Author: Admin

06 Jul 2020

The FTL Dilemma

A client required an integration with a 3rd-party logistics company (3PL) to fulfil LTL & FTL shipments.

Background: While we customized the logic to automatically determine LTL or FTL needs for an order, little did we realize that the 3PL the client chose to integrate with did not support providing an instant quote via an API call for FTL shipments. Rather, it required to go through an internal manual process to get the best rates from different carriers.

This posed a problem since the business rules within checkout mandated to indicate the shipping cost to the customer prior to placing the order, whereas for FTL shipments we couldn’t get the rates instantly. We had to rule out the possibility of calculating and charging shipping costs post order placement as the client’s line of business meant shipping rates could be more expensive than the items themselves, therefore likely a huge variation between authorized and capture amounts. Hence it wasn’t an alternative, we simply had to let the end customer know the costs prior to them confirming the order.

Thus, came into being the FTL Dilemma.

The Problem Statement

We needed a checkout solution that supported FTL shipments and is also able to indicate cost of shipment prior to order placement.

How did we go about solving the problem?
We brainstormed various approaches with the 3PL provider and client.

Option 1: Default FTL rates

We looked at defaulting FTL rates to a standard $value prior to placing the order. This way, we can have the end customer place the order with standard FTL rates and calculate the actual rates during fulfilment. But we found that there were too many variables that can cause big fluctuations in the actual cost of shipment, hence zeroing on the default rate that seemed fair for every order was impossible.

Option 2: 1 FTL = multiple LTLs

We also evaluated splitting an FTL order into multiple LTLs to obtain costs and calculating FTL rates at the time of shipment. This option did not work for this solution, since the possible variations in post order scenarios meant a very complex and expensive customization. The client wasn’t very keen in an expensive solution for a problem perceived to be a rare occurrence.

Option 3: Leave it to the CS Agent

We discussed about simply recording the end customer’s request for an FTL order and notify the customer service team to assist the customer place the order. It required the CS agent to telecall or email the end customer and coordinate an offline ordering process. This was rejected by the client who quoted that they wanted some of the activities to be automated to reduce the overhead on Customer Service organization. Nevertheless, this option paved the way to finalize the eventual solution.

Option 4: Inform the customer

The option we finally zeroed is an extension of Option 3 and it was to simply notify the end customer in case of an FTL scenario and request them to await an email confirmation for costs before they could proceed with the order. As soon as the customer requests for an FTL order, notifications are sent to the CS organization and the 3PL service provider for determining shipment costs. The costs were then manually posted to the order via Backoffice which automatically triggered an email notification to the customer allowing them to proceed with the order.

FTL Dilemma – Solution Details

We built the solution, wherein for FTL orders – the end customer would be notified about it being a special order at the start of the checkout process. The system would save the cart so as it can be pulled back at a later time.

Internally, the system would send alert notifications to the client’s CS organization and the 3PL service provider about the order requiring an FTL quote. The service provider would then revert back with the shipping quote to the CS team, who diligently updates the specially created shipping charges attribute for this order via the Backoffice. This action by the CS agent, would automatically trigger a pre-configured email to the customer notifying the updated cost of the order due to the inclusion of FTL shipping costs. The customer can then proceed to retrieve the saved cart (which now has the shipping cost associated) and place the order. We also proactively put checks in place to reset the quote process in-case of any modifications to the cart items during order placement.

To conclude, this wasn’t the most elegant solution that we built, but was a compromise that ensured a win-win for all parties involved. At the end of it, that is what mattered.

Our solutions to challenges do not stop here, stay tuned for Refund Ramifications

14 Jun 2020

The PDF problem

In one of our recent implementations that required us to integrate a marketplace platform with a commerce platform, we faced an interesting operational problem that is often overlooked during design: The PDF problem.

Background: This was a new marketplace for overstock items that aimed at attracting sellers that wanted to liquidate their old stock.

While sellers were happy to sign-up and make some money on old stock, they weren’t particularly enthusiastic in spending work hours to enrich product content on some items destined to the yard for recycling. They wanted an easy way to associate product specifications that were in pdf format to their products on the website, else they would have to manually key them through the marketplace seller portal.
Client as the operator of the marketplace was principally inclined to provide product specification information on the PDP pages and hence obliged to seller’s request to upload the pdfs during product creation and not needing to key-in the information.

But alas, the marketplace platform did not support pdf upload at the time of our implementation. Hence came into being “The PDF problem.”

The PDF problem

The ask was to be able to associate a product specification pdf to a product during its creation in the seller portal within the marketplace platform.
The data along with the other product data (images, offer, product basic data etc.,) would then be transferred to the eCommerce platform and be displayed on the website. The issue arouses due to the fact the seller portal did not support upload of pdfs.

How did we solve

Pragiti’s analysis resulted in knowing that this is a business operations problem that required a technical solution. Our analysis resulted in the following findings

  1. The client as the operator mandated attaching a pdf spec sheet for all items on the website
  2. Not all sellers had a pdf spec sheet for the items they sell
  3. Few sellers had pdfs stored in their file systems
  4. Some sellers were able to only provide public URL references for the pdf spec sheet of individual product than to download and manually send them, simply due to the sheer volume of items

Based on the analysis, we came up with a solution that was cost effective, easy to use and was accepted by all parties involved.

