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All-Channel             ExperienceBeing Relevant to Digital Shoppers    in Retail and Consumer Goods                   DRE...
Agenda Digital Shopper Relevancy   Profiting from the All-Channel ExperienceKees Jacobs, CapgeminiBrian Girouard, Capgemi...
Digital Shopper RelevancyProfiting from the All-Channel Experience
Digital Shoppers* Weave In and Out of Multiple ChannelsDuring the “All-Channel Shopping Journey”       Shoppers are no lon...
10 Years + 34,000 Consumers + 18 Countries =Countless Insights Into Shopping Behavior  Consumer Relevancy 2002   Future Co...
Digital Shopper Relevancy16,000 Consumers in 16 Countries                                             Sweden      Finland ...
Looking at the Different Dimensions of Digital Shopping Behavior                 Shopping                  Journey        ...
Segment 1: Techno-Shy Shoppers1     Techno-Shy Shoppers     Passive attitude to technology     Digital channels not import...
Segment 2: Value Seekers2           Value Seekers           Price-Sensitive,        Looking for best deals    Fashion & Pe...
Segment 3: Occasional Online Shoppers3Occasional OnlineShoppers Fewer online transactions Use digital for choosing & track...
Segment 4: Rational Online Shoppers4    Rational Online Shoppers        2nd most active segment          Know what they wa...
Segment 5: Digital Shopaholics5      Digital Shopaholics    Highest rate of online purchases    Heavy use of digital thru ...
Segment 6: Social Digital Shoppers6    Social Digital Shoppers    Frequently shop online, but purchase < avg in most categ...
Developing Countries Have a High-Degree of Digital-SavvyShoppers                                                          ...
The Internet Remains the Most Important Enabler of theAll-Channel Shopping Journey                                   Inter...
Women are More Engaged Than Men When Using DigitalChannels. They are More Interested In: Receiving personalized offers and...
Digital Channels Likely Increase the Amount Spent In Stores for50%+ of Digital Shoppers I am likely to spend more at the p...
Most Digital Shoppers Expect Major Changes in All-ChannelExperience In Future  Half of all consumers expect that by 2020  ...
Digital Shopper Relevancy in Actionvia the Salesforce.com Platform                            Digital Shopper Relevancy | ...
Capgemini invites you to view any of our 3 demos                        Booth 601    All-Channel                          ...
Capgemini Client Example: Cycle 30A Telco provider going eRetail
Cycle30’s Online Ordering ProjectOVERVIEW• Cycle30 : provider of “Order-to-Cash” capabilities for telco  companies• Capgem...
Dynamic Plan & Feature SelectorKey Features• Intuitive, step-by-step process for ease of ordering.• Styling aligned to GCI...
Checkout ProcessKey Features• Simplified checkout process, with ability to navigate back, giving more control  to the cons...
Master Data AdministrationKey Features                                                                                    ...
Solution Overview                                                       Force.com Sites based                   GCI Websit...
Social Media Engagement“Acquire to Inspire”
Social Media Monitoring: GCI    5,688 posts about GCI     were monitored from   August 11th to September              11th...
Retail Gift Cards Example  Objective  • Are there any conversations about our products in Social    Media?  • What are the...
Social Media Respond                                      High Level Process              Twitter,   1             Faceboo...
1        Capture - Data and Noise Overload                   Introducing new Elements to the Mixture of Customer Communica...
2                          Capture & Filter out the Noise                           With a “tools only” approach, volume a...
3   Decision Tree                                                                  57 Types of conversations             ...
4             Convert Data Overload to Actionable Insights   5                                                            ...
Typical Radian6 Enabled Process                                          Filter the Posts                                 ...
Compelling Outcomes •   100% engagement of all product related and customer service related issues. •   Average response t...
How to be Relevant?The Myth of All Channels                           Digital Shopper Relevancy | July 2012               ...
Digital Shopper Relevancy Requires Thorough Understanding ofCustomer Needs and Perceptions Across 5 Key Attributes        ...
How Can You Be Most Relevant to Digital Shoppers?                                                        Illustrative  2. ...
Understand how Digital Shopper Behavior/Preferences Relateto Your Positioning and Digital Performance                     ...
Superior execution starts with putting the consumer in the center                     and building capabilities to deliver...
