Seamless Cross-Channel Retail Execution, Thomas Møller Jensen, IBM

Thomas Møller JensenSeamless Cross-Channel Retail ExecutionWeb, Mobile, & Store © Copyright IBM Corporation 2011

IBM Commerce Solutions AGENDA A trip to Cross-Channel Nirvana Why Retail Cross-Channel The Cross-Channel Participants IBM’s Smarter Commerce Portfolio Example Results of Cross-Channel22 © 2011 IBM Corporation

IBM Commerce Solutions Cross-Channel ? Shopping Mobile Phone Shop Field Marketing Apps Social network Web Direct Mail ... Online TV ... Fulfillment Delivered Services In Shop Pick-up Direct Mail ...3 © 2011 IBM Corporation

IBM Commerce Solutions Cross-Channel Nirvana recap  Social media integration Marketing  Accurate inventory information Fulfillment  Location based promotion Shopping  Rewards program/CRM Marketing  Cross/Up sell Shopping  Split payment (Online/Shop) Fulfillment  One View of Customer and Order at all times Marketing Shopping Fulfillment5 © 2011 IBM Corporation

IBM Commerce Solutions Consumers’ Interactions With Your Brand Are Varied And Ever Changing Research Schedule Check Status Initiate/Track Store Create Order Change Order Delivery Cancel Order Pickup Product Return Research Schedule Delivery Check Status Schedule Initiate/Track Call Center Create Order Change Order or Pickup Cancel Order Product Store Pickup Return Research Schedule Delivery Check Status Schedule Initiate/Track Web Product Create Order Change Order or Pickup Cancel Order Store Pickup Return Research Schedule Delivery Check Status Schedule Initiate/Track Mobile Product Create Order Change Order or Pickup Cancel Order Store Pickup Return10 © 2011 IBM Corporation

IBM Commerce Solutions Consumers Have Come To Expect Seamless Cross-Channel Retail Execution 85% of respondents “expect a seamless experience across all channels for a retailer”. 1 1 Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce, DemandWare11 © 2011 IBM Corporation

IBM Commerce Solutions Increasingly, Consumers Expect You To Operate Seamlessly Within Your Brand Importance Of Cross-Channel Capabilities 1 Notify when item is ready for in-store pickup (important to very important) 91% Maintain cross-channel customer history (important to very important) 53% Notify when frequently-purchased item will be on sale (important to very 59% important) Assist with matching the compatibility of a new purchase with a 49% previous purchase (important to very important) = Requires cross-channel capabilities 1 Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce, DemandWare12 © 2011 IBM Corporation

IBM Commerce Solutions Even Consumers’ Expectations for Mobile Apps Include Cross-Channel Most Desirable Mobile App Capabilities Look up and verify product availability at a particular location 62% Look up price of an item while in the store 57% Find nearest store location 49% Receive pro-active notification about status of outstanding orders 48% Locate an OOS item at an in-stock location, purchase it, and have it 46% shipped to you or held for pickup Access product reviews while in the store 46% = Requires cross-channel capabilities Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce, DemandWare 13 © 2011 IBM Corporation

IBM Commerce Solutions Consumers’ Expectations Keep Increasing 2007-2010 Comparisons1 Cross-Channel Consumer Expectations 2007 2010 Complete an order anywhere 55% 61% Modify an order anywhere 65% 74% Track an order anywhere 56% 87% Shipping Notice (via any combination of channels) 94% 88% Shipping Delays (via any combination of channels) 91% 91% Delivery Notice (via any combination of channels) 78% 79% Cross-channel return to store 90% 84% = Requires cross-channel capabilities 1 Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce, DemandWare14 © 2011 IBM Corporation

IBM Commerce Solutions Other Retailers Are Responding To Their Customers’ Cross-Channel Expectations 69% In-store pickup of cross-channel orders Currently support (46%); plan to support in 12 months (23%) 1 77% In-store returns of on-line purchases Currently support (57%); plan to support in 12 months (20%) 1 Source: Edge Research Retailer Survey; 201015 © 2011 IBM Corporation