Our approach was to ensure that irrespective of the seller’s approach to share the pdf spec sheet, we would create a consistent experience in product & offer creation, thereby keeping the impact on business operations minimal.

To address the challenge, we simply leveraged the existing IT infrastructure of the client and created a technical solution that adapted to the variations in sellers’ approach to pdf spec sheet and one that did not adversely disrupt existing operations.

  • Per the client’s need, we mandated the need for a pdf spec sheet for every product.
  • We defaulted to a standard ‘Spec sheet not available’ template for those items the seller did not have a pdf spec sheet.
  • We repurposed client’s unused server as a file server and made it available to sellers to securely access and upload the pdf spec sheet.
  • We created code to extract the pdf file from an URL and loaded it into a local file server that was not attached to the marketplace platform. We then simply referenced the file directly within the website.

It was a solution that we turned around in quick time and one that was effective in addressing all the variations. It was a gratifying experience to have used an IT solution to solve a business problem.

Up next is the ‘FTL Dilemma’ – stay tuned to know what was it and how we approached to solve the problem.


11 Mar 2019

See The Future Of Selling Eyewear Online —Digital Trends

The Eyewear market is projected to have 11% of its total revenue generated through online sales by 2021 worldwide. With a market volume of US $31B in 2018, the United States represents the largest market,  followed by Europe (Source: Statista). This presents a tremendous opportunity for online retailers

Eyewear frames have become a fashion accessory while vision correction has receded to the background. The annual growth of 2.2% in the Eyewear market and the Eyewear Frames segment constituted 25% of worldwide revenues and 6% of the volume sales in the Eyewear market in 2017 (Source: Statista).

Trends Driving Digital Commerce in Eyewear

Guided Selling

Online wizards which guide step by step selection of products based on lenses & frame preferences are very popular and   essential for the busy millennial as they research their optical products simplifying their purchase decisions online. These wizards are very precise in providing  custom configurations for Spectacle Lenses.


2018 is the year of the Chatbots and the trend points to a global chatbot market of 24.3% Compound Annual Growth Rate. 45% of end users consider chatbots their primary choice for customer service inquiries (Source:  Credence Research). In the context of Eyewear the typical usage is to help visitors with site navigation/search facets, prescription-related queries and other essential aspects of their user experience.

Trends Driving Digital Commerce in Eyewear

AI based Recommenders

Facial analysis and product visualization are key components for a recommendation engine for Eyewear but this alone is not enough. Incorporating customer preferences, customer assistants’ feedback and past purchase/search history will provide more precise and personalized recommendations to the customer.

Mobile Optimized Digital Commerce

In the world of on-demand and one-click shopping some interesting facts to ponder – 50% of Digital Commerce revenue will come from mobile users this year and 93% of people who use a mobile device for research go on to make a purchase (Source: Think with Google). For the constantly connected consumer, shopping never sleeps and it happens in hundreds of micro-moments throughout the day when making purchase decisions.  The “Mobile first approach” is being pursued by many retailers to support this trend.

Enhanced Social Media Engagement

Native shopping (Instagram, Pinterest, Snapchat), ratings, reviews, and user generated content are the popular trends in social media .It is projected there will be $172 billion worth of marketing spending on Snapchat during 2018. This trend is going to be a mainstay as social media engagement gets mainstream with millennials. In addition, Facebook Advertising and Google AdWords are being used for sophisticated retargeting.

Smart Search

Site search is an integral part of Customer Journey analysis and is key for conversions. The customers research extensively prior to the purchase. Better signal capture and boosting based on customer clicks will enhance the search results and provide better recommendations. Including recommender auto-suggestions, popular searches, synonym and full text search, personalized search, relevant facets/filters and using a high degree of relevance are all keys to enhancing the search experience. Not to forget the search results must be instant (sub-seconds) and highly optimized for performance.

Virtual Try-Ons

This is a must feature on every eyewear website.  This helps fashion conscious customers to try on their choice of glasses from the comfort of their homes before making purchase decisions. Shoppers are enabled with a vast range of choices to try-on and save the personalized look for further refinements

Video Content

Create I-want-to-do video content for your website and YouTube channel to serve as resources for the customers. Online shoppers struggling with inputting their prescriptions into the online interface can get much needed help watching these “how-to” videos.

Factors Influencing Eyewear Digital Commerce

Visual Search

Visual Search apps allow customers to take a screenshot on Instagram, Facebook, Snapchat with images, and identify purchasable apparel and accessory items in the photo. The app allows customers to recreate the look with ease. Many retailers want similar apps that engage the customer and leverage the power of AI and visual search. It is an exciting new frontier!

Dynamic Shopping Experience

Customer Experience Platforms are focusing on the shopper and personalization as key elements to attract and retain customers to their websites. These platforms constantly evolve to keep up with the changing realities and expectations of customers by integrating with CRMs to provide a dynamic digital experience . Strategies also use previous Customer searches and purchases to create a custom personalized experience when they visit the site.

