Evan Schuman's StorefrontBacktalk

Is Visa unbundling the mobile wallet? On Monday (Feb. 27), Visa announced an over-the-air service for putting payment-card information into smartphones, so the cards can be used for NFC-based mobile payments. The obvious advantage of Visa’s scheme: It’s from Visa, so presumably PCI problems will disappear.

But Visa is offering its new service for any issuing bank, mobile carrier and card brand. That means any payment card could go on a phone without the say-so of Google, ISIS or any other mobile-wallet vendor. At that point, will consumers see any reason for a mobile wallet other than the phone itself?

A shopping cart prototype—which follows customers around the store, scans products and flags shopping list discrepancies, completes payment in-aisle, includes voice-recognition and, heaven help us, talks—is being touted by Microsoft as under development for the Whole Foods chain. Whole Foods, however, has a very different take.

The Jetsons-friendly cart was demoed Monday (Feb. 27) at a Microsoft event called TechForum, where various cutting-edge projects were showcased. The cart certainly has some interesting potential—and drawbacks—but one key player that is not buying into the short-term need for the cart is Whole Foods, despite the Whole Foods logo having been prominently displayed on the cart at the Microsoft demo.

One of the oldest adages in IT is that corporate tends to issue edicts without checking how they will play in the stores, without asking the foot soldiers and store managers whether it’s a good idea. A consultant this week offered a deliciously illustrative example, and it involves Bloomingdale’s and a CRM project.

The coincidental number that was the program’s weak spot? The required information-gathering with a customer took about 10 minutes, which is also roughly the same amount of time it takes most associates to make a new sale. They receive commission for those new sales and nothing for filling out the forms. Wonder why the program didn’t work well?

As retailers try and encourage customers to play with social any way they can, they run the risk of not only funding incentives that might yield little of value but alienating shoppers to the point of legal violations. (That’s right. You should flinch.)

The problem, then, for retailers attempting to enter the social networking space is whether they plan their strategy and miss new opportunities or allow that strategy to be random and chaotic and to create a host of potential legal problems from copyright infringement to defamation and potential privacy law violations, pens Legal Columnist Mark Rasch. How so? Let’s start with copyright infringement.

In our attempts to battle the never-ending assaults by Spammers, StorefrontBacktalk had to do something this week for which we need to apologize. Our direct discussion forum—Go Beyond The Story—was recently overrun by Spammers. To make the forum useful, we had to wipe out existing users. We then put in place much better security. Now, we are asking our readers who had signed up for accounts in the forum to please sign up again.

We have also cleaned up our discussion forum on LinkedIn. If you want to jump into a discussion on our LinkedIn page, you simply need to first join the StorefrontBacktalk group forum. For you Facebook fans, we have also reactivated the StorefrontBacktalk‘s Facebook page. We love when people comment on the stories, but we need to insist that only comments relating to a story be posted to that story. For comments that do not directly relate to a story or column, the Go Beyond The Story forum is home. And we want it to be a noisy home, with lots of loud arguments and shouting. That’s how retail discussions are supposed to be.

When stories hit last week pointing out that several major chains—including JCPenney, Nordstrom and Gap—had killed their Facebook sites due to insufficient new revenue, some started questioning the value of Facebook and social media in general. It was a wonderful example of drawing the dead-wrong conclusion from research.

Those Facebook sites died because they were based on a flawed understanding of what social media is all about. It’s not about creating a storefront or a virtual watering hole where customers gather to sing your praises. Those retailers already have that: It’s called a Web site.

In the wake of Google’s latest privacy fiasco, is it time to give up on cookies? Last Friday (Feb. 17), a Stanford University researcher reported that Google and three other advertising companies use cookies on Apple’s Safari Web browser even when it’s set to block cookies. The backlash has increased scrutiny on how Google uses cookies—but any new regulations will affect cookie-using E-tailers, too. That same day—coincidentally—Facebook was sued for its own cookie mishaps.

With cookies already under tighter controls in the U.K. and the European Union, and the near-certainty of some sort of U.S. Congressional hearings, retailers should be making new customer-tracking plans—plans that don’t include cookies.

Target’s ability to mine CRM data got some unwelcome exposure this week from a book excerpt in The New York Times Magazine (a Forbes blogger recapped the excerpt using the headline “How Target Figured Out A Teen Girl Was Pregnant Before Her Father Did,” which pretty much tells the story). But as retailers increasingly obtain personal data from consumers without their real knowledge—or any real ability to opt in or out—the legal implications get increasingly murky.