IBM Commerce Solutions Other Retailers Are Responding To Their Customers’ Cross-Channel Expectations 76% Cross-channel order/shipment status tracking Currently support (47%); plan to support in 12 months (29%) 1 76% Single cross-channel view of customer purchases Currently support (40%); plan to support in 12 months (36%) 1 Source: Edge Research Retailer Survey; 201016 © 2011 IBM Corporation

IBM Commerce Solutions But, Few Retailers With Cross-Channel Capabilities Are Satisfied With Their Current Approach % of Retailers Satisfied With Current Capabilities 1 Customers can complete an order via any combination of channels 22% Customers receive order, shipment, and delivery status updates 24% Overall ability to deliver cross-channel capabilities 21% Source: Edge Research Retailer Survey; 201017 © 2011 IBM Corporation

IBM Commerce Solutions Cross-Channel Execution (Enabled By Cross-Channel Order Management) Delivers Results  Macy’s: Every advertising dollar spent online influences $5.77 spent in the store over the next 10 days1  REI: 40% of online orders are picked up in-store, with 35% of pickups resulting in additional sales that average $90 per sale1  Best Buy: Best Buy, recognized as a leader in cross-channel retailing, has achieved a 40% buy online/pick up in store rate2  Nordstrom: Multi-Channel customers spend, on average, four times more than single channel buyers1 1. Source: Deloitte Research, Forrester Research, Internet Retail Offline Influence Model: 2. Source: CEO Brian Dunn- 9/21/2010-RIS News18 © 2011 IBM Corporation

IBM Commerce Solutions There are Lots of Participants Customer Channels Call Center Kiosk eCommerce Mobile Store Distribution Centers Drop Shippers 3PL’s Store Network Enterprise External Applications Services Fulfillment Network. © 2011 IBM Corporation

IBM Commerce Solutions Various Expectations Customer Channels Call Center Kiosk eCommerce Mobile Store Can We Set Accurate Expectations with the Customer? Performance Management?Global Visibility ? What Steps are Required to Fulfill each Specific Order Line? Enterprise External Applications How do we Coordinate these Steps Across Applications? Services What are the Fulfillment Rules for a Specific Order Line? How do we Best Leverage the Fulfillment Network? How do we Remain Flexible to Enable New Business Initiatives? Distribution Centers Drop Shippers 3PL’s Store Network Fulfillment Network. © 2011 IBM Corporation

IBM Commerce Solutions This Can Get Complex Customer Channels Call Center Kiosk eCommerce Mobile Store Enterprise External Applications Services Distribution Centers Drop Shippers 3PL’s Store Network Fulfillment Network. © 2011 IBM Corporation

IBM Commerce Solutions IBM Sterling Approach Customer Channels Call Center Kiosk eCommerce Mobile Store Performance Management?Global Visibility ? Sterling Cross Channel Inventory and Order Hub Enterprise External Applications Services Promising Order Visibility (ATP) Orchestration Distribution Centers Drop Shippers 3PL’s Store Network Fulfillment Network. © 2011 IBM Corporation

IBM Commerce Solutions A Single Source of the Truth… In-Store On Line (web) Sterling Platform Call Center iPhone RF Enable single face to customer with access to information about any order from any channel or division to be available where and when a customer needs it. © 2011 IBM Corporation

IBM Commerce Solutions There are 4 Distinct Capabilities Needed to Project a Single Face to the Customer3 Synchronized Multi-Tiered 1 Multi-Channel Fulfillment Repair Depots 2Single Point of Order Capture Field Order Visibility Sales Diverse Customers & Partners SLAs, CSR Plants / Customer Warehouses Business Mandates Unit 1 Web ERP 1 Store Business Order Contract Unit 2 ERP 2 Hub Manufacturers Acquired Field Sales VAN, Mobile Company Legacy IaaS System Named LSPs / Carriers 4 Customer Accounts Store / Service Integration & Center Compliance EDI, Email, Fax Channel Platform Partners Banks / Payment Processors © 2011 IBM Corporation