AI Driven Personalization

As AI becomes more mainstream and is making its way into products/services, Digital Commerce is not far behind. AI is being used with Augmented Reality to re-create in-store shopping experiences for customers. Personalized recommendations use AI to train the system to recognize the customer’s unique aesthetics and presenting products that appeal to them. AI coupled with Virtual reality, Visual Search, Voice assistants and Social Media is creating a new realm to engage the customers and improve conversions.

Micro-Moments Marketing

Identify the I-want-to-do moments in which consumers have a need and that the company can play a role. Identify these moments across the entire consumer experience and put them at the center of your strategy. Use of an integrated view of the customer’s interaction based on social media, mobile tracking/geolocation, analytics, CRM, mobile payments etc. to have targeted marketing strategy will help with conversion (in-store/online).

25 Feb 2019

Must Have Digital Features for LifeStyle Brands

Fashion, Apparel and Footwear Industries in the United States are scaling steadily from $323B in 2013 to an anticipated $353B in 2018 (source: Statista). Interestingly, the US market witnessed a 13% increase in the number of stores closed in the year 2017, as compared to the previous recession back in 2008, despite the current rise of overall industry revenue (source: Fung Global Retail & Technology).

The increased use of mobile and web channels are pushing lifestyle brands to revisit their customer engagement and conversion strategies. Some of the must have features that lifestyle brand manufacturers and retailers should consider in their digital commerce strategy are:

  • Today: Personalization
  • Near Future: Conversational Commerce
  • Not So Far Future: Augmented Reality

Today: Personalization

Personalization in the eCommerce context means tailoring the user’s experience on the website based on the previous interactions and transactions. Research shows that offering personalized content can help increase the average order size by more than 20 percent (source: SAP hybris).

It is vital to collect personal and clickstream data and more importantly, to use the collected data properly for enhancing the customer’s experience by showing them personalized offers and content.

Customer demands are changing – the ability to search for products via different means (like text search, barcode search, image search, voice search), demanding competitive pricing, fast checkout & delivery and personalized shopping experience that meets their mobile first approach. These are some of the basics eCommerce offerings now.

Few types of personalized experiences that can be offered on the website are as follows:

  • Recommendations based on a customer’s previously purchased items
  • Recommendations based on browsing history, reminding customers of products they’ve shown interest in
  • Displaying recommendations/offers related to a previously browsed product or category

In addition to personalization on the web, there is another area that needs to be personalized too – Emails. Listed below are examples of topics that can be used to engage with the customer via personalized emails.

  • Sending them offers on recently viewed products and categories
  • Reminding visitor about items in their abandoned carts
  • Newly launched products
  • Targeted Promotions

Near Future: Conversational Commerce

Evolution of Shopping:

From: In store purchases – physically experiencing the touch and feel of the product

To: Online Orders – virtually experiencing the product

And now: Voice Orders – just asking to buy the product

Out of the thousands of things you can do through a voice assistant, shopping is one of them. Voice Shopping revenue is expected to increase to $40 billion by 2022, up from $2 billion today (Source: PR Newswire).  The three most commonly shopped categories through voice are: grocery (20%), entertainment (19%) and electronics (17%). Clothing is fourth at 8% (Source: PR Newswire).

There is a tremendous potential to tap into this market for the lifestyle brands too. Just like other sales channels, it is vital to get the strategy right – from identifying the right opportunity, to providing the right messaging, to offering appropriate calls to action. Companies can start by enabling voice search on their existing mobile apps and websites, that will allow customers to search for specific products by just talking to their mobile phone. Outdoor gear and apparel retailer The North Face, saw an increase of 35% in their search conversion rate and a 24% increase in revenue from search, after implementing natural language and voice-enabled search on their European sites (Source: Retail Dive).

Not So Far Future: Augmented Reality

As lifestyle brands gear their digital strategy, it is crucial to address their customer’s pain points both from their brick & mortar stores and their online channels. One of them is being able to try on products to determine the best fit and look. In  Brick &  Mortar stores, it is frustrating when there is a line for the dressing room at anytime  and it even more so during the holiday rush. As a result many customers  just  give up and don’t purchase or end up buying online,  only to find the clothes don’t fit and  now they have to return the products. In either case, companies are providing poor customer experience and losing sales.

Thanks to Augmented Reality (the technology that enables superimposing objects like clothing on a person via the mobile phone’s camera), this problem can now be solved with the use of Apple’s ARkit and Google’s ARcore, development platforms for augmented reality. Many apparel and sunglasses companies have virtual try-ons or are working on introducing virtual try-ons for their websites and mobile apps. Introducing features like this will help increase the conversion rates on their websites, increase average order values, increase sales and significantly reduce returns.

Companies that have pioneered this technology fall into categories like beauty products (L’Oreal & Sephora), sunglasses (Smith Optics & Ray-Ban), furniture (Pottery Bran, Wayfair, Houzz & IKEA), footwear (Lacoste and Converse)  and last, but not the least, Amazon. In addition, Gap,  an iconic lifestyle brand, has also announced its plans to introduce virtual dressing rooms.

11 Feb 2019

When Brick meets Click

To frame it as a battle between brick-and-mortar and eCommerce is to miss the point.