Conclusion and Q&A                     Digital Shopper Relevancy | July 2012                     © 2012 Capgemini. All rig...
Digital Shopper Relevancy Shoppers are no longer loyal to an individual channel but rather to an experience across all cha...
Please contact us when you are interested in the DigitalShopper Relevancy report and/or the demo              Kees.Jacobs@...
About CapgeminiWith more than 120,000 people in 40 countries, Capgemini is oneof the worlds foremost providers of consulti...
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Digital Shopper Relevancy - Dreamforce

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  1. 1. All-Channel ExperienceBeing Relevant to Digital Shoppers in Retail and Consumer Goods DREAMFORCE 2012
  2. 2. Agenda Digital Shopper Relevancy Profiting from the All-Channel ExperienceKees Jacobs, CapgeminiBrian Girouard, Capgemini  Capgemini Client Example: Cycle 30 A Telco provider going eRetail Wendy Gonzalez, Cycle 30 Social Media Engagement “Acquire to Inspire”Rohit Kapoor, Capgemini  How to be Relevant ? The Myth of All Channels Kees Jacobs, Capgemini Brian Girouard, Capgemini Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 2
  3. 3. Digital Shopper RelevancyProfiting from the All-Channel Experience
  4. 4. Digital Shoppers* Weave In and Out of Multiple ChannelsDuring the “All-Channel Shopping Journey” Shoppers are no longer loyal to an individual channel but rather to an experience across all channels(*) shoppers who use one or more digital channels in one or more phases of their journey Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 4
  5. 5. 10 Years + 34,000 Consumers + 18 Countries =Countless Insights Into Shopping Behavior Consumer Relevancy 2002 Future Consumer 2007 Digital Shopper Relevancy 16,000 Consumers 2,000 Consumers 16,000 Consumers 9 Countries 4 Countries 16 Countries Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 5
  6. 6. Digital Shopper Relevancy16,000 Consumers in 16 Countries Sweden Finland UK Russia France Germany Canada USA Spain Italy Turkey China Mexico India Brazil Australia The Objective: To understand how a range of channels and devices are used and valued by shoppers during the All-Channel Shopping Journey Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 6
  7. 7. Looking at the Different Dimensions of Digital Shopping Behavior Shopping Journey Phase Market Digital Maturity Channels 6 distinct segments of digital shoppers with specific behavior and preferences in their digital shopping journeys Product Category Shopper Demographics Attitudes & Expectations Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 7
  8. 8. Segment 1: Techno-Shy Shoppers1 Techno-Shy Shoppers Passive attitude to technology Digital channels not important Only little recent online shopping Prefer personal contact Bought online during last six months Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 8
  9. 9. Segment 2: Value Seekers2 Value Seekers Price-Sensitive, Looking for best deals Fashion & Personal Healthcare More women than men Bought online during last six months Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 9
  10. 10. Segment 3: Occasional Online Shoppers3Occasional OnlineShoppers Fewer online transactions Use digital for choosing & tracking Better educated, majority > 45 yrs Bought online during last six months Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 10
  11. 11. Segment 4: Rational Online Shoppers4 Rational Online Shoppers 2nd most active segment Know what they want Fashion & Electronics Less interested in social & mobile Bought online during last six months Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 11
  12. 12. Segment 5: Digital Shopaholics5 Digital Shopaholics Highest rate of online purchases Heavy use of digital thru Journey Social, share opinions Expect fully integrated experience Men, working full time, educated Bought online during last six months Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 12
  13. 13. Segment 6: Social Digital Shoppers6 Social Digital Shoppers Frequently shop online, but purchase < avg in most categories Social media, smartphones, identification are important Young & from developing markets Bought online during last six months Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 13
  14. 14. Developing Countries Have a High-Degree of Digital-SavvyShoppers Dominant in developing markets 43% are “Digital Savvy” Smallest segment, but relatively big in Spain, France & Germany Value Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 14
  15. 15. The Internet Remains the Most Important Enabler of theAll-Channel Shopping Journey Internet sites 3.90 E-mail (such as newsletters, offers) 3.57 In-store technology (such as kiosks) 3.32 Social media 3.02 Smartphones (specific apps) 2.87 Phone (via call center) 2.79 1 2 3 4 5Source: CapgeminiRanked on a scale of 1 to 5 where 1 = not at all important and 5 = extremely important Separating hype from reality is critical for social media and smartphone apps Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 15