IBM Commerce SolutionsIBM’s integrated portfolio for Smarter Commerce VALUE CHAIN STRATEGY AND SERVICES Innovation and business value Market and customer mgmt. Operating and Organization Models Innovating and aligning business models to Aligning sales, marketing and operations Designing operations, supply chain and the drive value to the customer to engage with customers organization model to deliver customer value CORE BUSINESS SOLUTIONS Core Business Processes Buy Market Sell Service • Trading Partner Mgmt.. • Predictive Analytics/Modeling • B2B & B2C Cross‐channel • Delivery & Service • Supplier Management • Behavioral Segmentation commerce Scheduling • Supply Chain Visibility • Cross‐channel Campaign • Distributed Order Orchestration • Customer Self Service • Logistics Management Mgmt. • Fulfillment and Supply Chain Enablement • Inventory Optimization • Search Optimization, Ad Optimization • Reverse Logistics Targeting • Mobile Commerce • Case Management • Marketing Resource Mgmt. • Retail Store Advanced Analytics Store analytics | Purchase analytics | Consumer loyalty | Predictive and prescriptive | Social analytics | Web analytics | Master data mgt Workload Optimized Systems Systems, Storage and Software focused on agility, integration and automation to drive relevant business outcomes29 © 2011 IBM Corporation

IBM Commerce SolutionsIBM’s integrated portfolio for Smarter Commerce VALUE CHAIN STRATEGY AND SERVICES CORE BUSINESS SOLUTIONS Core business processes Buy Market Sell Service Sourcing and procuring goods Developing, delivering, and Servicing customer needs across Selling and fulfillment of products and materials required to deliver measuring relevant and all interaction channels to drive and services across multiple products and services to meet consistent messages across repeat sales and enhance lifetime channels to drive sales customer demand multiple channels to drive value of a customer demand Coremetrics • Digital Analytics • Cross‐Channel Order Capture, Cart Sterling Commerce • Behavioral Segmentation and Catalog Sterling Commerce • Warehouse Management • Search Optimization, Ad • Delivery and service Scheduling • Customer‐centric Shopping Experience • Transportation Management Targeting, and Real‐time • Reverse Logistics • B2C/B2B Storefronts • Supply Chain Visibility Website • Mobile • Sterling Collaboration Recommendations Network/B2B Services •Customer Self Serve Unica Portals ILOG Supply Chain • Cross‐channel Retail Store Solutions Sterling Commerce • Product Optimization •Call Center Campaign Mgmt • Retail POS Solutions • Distributed Order •Collaboration • Inventory Optimization • Real‐time Decision, • Self‐Service Management • Network Optimization Environments Event Detection, and Portal/Kiosk • Configuration, Pricing, • Case Design, Run‐time, • Transportation Contact Optimization • POS Applications Quoting Optimization Analytics • Operations Mgmt • Multi‐vendor catalog Advanced Customer Insight30 GBS Smarter Commerce Sales Enablement Training | Introduction to Smarter Commerce Products © 2011 IBM Corporation

IBM Commerce Solutions Key Cross-Channel Retailing Direct Impact Areas  In-Store Pickup – Impact: Additional in-store purchases (cross-sell/up-sell)  In-Store Returns – Impact: In-store purchases (converting the return back into a sale)  Recovering From Out Of Stocks (OOSs) – Impact: Sale of the OOS item – Impact: Sale of companion items – Impact: Salvaged future shopping trips  Cross-Channel Sourcing – Impact: Avoiding duplicate safety stock  Available-To-Promise Sourcing – Impact: Inventory reductions by sourcing from in-transit inventory (before it arrives at the DC)  Sourcing From End-Of-Life (EOL) Inventory – Impact: Reduced markdowns by sourcing from inventory pools with excess inventory33 © 2011 IBM Corporation

IBM Commerce Solutions Key Cross-Channel Retailing Direct Impact Areas  In-Store Pickup – Impact: Additional in-store purchases (cross-sell/up-sell) – Drive additional in-store traffic – 40% of those making online or mobile purchases will choose in-store pickup as their fulfillment method – Cross-sell/Up-sell – 38% of those opting for in-store pickup of online, catalog, or mobile orders are likely to highly likely to make additional purchases while in the store – Retailers with high attach rates benefit even more (e.g., general merchandise, apparel, electronics, toys, sporting goods, hardlines/home improvement, etc.) – Avoided shipping overhead – For every in-store pickup of an online, catalog, or mobile order, the retailer avoids the shipping overhead that would have been incurred Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce, DemandWare34 © 2011 IBM Corporation

