New Retail Day'14 - 6. maj 2014 - Bill Gillespie, IBM


Published on

Published in: Marketing, Technology, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

New Retail Day'14 - 6. maj 2014 - Bill Gillespie, IBM

  1. 1. © 2014 IBM Corporation1 IBM Internal ©"Copyright"IBM"Corpora0on"2014" IBM Point of View Driving Profitable Sales with the New Empowered Customer
  2. 2. © 2014 IBM Corporation2 IBM Internal Overview 1.  The New Empowered Customer 2.  The Disruptors 3.  The New Winning Themes in Retail
  3. 3. © 2014 IBM Corporation3 IBM Internal CEO Study CMO Study CIO Study CEO Study “Technology will be the top driver of change in the next three years and it will be a disruptive factor” IBM Thought Leadership CFO Study
  4. 4. © 2014 IBM Corporation4 IBM Internal The “quickly” evolving customer 2010 Meeting the Demands of the Smarter Consumer ‘Use of technology’ 2011 Capitalising on the Smarter Consumer ‘Personalisation’ 2012 Winning Over the Empowered Consumer ‘Trust’ 2013 From Transactions to Relationships ’Developing Relationships” 2014 Greater Expectations ‘Expectations and SoLoMo
  5. 5. © 2014 IBM Corporation5 IBM Internal 27% made their last purchase online. 50% increase over 2012 67% have a smart phone 9 of 10 reasons to shop a retailer involve omnichannel capabilities 69% post a review once per month. 54% post 2-3 reviews per month 64% say reviews are the most important criteria in deciding where to shop 81% expect the same brand experience across all channels The Age of the Empowered Customer IBV 2013 Study
  6. 6. © 2014 IBM Corporation6 IBM Internal People are willing to share more information…. 19% 36% 2011 2013 Mobile # = 38% 2013 — Willingness to share Social handle = 32% Willing to share current location (GPS) Source: IBM IBV 2013 survey, n= 30,554. Q31 and Q54 Year on year comparisons include 13 of 16 surveyed countries
  7. 7. © 2014 IBM Corporation7 IBM Internal The emergence and growth of SoLoMo It is becoming all the more critical for retailers to connect with consumers one-on-one. IBM investigated three contact methods: Social handle, Location and Mobile number (SoLoMo) and found that shoppers’ SoLoMo adoption levels ultimately revealed four distinct consumer groups: 40% 29% 19% 12% Traditional– Uses least amount of technology while shopping. Transitioning – Uses technology mostly to gather research and other information. Tech-intrigued – Uses SoLoMo from browsing to buying Trailblazers – Uses SoLoMo extensively, including as a retailer evaluation tool. * Study Population
  8. 8. © 2014 IBM Corporation8 IBM Internal Can be very complicated but two key areas to focus: Active Listening !  If a customer called or complained in store how quickly would your company react? !  You need to listen to social media on a daily basis and react in real time Social Media Deeper Data Analysis for Personalization !  Mine the data form Facebook, Pinterest, YouTube, blogs to: ‒ Better understand the trends of your customers ‒ Personalize assortments and promotions ‒ New items or categories to sell
  9. 9. © 2014 IBM Corporation9 IBM Internal !  Identify customers presence as they enter or leave the store !  Identify proximity to a retail store !  Identify what aisle or department the customer is located !  Interact with customers in real time Identifying presence and location will become essential in enabling timely and relevant customer interactions
  10. 10. © 2014 IBM Corporation10 IBM Internal Baby boomers no longer dominate the consumer story Millennials take control !  Born 1982-2000, they will just be 38 years old in 2020 !  80 million strong (roughly the same size as the boomers) (1) !  Completely different values, social norms and expectations –  Quality over quantity (owning less stuff) –  Completely connected and mobile –  Heavily influenced by peers (“we vs. me”) –  Socially responsible attitude towards companies and products [1] Source: 2010 US Census Report Aging baby boomers will mostly be in their 60’s and 70’s by 2020(1) !  Still financially crippled from the great recession !  Focusing on healthcare, aging parents, wealth preservation for retirement
