Digital-IQ-Index-Big-Box-2014-EXCERPT

DIGITAL
IQ
INDEX®
BIG BOX
November 24, 2014
in partnership with:
EXCERPT FROM THE INTELLIGENCE REPORT: BIG BOX 2014 TO ACCESS THE FULL REPORT, CONTACT MEMBERSHIP@L2INC.COM

2November 24, 2014
© L2 Inc., 2014 Circulation of the report violates copyright, trademark and intellectual property laws.
DIGITAL IQ INDEX®
BIG BOX
Reinvention
In January 2003, Sears, Roebuck and Company
published the final issue of its “Big Book” catalog,
signaling the close to the pre-Internet age of retail.1
Today, after nine consecutive quarters of losses2
,
Sears shows signs of a textbook “death spiral”—
joining the ranks of Linens ‘n Things (May 2008
bankruptcy), Mervyns (July 2008), Circuit City
(November 2008), Borders (February 2011), and
Filene’s Basement (November 2011).3
In June, Walmart announced plans to roll out
its Savings Catcher program nationwide featuring
digital tools that compare receipts against
competing local discounts.4
In September, Staples
announced a series of omnichannel upgrades,
including buy online and pick-up in-store (BOPS).5
Macy’s will pilot same-day delivery in eight U.S.
markets to buttress existing BOPS capabilities.6
Driven by a burning platform of anemic retail sales,
Big Box refuses to waste the crisis—attempting its
great leap forward.
1. “The Mother of All Catalogs Ceases Publication, 10 Years Ago,” Barbara
Maranzani, History, January 25, 2013.
2. “The Evolution of Retailing: Reinventing the Customer Experience,” KMPG,
December 2009.
3. “Sears Vendor Said to Halt Shipments as Insurers Back Away,” Lauren
Coleman-Lochner, Bloomberg Businessweek, October 8, 2014.
4. “Walmart to Competitors: Catch Our Savings If You Can,” Press Release,
Walmart, June 5, 2014.
5. “Staples Launches Series of Omnichannel Updates to Help Businesses
Make More Happen,” Press Release, Staples,
September 3, 2014.
6. “How Macy’s Gets The Hip Customers,” Walter Loeb, Forbes, September 22, 2014.
Middle Ground?
As online retail sales top $300 billion in 2014,
prognosticating the end of brick-and-mortar has
become old passe.7
Online-only retailers face
rising shipping costs that continue to erode scant
margins. Last year, Amazon collected $3.1 billion
in shipping fees, but shelled out $6.6 billion in
transportation services.8
Conversely, traditional
retailers must charge a 15 percent premium over
Amazon to cover fixed operational costs.9
Facing
formidable challenges at each end of the retail
spectrum, the winning calculus may lie somewhere
between the poles.
In an attempt to escape “free shipping” costs,
Amazon is moving distribution centers closer
to population centers. Amazon now supports
same-day delivery in 1,908 ZIP codes across 11
U.S. cities.10,11,12
Despite the proximity, Amazon
still struggles with a “last mile” problem in urban
centers, requiring expansion of its limited network
of communal lockers or investment in the
unthinkable—the physical store.13,14

7. “Total US Retail Sales Top $4.5 Trillion in 2013, Outpace GDP Growth,”
eMarketer, April 2014.
8. “E-tailing’s Trojan Horse,” Satish Jindel, The Journal of Commerce, June 20, 2014.
9. “E-commerce and higher operational costs put pressure on retail chains to
change,” Allison Enright, Internet Retailer, January 16, 2014.
10. “Amazon brings same-day delivery to more US cities,” Chris Welch, The
Verge, August 6, 2014.
11. “Same-Day Delivery Coverage: West Coast & Southwest,” Amazon, October 2014.
12. “Same-Day Delivery Coverage: East Coast & Midwest,” Amazon, October 2014.
13. “Why Amazon’s Lockers Don’t Solve Package Delivery Problems,” Laurie
Kulikowski, The Street, April 16, 2014.
14. “Amazon to Open First Brick-and-Mortar Site,” Greg Bensigner & Keiko
Morris, The Wall Street Journal, October 9, 2014.
Source: McKinsey & Co, October 2013.
Big Box: Annual Growth of Retail Sales
United States, 1970-2020E
1970s
9.3%
1980s
7.6%
1990s
5.3%
2000-07
5.3%
2007-12
2.4%
2012-20
4.0%
AVERAGE: 6.2%
Watch the Video

