting over 17,000 dealers with more than 1,100 lenders. DealerTrack’s Dealer Management System (DMS) provides dealers with easy-to-use tools and real-time data access to enhance their efficiency. DealerTrack’s Inventory offerings provide vehicle inventory management and merchandising solutions to help dealers drive higher in-store and online traffic with state-of-the-art, real-time listings — designed to accelerate used-vehicle turn rates and increase dealer profits. DealerTrack’s Sales and F&I solutions allow dealers to streamline the entire sales process as they structure deals from a single integrated platform. Its Compliance offering helps dealers meet legal and regulatory requirements, and protect their assets. DealerTrack also offers additional solutions for the automotive industry, including electronic motor vehicle registration and titling applications, paper title storage, and digital document services. For more information visit:
www.dealertrack.com .

Safe Harbor for Forward-Looking and Cautionary Statements

Statements in this press release regarding the benefits of DealerTrack’s solutions and any conclusions or statements based thereon, and all other statements in this release other than the recitation of historical facts are forward-looking statements (as defined in the Private Securities Litigation Reform Act of 1995). These statements involve a number of risks, uncertainties and other factors that could cause actual results, performance or achievements of DealerTrack to be materially different from any future results, performance or achievements expressed or implied by these forward-looking statements.

Factors that might cause such a difference include adoption by dealers of DealerTrack’s solutions, the performance of DealerTrack’s third-party partners and other risks listed in our reports filed with the Securities and Exchange Commission (SEC), including our Annual Report on Form 10-K for the year ended December 31, 2010. These filings can be found on DealerTrack’s website at
www.dealertrack.com and the SEC’s website at
www.sec.gov . Forward-looking statements included herein speak only as of the date hereof and DealerTrack disclaims any obligation to revise or update such statements to reflect events or circumstances after the date hereof or to reflect the occurrence of unanticipated events or circumstances.

TRAK-G

SOURCE DealerTrack

Copyright (C) 2012 PR Newswire. All rights reserved

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Add to portfolio

TRAK

DealerTrack Holdings Inc.

US

: Nasdaq

$
29.21

-0.44
-1.48%

Volume: 322,081
April 5, 2012 4:00p

P/E Ratio19.07
Dividend YieldN/A

Market Cap$1.23 billion
Rev. per Employee$185,944

Online retailing helped drive overall growth in UK sales figures in January, figures out this morning from the Office for National Statistics found. The figures showed sales moving further online, with growth in the proportion of UK retail sales now transacted over the internet.

The ONS’s Retail Sales Bulletin for January 2012, out today, found non-store retailing, which is primarily made up of internet sales, grew by 13.3% last month, compared to last January. Internet sales were put at £640.4m a week, some 11.9% of all retail sales, excluding fuel. That compares with an average weekly online spend of £462.1m in January 2011, equivalent to 8.9% of retail sales.

Overall UK retail sales grew by 2% in volume last month, compared to the same time last year, and by 4.4% in value. The ONS said: “Sales volumes were driven primarily by non-store retailing, other stores and predominantly food stores.”

Kentaro Hyakuno, chief executive of Rakuten’s Play.com, said the figures showed how much commerce had changed, highlighting the growth of ‘non-store’ retailing and the continued decline of the high street.

He added: Many believe that bricks and mortar will continue to steadily lose ground to their digital competitors in the coming years, but this doesn’t have to be the case. Ecommerce can be used to complement and encourage offline sales as well as loyalty. Rather than facing a simple ‘death of the high street’ scenario, retailers are in fact in a process of acclimatising to a new connected retail environment.

“Today’s shopper is a complex beast. They engage with brands in a variety of different ways when coming to a decision about what to buy and where to buy it. The offline and online worlds continue to merge and consumers are turning to an ever wider variety of social and commercial information sources before making a purchase. While many view the connected customer as more valuable, the bricks and mortar experience is something many consumers still value.

The key for retailers is to combine the flexibility and convenience that online, mobile and social channels deliver, with the customer service and tangibility of the physical shopping experience. By bringing together these elements, retailers will make their offerings and service more compelling to their customers. This in turn will lead to increased revenue and improved brand value for the businesses themselves.”

Etailers’ trade body the IMRG also released figures today showing traders took £6bn online in January. That’s 16% up on the previous January and equivalent to £118 per person.

The IMRG-KPMG e-Retail Sales Index showed travel sales had increased by 205% since December as families booked their summer holidays and were also up by 16% since the previous January, but the clothing, footwear and accessories category took 38% less than December but 13% more than last January. Alcohol sales were 66% lower than in December but 23% higher than last January.