The rise of online shopping, tech experiments and financial struggles are the dominant narratives of today’s retail industry. Just because people are less likely to walk through the doors of certain stores nowadays does not mean they’re not interested in stores in general.
The problem is that certain retailers have a harder time determining what those customers want in the first place. Big stores try to be something for everyone and they end up being nothing for anyone. Amid these shifts, smaller players can’t simply look the other way. They should be watching and learning from big retail’s shortcomings and viewing this moment as one filled with opportunity.

The shadow of eCommerce is overblown.

It’s an oversimplification to suggest that the reason retailers are closing is because people are shopping online. The truth is more complicated. When we think of eCommerce sales replacing brick-and-mortar sales, we don’t often think of it happening within a company. Retailers who pursue omnichannel strategies may just be taking business away from themselves. Macy’s online business represents 15 percent of their total sales, and yet they’re now closing 13 percent of their stores. That number’s too close to be coincidental.”

Purchasing behavior also varies too much from industry to industry. For example, 30 percent of transactions for technology products or services happen online, compared with only 16 percent of apparel sales. Instead, Off-price retailers (think T.J. Maxx and Nordstrom Rack) have been thriving by comparison, competing on price and convenience even though they don’t have much of an online presence.

The landscape is fragmented

Online sales aren’t the only tech development shaking up retail. Today, you can sell nationally without a chain of stores and without owning any of your inventory or assets. You can outsource your call center and marketing campaigns. You can reach a large audience via social media. Or you can manufacture and sell your own products rather than selling through a third party. One category of retailers that are performing well today is made up of those that are competing on what’s cheaper, faster or easier. At the other end of the spectrum, there are retailers who have differentiated themselves by offering an exclusive product or experience.

“The way you win is you find opportunity, you find where there’s an unmet need, where you perceive scarcity, and you go after it in an unapologetic, very focused way. So being nimble, means being able to find those, take advantage of them, move out of them and move on to new ones, fast.”

Get to know your customers.

Knowing what your customers want is the first step to making them happy. A successful retailer is someone who can go in, scour the market and pick the best products to fit the personality of their store that openly matches the personality of the consumer who wants to shop in that store. The ability to drive your business based on the pulse of the consumer drives all the difference.

Stores are reaping years of poor customer service. Generally, people want someone to greet them and they want the store to be clean. But serving them beyond those bare minimum requirements is a prime opportunity to gain insights into what they want and seal the deal if they’re on the fence about a purchase.

Yes, there are going to be some customers who don’t want help but at the end of the day, if you’re not curious about everyone who you have coming in the door, you’re settling for crumbs when you could have the whole feast.

Customers shop for experiences

Personalization is key, but that goes beyond offering a combination of products that customers want. There is a desire for uniqueness is especially true of younger customers.

Every retailer should work to curate a one-of-a-kind experience, rather than a one-size-fits-all. Experience, in and of itself, is what today’s customers desire more than material possessions. If you want your customers to buy stuff from you, one strategy might be to frame it around an experience a customer might be gearing up for.

“A specialty retailer has the ability to say, ‘If you’re going on a trip, here are all these things together in one place. This all works together.’ A holistic attempt at creating this full package.”

Add value to Customers

Today, technology presents several options such as In-store beacons, Self-serve kiosks, Smart mirrors that enable virtual try-ons etc. Retailers should be wary of being lured by these superficial objects and ask themselves: “What value is this really adding for the customer? “If you know your customers, you’ll be less likely to experiment with irrelevant gimmicks that many customers will find pathetic, such as a DJ in the middle of a men’s department.
The internet is what has led customers to expect hyper-personalization, and as a niche retailer, you might benefit more from targeting tools than someone who sells to the masses. To build a solid foundation for your business, you must first identify your typical customer and tailor your marketing pitch accordingly. It’s better off being a leader than a follower, or doing something others aren’t.


04 Feb 2019
Replenish your Digital Play – Supply Industries Digital Trends

Replenish your Digital Play – Supply Industries Digital Trends

Ecommerce Musings for Suppliers and Wholesalers:

According to the IBISWorld report, equipment supplier industry sales –which include Industrial Supplies Wholesaling, Farm Supplies Wholesaling and School Supplies Wholesaling –total about $200B. Traditionally these industries cater to businesses, organizations and enterprises, and have done business via catalogs, distribution centers, stores and customer support centers to drive the business. Long term client relationships are typical to these businesses, and are based on relationships, where in many cases, dedicated Sales Representatives help provide value to clients. For E.g. facilitating urgent shipping requests for certain items in an order or by providing alternative suggestions to out of stock or discontinued items; or providing insights into what the competitors are using.

By early 2000, customers became more empowered with increasing web connectivity enabling them to research any product as well as buy it online from their place of choice. Along with the online trend,  increased costs to maintain huge stores with inventory and staff, reduced margins and industry consolidation forced them to realize they needed to change the business model.

Recognizing the need to embrace the online channel, significant investments were made to bring the businesses online. These early sites typically were minimalistic home-grown solutions which simply exposed catalogs and allowed basic ordering of products. However, this quickly became a catch-up game of trying to stay on top of the competition by developing new features which led to a huge increase in infrastructure cost.