3November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
Trojan Horse
Ironically, the digital age’s albatross (i.e., real estate) could be Big Box’s salvation and
may be an arrow in Amazon’s heel. By shipping online orders to local stores, retailers
benefit from lower freight costs, commercial shipping fees and faster delivery. After
demonstrable proof that the “ROPO” effect (research online / purchase offline) lifts
in-store sales for BOPS-enabled outposts, digital investment by “doomed” retailers
is accelerating.15
Over 70 percent of Big Box retailers let customers buy items online and return
them in store. Half allow customers to buy online and pick-up in store. And nearly a
fifth let customers reserve items in-store without making immediate payment online.
Growing channel agnosticism, combined with an established retail footprint, fits the
U.S. consumer where 85 percent commutes to work via automobile.16
Bifurcation?
Over 75 percent of Big Box stocks are trading near their 52-week highs with P/E
ratios in-line with projected earnings growth rates over the next twelve months.
However, retailers focused on revenue growth via technology enhancements to
improve fulfillment and marketing capabilities should see higher valuations as they
start to benefit from digital investments. If holiday demand does not materialize,
the delta between valuations on retailers perceived as getting “it” (i.e., digital savvy)
could create a two-class sector that relegates a new crop of retailers to an inexorable
downward spiral.
Digital IQ = Shareholder Value
This study attempts to quantify the digital competence of 64 Big Box brands in
the U.S. market. Our aim is to provide a robust tool to diagnose digital strengths
and weaknesses, helping managers achieve greater return on incremental
investment. Like the medium we are assessing, our approach is dynamic.
Please reach out with comments that improve our methodology and findings.
Regards,
L2
15. “Shop Online, Pick Up in Store?” Santiago Gallino & Antonio Moreno-Garcia, Kellogg Insight, July 1, 2013.
16. “Most Americans Still Driving, but New Census Data Reveals Shifts at the Metro Level,” Adie Tomer & Joseph Kane,
Brookings Institute, September 29, 2014.
Big Box: Expected Sales Growth vs. Current
Valuation Relative to Sales
November 2014, n=45 public companies
Big Box: Current Stock Valuations
November 2014, n=45 public companies
PRICE-TO-SALESRATIO(P/S)
FISCAL YEAR 2015 SALES GROWTH FORECAST
1.6
1.2
1.0
0.0
-10% 0% 10% 20%
0.4
Home Depot
Ross Stores
TJ Maxx
Whole Foods
Dick’s Sporting
Macy’s
Walmart
Costco
Kroger
Best Buy
Average of Biggest Retailers
Walgreens
AVERAGE
Big Box Sales Growth: 6%
Big Box P/S: 0.8x
Big Box Historical P/S: 1.1x
S&P500 P/S: 1.8x
FISCAL YEAR 2015 EPS GROWTH FORECAST
%OF52-WEEKTRADINGHIGH
FORWARDPRICE-TO-EARNINGSRATIO(P/E)
100% 30
25
20
15
10
0% 20% 40%
80%
60%
40%
0% 15% 35% 55%
AVERAGE
Big Box EPS Growth: 13%
Big Box Forward P/E: 16.0x
S&P500 Forward P/E: 16.9x
Source: Thomson One Banker, Yahoo Finance. Prices and estimates as of November 18, 2014.
Source: Thomson One Banker, Yahoo Finance. Prices and estimates as of November 18, 2014.