But Chris Webster, head of retail consulting and technology at Capgemini, said: “There’s little cheer in these results for retailers. While consumer price inflation is steadily decreasing, it has thus far failed to reinvigorate consumer spending. The steady march of customers moving from the high street to online channels continues and if anything, accelerates as savvy shoppers look to make their wages stretch further.”

Tina Spooner, chief information officer at IMRG, said she detected several interesting factors. The first, she said: is the average travel spend exceeding £1,000 for the first time as, while many consumers look to curtail their expenditure on luxuries, the more affluent consumers can still look to treat themselves with an expensive holiday.

The second factor is the lack of a small spike in spending in late December / early January, usually influenced by the post-Christmas sales initiatives. This could be due to the fact that heavily discounted products have been consistently available for months, so the introduction of a new sales period would have had less impact.

“Thirdly, there may be an emerging trend in the sales of clothing. In recent years, this sector has recorded average growth of over 20% but year-on-year growth has slowed considerably in recent months, recording average growth of just 11% between November 2011 and January 2012.”

Todays’s retail sales news comes as figures from the Local Data Company and PricewaterhouseCoopers showed major retailers closed more shops than they opened in 2011, at a time when more purchases are being made over the internet.

The figures showed 5,268 shops were closed and 5,094 opened resulting in 174 fewer stores overall. This was the first time for such a change since the height of recession in 2009. Convenience stores, pawnbrokers and supermarkets were among those being opened while closures were at their height among bookshops, electrical and home-furnishings retailers.

The rise in convenience stores is due to them being a growth platform for supermarkets needing to meet consumer demand for local shopping outlets where it’s easy to do regular big shops as well as ‘top up’ and have easy access to fresh produce, said Mike Jervis, PwC insolvency partner and retail specialist.

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A fire-ravaged building that serves as a retailing and office anchor in the heart of Snyder is getting some help in its redevelopment efforts via the Amherst Industrial Development Agency

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The agency’s directors, by a 5-1 count, approved a sales tax abatement package for 3d Partners LLC that will help the company rebuild a two-story, 14,300-square-foot Main Street building that was gutted by a Dec. 28 fire.

The total renovation costs are expected to run in the $1.45 million range, but 3d Partners will receive just $61,000 in sales tax breaks.

The fire forced a dozen businesses out, but 3d Partner President Bruce Levine said five have agreed to return the building — located between Harlem Road and Bernhardt Drive.

“It was a great place to do business and we are going to make it even more so,” Levine said. “The fire was a huge blow, but we are making the best of it.”

James Allen, Amherst IDA executive director, said Levine’s adaptive re-use effort would have been abatement-eligible under existing town policy because the building sits in the middle of a designated “enhancement zone.”

“It absolutely is in keeping with our mission and our policy,” Allen said.

Still, one IDA director, Amherst attorney Robert Ciesielski, said he opposes the sales tax break. Ciesielski said he felt the cost of the renovations should be borne by 3d Partner’s insurance policy, not abatements offered by the agency.

“I see too many problems, the least of which is an insurance company that appears to be shirking its duties,” Ciesielski.

Levine said his policy only covers the portion of the work that brings the building back to its original state. The renovations costs are running north of $500,000 more than his coverage allows.

NEW YORK — In this final look at Apple CEO Steve Jobs effect on retailing, we focus on some ot the more intangibles or retailing, or actions based on Jobs ethos. This area typically is more difficult to define and put into action, but often brings greater rewards.

Keep it simple.

Steve Jobs believed simplicity is the ultimate sophistication, but he knew that achieving simplicity is complicated. He described innovation as the thousand nos before you get to yes.

He became deeply involved with the details of retail, as well as the big picture. He decided on big stores in high-density locations and focused on the consumer experience. He built a full-scale model in a warehouse and spent huge amounts of time in it focusing on the customer experience.

He saw the need to simplify the checkout process and pressed Larry Ellison, the CEO of Oracle, to develop a simplified payment system that would eliminate the need for checkout counters. He knew that customers should intuitively grasp the layout hellip; as soon as they enter and created a simple but unique store design to impute the ethos of the brand and rely on digital images to deliver its messages.

For convenience retailing, some of the suggested opportunities are:

• To explore how available technology could streamline your checkout system.
• To simplify your store design using digital technology to deliver your messages and impute the ethos of your brand.
• To make sure your customers can intuitively grasp the layout on entering.
• To eliminate clutter.
• To make sure your retail offer is focused, different, appealing, instantly understandable and easy-to-buy.

Have end-to-end control of the product line.