As a result of the cost increase in maintaining a homegrown solution, a steady movement started towards using specialized platforms and products optimized for this line of business which were further customized to suit their own specific needs. Taking it a step further, specialized external partners were called upon to maintain, manage and upgrade the platforms as well as to provide robust infrastructures to host the eCommerce channels

Changing Customer Expectations

Over the years changing customer expectations and new developments in technology has transformed the online business in the B2B space. Today’s business buyers expect same level of experience as when they buy stuff online at a personal level. They want to be empowered to make business decisions about something they want to buy and want multiple means to procure it.

  • Compelling UX
    Exposure to B2C facing sites has conditioned our brains to expect an efficient, intuitive, easy to use website which provides detailed and useful product information. A great personalized experience needs to be complemented by a customizable catalog, promotions and pricing.
  • Full eCommerce Experience
    This includes going beyond the essential B2B eCommerce features and providing capabilities like live chat, reviews, intelligent recommendations, real time access to inventory and  great customer support features to help with shipping, tracking and returns.

  • Omni Channel Support
    Today’s customers expect multiple ways to research and buy products and seek a similar experience be it via a store, online, mobile or catalog. The experience involves how fast they can access the site pages, the level of personalization, how helpful is the information they can get and how easy it is for them to process and place the order. The ability to shop and access the cart from any channel is important, this includes the website, mobile devices or a store where often times customers choose to click and pick up.
  • Great Search Capability
    Enhanced search with categorization, faceted navigation, and filtering along with auto complete features has become the minimal standard of expectation. With advancement in AI and Machine Learning, the search accuracy has improved and helps companies to provide accurate results that include relevant and dynamic recommendations for cross-sells and up-sells. In addition to having a robust site search, it is essential for companies to have an effective SEO strategy and implementation, so that the search engines display your products on the first page of the results.

Changing Customer Expectations
Some of the cutting-edge features beyond the current standard ones to look out for in a next generation B2B eCommerce site are given below

  • Capable Product Information Management Platform (PIM)
    PIM systems are a must-have for modern digital B2B businesses and must be tightly integrated with backend ERP systems and support a large number of products with various artifacts with the capability to configure, organize, manage and publish products. Also, support for product consolidation from multiple sources as well as the ability to syndicate products across other systems is essential. Additionally, support for mass updates, imports or exports based on filtering criteria also helps.
  • Creative Ways to Customize Carts
    Modern digital commerce cart should empower the customers and make it easier to place orders with features like bulk ordering, reordering and subscriptions/auto ordering features. Additionally, enabling customers to save pre-configured bundles or the ability to create and save dynamic bundles using configurators in the cart allows them to share it with peers and managers for collaboration and approvals.
  • Support Virtual Groups or Cohorts
    Education is one great example where this feature can be effectively used. In these cases, teachers first create a list of their students and then assign their class materials enabling their students to buy as kits. The students can log in independently and buy configured kits at their convenience.


  • Punch Out
    Punchout enables companies to control product assortments as well as streamline purchase order approvals and processing. This also provides the ability for the buyer to view the product catalogs and buy from the buyer’s website or e-procurement system. From the procurement system, the buyer can single sign on to the eCommerce site, search and add items to the cart and return the cart as a pending purchase order back to the procurement system.
  • Flexible Shipping and Returns
    Inventory visibility is critical to provide an excellent shopping experience. The ability to view inventory from multiple warehouses provides the buyer with the information needed to determine the most convenient method of delivery or returns which lowers the overhead of stocking the products early or getting the products late.
  • Tap into Internet of Things (IoT)
    Be ready to support IoT machines connected to business’s systems when they are ready to order. E.g., a printer or a copier ordering supplies when they reach a low threshold. The IoT enabled printer can order supplies and track its delivery and contact the installer when the supplies are available.
28 Jan 2019

PCI Matters: Gain The Customers Trust with PCI Compliance

The Payment Card Industry has grown to the extent that it touches hundreds of millions of people worldwide every day. While most payments are being made through debit/credit card transactions, consumers are now also using mobile devices to make electronic payments. Whenever a customer uses a debit/credit card to make a payment, there is personal data been transmitted electronically that includes customer name, card number, security code and expiration date, and this information gets stolen and miss-utilized.

History behind PCI

Between 1988 to 1998, Visa and Mastercard reported a credit card fraud loss totaling 750 million dollars, a minuscule amount compared with hundreds of billions of dollars in the transaction processed yearly. In October 1999, VISA became the first Card brand to develop security standards for merchants conducting online sales. However, with the growth of usage of credit cards and internet, the frauds also increased to four times greater than the average transaction.

Formation of PCI     

The PCI Security Standards Council was formed to promote the Payment Card Industry standards for the safety of cardholder data across the globe. The Council was founded in 2006 by American Express, Discover, JCB International, MasterCard and Visa Inc. They share equally in governance and execution of the Council’s work. The PCI Security Council periodically add new clauses to the requirement and releases the updated version of PCI. The first officially PCI was released in 2004 with PCI 1.0 version and currently it is PCI 3.2 which released in 2016.

