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B com 2013 | La strategia per un e-commerce di successo_Federico Gasparotto
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B com 2013 | La strategia per un e-commerce di successo_Federico Gasparotto

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Conferenza Plenaria_18 aprile

Conferenza Plenaria_18 aprile

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    B com 2013 | La strategia per un e-commerce di successo_Federico Gasparotto B com 2013 | La strategia per un e-commerce di successo_Federico Gasparotto Presentation Transcript

    • The 10 step to build a successfule-Commerce strategyTurin, 18 April, 2013
    • A unique end-to-end service offeringStrategyConsultingProcessConsultingTechnologyConsultingProcess &SystemImplementationInfrastructureOperationsApplicationOperationsBusinessProcessOperationsAccenture As Business Innovation PartnerStrategy ConsultingManagement ConsultingIT-ConsultingStrategy Process Information TechnologyManagement of BusinessProcessesComprehensive Know-how throughexperts and projects across the e2evalue chainHigh implementation complexity throughIT and project management Know-HowCopyright © 2012 Accenture. All rights reserved. 2Change Management
    • Accenture Interactive: Milan centre of excellenceIndia DeliveryCenters ConsumerGoods(Hyderabad)TechnologyLabsBangalore, IndiaOperations(Madrid ISC)CRM, S&M,BI, Planning(Milan ISC)ACINChicagoACINSao PauloAccenture Interactivee-Commerce Centre ofExcellenceMilanPhilippineDeliveryCenter(Manila)Supply Chain(Barcelona ISC)Technology LabsSan Josè,CaliforniaTechnologyLabsChicago, IllinoisHigh PerformanceBusiness ShowcaseMurray Hill, New JerseyLondon, UKTechnology LabsSophia AntipolisSAP Retail(Bilbao)DeliveryCenter(Napoli)Value LedERP(Bangalore)Oracle Retail(Lodz)Accenture Customer Innovation NetworkAccenture’s global network of CG&S Industry Solution CentersGlobal Delivery NetworkAccenture Tecnology LabsTechnologyLabsBeijing, ChinaBI, ERP, Agri(Chicago, ISC)
    • The long journey from start-up to successCopyright © 2012 Accenture. All rights reserved. 4Start-upSucces
    • The long journey from start-up to successCopyright © 2012 Accenture. All rights reserved. 52 - Businessplanning3 - channelintegration5 – Logisticsevolution6 - Directmarketing7 – Commercialstrategy8 – Assortmentplanning9 - Data sheet10 - UserexperienceSucces1 - ValuepropositionStart-up4 - Organizationtransformation
    • > Identify the reason why the customer should buy on a web site and not by atraditional shopping experience.> We supply 3 truly perceived advantages1) Value proposition6Copyright © 2012 Accenture. All rights reserved.“Hey, I’ve a «new» idea! We can create an e-commerce with allthe items which we don’t sell in the physical store.We can also sell at full price and with the addition of thedelivery costs….selling on-line is very easy!!...
    • How can we win in the most competitive scenario ever?7Copyright © 2012 Accenture. All rights reserved.YOUYOUR VALUEPROPOSITION
    • Even luxury and fashion market is evolving8Copyright © 2012 Accenture. All rights reserved.> The customer givesless importance to theidea of Brand, if hewould buy clothes,shoes and accessories.> The asimetric valueperception is leveragedby the new businessmodel.> The internationalcrisis is the firstreason of this trend.
    • > A succesful e-commerce needs investments conformed on expected results.> The undestimation e-commerce needs (deficit of financial resources) isthe first obstacle to obtain success.2) Business planning9Copyright © 2012 Accenture. All rights reserved.“Mmmm…I can create a website using Magento and managethe invoices with a free plugin…then we could focus on agiail:we get away with € 100 ahahahI don’t understand these dumbs who pay million andmillion on e-commerce website!”