4November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
RANK BRAND DIGITAL IQ
1 143
2 140
GENIUS GIFTED
Home Depot, Inc.
Wal-Mart Stores, Inc.
GENIUS
The Home Depot
Walmart
GIFTED
Target
Macy’s
Toys “R” Us
Best Buy U.S.
Staples
Sears Domestic
Kmart
JC Penney
Kohl’s
Walgreens
Lowe’s
Office Depot
CVS
REI
AVERAGE
Bed Bath & Beyond
Dick’s Sporting Goods
Petsmart
Sam’s Club
Academy Sports + Outdoors
Michaels Stores
Cabela’s
Sports Authority
Belk
Meijer
Petco Animal Supplies
RadioShack
Ace Hardware
Costco
Jo-Ann Stores
Whole Foods
Container Store
DSW Stores
Safeway
Hobby Lobby
Kroger
OfficeMax
Rite Aid
Cost Plus World Market
hhgregg
CHALLENGED
Dollar General
Pier 1 Imports
Famous Footwear
Publix
Dillard’s
buybuy BABY
Fry’s Electronics
Dollar Tree
True Value
Burlington Coat Factory
T.J.Maxx
BJ’s Wholesale Club
Shopko
Stop & Shop
H-E-B
Menards
Big Lots US
FEEBLE
Albertsons
HomeGoods
Marshalls (US)
Family Dollar
Ross
Trader Joe’s
3 139
4 137
5 130
6 128
7 126
8 125
9 124
Target Corporation
KKR, Bain Capital, Vornado
(private equity)
Staples, Inc.
Macy’s, Inc.
Best Buy Co., Inc.
Sears Holdings Corporation
Sears Holdings Corporation
10 121
11 120
12 119
13 118
13 118
15 115
16 112
REI
J.C. Penney Company, Inc.
Walgreen Co.
Office Depot, Inc.
Kohl’s Corporation
Lowe’s Companies, Inc.
CVS Health Corporation

5November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
22 105
25 103
25 103
25 103
28 102
29 100
30 99
17 109
17 109
19 108
20 107
21 106
22 105
22 105
AVERAGE
Costco Wholesale Corporation
Bed Bath & Beyond Inc. Leonard Green
(private equity)
PetSmart, Inc. Meijer, Inc.
KKR (private equity) RadioShack Corporation
DICK’S Sporting Goods Belk, Inc.
Wal-Mart Stores, Inc. TPG Capital & Leonard Green
(private equity)
The Michaels Companies, Inc. Ace Hardware Corporation
Cabela’s Incorporated
GENIUS
The Home Depot
Walmart
GIFTED
Target
Macy’s
Toys “R” Us
Best Buy U.S.
Staples
Sears Domestic
Kmart
JC Penney
Kohl’s
Walgreens
Lowe’s
Office Depot
CVS
REI
AVERAGE
Bed Bath & Beyond
Petsmart
Sam’s Club
Michaels Stores
Cabela’s
Sports Authority
Belk
Meijer
RadioShack
Ace Hardware
Costco
Jo-Ann Stores
Whole Foods
Container Store
DSW Stores
Safeway
Hobby Lobby
Kroger
OfficeMax
Rite Aid
hhgregg
CHALLENGED
Dollar General
Pier 1 Imports
Famous Footwear
Publix
Dillard’s
buybuy BABY
Fry’s Electronics
Dollar Tree
True Value
T.J.Maxx
Shopko
Stop & Shop
H-E-B
Menards
Big Lots US
FEEBLE
Albertsons
HomeGoods
Marshalls (US)
Family Dollar
Ross
Trader Joe’s
31 97
31 97
31 97
34 96
34 96
36 95
37 93
Leonard Green & Partners
(private equity)
Container Store Group, Inc.
Safeway, Inc.
Whole Foods Market Inc
DSW, Inc.
Hobby Lobby Stores, Inc.
The Kroger Company