The twentieth century U.S. criminal Willie Sutton was said to rob banks because “that’s where the money is.” The same motivation in our digital age which makes merchants the new target for financial fraud. It’s a severe problem, more than 510 million records with sensitive information have been breached since January 2005, according to So, the merchants, who are at the center of payment card transactions, it is imperative that they should use standard security procedures and technologies to thwart the theft of cardholder data.

PCI customer information the Payment Card Industry Data Security Standard and this council have set 12 requirements as a security measure.  In this article, we are going to discuss the critical elements under PCI now required to adhere by the organizations which accept payment cards for thier business. These organizations have to protect the card holder’s information including their names, card numbers and security code which is saved in the system when the consumes makes payment. The PCI has formed to stop the data breaches which was increasing between 2000 – 2005 and this can only be prevented with a strong regulation to set the necessary security measures and standard needs to be set for Payment Card Industry. Moreover, it allows programming engineers and gadget producers with the required direction which will adhere to compliance.

Risky Behavior

A survey of businesses in the U.S. and Europe reveals activities that may put cardholder data at risk. 81% store payment card numbers

73% store payment card expiration dates

71% store payment card verification codes

57% store customer data from the payment card magnetic stripe

16% store other personal data

Source: Forrester Consulting: The State of PCI Compliance (commissioned by RSA/EMC)

Payment Application Data Security Standard:
Some of the key points for implementing security steps.

  1. Need to use the authorized and approved pin entries devices.
  2. Use appropriate software to make the Payment.
  3. Need to create Most important security that is fire wall protection between the pc and network.
  4. Make sure wireless router password encryption. Training is required to the employees to protect the data of card holder’s data.

Security Controls and Processes for PCI DSS Requirements

1.Build and Maintain a Secure Network

Right off the bat, the Cardholder information is just as secure as the ways that give access to it. From one viewpoint, PCI DSS necessities are intended to guarantee that system security rehearses dispose or limit known dangers. Then again, they ensure that the association characterizes well‐ organized strategies, techniques and practices that can be followed and inspected. To guarantee both secure information pathways and adherence to strict Network security arrangements, PCI DSS requires specific rules for handling card installments to help anticipate Mastercard extortion, skimming, and other security dangers.

Following and evaluating of firewall activities consistently, including clear meanings of parts and duties.

  1. Entirely restricting interior hierarchical access to customer information.
  2. Recording, authorizing and inspecting every single operational technique and practices.
  3. Around 40% of PCI DSS are identified with Network security, yet this is extremely the essence of pain, entanglements and unsettling influence for PCI internal auditors, IT administrators and their groups.

For arrange security groups to coordinate a repeatable, consistent method that doesn’t disturb business as usual, it’s essentially not plausible for IT administrators and PCI inward evaluators to physically oversee and test. The numerous IT errands associated with recording, following and reviewing system security techniques manually can take weeks.

2. Protect Card Holder Data

Cardholder data alludes to any information contained on a client’s installment card. The data is imprinted on either side of the card and is contained in the digital format on the attractive stripe implanted in the rear of the card. Some installment cards store data in chips inserted on the front side. The front side, for the most part, has the essential record number (PAN), cardholder name and termination date and the 3-4-digit card check number (CVV2). The CVV2 might be on the back, contingent upon the card. The attractive stripe or chip holds these in addition to other touchy data for verification and approval.

PCI security gauges are specialized, and operational requirements set by the PCI Security Standards Council (PCI SSC) to ensure cardholder data. The norms apply to all associations that store, process or transmit cardholder data – with direction for programming engineers and producers of utilization and gadgets utilized as a part of those exchanges. The Council is in charge of dealing with the security guidelines, while compliance with the PCI set of gauges is enforced by the establishing individuals from the Council, American Express, Discover Financial Services, JCB International, MasterCard Worldwide and Visa Inc.

3. Implement strong access control measures

Access control allows merchants to permit or deny the use of physical or technical means to access. PAN and other cardholder data. Access must be granted on a business need to know basis. Physical access control entails the use of locks or restricted access to paper-based cardholder records or system hardware. Logical access control permits or denies use of PIN entry devices, a wireless network, PCs, and other devices. It also controls access to digital files containing cardholder data.

4. Compensating Controls for PCI DSS Requirements

Compensating controls might be considered for most PCI DSS requirements when an element can’t meet a prerequisite unequivocally as expressed. All together for a compensating control to be viewed as substantial, it must be investigated by a qualified assessor.

Compensating controls must fulfill the accompanying criteria:

  1. Meet the purpose and meticulousness of the first PCI DSS necessity.
  2. Give a comparable level of protection as the primary PCI DSS necessity, with the end goal that the compensating controls adequately counterbalances the hazard that the first PCI DSS prerequisite was intended to safeguard against.
  3. Be “well beyond” other PCI DSS requirements. (Just complying with other PCI DSS requirements isn’t a compensating control.)