  16. 16. Women are More Engaged Than Men When Using DigitalChannels. They are More Interested In: Receiving personalized offers and recommendations; this is the case across all countries Receiving inspirational content through digital channels (such as “how- to” videos) Finding out about new products in blogs, receiving messages and offers from retailers based on location, and in participating in online communities provided by retailers. Using digital devices inside the physical store to order products that are not available in the store. Comparing different products before making the final purchasing decision and being offered visual aids to help them choose the most suitable product.Source: Capgemini, Digital Shopper Relevancy, 2012 Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 16
  17. 17. Digital Channels Likely Increase the Amount Spent In Stores for50%+ of Digital Shoppers I am likely to spend more at the physical store if I have used digital I am likely to spend more with a retailer if their services are available at channels to research products before going to the store any time via any channel The Social Digital Shopper The Social Digital Shopper The Digital Shop-a-Holic The Digital Shopaholic The Digital Shopaholic The Digital Shop-a-Holic The Value Seeker The Convenience-Seeker The Convenience-Seeker The Value Seeker The Occasional Online Shopper The Occasional Online Shopper The Rational Online Shopper The Rational Online Shopper The Techno-Shy The Techno-Shy 1,0 2,0 3,0 4,0 5,0 1,0 2,0 3,0 4,0 5,0 Over half of consumers are likely to spend more money in physical store, if they have used digital channels to research products beforehand.1=strongly disagree, 5= strongly agreeSource: Capgemini, Digital Shopper Relevancy, 2012 Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 17
  18. 18. Most Digital Shoppers Expect Major Changes in All-ChannelExperience In Future Half of all consumers expect that by 2020 I expect that by 2020 most physical retail stores will just be showrooms to select and order product, and the delivery will be done separately at my convenience most physical retail stores will just be showrooms to select and order product "The Social Digital Shopper" “The Digital Shopaholic” The Digital Shop-a-Holic" “The Value Seeker” "The Convenience-Seeker" "The Occasional Online Shopper" "The Rational Online Shopper" Roughly 80 % of Social Digital Shoppers and Digital Shopaholics expect to see fully The Techno-Shy" transformed role of physical stores by 2020 0% 20% 40% 60% 80% 100% Positive indication Neutral indication Negative indication I expect my favorite retailers to provide seamless integration of their online, physical and mobile shopping experience by 2014 Roughly 30-40 % of the traditional segments are more doubtful about the pace of digital "The Social Digital Shopper" development of shopping experience The Digital Shop-a-Holic" “The Digital Shopaholic” “The Value Seeker” "The Convenience-Seeker" "The Occasional Online Shopper" "The Rational Online Shopper" 56% of global consumers expect seamless The Techno-Shy" integration of multichannel shopping 0% 20% 40% 60% 80% 100% experience by 2014 Positive indication Neutral indication Negative indicationSource: Capgemini, Digital Shopper Relevancy, 2012 Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 18
  19. 19. Digital Shopper Relevancy in Actionvia the Salesforce.com Platform Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 19
  20. 20. Capgemini invites you to view any of our 3 demos Booth 601 All-Channel Social Experience Clientelling Loyalty Management Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 20
  21. 21. Capgemini Client Example: Cycle 30A Telco provider going eRetail
  22. 22. Cycle30’s Online Ordering ProjectOVERVIEW• Cycle30 : provider of “Order-to-Cash” capabilities for telco companies• Capgemini engaged as Systems Integrator for its new Force.com- based platform.• Initial roll-out at GCI (Alaska-based Telecommunication company)CHALLENGE SOLUTION VALUE• Cycle30 to provide a “next generation” • Cycle30 identified Force.com as • Quick go to market – the Online Ordering Site went platform in support of GCI‟s iPhone the platform for the online ordering live in 4 months. offering (with online expansion into both site. urban and rural Alaska). • Ability to scale without investments in additional • The online solution as well as the Hardware or Software.• GCI required an online ordering system backend master data to enable its wireless customers order management applications are built • Expanding consumer base by reaching out to remote Phones, Accessories & Plans quickly. using Force.com Platform, & customers who did not have access to GCI retail Force.com Sites. stores.• GCI required the capability of understanding website visitor navigation • Integrated with a Payment • True channel ordering experience via Web channel & behaviour. Gateway, Credit Check vendor and consistent with Call Center & Store Billing system. • A site and services that cater to a wide variety of • Deemed secure by an external digital shopper segments Security Auditing Agency. • Improving CSR efficiency by enabling them to focus on order fulfillment rather than order capture.GCIs Online Ordering Site is a one of its kind Telecom eCommerce site built on Force.com platform.It is aligned to Cycle30s strategic direction of offering Cloud based Telecom solutions to its clients. Salesforce.com Confidential
  23. 23. Dynamic Plan & Feature SelectorKey Features• Intuitive, step-by-step process for ease of ordering.• Styling aligned to GCI’s corporate style guidelines.• Information rendered dynamically based on selected handset.• Dynamic Plan rules to included gratis plans and features.• Ability to change selection at any point of ordering process.