IBM Commerce Solutions Key Cross-Channel Retailing Direct Impact Areas  In-Store Returns – Impact: Additional in-store purchases (cross-sell/up-sell) – Drive additional in-store traffic – 46% of those making online or mobile purchases will choose to return their purchase to a store – Cross-sell/Up-sell – 33% of those opting for in-store return of online, catalog, or mobile purchases are likely to highly likely to make additional purchases while in the store – Retailers with high attach rates benefit even more (e.g., general merchandise, apparel, electronics, toys, sporting goods, hardlines/home improvement, etc.) – Avoided shipping overhead – For retailers that do not charge customers for shipping returned goods back to the retailer, for every in-store return of an online, catalog, or mobile order, the retailer avoids the shipping overhead that would have been incurred Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce, DemandWare35 © 2011 IBM Corporation

IBM Commerce Solutions Key Cross-Channel Retailing Direct Impact Areas  Recovering From Out Of Stocks (OOSs) – Impact: Sale of the OOS item – 66% of consumers would purchase an OOS item if the retailer could find it at an in- stock location and ship it to the customer – For those cases where the retailer has the item in stock somewhere, they could save the sale 66% of the time – Impact: Sale of companion items – 42% of consumers faced with an OOS leave the store without purchasing anything – For every saved sale, the retailer has the likelihood of selling attachment items 42% of the time – Impact: Salvaged future shopping trips – For every saved sale, there’s the potential to save the sales associated with one or more future shopping trips – 29% of consumers who experience an OOS will forfeit at least one future shopping trip to that retailer – 13% of consumers who experience an OOS will forfeit at least two future shopping trips to that retailer – 6% of consumers who experience an OOS will forfeit three or more future shopping trips to that retailer Source: “Cross-Channel Brand Interaction: 2010 Consumer Preferences,” Sterling Commerce, DemandWare36 © 2011 IBM Corporation

IBM Commerce Solutions Key Cross-Channel Retailing Direct Impact Areas  Cross-Channel Sourcing – Impact: Avoiding duplicate safety stock [liberated capital; avoided working capital interest] – For those SKUs that are common across channels, the ability to source across channels enables the retailer to reduce duplicate safety stock  Available-To-Promise Sourcing – Impact: Inventory reductions by sourcing from in-transit inventory (before it arrives at the DC) [liberated capital; avoided working capital interest] – Internet, catalog, and mobile items can be sourced from inventory that has yet to arrive at the direct-to-consumer shipping site – For those SKUs, every additional day’s orders that can be sourced from in-transit or on-order inventory is another day’s inventory that can be reduced for those SKUs  Sourcing From End-Of-Life (EOL) Inventory – Impact: Reduced markdowns by sourcing from inventory pools with excess inventory – For EOL inventory that is at risk of being marked down (in order to sell the merchandise), the ability to source across channels from pools of excess inventory enables the retailer to sell the product at full price and avoid the markdown37 © 2011 IBM Corporation

IBM Commerce Solutions Consumers Will Reward Retailers That Make The Desired Cross-Channel Improvements Likelihood to spend more with retailer if improvements are made Yes 58% No 19% US Not sure 23% 0% 10% 20% 30% 40% 50% 60% 70% Percent selected Source: IBM Institute for Business Value Analysis, Retail 2010, n=13,96038 © 2011 IBM Corporation