6November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
37 93
39 92
40 91
41 90
42 89
43 88
44 87
AVERAGE
Brown Shoe Company
Office Depot Inc.
Bed Bath & Beyond Inc.
Dollar General Corporation
Rite Aid Corporation
hhgregg, Inc.
Pier 1 Imports, Inc.
GENIUS
The Home Depot
Walmart
GIFTED
Target
Macy’s
Toys “R” Us
Best Buy U.S.
Staples
Sears Domestic
Kmart
JC Penney
Kohl’s
Walgreens
Lowe’s
Office Depot
CVS
REI
AVERAGE
Bed Bath & Beyond
Petsmart
Sam’s Club
Michaels Stores
Cabela’s
Sports Authority
Belk
Meijer
RadioShack
Ace Hardware
Costco
Jo-Ann Stores
Whole Foods
Container Store
DSW Stores
Safeway
Hobby Lobby
Kroger
OfficeMax
Rite Aid
hhgregg
CHALLENGED
Dollar General
Pier 1 Imports
Famous Footwear
Publix
Dillard’s
buybuy BABY
Fry’s Electronics
Dollar Tree
True Value
T.J.Maxx
Shopko
Stop & Shop
H-E-B
Menards
Big Lots US
FEEBLE
Albertsons
HomeGoods
Marshalls (US)
Family Dollar
Ross
Trader Joe’s
CHALLENGED
51 79
51 79
54 78
55 77
55 77
55 77
58 71
44 87
46 85
46 85
48 84
49 82
49 82
51 79
Big Lots, Inc.
Publix Super Markets, Inc. TJX Companies, Inc.
Bed Bath & Beyond Inc.
Sun Capital Partners
(private equity)
Dollar Tree, Inc. HEB Grocery Company, LP
Dillard’s, Inc.
Leonard Green & CVC Capital
(private equity)
Fry’s Electronics, Inc.
Ahold USA
(subsidiary of Royal Ahold NV)
Dollar Tree, Inc. Family-run
Warehouse Corp.

7November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
59 69
60 67
61 59
61 59
63 57
63 57
Cerberus Capital
(private equity)
TJX Companies, Inc.
Ross Stores, Inc.
TJX Companies, Inc.
Family Dollar Stores, Inc.
Aldi Nord
FEEBLE
GENIUS
The Home Depot
Walmart
GIFTED
Target
Macy’s
Toys “R” Us
Best Buy U.S.
Staples
Sears Domestic
Kmart
JC Penney
Kohl’s
Walgreens
Lowe’s
Office Depot
CVS
REI
AVERAGE
Bed Bath & Beyond
Petsmart
Sam’s Club
Michaels Stores
Cabela’s
Sports Authority
Belk
Meijer
RadioShack
Ace Hardware
Costco
Jo-Ann Stores
Whole Foods
Container Store
DSW Stores
Safeway
Hobby Lobby
Kroger
OfficeMax
Rite Aid
hhgregg
CHALLENGED
Dollar General
Pier 1 Imports
Famous Footwear
Publix
Dillard’s
buybuy BABY
Fry’s Electronics
Dollar Tree
True Value
T.J.Maxx
Shopko
Stop & Shop
H-E-B
Menards
Big Lots US
FEEBLE
Albertsons
HomeGoods
Marshalls (US)
Family Dollar
Ross
Trader Joe’s