Jobs wanted to control the customer experience from the start of the process–the product–to its end–the way it is used. The Genius Bar in Apple Stores keeps customers coming back, and the linkage between the products, as well as the introduction of new products and services, keeps them in the fold.

In convenience and food retailing, two companies come to mind that begin to exemplify such end-to-end control:

Gerald LewisTrader Joes, where 80% of products are unique to its stores.

Wawa, which has developed a strong brand and private-label program, a combination commissary-delivered and in-store-prepared foodservice program, extensive employee training and, of course, an almost cult-like demand for their coffee.

On the other hand, an example of a huge missed opportunity is the exit by the major oil companies from convenience retailing. Contrast the attitude of the typical Big Oil CEO–who was dragged kicking and screaming into c-store retailing, never wanted anything to do with it and got out as soon as possible–with that of Steve Jobs (at his death the CEO of the most valuable company in the world).

If a Big Oil CEO had embraced convenience retailing and become involved with the details, he would have realized the huge advantages he had over the rest of the field. Not only the real estate, the financial strength and the control of the product that accounts for over 50% of site sales, but the fact that his organization was already delivering product (gasoline) to every site on a high-frequency basis, and thus had the logistical capability to do the same with in-store product. Surely he would then have been able to work out how to exploit these stunning advantages into an unbeatable combination.

Fortunately for many of you, Big Oil missed out, but you dont have to. You have opportunities for end-to-end control in two areas: foodservice and private label. Steve Jobs was notorious for having a reality distortion field, refusing to accept his team telling him that what he wanted to do was impossible. This frequently resulted in them doing it.

The lesson is to go outside your comfort zone; but pay extraordinary attention to the details. Offer your customers something they didnt know they could get. Deliver it in a better way. Change the way they pay for it. Simplify the way you present it. And make sure you can deliver it seamlessly and consistently across your chain.

So did Steve Jobs reinvent retail? Apple Stores has probably been the most successful launch in retail history, but the degree it changes retailing generally will depend on whether retailers such as you learn from what he did and adapt it to their needs.

Long ago, Apple ran an ad under the headline Think Different. It ended people who are crazy enough to think they can change the world are the ones who do. Are you one of those people?

Let me close by saying that the book Steve Jobs by Walter Isaacson, on which much of this column is based, is not only a wonderful read, but is one of the best texts on marketing and retailing I have ever read. I urge you to read it.

Click here to read Part 1 of this series. And click here to read Part 2.

Gerald Lewis provides transformational retailing guidance and execution to convenience chain operators. He can be reached at glewis@c-man.net or (646) 215-7741.For more information go to www.geraldlewisteam.com.

Digital Shelf Space Corp. (CVE:DSS)(OTCQX:DTSRF) said Tuesday that its GSP RUSHFIT home workout DVD fitness series, which stars Mixed Martial Arts (MMA) welterweight world champion Georges St-Pierre, has begun retailing in the Philippines.

After having gained significant traction in the North American retail marketplace in only our first year of distribution, we are very excited to extend the GSP RUSHFIT brand globally with retail distribution starting in the Philippines in early 2012, said president and CEO of Digital Shelf Space, Jeffrey Sharpe.

Extending retail distribution of GSP RUSHFIT beyond North America, achieves another major milestone for DSS.

The home workout DVD fitness series has exploded in popularity recently, with Digital Shelf Space announcing late last year that the product had become the number one selling fitness DVD series of all time by a professional athlete, with more than 250,000 DVDs sold in only the first year of distribution.

The GSP RUSHFIT workout series was designed to appeal to those with an interest in MMA and MMA training methods, for an efficient home fitness workout program, with minimal equipment. The product uses various MMA conditioning exercises, intense circuit style training and body weight training for fitness consumers to build muscle, cut weight and get in shape.

As of the end of the third quarter, the companys GSP RUSHFIT DVD workout series had been placed in over 4,000 stores across Canada, beating its own initial target of 3,000 stores, and capturing over 80 percent of the key Canadian retail distribution channels available.

The fitness series is now represented in more than 90 countries around the world, through Digital Shelf Spaces global distribution agreement with Northern Response.

In Canada, it is already carried by major retailers including Sears Canada, Zellers, Walmart, Future Shop, National Sports, Sports Experts, Sport Check, Best Buy, and Canadian Tire, and in the US by The Sports Authority and Academy Sports and Outdoors.

In December, Digital Shelf Space announced a new long-term licence agreement with Georges St-Pierre (GSP), for potential future fitness products and services under the RUSHFIT moniker.