IBM Commerce Solutions Nordstrom Results “Nordstrom has implemented several solutions within Sterling Selling and Fulfillment Suite, including Sterling Catalog and Offer Management and Sterling Order Management, to enhance its order capture and fulfillment capabilities. A critical element of the Sterling Commerce implementation is the centralized order hub that synchronizes and orchestrates customer orders, without having to replace warehouse or distribution systems. Instead, the software extends Nordstrom’s existing systems to help improve service, make more efficient use of inventory and reduce costs. For example, Nordstrom is able to open-up website inventory to the stores, operating a single distribution center to fulfill deliveries for every channel. The end result is a better shopping experience for the consumer and better control over the entire fulfillment lifecycle for the retailer. ” Nordstrom’s efforts are paying off. According to their quarterly sales report (8K) dated August 12, 2010: • $2.52 billion in revenue, up roughly 13% from the year ago period • Net earnings increase of $41 million compared with the same period in fiscal 2009 • Multi-channel same-store sales increased 9.9% compared with the same period in fiscal 2009 • Full-line same-store sales in the second quarter increased 8.2% • Direct sales increased 34.1% compared with the same period in 2009 • Same-store sales during the Anniversary Sale event increased 9.0% In the 8k report Nordstrom credits the shared inventory platform between full-line stores and the Direct business for improved financial results, because this platform enables better fulfillment of customer demand and greater access to inventory. Nordstrom was also able to reorganize the business as a single, "multi-channel" operating segment, which reduces costs and improves their ability to serve customers well. From Nordstroms 10Q filed 09/08/2010, "Through our multi-channel initiatives, we have substantially integrated the operations, merchandising and technology of our Nordstrom full-line and online stores, consistent with our customers expectations of a seamless shopping experience regardless of channel.”39 © 2011 IBM Corporation

IBM Commerce Solutions Press Release Source: Best Buy Co., Inc. 9/23/2010; 1:55 a.m. EDT MINNEAPOLIS--(BUSINESS WIRE)--Best Buy (NYSE: BBY - News) makes holiday shopping even easier this year by offering one of the most comprehensive shipping programs in the retail landscape, Store Pickup Plus. The Store Pickup Plus program consists of the following capabilities: • Store Pickup: Buy online, skip the shipping charge and pick up an order in as little as 45 minutes after placing it. • Ship-To-Store: Out-of-stock products that are available online can be shipped to any Best Buy store for customer pickup, without any shipping fees. • Friends & Family Pickup: Place an order online and have someone else pick it up, avoiding an inconvenient trip to the store or giving an out-of-town relative immediate access to a purchase. • Warehouse Pickup: Avoid delivery charges and scheduling conflicts by picking up products directly from a local Best Buy warehouse. This is an expedient option for appliance purchases and same-day pickup. With each of the program options, customers will be notified via email when their product is ready for pickup, creating an overall expedient and efficient on-site transaction.40 © 2011 IBM Corporation

IBM Commerce Solutions Retailers Who Enable Cross-Channel Order And Inventory Visibility And Cross-Channel Execution Enjoy Quantifiable Benefits  85% report improved customer satisfaction from ensuring product information and pricing is up to date and consistent across channels  40% report a 2-5% increase in eCommerce profitability  29% report a 5-10% increase in overall return on inventory investment  25% report a 2-5% decrease in warehouse space requirements while another 20% report a 5-10% decrease in space requirements  33% report a 2-5% increase in overall inventory turn while another 25% report a 5-10% improvement in the same metric  31% report a 5-10% improvement in gross margin percent  24% report a 2-5% sales lift on cross-channel promotions while another 20% report a 5-10% lift and a very surprising 22% report a 10-25% improvement.  27% report a 5-10% improvement in fill rates Source: Cross-Channel Retailing For The Anytime, Anywhere Consumer; Benchmark Study, 2009 – Brian Kilcourse, Paula Rosenblum, RSR [“benefits achieved by retailers who enable cross‐channel order and inventory visibility and enabling cross‐channel processes”]41 © 2011 IBM Corporation

IBM Commerce Solutions Additional Validation There are two undeniable facts of being a retailer in 2010:  Online sales outpace brick-and-mortar sales growth rates by 3-5x.  Customers increasingly expect retailers to leverage technology to provide a consistent, efficient and satisfying buying experience across channels. Retailers who implement demand-optimized multi-channel inventory, order, and fulfillment applications will enjoy the following benefits: – Reduced stock-outs – Improved sales: 15%-35% increase in average transaction size – Higher customer retention rates – Fewer lost sales: e.g., increased online conversion rates between 30% and 45% – 5%-10% increase in loyalty customer profitability – 20%-60% reduction of inventory losses as a percentage of sales – Leslie Hand-IDC Retail Insights42 © 2011 IBM Corporation

Seamless Cross-Channel Retail Execution, Thomas Møller Jensen, IBM

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