  11. 11. © 2014 IBM Corporation11 IBM Internal !  Anticipate and service my shopping needs Use what you know about me to deliver a seamless and interconnected engagement regardless of where or how I am shopping with you. !  Make it convenient and easy to interact with you Consistently capture my history and profile and deliver information and services to me through my preferred channel. !  Be there when I need you, in real time Empower me with real-time updates, proactive communications and choices before, during and after I shop with you. !  Remember all of my interactions Understand me and my preferences through our past interactions. Customers expect a personalised approach
  12. 12. © 2014 IBM Corporation12 IBM Internal ©"Copyright"IBM"Corpora0on"2013" The Disruptors
  13. 13. © 2014 IBM Corporation13 IBM Internal The Disruptors cause the huge paradigm shift The New Disruptors in Grocery
  14. 14. © 2014 IBM Corporation14 IBM Internal $70+ billion in sales Projected $185 billion by 2017 second only to Wal-Mart The “Earths Biggest Selection” Customer experience and personalization Innovation Internation al Growth 63% sales from GM/ Electronic The Wal-Mart, Ebay and Google reaction Logistics The Amazon Effect
  15. 15. © 2014 IBM Corporation15 IBM Internal Place your order by 10am have it by dinner Free Same-Day & Early Morning Delivery on orders over $35.
  16. 16. © 2014 IBM Corporation16 IBM Internal Local Shops & Restaurants We bring your city to your doorstep - from bakery to ethnic foods to gourmet meals. Order up fresh mahi-mahi from Santa Monica Seafood, a tasty rhubarb pie from The Pie Hole, or a crisp salad from Steingarten LA.
  17. 17. © 2014 IBM Corporation17 IBM Internal Amazon Grocery Launched 2006: !  Vitamins and Supplements #1 gross profit dollar category !  Baby is the #4 category –  Sells more diapers than Kroger !  Health and Beauty in top 20 !  Coffee #24 !  Specialty Grocery top 30 Amazon Fresh launched 2007 !  19,000 fresh items !  28,000 ambient !  Open in LA and SF !  28 DCs planed !  Drives the trip to Amazon !  Targeting Higher Income Segments Amazon Grocery and Fresh
  18. 18. © 2014 IBM Corporation18 IBM Internal !  Broadening its selection from its entertainment roots has been successful in bringing customers to Amazon’s site, making it one of the most visited websites globally. !  Amazon typically adds 1-2 categories annually in each of its markets. !  Categories that are expanding rapidly include grocery/ fresh food, consumer electronics, toys and apparel. !  Amazon’s third party Marketplace has enabled the company’s expansion, particularly in specialist categories. In Q4 2012, Amazon generated 39% of unit sales from its Marketplace operations. Amazon has sacrificed profits to pursue its ambition to become the definitive online sales reference, giving customers everything in one place and undercutting rivals on price. #1 ‘Earth’s Biggest Selection’ Source:"Planet"Retail"2013"Amazon"Insights"Report""" Amazon’s Key Growth Strategies
  19. 19. © 2014 IBM Corporation19 IBM Internal Amazon’s Key Growth Strategies !  Amazon’s Kindle devices are its bestselling items globally. !  In 2012 Amazon reported that Kindle e-book sales soared 70%, to become a multi-billion dollar business. !  In the US and UK, Kindle e-books now outsell physical books, with other markets set to follow. !  Kindle e-readers and tablets have been designed to maximise content sales in the form of e-books, apps, music downloads and Amazon’s online streaming services. !  Amazon has widened Kindle’s reach by partnering with bricks and mortar retailers. !  Unlike competitors, Amazon looks to profit from content sales from devices rather than from hardware revenue. Amazon has become known alongside Apple and Google as a technological innovator. #2 Innovation, technology and content Source:"Planet"Retail"2013"Amazon"Insights"Report"""