The new licence expands on the original 2010 agreement between Digital Shelf Space and GSP, signed for exclusively the home workout GSP RUSHFIT DVD series.

The latest agreement provides the company a revenue share on all new business ventures using the RUSHFIT brand, whether such ventures are done by the company and GSP together, or if GSP uses the brand for any mutually-approved products and services.

The GSP RUSHFIT DVD series was launched in December of 2010, and can be purchased directly through the GSP RUSHFIT website at www.gsprushfit.com.

Late last week, Digital Shelf Space said that it is planning a $1.5 million brokered private placement financing through Fin-XO Securities. The new funds will be used toward marketing and advertising, content development, new projects, transaction and related expenses, as well as working capital and general corporate purposes, the company said.

Digital Shelf Space is an independent creator, producer and distributor of home entertainment content and online delivery technology provider to digital retailers, content owners and aggregators.

LONDON, Feb. 16 /CSRwire/ – Last night, Sainsburys chief executive, Justin King, spoke of how UK consumers have not neglected their beliefs in the pursuit of value for money. Despite the current strain on household incomes, consumers still want products that are sourced sustainably and as such, businesses need to embed corporate responsibility into their operations.

Addressing the annual City Food Lecture at the Guildhall in London last night, Justin King said:

Conventional thinking might suggest that in times of economic hardship, the consumer is only interested in saving money. That is important of course, but we know they are looking for more.

Consumers want to buy products that are value for money and give them quality and the high ethical standards they have come to expect.

As the CEO of the worlds largest Fairtrade retailer, and the UKs largest Freedom Foods retailer, I can confirm that consumer interest in ethically sourced products has not only been maintained, but has grown.

In the UK, sales of Fairtrade food products alone rose 36%, from pound;749 million in 2009, to over pound;1billion in 2010.

And sustainable fish sales grew 16.3%, from pound;178 million in 2009 to pound;207 million in 2010.

A key element in the consumer relationship with retail is trust. Many consumers want to do the right thing and rely on us to help them to do this on a day-to-day basis.

They expect businesses to exert a positive influence on each component in our supply chain.

Today, consumers enjoy greater transparency and access to information than ever before. Increasingly this is through the use of technology and social media where consumers can compare information and talk to each other about products.

We have I believe all moved on from the days when we published an annual report about our corporate responsibility achievements, produced almost as an after thought and certainly quite separate from our main business reporting.

CR today has to be embedded in your business and be part of lsquo;the way we do things. And consumers expect us to demonstrate our CR values every day and to communicate with them directly about them.

And let me be clear. This is a competitive issue. We all strive to out-do each other because it is important to our customers and our suppliers. Consumers benefit from this competition.

CR needs to be looked at in the round perhaps it should really be called Corporate Sustainability.

Sustainability has three aspects : economic, social and environmental. Businesses need to make a positive impact on the economy, on the environment, and on society.

At Sainsburys we have our 20by20 Sustainability Plan which we announced last autumn and is key to our business strategy.

There are 20 targets, to be met by the year 2020. They are designed to help us make a positive impact on the economy, the environment, and society. To move us on from simply addressing any negative impacts of our business to actually making a positive difference.

We should all do more to get politicians and commentators to recognise the value our sector delivers for the economy along the whole supply chain, and therefore within the communities of which we are all a part.

For further information please contact:
Sainsburys Press Office: 020 7695 7295 or press_office@sainsburys.co.uk

Notes:

The City Food Lecture is an annual fixture in the City of London and food industry calendars. Held at the Guildhall, it is organised by the seven City Livery Companies whose roots are in the food industry the Worshipful Companies of Bakers, Butchers, Cooks, Farmers, Fishmongers, Fruiterers and Poulters.

Further information is available at http://www.cityfoodlecture.com/index.html

Australias two most powerful supermarket players, Woolworths and Coles, have increased their dominance on a global scale after being named among the top 21 retailers in the world.

The retail giants, which operate hundreds of supermarkets, discount department stores and hardware stores, were the only two Australian companies to be included in a group of the largest 250 global retailers by revenue in 2010.

This years Deloitte Global Powers of retailing report said Woolworths and Coles had performed extremely well, compared to their international peers.

Woolworths secured the 18th position, while Wesfarmers notched up 21st place on a list which includes US giant Wal-Mart, French firm Carrefour and UK supermarket behemoth Tesco in the top three places.

Deloitte partner Andrew Griffiths said the resilience of the Australian companies and a strong Australian dollar had contributed to a solid performance on a global scale.

Woolworths and Wesfarmers have clearly punched above their weight during uncertain times globally, Griffiths said.