5. Choosing an Approved Scanning Vendor (ASV) for PCI

An Approved Scanning Vendor (ASV) is a data security firm utilizing a scanning answer for deciding if the client is agreeable with the PCI DSS outer helplessness scanning necessity. ASVs have been prepared and are qualified by the PCI Security Standards Council to perform external system and framework checks as required by the PCI DSS. An ASV may utilize its programming or an approved business or open source answer for approving consistency. ASV arrangements must be non-troublesome to clients’ frameworks and data – they should never cause a framework reboot or meddle with or change area name server (DNS) steering, exchanging, or address determination. Root-units or another programming ought not to be introduced unless a piece of the arrangement and pre-approved by the client. Tests not allowed by the ASV arrangement incorporate foreswearing of administration, cushion flood, beast constrain assault bringing about a secret key lockout, or exorbitant utilization of accessible correspondence data transfer capacity. An ASV scanning arrangement incorporates the scanning tool(s), the related scanning report, and the procedure for trading information between the scanning vendor and the client. ASVs may submit consistence reports to the procuring foundation for the benefit of a trader or specialist co-op.

6. The scope of Assessment for PCI DSS Compliance

PCI Compliance scope includes Cardholder Data Environment (CDE) and other system applications & components associated with CDE. A Cardholder Data Environment (CDE) consists of different processes, technologies, and hardware & software applications that stores, process and transmits customer’s data like card number, CVV number, and magnetic strip data.

Below are the system components which are included in the scope:

  1. Networking devices
  2. Firewalls
  3. Servers
  4. Switches
  5. Routers
  6. Computing devices
  7. Applications

The initial step of a PCI DSS compliance effort is to precisely decide the scope of the earth. The perusing procedure incorporates recognizing all framework parts that are situated inside or associated with the cardholder data condition. The cardholder data condition is included individuals, procedures, and innovation that handle cardholder data or delicate confirmation data. Framework segments incorporate system gadgets (both wired and remote), servers and applications. Virtualization segments, for example, virtual machines, virtual switches/switches, virtual apparatuses, virtual applications/work areas, and hypervisors, are additionally considered framework segments inside PCI DSS. Perusing must happen at any rate every year and preceding the yearly assessment. Shippers and different substances must recognize all areas and streams of cardholder data to guarantee all pertinent framework segments are incorporated into scope for PCI DSS. Elements ought to affirm the exactness and suitability of PCI DSS scope by performing these means:

  1. The evaluated element recognizes and archives the presence of all cardholder data in their condition, to confirm that no cardholder data exists outside of the right now characterized cardholder data condition (CDE).
  2. Once all areas of cardholder data are recognized and reported, the substance utilizes the outcomes to confirm that PCI DSS scope is fitting (for instance, the outcomes might be a graph or a stock of cardholder data areas).
  3. The element considers any cardholder data observed to be in the scope of the PCI DSS assessment and part of the CDE unless such data is erased or moved/merged into the at present characterized CDE.
  4. The element holds documentation that shows how PCI DSS scope was affirmed and the outcomes, for assessor survey as well as for reference amid the following yearly PCI SCC scope affirmation action.

7. Reporting

Reporting are very important part of any organization as they serve as a record and proof when needed. Reports are the mechanism which is prepared by the concern person for specific purpose or general and time also varies depending upon the company. Every Business has different merchant bank and level tied which determines what kind of reporting and validation is require and even the volume of transactions does matter. Reports can be weekly, monthly, quarterly and annually all depends upon what reports, purpose of report and decision to be made on that report. In the same way PCIDSS Compliance do have an reporting requirements which should consist of following things:

  • Executive Summary which should include the cardholder business description of payment card and network diagram which shows relationship and gives more clear idea.
  • More detail description of assessment, scope of work and approach been used and how much it has effect on security of data of cardholder
  • All the details about hardware and software, service providers, third party applications
  • Basic details about date of report and contact information


  5. PCI Security Standards Council, (2016): Payment Card Industry (PCI) Data Security Standard. Requirements and Security Assessment Procedures.
06 Sep 2018

The Next BIG thing – Conversational Commerce

From:         In-store purchases – physically experiencing the touch and feel of the product

To:              Online Orders – virtually experiencing the product

And now:   Voice Orders – just directly buying the product

Transactions API allows you to create more seamless ordering experiences than other channels such as through websites and mobile apps. This is because the Google Assistant enables a natural, conversational ordering experience, and can facilitate transactions on the user’s behalf by passing payment and identity information to your assistant app. Actions on Google provides a variety of APIs and helpers for building a quality conversational experience. You can use these to guide users to assemble their “shopping cart” by conversing with your app.

The Actions on Google platform lets you build actions that allow users to get things done on a variety of experiences and devices. For example, a shoe store can provide actions to order items, check on an order delivery, learn about new products, or sign up for promotions.

Here’s an example of how this works with an imaginary retail shop app named Sekai.

  1. A user talks to the Assistant and requests an action, “I’m looking for sneakers from Sekai.” The Assistant asks Actions on Google to find the best app to handle the action and receives a response back from Sekai.
  2. The Assistant displays the response to the user and the conversation begins with the user. The Assistant waits for user input to occur and when this happens, the Assistant sends this request over to Sekai’s fulfillment.
  3. During the conversation, the Assistant brokers the conversation between the user and Sekai, and the two exchange information so Sekai can gather the information it needs to fulfill the intent.
  4. Finally, the conversation ends when the user’s intent to purchase some shoes is fulfilled or until the user wants to end the conversation.