    • Copyright © 2012 Accenture. All rights reserved. 10The correlation between levers, decisions and business planProfitROIRevenuesOpexCapexTrafficConversionATVMktgLogisticPlatformTeamCatalogue/AssetWarehouseCustomer service> Plan an e-Commercebusiness mean:> reach the break event> grant the profitability> build a scalable model> Support the businessbalance mean:> Balance- capital investment- operative cost> Define a "make" or"buy" scenario basedon company needs
    • Copyright © 2012 Accenture. All rights reserved. 11The correlation between levers, decisions and business planProfitROIRevenuesOpexCapexTrafficConversionATVMktgLogisticPlatformTeamCatalogue/AssetWarehouseCustomer serviceLicensee-CommerceWeb-siteOrder mgmt.LEDD.M.D.DeliveryMktgOperationsTradingCommunicationReturnCopyrightTranslationShootingOrganicLEDD.M.D.Average price# items> Plan an e-Commercebusiness mean:> reach the break event> grant the profitability> build a scalable model> Support the businessbalance mean:> Balance- capital investment- operative cost> Define a "make" or"buy" scenario basedon company needs
    • > During his customer journey, the client has the perception of one uniquecompany, beacause he doen’t live a separate experience between the on-lineshop and the physical shop.> The website supports the physical shops and puts in contact thecustomers with the company.3) Channel Integration12Copyright © 2012 Accenture. All rights reserved.“So…we can’t do on-line discounts, otherwise thepeople don’t go to the physical store:the on-line store mustn’t cannibalize the physicalstore…”
    • OFFLINE13Cross-channel customer journeySEARCHNatural Search,SEOPaid Search,SEMSearchCapabilityLanding PageOptimizationiMEDIAStandardDisplay AdsRich MediaAdsBroadbandVideoWeb TVWEB SITEBrandedSitesAffiliateSitePromotionalSiteUsability &AccessibilityAnalytics,Web SiteOptimizationPARTNERSHIPSContentSyndicationComparisonSites,ShoppingDirectoriesSponsorships,Co-brandingPhilanthropicCauseMarketingE-COMMERCEDirect toConsumerWhere to BuyFunctionalityBrandedStorefrontSell Direct on3rd Party SiteTechnicalPlatformMOBILEMobileBrowserMobile Aps QR Codes, GPSRFID POSTextMessagingCRMLoyaltyPlatformBehavioralTargeting &AcquisitionCross-sellEngineRetention &WinBackCampaigns,email,reportingSOCIALOnline Video Communities,Answer ForumsWord-of-mouth,Buzz, ReferralsWikis, blogs,Crowd SourcingProductInnovationMultichannel Customer JourneyFOUNDATIONAWARENESSADVOCACYPURCHASECONSIDERATIONLOYALTYONLINEIdentificationof NeedSearch forSolutionEvaluateAlternativesProductDetailsVisit tothe storePurchaseDecisionVisit tothebrandwebsiteCompareOffersOnlinePurchaseSocialInteractionOnlineRegistrationMobileAppOfflinePurchaseDIGITAL CAPABILITIES TO LEVERAGE19% 81%Time SpentCopyright © 2012 Accenture. All rights reserved.
    • > The e-Commerces must be organized like a new company: a fractal theoriginal one, but with new knowledge and delivery capabilities appropriate tothe potential business.> We need to create an internal organization able to support and deliverthe expected business.4) Organization Transformation14Copyright © 2012 Accenture. All rights reserved.“We can dismiss the web-master-guy and employ anotherguy with some digital competences…So…have you ever seen how much communication we havedone on print paper, borchures, catalogues?!? It will befaster and more efficent “
    • Copyright © 2012 Accenture. All rights reserved. 15Typical e-Commerce FunctionsMarketing &CRMCommercial &Merchandisinge-CommercefunctionsTechnology&Project mngmOperation &Customer SvzContent &Creative> Aligningcampaigns withoff-line marketing> Newsletters> Affiliates> Channel Advisor> Search EngineOptimization /manage 3rd PartyAgency> Site behavioranalysis> CRM> AssortmentPlanning> Pricing &Promotions> Article Setup &Hierarchy> ProductEnrichment> Site Design> Text & Images> Editorials> 3rd Party AgencyManagement> Page Design andSite Usability> Cross channelcompatibility –Web vs Mobile> Order placement> Queries on orders> Out of stockmanagement> Problemmanagement e.g.faulty, neverarrived> Returnsmanagement> FraudManagement> General Queries> Issue resolution(e.g. stability,contentpublishing)> Functionalenhancement> 3rd Party ITmanagement> Technologyscaling
    • > e-Commerce has a strong component which impacts on management costsand on the satisfaction of the customers- consequently on the sales volume.> e-Commerce logistics needs to be perceived with processes, meansand dedicated stakeholders5) Logistic Evolution16Copyright © 2012 Accenture. All rights reserved.“…we have already 200 stores with200 small warehouses…ahahah… I’ll use those!!!Don’t you understand how much items?I’ll certainly beat the pure-player…”
    • Copyright © 2012 Accenture. All rights reserved. 17Distribution strategy and operating model definition17Stock mngmNeed vs capability1Dedicated WHWhls /RetailB2CShared stock and WHWhls /RetailB2CDedicated stock,same WHWhls /RetailB2CStore network stockRetail B2CLogistisnetwork strategy2OpertaingModel / Warehouse3In House Outsourcing to e-Commerce ProviderOutsourcing to LSPFunctionaldepthIn-houseLevel of outsourcingLSPe-providerFunctionaldepthIn-houseLevel of outsourcingLSPFunctionaldepthIn-houseLevel of outsourcing3PLe-providere-providerCentralized Decentralized +store network leverageDecentralized
    • > The opening of an e-Commerce website is like an empty store in a street oflacking passage (…and we divide between contact with high CTR of 30% andvisitors with CR of 0,8%).> We need to crowd our on-line store with potential customers in thesame way as we could do that in physical store.6) Direct-Marketing18Copyright © 2012 Accenture. All rights reserved.“We will do € 2.000.000 of turnover the first year… becauseI’ve a lot of registered users….don’t you know?150.000 users with the newsletter!!”