  20. 20. © 2014 IBM Corporation20 IBM Internal !  Much of Amazon’s innovation comes from its insight into customer needs and wants. !  Amazon leverages technology to analyse spending habits and to ‘know’ customers individually. This tailored customer experience is a differentiator. !  Amazon’s ‘all you can eat’ Prime loyalty scheme is driving growth, offering free shipping alongside streaming services and Kindle e- books loans. Amazon said US membership increased “dramatically” in 2012. !  Customer satisfaction is high. Planet Retail’s shopper insight study in Q4 2012 gave Amazon a net promoter score of 57 with 91% of visitors converting to buyers. Amazon places customers at the heart of its strategy and enjoys strong loyalty. #3 Customer centricity Source:"Planet"Retail"2013"Amazon"Insights"Report""" Subscribe and save allows customers to preorder commonly used items or big bulk items Same day delivery and 2 hour delivery for grocery and fresh items Amazon’s Key Growth Strategies
  21. 21. © 2014 IBM Corporation21 IBM Internal Source: Expert interviews; Internal Analysis; McKinsey & Company Amazon Prime drives loyalty and supply chain predictability while allowing Amazon more control over the customer experience
  22. 22. © 2014 IBM Corporation22 IBM Internal The Merchant Mindset Creating the WOW in store feel Develop Relationships with Your Customers The era of personalization versus paper ads for all The New Health and Wellness Integrating Doctors, Insurance Companies and the Grocery Store Product is the Hero Creating differentiation with product The New Winning Formula for Retail 22 Play where She wants to Play Build world class omnichannel From Gut Based to Fact Based decision making
  23. 23. © 2014 IBM Corporation23 IBM Internal ©"Copyright"IBM"Corpora0on"2013" Develop Relationships with Your Customers The era of personalization versus paper ads for all
  24. 24. © 2014 IBM Corporation24 IBM Internal Data Can Cripple an Organization
  25. 25. © 2014 IBM Corporation25 IBM Internal Current state: I have an offer – let me find a customer to sell to” Sales and Gross Profit tracked by Category, Store and Segments Our data is siloed, latent, and oriented to products and channels Our analytics are geared to propensities not relationships and behaviors Every group, product and channel for itself – no customer optimization Our offers have little context and relevance – we under utilize our e- channels Staff are not confident in acting on offers – our presentment rates are too low We don’t know what is working and can’t diagnose under-performance Plan Design ReportTarget Sell Serve Target state: “I have a customer – what do they need today?” Sales and Gross Profit tracked by Customer Data is highly integrated and recent – provides holistic, detailed customer view We have re- calibrated to the customer and have new test and learn abilities We optimize communication to maximize value to the customer We deliver the right information to the right channel – we capture feedback Staff and leaders understand our goals – have the skill & motivation to deliver We understand the value levers and have instrumented it to “know” Inform Design MeasureTarget Present Engage The Goal: Retailers align their marketing capabilities to meet customer needs for personalized communications and interactions
  26. 26. © 2014 IBM Corporation26 IBM Internal Focus on the loyalty levers and with your ”best customers” and your ”next best customer” Behavior(spend) Low HighModerateLow Moderate High Attitude Very loyal in attitude and behavior Lars Spindler IBM DK
  27. 27. © 2014 IBM Corporation27 IBM Internal 0 10 20 30 40 50 60 70 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 ValueofBehavior Actions in each interaction over time Known history Add predicted future behavior based on all expected future data points in the lifecycle Individual Nano Entity Lifecycles (INEL) Forecasting by Customer
  28. 28. © 2014 IBM Corporation28 IBM Internal !  Customer First Strategy !  40 straight quarters of like store and EBIT increases !  60 million card holders !  Focus on 15 million their best customers !  Personalized incremental ads to best customers –  70% redemption on Ecoupons !  Personalized Pricing !  Best customer data used extensively in assortment decisions Best Practices
