Mobile in Consumer Business - End-to-End Consumer Experience - Deloitte
 

Mobile in Consumer Business - End-to-End Consumer Experience - Deloitte

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SAP Mobility Forum

SAP Mobility Forum
22 mrt 2012, ’s-Hertogenbosch

Sprekers: Michiel Peters & Dirk van Peterghem

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    Mobile in Consumer Business - End-to-End Consumer Experience - Deloitte Mobile in Consumer Business - End-to-End Consumer Experience - Deloitte Presentation Transcript

    • Mobile in Consumer Business – End-to-End Consumer ExperienceMichiel PetersDirk Van PeteghemAmstelveen, March 22, 2012
    • Mobile commerce is growing rapidly, and retailers need to act quickly tocapitalize on this opportunity Mobile Device Sales to End Users by Device Category, Dutch mobile commerce advertising market (€m) (I.) 2008-2015 (Thousands of Units) – Dutch market (I.)8.000 1207.0006.0005.000 754.0003.000 352.0001.000 12 0 2008 2009 2010 2011 2012 2013 2014 2015 2012 2013 2014 2015 Regular mobile phones (Low-Cost Mobile and Basic Communication Devices) Smartphones (Premium Communication Devices) Mobile Device Users enter a new era... ... and this has implications for e.g. retailers Smartphones are emerging as the most dominant consumer  For retailers looking to remain relevant in this connected technology platform, organisations cannot mention multi-channel consumer environment, the ability to leverage mobile to deliver without also discussing mobile an improved customer experience will be a critical success Mobile consumers are no longer just early adopters: They factor represent a broad range of consumer segments and have  However, many retailers are diving in without a clear strategy, become part of the mainstream population and few have launched an integrated multi-channel experience Since a significant population of mobile users has not even  Retailers that can deliver an integrated customer experience reached shopping age, organisations can anticipate that mobile, demonstrating a clear understanding of consumer preferences and all the capabilities and opportunities it offers, will be top of and behaviours across the purchase process will have an mind among retailers in 2012 advantage over the competition I. Source: Gartner (December 2011)1 Mobile in Consumer Business – End-to-End Consumer Experience © 2012 Deloitte The Netherlands
    • Due to new technologies the ‘Consumer Connection’ is evolving to a 24/7global community and retailers need to act upon Consumer Connection evolution Who How When Where What 12 9 3 6 Friends and 1 on 1 Fixed time Local First-hand Past Family conversations slots environment knowledge 155B social connections 40 websites are 2%-5% is the range 70% of Facebook & 60% 300% more media is on Facebook and Twitter visited by the average of all twitter activity for of Twitter users are from currently used in consumer each day4 each hour of the day outside the U.S. comparison to 1960 50% of the adults has joined a social network in 50% of the 9am and 9pm are 65 languages are 10M tweets are 2012 Americans has a peak hours on supported by Facebook brand or product smartphone in 2012 Facebook7 related daily Virtual All available Future networks 1-n broadcasts 24 / 7 Global information2 Mobile in Consumer Business – End-to-End Consumer Experience © 2012 Deloitte The Netherlands
    • Mobile solutions can deliver an end-to-end consumer experience which isavailable anytime, anywhere Pre-Purchase Purchase Post-Purchase Mobile Mobile Mobile Mobile Mobile Self- Mobile In- Customer Social Marketing Product Internet Checkout store Device Interaction Discovery Purchase Purchase Mobile device as Customer using Customers Interactions a marketing Customers Customers mobile device to Customers use using mobile to between channel, searching for purchasing scan products mobile device as manage customers or leveraging products, through the for in-store physical products or between technologies ratings, reviews mobile device checkout without payment device services customers and such as location and price with a registered the need for purchased, and associates via based services comparison payment traditional POS to provide social networks to deliver a whenever and instrument systems feedback on mobile uniquely wherever they devices personalized want experience Wide range of opportunities: Additional consumer touch points  Other retailers „in your store‟ via mobile product and price Robust and timely customer data comparisons Ability to personalize the shopping experience  Integration with existing business strategies and systems Seamless integration of the traditional and e-commerce  Overwhelming number of ever-changing opportunities channels  Less control over the customer experience As a differentiator of existing e-commerce operations3 Mobile in Consumer Business – End-to-End Consumer Experience © 2012 Deloitte The Netherlands
    • Deloitte’s European eCommerce assessed the maturity of European e-retailers in mobile and online Top 200 European e-retailers in 8 sectors were assessed on 17 dimensions and 140 criteria Storefront User User Catalog Product search Shopping cart management experience Fulfilment Shipping Shipping & Customer Place orders Manage orders Payments details fulfilment service Extended capabilities Personalisation & recommendations Rich content Multi-channel Social media Globalisation integration Mobile commerce4 © 2012 Deloitte The Netherlands
    • Mobile commerce is most mature in UK and France General merchandise and Fashion have the most advanced adoption Consumer electronics falls behind in mobile capabilities Mobile barcode scanning Mobile store navigation Share with friendsLevel of mobile maturity Mobile site/app UK FR IT NL SP DE SE TR5 © 2012 Deloitte The Netherlands
