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Retailers looking to pilot RFID want to understand how the industry is achieving results and determine whether the ROI is sufficient when measured against other investments.

The study has proven that retailers are laser focused on ROI and have captured these metrics. Key use cases of RFID have a direct impact on increases in revenue and reductions in markdowns and labor costs.

As shown in Exhibit 3, retailers reported multiple use cases with significant ROI, including large cost savings in labor, improved inventory accuracy and enhanced omnichannel fulfillment.

These improvements translate into a real margin boost.

Meanwhile, with a In fact, retailers in our most recent survey said on average, 8. And improving backroom to front-of-store efficiency increases the ability to sell and the scenarios around which items in inventory can be interacted with and purchased. Larger retailers may have a more complex benefits equation than smaller retailers and may therefore experience different benefits.

Regardless of size, retailers are struggling to measure historically qualitative metrics like customer engagement. This will be a focal point as additional customer engagement use cases are developed and implemented.

The benefits of inventory accuracy vary by retailer size. Their larger counterparts experience larger ROIs, showing a direct link between inventory accuracy and margin. Following a successful pilot project, the retailer is planning to roll out RFID to most stores, especially to its busiest locations.

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The company is also using RFID to enable ship-from-store, which has reduced shipping time and cost while making it easier to track products and reduce manual effort.

Holdouts are primarily smaller retailers, some of whom struggle to realize the benefits of RFID thanks to high implementation costs. But the top barrier to RFID adoption, even more now than inis that management is focused on other priorities.

Interviews were conducted online, by phone and in person during May The results of this survey were analyzed and are reported in aggregate in this study. KSA-Infosys was the first Indo-American joint venture in the US.

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InInfosys set up its first office in the US. Reebok of France was looking for a software system to handle its distribution management at the same time. Infosys bagged the contract and developed the Distribution Management Application Package DMAP [1] for Reebok's French operations.

Infosys decided to use this package to create a standard application package for similar operations of any company. InInfosys bagged another major contract from Digital Equipment.

In the early s, case the opening up of the Indian economy, many export-oriented study companies were set up in India that created the momentum: Infosys leveraged this very successfully. By salmons, Infosys was competing not only with Indian software majors like Tata Consultancy Services[2], and Wipro[3]but also interview overseas players like Cambridge Technology Kurt and Sapinet, which offered software solutions.

Narayana Murthy believed that Indian software professionals had the ability to deal with complex projects.

Analysts felt that unlike elsewhere, India's sharpest minds were heading for a career in software, and the best of these aspired to be at Infosys. Inthe joint venture with KSA was dissolved.

InNarayana Murthy created Yantra Corp. Around the same time, Infosys entered into a joint venture with Satyam Computers[5] and DCM[6].