8November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
Channel Agnostic?
Sales used to be relatively simple: customers
walked into a store, made a purchase, and came
back for service or returns. Today, consumers
expect (and loyalty demands) a free flowing “buy-
anywhere, fulfill-anywhere, return-anywhere”
marketplace in which purchases originate in one
channel, are completed in another, and customer
service handled in a third.17
Meeting these
expectations has been challenging, with most Big
Box brands slow to blend channels despite 59
percent now offering real-time
inventory visibility.
The rapid growth of Amazon Prime (estimated
at 40 million members in the U.S.18
) and the online
giant’s relentless push into untapped spaces
(Amazon Fashion, Amazon Pantry, Amazon Fresh)
is forcing retailers to enhance delivery options and
improve inventory management. While 88 percent of
Big Box brands are e-commerce enabled, only half
facilitate in-store pickup and less than a third offer
same-day delivery. By segregating online from offline
operations, retailers undermine any compelling drive-
to-store opportunity, eroding key differentiation from
online-only retailers—an accessible retail footprint.
17. “Buy Anywhere, Fulfill Anywhere, Return Anywhere,” Manhattan Associates,
September 26, 2014.
18. “The Power and Growth of Amazon Prime May be Much Greater Than
Believed,” Seeking Alpha, September 22, 2014.
Big Box: Consumer Expectations
of Retailer Capabilities
2014, n=1,503 multichannel shoppers
Source: Forrester, Accenture, & hybris, January 2014.
Big Box: Sophistication of
Omnichannel Capabilities
November 2014, n=64
BASIC
Offer Free Return
19%
Same-Day Shipping
28%
Direct-from-Vendor
33%
Ship-from-Store
38%
Buy Online,
Pickup In-Store
50%
Real-Time
Store Inventory
59%
Offer In-Store
Only Promo
63%
Buy Online,
Return In-Store
73%
SOPHISTICATED
A clear indication of when items will arrive
View the in-store inventory of products
Store locator
Buy online and have order
shipped to a store for pickup
View recommendations based on past
purchases and interests/proﬁle
Buy online and pick up in store
(available for me to collect same day)
Reserve online, pick up, and pay in a store
Buy online and pick up at a point of
convenience (e.g., a locker or UPS store)
83%
54%
64%
71%
51%
50%
49%
41%

9November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
Email Content & CTAs (Cont’d)
Big Box: Propensity of Distinct Calls-to-Actions (CTAs)
in Email Marketing
September–October 2014, n=1,712 Emails
Big Box: Promotional Focus of Email
Free Shipping vs. Push to Store
September–October 2014, n=1,712 Emails
Bed Bath & Beyond is a prolific sender of emails
that push the consumer to shop online; 93 percent
of its outbound emails promote exclusive online
offers while 85 percent offer free shipping.
PetSupplies,n=2
SportingGoods,n=5
Apparel&Footwear,n=12
WarehouseClubs,n=3
GeneralMerchandise,n=10
Electronics,n=4
OfﬁceSupplies,n=3
Housewares,n=5
Arts&Crafts,n=3
Hardware,n=5
Drugstore,n=3
Grocery,n=9
79%
63%
39%
36%
35%
32%
20%
14%
-8%
-9%
-11%
-27%
FREE SHIPPING PUSH TO STORE
0.5% Reminder That Offer/
Cart Will Expire Soon
We Miss You: Discount To Buy Now20%
TRIGGER
Back-to-School/Holiday Speciﬁc
2% Promote Meals/Recipes
19%
INFORMATIONAL
In-Store Focused Promo
Online Focused Promo
22%
10% Flash Sale/Today Only
22%
61%
Discount Anywhere
Within Email
46%
Promote Free
Shipping/
Delivery
PROMOTIONAL