The Transactions API allows you to accept purchases and reservations with your Assistant app. A transaction can be a purchase (for example, pick-up, delivery, or tickets), or a reservation/appointment (for example, restaurants, haircuts, fitness classes). A transaction with Actions on Google generally consists of:

  • Delivery address: using the actions.intent. DELIVERY_ADDRESS intent to retrieve the user’s delivery address from Google
  • Cart assembly: conducting a conversation with the user to build their order
  • Checkout: using the actions.intent. TRANSACTION_DECISION intent to propose the order to the user for them to accept or reject (required)
  • Confirmation: using the OrderUpdate response to confirm a transaction that a user has already accepted, and send them a receipt (required)
  • Sign in / account creation: connecting the user’s Google account to an account on your own web application via OAuth 2.0
  • Order updates: sending further OrderUpdates to the user via the Conversation Send API throughout the life of the order (required)

While the user is building their “cart,” you may need to collect their delivery or shipping information to determine things like price and service availability. Your app can request the user’s permission for Google to share their delivery address with your app.

Once they are ready to checkout, your app can trigger an order confirmation experience by providing the structured order data to the Transactions API. The user can then authorize the purchase and accept or reject the order. Provide a built-in experience enabling users to change their payment settings, delivery address, etc.

If the user authorizes the purchase, your app should immediately respond by confirming that the order is active. You do this by providing the Transactions API with a structured receipt. This is presented to the user as a rich receipt “card” as part of their interaction with your app.  You can then continue the dialog with the user. You might take this opportunity to let them create an account on your app so that they can earn rewards or re-order their favorite items.

SAP Hybris is not too far behind in this market. Pragiti has already built POCs to integrate SAP Hybris Commerce platform with Alexa/other voice enabled platforms and enabled order placing capabilities via commands like:

Alexa, ask Hybris to add apple to my cart

Alexa, ask Hybris to show me my cart

Alexa, ask Hybris to remove all items from my cart

Alexa, ask Hybris to place the order

Get in touch with to know about conversational commerce

12 Apr 2018

Pragiti Propels Eight Brands to Best In Class Digital Commerce Experience

Pragiti, a leading eCommerce solutions, and services company, successfully deployed and took brands live over the period of last 12 months. The brands from across industry types, from eyecare to sunglasses, biking to education, farm supplies to fishing products; from different business models across Business to Consumer (B2C), Business to Business(B2B), Business to Institutions (B2I); with varied complexities, from simple eCommerce website to enterprise-wide digital transformation programs.

“Working together with Pragiti has helped us be agile, flexible and have a quick turnaround time to any requirement coming from business. The Pragiti team is agile, driven and task oriented. Along with this agility, Pragiti’s ability to understand our needs, propose solutions, the depth and breadth of their skill sets, and their predictable delivery capabilities set them apart from other players” said Director – IT of a leading player in the Active Lifestyle industry

“Pragiti has played a very important role in our strategy execution and continues to be a strong partner. Pragiti’s intimate understanding about our business needs, rich experience in SAP Hybris platform combined with team’s commitments towards customer satisfaction has resulted in the success of the program and relationship.” said VP Digital of a premium sunglasses and optical company.

“Our exclusive focus on Digital Commerce, SAP Hybris Expertise, and Customer First Culture of the company propelled us to this milestone of deploying and launching 8 brands over the period of last 12 months. As a company and CEO of Pragiti, our commitment to putting the customer first will remain the same in the future”, said Praveen Pahwa, Founder & CEO at Pragiti

“Each client and each engagement taught us something new. We put that knowledge to work with every new project, which helped us optimize our delivery model and helped the clients to find the mix of best practices and service delivery that works for their challenges, their customers, and their market”, said Mohammad Suhaib Qidwai, Delivery Director, Pragiti.

02 Apr 2018

Pragiti Continues to Expand, relocates to new office in Santa Clara, CA.

Pragiti, leading eCommerce solutions, and services company, today announced the relocation of their corporate office to a new location in Santa Clara.

“We are excited to announce that our team in the USA has moved to a new location in Santa Clara.  We spent the previous two years in an office about a mile away from our new location — our old office served us well, and we made great memories (and websites) there, but we couldn’t be more excited about our new space”, said Praveen Pahwa, Founder & CEO at Pragiti.

“We are excited to announce that our team in the USA has moved to a new location in Santa Clara.  We spent the previous two years in an office about a mile away from our new location — our old office served us well, and we made great memories (and websites) there, but we couldn’t be more excited about our new space”, said Praveen Pahwa, Founder & CEO at Pragiti.

“The Santa Clara location will serve as an excellent environment to team members for the quickly expanding company. The move positions Pragiti for continued growth and expansion”, said Harish Nanjaiah, Vice President – Technology at Pragiti

The new office, located at 3312 Woodward Avenue, Santa Clara, CA, 95054, features a collaborative and flexible work environment with high-tech conference rooms and contemporary finishes.