  29. 29. © 2014 IBM Corporation29 IBM Internal Strategy: Engage best customers more effectively and acquire new customers utilizing information, analytics and automation to deliver personalized recommendations and communications continuously based on individualized profiles, personas, purchases, preferences and networks / relationships Objectives: Increase share of wallet and share of interest / intent through !  Engagement – Frequency and Quality of engagement across all channels !  Basket Size and Composition – Breadth, Depth and Profitability of Baskets !  Share of Wallet and Share of Interest Initiatives to deliver capabilities: !  Single View of the Customer integrating store, digital, web, mobile, social interactions !  Digital Personalization to improve visits and baskets particularly among key segments !  Acquisition of new customers using advanced analytics and omni-channel automation !  Store based micro-clusters to drive customer centric assortment tailoring !  Personalized Loyalty Programs tailored to customer preference and improvement !  Marketing Media Mix Optimization Solutions Software Services to be Leveraged: !  Customer Master Data Management !  Enterprise Marketing Management !  Customer Centric Insights - CMO Dashboard (Marketing and Merchandising) !  Big Data / Cloud applications, infrastructure, operations !  Analytics – Rapid Development and Deployment !  CRM Expertise – Infrastructure, Integration, Analytics, Applications, Transformation Benefits: References: 75#100& Revenue 10#15& EBITDA Develop Relationships with your Customers Basis points improvement
  30. 30. © 2014 IBM Corporation30 IBM Internal ©"Copyright"IBM"Corpora0on"2013" Play where She wants to Play Build world class omnichannel
  31. 31. © 2014 IBM Corporation31 IBM Internal Mobile is at the epicenter of change
  32. 32. © 2014 IBM Corporation32 IBM Internal Wegman’s offers shopper convenience and community functions, with web-to-store functions such as find/save/share recipes, shopping lists printed by aisle location, integrated Shoppers Club saving, and friendly iPhone application. Events and classes in the store, with extensive use of videos on YouTube to promote the brand and products. Mobile Check Out Stop & Shop stores in the Boston area allow customers with iPhones to scan grocery items and add them to an electronic shopping cart. By aiming the phone’s camera at the bar code on a product package, the customer can see the price and add it to the electronic shopping cart. Once shopping is done, the app relays the information to a checkout register, where the customer can pay with cash or a credit card. Get your Publix Deli favorites the easy way. Publix offers customers to build their own sandwich and order their favorite deli meats cheeses and other items on a PC, tablet or Smartphone and the order will be ready when they arrive. Publix’s shopping list feature is downloaded into a store specific planogram for ease of shopping Technology is allowing grocers to offer a personalized and unique shopping experience, inside and outside the store
  33. 33. © 2014 IBM Corporation33 IBM Internal "El Corte Inglés has launched an online operation in the UK, Ireland and Netherlands. The Spanish retailer has introduced a marketplace where customers can purchase more than 50,000 products from 200 brands, particularly Spanish ones. El Corte Inglés is partnering with IBM, which has created an e-commerce platform using a Cloud- based system. The new website offers fashion, sports items, household goods and gourmet products. Customers will receive orders within 48 hours of purchase. These will be dispatched from the retailer’s logistics facilities in Madrid, with shipping provided by “leading international logistic groups”.."" In pursuit of enhanced customer service, Waitrose is exploring the use of mobile devices on the shop floor. According to The Grocer, the John Lewis-owned UK retailer is to equip support managers with tablet computers, thereby freeing them from having to use a desktop computer, allowing them to spend more time with shoppers. Technology is allowing grocers to offer a personalized and unique shopping experience, inside and outside the store ARISTO is an IBM Research First-of- a-Kind augmented reality mobile solution. Tesco is using ARISTO to validate planogram integrity and in stock position. Associates or a third party simply scan the planogram with a smart phone. ARISTO’s picture recognition technology captrues planogram and in stock position on the shelf and bounces it off of TESCO’s authorized planogram. Any differences in items, space and in stock levels is immediately noted and fixed.