    • Top performers in mobile per sector Consumer electronics Fashion General Merchandise FNAC Topshop Debenhams France UK UK Siba Zara Tesco Sweden Spain UK Mediaworld H&M Argos Italy NL UK Mobile site/ Mobile barcode Mobile store Share with app scanning navigation friends6 © 2012 Deloitte The Netherlands
    • Mobile best practice Topshop (UK) Browse catalog View products Remember your size Buy or check stock Social sharing Barcode scanning7 © 2012 Deloitte The Netherlands
    • Deloitte supported Avon in making their on-the-go representatives moresuccessful in selling their products• The easy-to-use iPhone application sells one item a day until it is sold out or until the deal is replaced.• The deal is presented to the iPhone user and with a few simple taps the purchase is made.• Orders are automatically submitted to Avon and are delivered with the representatives next shipment.• Avon representatives can get daily Avon deals sent directly to their iPhone or iPod Touch.• Purchases are secure and password-protected. The app stores credit card information © 2012 Deloitte The Netherlands
    • Reference: Schwan’s © 2012 Deloitte The Netherlands
    • Defining and delivering the right mobile consumer experience yieldstangible financial results Financial Benefits of Mobile Revenue Costs Increase Reduce Increase Increase Increase Increase Brand Labour SG&A Marketing Basket Size Conversion Traffic Loyalty Costs Efficiency Product  Targeted/  Proximity  Social  Self-checkout  Mobile-  Social recommen- personalized marketing marketing (in-store and checkout marketing dation couponing  Store-specific  Mobile loyalty out-of-store) (potentially  Location based In-aisle  Mobile information  Account  Product recom- lower marketing marketing checkout management mendation interchange  Personalized Mobile product  Price  Personalization  Customer fees) marketing search comparison service  In-store navigation Example: Mobile shopping tools to drive traffic and increase Example: Mobile shopping tools to drive traffic and conversion: increase conversion: Customer is near a retail store  Customers search for items and Retailer sends a message to the customer letting discover where item is located in store him/ her know that the grocery items on his/ her  Customers can avoid long lines at shopping list are on sale today check-out by checking out themselves Customer is also informed of other related items  Mobile payment solutions may lower that would be of interest interchange fees10 Mobile in Consumer Business – End-to-End Consumer Experience © 2012 Deloitte The Netherlands
    • Deloitte’s comprehensive mobile service offerings support companies at alllevels of mobile maturity 1 Strategy Mobile Trends Assessment Customer Behaviour & Needs Competitive Assessment Mobile Capabilities Assessment Mobile Strategy Roadmap Business Case Development 2 Implementation Programme Management Mobile IT Integration User Experience / Interface Design Mobile Sourcing Mobile Organisation & Governance Security & Privacy 3 Operations Compliance Performance Management Customer Interaction & Feedback Mobile Content Management App Life Cycle Management Mobile Data Analytics11 Mobile in Consumer Business – End-to-End Consumer Experience © 2012 Deloitte The Netherlands
    • Deloitte has proven its mobile capabilities for leading clients Business case development Strategy and programme Market analyses for for Global Mobile Digital management Mobile Commerce Payment Platform for Mobile Payments Different market analyses on  Charity fundraising through mobile several segments of the Dutch and payments in emerging countries  Market analysis of Dutch and international markets  Focus on 3rd party payment international markets for NFC Online and mobile commerce gateways and Telco‟s as payment services, both for payment and market method other services Including mobile advertising and  Modular business case model for  Development of business strategy couponing analyzing different scenarios for and go-to-market strategy Assessment of NFC developments accessing these (mobile) payment  Improved programme control due and impact on the market methods in different countries to a renewed governance structure Basis for business cases for  Resulting in which country to and processes for program mobile strategy include and a high-level roadmap management and intelligent PMO to estimate project costs and  Execution of programme guidance for roll-out management, intelligent PMO and support for various work streams12 Mobile in Consumer Business – End-to-End Consumer Experience © 2012 Deloitte The Netherlands
    • Recently Deloitte has acquired Übermind and established the lead positionin the Mobile Revolution January 2012, Deloitte acquired Seatle based company Übermind, an innovative mobile agency With this acquisition Deloitte strengthens its position in the mobile market with Übermind‟s capabilities in mobile strategy, engineering, design and creative talent Übermind is leading mobile agency helping companies using disruptive technologies to create inspiring and intuitive mobile applications designed to both strengthen brand and transform the business13 Mobile in Consumer Business – End-to-End Consumer Experience © 2012 Deloitte The Netherlands
    • Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms,each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure ofDeloitte Touche Tohmatsu Limited and its member firms.Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globallyconnected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and deep local expertise to help clientssucceed wherever they operate. Deloittes approximately 170,000 professionals are committed to becoming the standard of excellence.This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities(collectively, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision ortaking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the DeloitteNetwork shall be responsible for any loss whatsoever sustained by any person who relies on this publication. © 2012 Deloitte The Netherlands