Pandora Digital License
Lucy Ginsburg
When attempting to set up Pandora on my Grace Link, my Grace Link gives an 8 character activation code which I then enter at www.pandora.com/gracedigital. I repeatedly get the message: "Activation code not valid. Please try again with another code." Any suggestions to correct this?
Thanks for your reply. However, I did get the solution after contacting Grace Digital at the same time I was reaching out to Pandora. What is not documented anywhere is that there is a 30-second countdown after the Grace Link provides the activation code to enter it into the activation window at www.pandora.com/gracedigital. Since I was taking longer than 30 seconds to enter the code (my Grace Link was not located nearby to my computer during my attempts), the activation code was expiring before I could fully enter it and showing invalid when entered. Once I was made aware of the 30-second timeframe and I entered the activation code within the 30 seconds, the activation code worked. All is well now and I'm back to enjoying my Pandora.
I bought a gracedigital radio in Feb. because my other 3 grace digital radios were essentially bricked by qualcomm refusing to allow the older radios to receive their signals from siriusxm and pandora. So I buy a brand new gracedigital radio and pandora refuses to accept any of the codes; unplugging and replugging, to get new codes, all refuse to allow me to access my account. The 3 radios are useless, to me, and the new one won't let me into my pandora account. Any workarounds? Thanks, in advance. BTW, I am not a karaoke person.
I have a Pandora Plus subscription. Currently listening on an Android device. I'm getting a Grace Digital Radio in a few days. I know I'll have to activate that radio with a code. Please post the correct URL so I can access the page online. The link provided by Grace I get "page not found". Thank you. Again, this is not for a phone... it's for a Grace Digital Radio.
1. Go to Audio Services/Pandora, you will see a screen.
2. Take a note of the code showing on the screen.
3. On your computer, type www.pandora.com/gracedigital on your browser.
4. It will take you through a 3-step setup process.
Reporting 11% organic sales growth is the sparkle that markets need in late 2023. Adding that sparkle was jewellery business Pandora, which beat expectations in its third quarter. Ahead of its results, Pandora had announced in October that its Phoenix strategy would continue as it modernized brand, design, personalization and key markets. Pandora CIO Sunil Srivastava sat down with diginomica at the Gartner Symposium to discuss how the ongoing digital transformation is central to the now extended Phoenix strategy.
Initially announced in 2021, the Phoenix strategy included investment into the brand, stores and the Pandora business operations. The strategy is leading to like-for-like growth of 9%, which was a 4% increase in Europe and 5% in the US. Pandora President and CEO Alexander Lacik said in a statement:
We have fundamentally changed how we work, and the organization is much stronger. It's clear that Pandora is a very different company today. This solid foundation, combined with a proven strategy, now allows us to lift our growth target to 7-9% organic revenue CAGR. It's time to take Phoenix to the next level, and our new financial targets reflect our confidence in the future.
Unlike most in the jewellery sector, Pandora is a vertically integrated business, manufacturing its products and operating the supply chain, as well as both the physical and digital retail outlets. CIO Srivastava says of the business:
But it's not without its challenges for a business technology leader. The CIO says there are very few windows for introducing change to the business and its technology estate. While the fourth quarter is the most hectic and important for most retailers, for Pandora, quarter two is the beginning of peak activity as the business prepares its products for that vital fourth quarter.
Digital transformation is not stated as one of the growth pillars of the Phoenix strategy, but as CIO Srivastava says, it underpins the four ambitions: brand, design, personalization and core markets:
There are two priorities for the digital transformation; the first covers being able to deliver personalized customer experiences with products that the customer wants, where they want it and when they want it.
The second priority is our people and providing them with the tools to do their best work in a digital environment. So we have introduced capabilities and tooling that will allow them to operate at full speed in a digital environment.
As a vertically integrated business, Pandora has, in both physical and online retail, a direct-to-consumer (D2C) business model, something the CIO says many other jewellery businesses are striving to catch up on. Its e-commerce business delivered DKK5.612 million in revenue, the 2022 annual report shows. A new e-commerce platform has been rolled out throughout 2022 to 2023. On this, the CIO says:
Our new e-commerce system has expanded our reach and understanding of what our consumers want. But there is more we can do here to leverage the data, especially in terms of production, by increasing the breadth of data that we collect.
They have to hang together; they don't operate independently of one another. The underlying platforms and cloud infrastructure are the capabilities that interoperate with one another, be it in manufacturing or the supply chain.
One of the most important factors is being able to provide our business with the data and analytics that they need to run the business at digital speed, so we are getting to be more real-time in our understanding of shifts in the market. So, if we need to make merchandising and retail decisions, it is important that we are trying to make those at digital speed.
However, the CIO is aware that there is more to business technology leadership than implementing technology. Since becoming Pandora's CIO in June 2021, he has ensured there is time for Pandora's staff to learn technology skills. He says:
Time is one of the most valuable commodities of our people, so creating the space to learn is one of the first things that we have done. We have set up academies to learn the technological ways of working that we want to shift to. We also have no meeting days. We ask people to set aside that time for learning.
The latest technology that workers at Pandora will need to educate themselves on is artificial intelligence (AI). Pandora has announced it will be using the o9 Solutions Digital Brain platform for business planning.
Bain & Company cite personalized luxury goods as the area most set for growth, which will please Pandora and its focus on personalization. But the forecast does warn of macroeconomic challenges to the sector. CIO Srivastava pins his trust on the reasons people buy jewellery:
But, of course, COVID changed all of that when Pandora had to close most of its stores yet still meet customer demand for its products. The answer was to pivot to a digital hub the company launched just prior to the pandemic, including inventory and order management solutions from IBM Sterling.
Keeping the wheels turning
With stores closing around the world, Pandora confronted the same question that other retailers were asking: How do we continue to serve our customers with our jewelry? And, given the exponential increase in the demand for e-commerce orders, how do we develop e-fulfillment capabilities. It was a little like the proverbial changing a flat tire while speeding down the highway.
Finally, Pandora opened new facilities, including a location in Las Vegas solely for e-fulfillment in the U.S. and in a matter of months added B2C capabilities to the European distribution center in Hamburg that serves Germany, Austria and Belgium.
Focus on speed to the consumer. That includes strengthening last-mile capabilities in markets where the customer is looking for same day/next day delivery. To that end, Pandora is investing in a new TMS and in carrier integration solutions.
PANDORA, or Pandora, is a national web archive for the preservation of Australia's online publications. Established by the National Library of Australia in 1996, it has been built in collaboration with Australian state libraries and cultural collecting organisations, including the Australian Institute of Aboriginal and Torres Strait Islander Studies, the Australian War Memorial, and the National Film and Sound Archive.[1] It is now one of three components of the Australian Web Archive.
The National Library of Australia (NLA) began selecting suitable online publications at the beginning of 1996, after recognising "the need to preserve Australia's documentary heritage in online formats as well as in the traditional formats of its existing collections". After investigating the landscape of "Australian electronic publications" between 1993 and 1996, staff (initially four) were committed to the PANDORA program.[3] Following a six-month period of testing and experimentation, the NLA committed to collecting materials in online formats. A system to store, manage and provide access to these online publications was built by the NLA, which includes PANDORA, a set of policies and procedures and a technical infrastructure.[4]
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