10November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
Mobile Investments
Slowly but surely, omnichannel imperatives are beginning to impact mobile
investments among Big Box retailers. Today, 78 percent of searches conducted on
smartphones result in a purchase made offline, compared to 61 percent on desktop
and 64 percent on tablets.19
This underscores the criticality of integrating brick-and-
mortar functionality across both mobile-optimized sites and mobile apps.
Although Big Box brands recognize the importance of maintaining mobile-
optimized sites (97 percent), 84 percent implement unique mobile architecture
19. “Study: 78 Percent of Local-Mobile Searches Result in Offline Purchases,” comScore, Neustar Localeze, April 9, 2014.
versus only 11 percent that parse common desktop content via responsive design.
The fragmentation of digital properties inherent in building parallel sites inevitably
leads to lost features and functionality found on desktop, but not mobile. For
instance, real-time inventory status is available from 59 percent of desktop sites
versus only 22 percent of mobile sites. If anything, those ratios should be reversed
to service the local intent signaled by mobile customers.
Big Box: Mobile Site Features & Functionality Compared to Desktop
November 2014, n=64 Brands ■ Desktop ■ Mobile
86%
80%
23%
52%
48%
75%
36%
23%
Click-to-Call Geolocation Swipe Support User Ratings & Reviews Arrange In-Store Pickup Fast Checkout Check Local Inventory
86%
23%
N/A
N/A
75%
50%
47%
59%
80%
52%
48%
36%
23%
22%

11November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
Adoption is High, Site Support Varies
Big Box brands are making a blanket investment in social,
with more than 90 percent supporting a brand presence on
Facebook, YouTube, and Twitter—echoing benchmarks set by
peers in Specialty Retail and Department Stores. Disparities,
however, emerge in the promotion of competing social
channels. While Facebook and YouTube enjoy equal adoption
rates, only 66 percent of brand sites link to official YouTube
channels, compared to 92 percent for official Facebook
pages.
While social media underperforms both email and affiliate
advertising in terms of aggregate conversion,20
a recent
analysis has found that marketers who allocate ad spend to
social channels see 25 percent higher conversion compared
to purely organic use of social media.21
While this impact
varies by platform, social advertising drives a large portion of
new customer acquisition, frequently appearing as first and
only touch points. As utilization of pay-to-play increases, the
opportunity provided by advertising will supersede that of
organic content in reaching consumers.
Despite strong evidence that advertising can bridge social
media and commerce, an overwhelming majority of Big Box
retailers are not investing. Only 3 percent of brands are placing
ads on YouTube for their own search terms, leaving them open
to competitive purchasing by direct competitors and other
industries. Just 6 percent of brands are placing promoted
tweets on their own terms. And on Pinterest, where promoted
pins are a natural intermediary to bridge to commerce before
the widespread access of Pinterest advertising,22
only 26
percent are utilizing this feature.
20. “E-Commerce Customer Acquisition Snapshot,” Custora, June 2013.
21. “Myth-Busting Social Media Advertising,” AOL Platforms Research & Convertro,
September 2014.
22. “Pinterest to Launch New Ad Targeting and Conversion Tracking Features,” TechCrunch,
September 2014.
Big Box: Social Media Platform Adoption vs. Promotion on Site
Direct Link from Brand Site to Social Channels
November 2014, n=64 ■ Platform Presence ■ Site Links
97% 97%
2%
97%
92%
97%
66%
95%
89%
91%
34%
89%
67%
84%
41%
16%
2%
Facebook YouTube Twitter Google+ Pinterest Instagram Tumblr
Marshalls maintains a dedicated “Project
Fab” Tumblr, profiling a network of fashion
and lifestyle bloggers.
In lieu of direct e-commerce, Marshall
channels its organic #fabfound content into a
live site feed, encouraging curation of SKUs
that lack sophisticated product information.