And although retailers are turning up customer characteristics that customers would never volunteer, pens Legal Columnist Mark Rasch, some mobile payment systems are digging through a phone’s data to raise equally troublesome privacy issues.

A woman walks into her local Wal-Mart and immediately turns to an area near the front of the store with a bank of screens. This customer is rushed today, so she tells the system to forget the recommendations and she selects 24 items from her shopping list.

The items that are on the shelf elsewhere or in the backroom? An employee goes to fetch them. Those that are not in-stock at that store? They’ll be shipped to her home. This is where Venky Harinarayan, Wal-Mart’s Senior VP for Global E-Commerce, head of @WalmartLabs and venture capitalist extraordinaire, sees the world’s largest chain headed.

When it comes to loyalty, many retailers are stuck in the 1990s. Does anyone else find it funny that in a world where you can very easily have a video conference with your kids from a $500 tablet over free Wi-Fi from a random hotel, we’re expected to keep a 3.3- x 2.2-inch piece of plastic in our wallets to get benefits from some of our favorite retailers?

All of this, pens Retail Columnist Todd Michaud, in an area—such as CRM—where the application of technology could directly impact a retailer’s top and bottom lines.

When a customer walks into a store and gives a payment card to an associate, who charges it on a store-branded mobile device, is that customer interacting with that retailer? If that device is using Square, the answer is “no,” but the customer won’t know that. If an E-mail address is requested, is it for Square or that retailer?

If a marketing opt-in question is posed, who is posing it? And how will customers react when they later learn they weren’t sharing with whom they thought they were sharing? Bad news: This is not hypothetical. There is a broader issue at play here. With any of the third-party mobile payment efforts—Google Wallet, PayPal, ISIS, maybe even Apple—there is the potential for this type of confusion.

Speed-tuning for retail Web sites may have finally hit a wall. A report released Wednesday (Jan. 25) says Nike, JCPenney, JCrew and Amazon had the fastest retail sites in 2011. But the survey also notes that the most popular and profitable sites are actually slower to load than the average site, because they contain so much content, and that content delivery networks don’t actually speed up load times.

In theory, load times of 3 seconds or more should cost retailers half their customers. If that’s true, E-tailers should be going out of business. Maybe it’s time to dump those theories.

When the $7.3 billion Hy-Vee regional grocery chain on Monday (Jan. 23) rolled out its in-store mobile app, it encouraged customers to use Twitter to report out-of-stock items. It’s a wonderful move, acknowledging—and addressing—a communication hole that exists because of an outdated management structure.

In a typical chain store, what happens when a customer discovers a problem, be it an incorrect price label or an out-of-stock or expired product? It’s up to the customer to track down an associate. What happens then? Usually nothing, because it’s quite unlikely it’s the primary responsibility of that employee to deal with that problem.

In the power struggle between retail marketing and retail IT, IT is getting its server farms kicked. It started with E-Commerce and is now growing with mobile and social. What has to go? If it can go in the cloud, get rid of it. E-Mail? Gone. Web hosting? Out of here. CRM? Exit, stage right. If it can be easily outsourced by specialist firms or even done by people in the business unit, you need to let it go.

It’s time to evict Web and mobile app development, and pretty much any marketing initiative that isn’t core to your business. Heresy? Certainly, pens Retail Columnist Todd Michaud. But it’s necessary.

As retail rapidly moves to integrate mobile into almost every aspect of its customer interactions, many in IT and Loss Prevention are wisely scared about the security holes that will crop up during the rush. One such exec, William Titus, LP VP at Sears, said on Tuesday (Jan. 17) that one of his biggest fears involves mobile electronic receipts.

“The E-receipt problem is that the customer now has a valid receipt. I can’t bring it in. I’m not checking it off and signing off on it. So the ability to use that fraudulently increases unless you have a true returns management system,” Titus said.

Mobile payment is going to change retail in an unknown number of unknown ways, and your lawyers will have healthy employment. Consider in-aisle checkout and shoplifting rules, pens Legal Columnist Mark Rasch. Today, customers who put products in a concealed place—a pocket, backpack, purse, etc.—while still in the store can be convicted of shoplifting even if they have yet to reach the POS checkout area.

The conceal part of that action is considered evidence of criminal intent. Now let’s see you try and enforce that rule when you have in-aisle mobile checkout.