  34. 34. © 2014 IBM Corporation34 IBM Internal Locker shipping option Integration in the eCommerce shopping path The Next Growth Area
  35. 35. © 2014 IBM Corporation35 IBM Internal InPost Locker Infrastructure in the UK ready for market testing !  512 lockers placed in cities most usable for key clients !  Courier contracts established and ready for work !  A staff of 28 UK based InPost employees ready to support the market tests There are over 500 lockers deployed and ready for use in the UK as of Nov. 2013
  36. 36. © 2014 IBM Corporation36 IBM Internal The time window available for one or two dominating forces to capture and control the market is short
  37. 37. © 2014 IBM Corporation37 IBM Internal Transforming the Organization for Omni-Channel Requires a significant shift in mindset from top down in the organization in order to embrace the view of the empowered, omni-channel consumer Stores CEO CFO CIO CMO COO Customer View Deliver good products to our customers Deliver good products to our customers in different channels Deliver good products through a superior customer experience CEO Business unit P&L, divisional P&L, channel P&L Customer P&L, shadow P&L, matrix P&L, attributed P&LCFO Balance sheet, income statement, statement of cash flows, P&L Technology to enable business channels Technology that enables personalized customer experiences Technology to support company business processes Build my brand in multiple channels Build my brand one customer at a time Build my brand Processes that optimize buying & selling in separate channels Processes to optimize buy/sell when and where customer wants Processes that support buying and selling products Channel ViewCompany View + + Stores CHRO Incentives that drive each channel’s sales Incentives/rewards that drive omni-channel behavior Incentives that drive store sales
  38. 38. © 2014 IBM Corporation38 IBM Internal Merchandising Inventory Management Marketing Design Stores Supply Chain Designing for stores Designing for the brand/customer Telling the product story in stores Telling the product story across multiple channels/technologies Buying product for the store Buying to support customer demand (regardless of channel) Broadcasting “Personalization in the right channel” Fulfillment/systems optimized by store demand Fulfillment/systems optimized around customer demand Retail store policies and procedures Customer/Brand experience center eCommerce Driving online traffic and sales Powering/enabling cross-channel shopping behavior From functional expertise and efficiency to optimization around the customer Traditional Multi-channel Success in Omni-Channel requires a radical shift in core Retail business processes
  39. 39. © 2014 IBM Corporation39 IBM Internal Best in Class for Grocery 10% of sales online Large investment to fight Amazon Click n Collect and Delivery models Price Match Diversification and Disruption Best Practices
  40. 40. © 2014 IBM Corporation40 IBM Internal Strategy: Engage with the customer and businesses where they are – at each stage of the shopping cycle, creating a seamless shopping experience across stores, online, mobile, kisoks, call centers and all other customer touch points Objectives: Focus on enhancing both store and non- store revenue ultimately driving higher customer wallet share !  Online and mobile revenues (in non- food and food both) !  Digital channel and marketing driven store traffic and basket size increases. Initiatives to deliver capabilities: !  Best in class B2B and B2C !  Cross channel single view of customer and inventory –  Integrated view of channels – from a customer information and inventory perspective –  Be able to track customers across channels !  Cross channel process execution –  Marketing – online marketing creating store traffic, online and mobile for in-store promotions –  Cross sell / up sell, Save the sale at store –  Mobility, Mobility and Mobility –  Location based services Solutions Software Services to be Leveraged: !  IBM Retail SMEs !  Web analytics !  Mobile Platform and development Benefits: References: 10%&of&sales& Revenue (15#25)& EBITDA Build world class omnichannel Basis points impact
  41. 41. © 2014 IBM Corporation41 IBM Internal ©"Copyright"IBM"Corpora0on"2013" From “Gut Based to Fact Based” decision making
  42. 42. © 2014 IBM Corporation42 IBM Internal
  43. 43. © 2014 IBM Corporation43 IBM Internal Thank You