    • The customer acquisition strategy to reach goals19Copyright © 2012 Accenture. All rights reserved.> We can influence thevisitor volume usingdifferent acquisitionchannels andperformance strategies> The conversion rate isinfluenced by a mixof commercial and UXelements> The average ticket isinfluenced byassortment strategies> Customer reactivation isstrategic
    • > What is the price proposed by ours competitors and also players?> We have to study a price strategy consistent with digital customersexpectations.7) Commercial Strategy20Copyright © 2012 Accenture. All rights reserved.“Given that I don’t know what I should buy on-line, I try to buy allthe items and…I could buy after the sales of all the items…Ialready have partners.The partners are providing me extraordinary agreements…so I’msure, I’m not taking any risk…”
    • Copyright © 2012 Accenture. All rights reserved. 21Cross-channel strategy and planning modelSalesVolume«Body»Product variety«Long Tail»Top Seller Niche product with higer marginCross Channel Commercial Model> To reach the businessobjectvies we need tobalance:> the top seller productthat drive volumes> niche products thatpreserve margins.> To grant the success ofan e-commerce projectwe need to design acrsoss-channelstrategy to grant:> The turnover> The profitability
    • > The customer tries to find on-line all the items he don’t find in the little storewhich is close to home.> The assortment should be focus on blockbuster with premium price andlong-tail, which could balance the marginality.8) Assortment planning22Copyright © 2012 Accenture. All rights reserved.“So…we could sell on-line only a piece for any items (bysize)…so…we could have an ample assortment, otherwise itcould be an overcharge of stock costs”
    • The ideal assortment strategy for my business model23Copyright © 2012 Accenture. All rights reserved.> The strategynecessary to beattractive and to havethe ability to win, couldbe summarized in:> Traffic: goodexposure> Leader: preferentialsupplier> Opportunistic:selective approachon productidentification> Profit: wide set toease shoppingexperienceFashion Food and spirits TechLuxury Leisure & Sport Travel & Holidays    
    • > The decision of an on-line purchase is based on specific parameters: thedecision requires more time and this is based on parameters which are morerationals than emotionals.> Website contents, which should be good, influence approximately halfof our customers (total of on-line purchase and store) and thesecontents are conditioned by product sector.9) Data sheet24Copyright © 2012 Accenture. All rights reserved.“Eh…it’s very simple…I can make alone all the data sheets…I copy the images and the descriptions from the websiteof producers ….the customers can anyway understand whatit is.”
    • How product content influences interaction with the customer25Copyright © 2012 Accenture. All rights reserved.Pre-sales1Conversion2Post-sales3> Reduce he number ofreturns> Reduce number of refunds> Reduce the number of callto customer-service> Increase social-sharing> Increase click-through-ratefrom advertising> Drive additional traffic tostore> Increase conversion-rate> Increase up-selling> Increase cross-sellingSource: EstatsProduct content influencethrough the overall customer interaction
    • > eCommerce shouldn’t be only nice, but it have to be clear, linear andsaleable.> An e-commerce site need to be designed to match business objectivesand measured objective KPI of conversion.10) User Experience26Copyright © 2012 Accenture. All rights reserved.“(Fashion)…Therefore…website home-page should look likea shop window of my store…(Retail)…Therefore …website home-page should look like aleaflet…”
    • > UX is one of the mostpowerfull levers toinfluence the conversionof our e-commerce.> UX need to considermany different customerneeds (such as contentstrategy, informationarchitecturefunctionality, platforms,user interface, usability& accessibility)> To define a performingUX we need to follow astructured process.User Experience is a scientific process to enache conversion27Copyright © 2012 Accenture. All rights reserved.
    • Copyright © 2012 Accenture. All rights reserved. 28E-Commerce success is barely related totechnological aspects: the key points arestrategy and business transformation.SO WHAT ?1We need to define a successful commercialstrategy starting from on-line potential,attractiveness and ability to win.The customer experience need to bedesigned with a structured approach andconsidering all interaction channels23
    • Copyright © 2012 Accenture. All rights reserved. 29Thank you !Federico GasparottoDigital Marketing Offering LeadAccenture InteractiveMail: federico.gasparotto@accenture.comPhone: +39-331-7550490Blog: www.gasparotto.biz