Mobile wallets face a time-honored Catch-22: because very few stores support the technology, consumers have very little reason to bother getting it. Exactly how barren is this dial-tone desert for Google Wallet, currently the only actively being trialed game in mobile town?

We have our early clues from the CIO of the $2.5-billion 481-store Guess chain, one of the first test sites for Google Wallet in “a couple of stores” in California since May. In total, how many customers have tried Google Wallet? Says CIO Michael Relich: “Five or six.” Not 500 or 600 customers, mind you. Five or six.

Walk into one of about 25 Guess stores this week and you’ll see customer-accessible iPads in the men’s, women’s and accessories departments and even in the dressing rooms. “For the cost of a kiosk, I can put in four or five of these,” said Guess CIO Michael Relich. “This is the consumerization of IT.”

But the Guess iPad trial is hardly being done to save costs. The flexibility of the tablets and sharp, customer-friendly graphics make the devices a much more effective way to show demos and to locate merchandise, check inventory and do anything else that a kiosk would normally do.

How’s this for ironic? Retailers complain about how difficult it is to get shoppers to explore their social media efforts. And yet these same retailers have the almost undivided attention of these shoppers, often for hours every month, in an environment where the retailer has complete control of the surroundings, the store layout and the staff.

Almost all retail marketing efforts are based on the not-so-simple premise of getting people to purchase from them, either online or in person. The problem, pens Retail Columnist Todd Michaud, is likely a mesh of old-mentality thinking with a heavy dose of channel conflict.

Amazon is floating the idea—via a patent filing—of launching a social service. Whether it would be a dating site or a potential business partner finder or just a more intelligent way of choosing who to hang with online, that’s not clear.

But it is clear that Amazon is drooling over its vast CRM files and trying to figure out how much money it can make off them.

If detecting a customer’s age is tricky when the customer is standing right in front of a kiosk, it’s an even bigger problem for E-Commerce—one with hard legal consequences. Just after Christmas, a California father discovered his 14-year-old son had successfully ordered a water pipe and tobacco through Amazon—both illegal for minors to buy in California.

Age verification is something mail-order vendors have struggled with for years, and mostly given up on. But E-tailers can no longer use impossibility as an excuse. A recent federal law requires age-verification for tobacco sold online—and other age-controlled items can’t be far behind.

A U.K. buying site that tracks the frequency of online customer reviews said on December 8 that retailers shouldn’t expect a flood of product reviews on the run-up to Christmas. If the usual trends hold, there should be a lull in reviews between October and New Year’s when the pace of review writing should pick up again, according to DooYoo.com.

As obvious as that seems (after all, how can a gift recipient review a gift until it’s actually opened?), there may be a few more subtleties in when retailers can expect reviews—and what type of reviews they can expect.

As is our tradition, StorefrontBacktalk shuts down for the last two weeks in December, due to the fact that y’all are far too busy (a) supporting the biggest selling weeks of the year until December 25th, (b) supporting the biggest returns-and-exchanges week of the year after December 25th and (c) closing the quarterly books until December 31st on what everyone hopes will be a bigger year than 2010.

That means our next regular weekly issue will arrive on January 5th, 2012. In the meantime, everything else will still be live (the Web sites, our Kindle version, our Twitter tweets, our mobile sites, etc.). And we’ll, as always, send out breaking news alerts if circumstances merit.

Google Wallet isn’t safe, at least not on the consumer end. That’s the conclusion from security firm viaForensic’s analysis released on Monday (Dec. 12). Yes, Google does a good job of blocking man-in-the-middle attacks. And having a PIN to open the wallet restores some security that Visa stripped out when it brought Chip-and-PIN to the U.S.

But Google also stores far too much customer information unencrypted on the phone—and if the phone is malware-infected or stolen, that data becomes far too easy for a thief to get at.

A message from our beloved business side: As the NRF Big Show happens next month, StorefrontBacktalk has a couple of last-minute slots for anyone wanting to communicate with NRF attendees. In mid-January, as our readers leave their postmortem holiday shopping meetings with the list of everything that went wrong, every feature management wants to add and a wishlist of products to make it all, it’s a nice time message.

We will also be adding several content channels next year—including several new weekly podcast series, more monthlies, events in addition to our usual weekly and monthly newsletters, and Web sites—and if your marketing people have any interest in getting involved, we now have new opportunities. Some of these new channels were specifically created to enable smaller vendors, with much more limited resources, into our community. If your marketers want to get your brand in the middle of these discussions, please drop us a note.