12November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
EXCERPT FROM THE INTELLIGENCE REPORT: BIG BOX 2014 TO ACCESS THE FULL REPORT, CONTACT MEMBERSHIP@L2INC.COMEXCERPT FROM THE INTELLIGENCE REPORT: BIG BOX 2014 TO ACCESS THE FULL REPORT, CONTACT MEMBERSHIP@L2INC.COM
Click to jump to: 5
6
DIGITAL MARKETING
30 Digital Coupons
32 Email Frequency & Triggers
34 Email Content & CTAs
36 Web Advertising &
Programmatic Media
MOBILE
39 Mobile Investments
41 SPOTLIGHT: Mobile Payments
42 SPOTLIGHT: Data Breaches
SOCIAL MEDIA
43 Adoption is High, Site
Support Varies
44 Facebook
46 Twitter
47 SPOTLIGHT: E-Commerce
48 YouTube
51 SPOTLIGHT: Emerging Platforms
METHODOLOGY
DIGITAL IQ RANKING
6 Company of Genius
8 Gifted
9 Average
10 Challenged
12 Feeble
KEY FINDINGS
13 Digital IQ Distribution
14 Darwin
15 Enterprise Effects
16 SPOTLIGHT: Changing Landscape
SITE
17 Channel Agnostic?
18 Leaders vs. Laggards
19 Click & Collect
20 SPOTLIGHT: Click & Collect Options
22 Ship-from-Store
24 Site Features & Functionality
26 SPOTLIGHT: Online Grocery
28 Free Shipping
FLASH OF GENIUS
53 Best-in-Class Loyalty Programs
55 Preparing for Holiday
Shopping Season
57 Holistic Commerce
58 M&A Synergies Focus on Digital
60 Optimizing Screen Real Estate
61 Two Mobile Strategies
62 0 to 100 / The Catch Up
63 Exceptional Use of
Social Commerce
64 Inventory Interfaces
65 Digital First Steps
L2 TEAM
ABOUT L2
53
66
67
13

13November 24, 2014
DIGITAL IQ INDEX®
BIG BOX
Upcoming Events
BREAFAST & LUNCH: BEAUTY & FASHION
November 25, 2014 · Paris
November 26, 2014 · London
BREAFAST & LUNCH: WATCHES & JEWELRY
November 28, 2014 · Geneva
December 4, 2014 · NewYork
BREAKFAST: BEAUTY
November 28, 2014 ·Geneva
BREAKFAST: YEAR IN REVIEW
December 15, 2014 · NewYork
BREAFAST & LUNCH: FOCUS 2015
Januray 20, 2015 · Paris
Januray 21, 2015 · Geneva
Januray 23, 2015 · London
Upcoming Research
DIGITAL IQ INDEX®
REPORTS:
Fashion
Beauty
Watches & Jewelry
L2 INSIGHT REPORTS:
Omnichannel: Email & Promotion
Retail: Fulfillment
Retail/EU: Click & Collect
Amazon: Luxury Fashion
L2 business intelligence for digital.
L2 is committed to keeping its members ahead of what’s next in digital.To facilitate this we host a series of educational
events that bring together industry experts, academics and thought leaders.
RESEARCH
Digital IQ Index®
: The definitive benchmark for online competence, Digital IQ Index®
reports score brands
against peers on more than 850 quantitative and qualitative data points, diagnosing their digital strengths
and weaknesses.
Intelligence Reports: Intelligence Reports complement L2’s flagship Digital IQ Index®
with a deeper dive
on platforms or geographies of future growth. Critical areas of investigation include: Mobile, Video, Emerging
Platforms, APAC and Brazil Russia India.
Insight Reports: Series of indepth/topical reports complementing The Digital IQ Index®
reports.
EVENTS
The Forum: L2's annual flagship conference, held each November. The Forum is a one-day, TED-style
event that gathers CEOs, industry experts, academics and thought leaders who speak to innovation and
inspiration. Senior executives from the world’s most iconic brands will be in attendance.
Executive Education Clinics: L2’s version of the one-day M.B.A, our quarterly clinics offer members an
in-depth look at the issues, trends, strategies and technologies changing the face of digital.
Research Briefings: Held in cities across the world several times a month, these working sessions, typically
over breakfast or lunch, provide members with data and insights from L2's research portfolio.
MEMBERSHIP
For membership info and inquiries: membership@L2inc.com

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This report is the property of L2, Inc.
No copyrighted materials may be reproduced,
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