All other companies in the top 21 originate from heavily-populated countries such as the US, Germany, UK, Japan and France.

If you add the fact that most of those retailers also operate in multiple countries, you get a far better appreciation of the relative strengths of Australian retailers, Griffiths said.

Wesfarmers, the owner of Coles, was named as number one in a separate Deloittes list of 50 fastest-growing retailers.

Coles is undergoing a rapid turnaround program after Wesfarmers purchased the supermarket chain five years ago.

Not surprisingly, retailers from fast-growing emerging markets are well represented, accounting for 19 of the fastest 50, the report said.

It also showed that Woolworths and Wesfarmers had maintained their third and fourth places in the Asia-Pacific top 10.

The study found the total sales of the top 250 retailers was almost $US4 trillion ($A3.73 trillion) in 2010.

The pace of globalisation also increased last year, with 88 new market entries made by 40 retailers across 57 countries.

AAP

Sainsburys Chief Executive, Justin King, last night spoke of how the British grocery sector is going ?Back to the Future? responding to changing consumer needs with a return to old fashioned values as well as innovation.

Addressing the annual City Food Lecture at the Guildhall in London, King said: Much has changed over the last few decades. Austerity measures have influenced the behaviour of households and we have seen the return of what we term the savvy shopper who manages their weekly and monthly household budgets carefully. Shopping little and often, making lists, cooking more, wasting less and often shopping locally, just like our parents and grandparents used to do. We are seeing coupon usage increasing too. Even the most well-off shopper wants to get a bargain and doesnt mind who knows it.

However, at the same time, customers have not neglected their values. They want to buy products that offer value for money, quality and high ethical standards. We are seeing more shopping on foot and this helps consumers to re-connect with their communities.

So, yes we are seeing a return to some old-fashioned shopping and retailers are tapping into this investing in skills, service and jobs, building stores more locally.

But this time its different. ?Back to the future? if you like. Loyalty cards, smartphones, and the internet enable us to have a more personal relationship than perhaps has existed for a generation.

Home deliveries are not always convenient when everyone in the household is working, so we provide evening delivery slots and click collect.

?There is a return to the community but sometimes, especially for younger people, community can be a virtual one via social media, as well as the physical bricks and mortar presence in their town. And online can be more democratic, as well as being very convenient for the elderly, the housebound or those with busy lives.

So, we are not simply retracing our steps. We are doing it differently and, in my view, better. Its a future that can look bright. The high street has a great future provided it responds to what consumers and society want. This year there are also great opportunities and reasons to celebrate as businesses, as consumers and as a nation.

The coming together of Her Majestys Diamond Jubilee, and the Olympic and Paralympic Games is a once in a lifetime chance to celebrate. These will be fantastic opportunities to cheer on our sports people, to cheer on our Queen, and to celebrate what a great country we are privileged to live in. We all have a part to play in this. Lets hope 2012 puts a little of the Great, back into Britain.

NamNews – Thursday 16th February 2012

Iconic chocolatier and retailer Thorntons is set to focus on its multichannel offering in the coming year, working with parcel delivery services and other companies in an effort to revitalise the brand and change the thrust of its retail strategy, according to its half-year report.

The company is planning to launch its own website over the coming months as it rolls out plans to shut down a number of high street stores and concentrate on a combination of commercial sales to third-party retailers and ecommerce offerings for chocolate lovers across the UK.

This shift in focus comes as the firm announced sales of pound;130 million for the 28 weeks ended January 7th 2012, a substantial drop of pound;133.5 million from the same time last year.

Despite these dispiriting results, online sales continued to impress, with ecommerce arm Thorntons Direct enjoying a year-on-year sales boost of 4.6 per cent – rising from pound;6.4 million to pound;6.7 million.

Influenced by the success of its online sales and the gradually diminishing returns evident from the bricks-and-mortar operation, Thorntons chief executive Jonathan Hart said the board have a clear strategy in mind.

We are pursuing our chosen strategy and have made good progress in implementing it while weathering a difficult market. These results and the economic climate only reaffirm the need for change, said the chief executive.

He added that while he expects the trading environment to remain challenging for the foreseeable future, the company is in place to deliver improved results over 2012 through the key trading seasons of Mothers Day and Easter and further roll out its transformation into a key player in the world of multichannel retailing.

This year marked the centenary of the historic chocolate manufacturer and confectioner, which opened its first shop on the Sheffield high street in 1911 under the direction of Joseph William Thornton.

It commenced its ecommerce operation in 1998 as internet retailing began to take off in the UK and has moved further towards that end of the spectrum in recent years.

Author: Paul Burn