  24. 24. Checkout ProcessKey Features• Simplified checkout process, with ability to navigate back, giving more control to the consumer.• Ability of Porting In numbers from other carriers.• Frontend validations to assist correct information entry.• Backend validations & rules for adhering to key business processes.
  25. 25. Master Data AdministrationKey Features Note: Records for representative purpose only. Non• Administration Module with ability of real time update to Online Site (Price, production data. Availability, etc.)• Ability to schedule device, accessory, plan & feature visibility on online site.• Access from within GCI’s corporate network.• Can store device & accessory images• Audit history for capturing any change to the master records
  26. 26. Solution Overview Force.com Sites based GCI Website e-Commerce WebsiteConsumer Order Confirmation Order & Lead Email Management & Custom ReportsCampaign Monitor Force.com Platform (Bespoke eCommerce Business Process Logic)PaymentGateway MULE ESB Credit Check Business Users Gateway (Customer Support Reps) Kenan Billing System
  27. 27. Social Media Engagement“Acquire to Inspire”
  28. 28. Social Media Monitoring: GCI 5,688 posts about GCI were monitored from August 11th to September 11th “(…)Well time to ditch “$#&3w GCI I want to ACS and sign up for new switch to direct tv” company now, So long ACS, GCI im on my way.” “I really need to call GCI “No local phone at home and get cable soon. Cuz for 3 days now. Thanks going to buffalo wild wings GCI!!!” every Sunday is gonna get expensive.” Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 28
  29. 29. Retail Gift Cards Example Objective • Are there any conversations about our products in Social Media? • What are these conversations about? • Who are the people talking about us? • What can we do to address them? Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 29
  30. 30. Social Media Respond High Level Process Twitter, 1 Facebook, Blogs, 1. Collect Data/Conversations YouTube, 2. Filter out Noise etc. 3. Identify types of conversation 4. Build scenario based response model 5. Implement model 6. Continuous improvement cycle for responses with SMEs. 2 Identify and 3 Scenario- 4 5Filter out Classify based Respondthe Noise Conversations Priorities and to – Map to Response Customer Decision Tree Selection 6 Client SME Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 30
  31. 31. 1 Capture - Data and Noise Overload Introducing new Elements to the Mixture of Customer Communication Capture Conversations across all platforms and sites "I had purchased a gift card and the recipient never received it" “It was an issue of Q, of the cartridge” “Unfortunately none of the cards that I shipped arrived on time.” "The kids tried to use their cards and had them rejected" “The X card customer service is so rude" Ore. Wind farms seek end to shutdowns, the wind companies want to Z card. “Just the best service at Card Q” Do we Z card & electricity! This is what D we deal with every day “Card Y doesnt provide shipping info online so theres no way to track it." Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 31
  32. 32. 2 Capture & Filter out the Noise With a “tools only” approach, volume averaged at 284 daily posts, but after our filtration process the average came down to 24 per day of highly relevant conversations. 16 Brand X 14 Brand X Card Card Number of posts 000s 12 10 8 6 4 2 0 15-mei 17-mei 19-mei 21-mei 23-mei 25-mei 27-mei 29-mei 31-mei 02-jun 04-jun 06-jun 08-jun 10-jun 12-jun 14-jun Do we X power and electricity? ~Sarah Hitchcock This is Never buy a visa giftcard from X they steal 6 dollars off what I deal with daily! your balance a month what a joke #unethical #stealing Ore. wind farms seek end to springtime shutdowns: The why cant X be used for legal online gambling? smh. wind companies want Bonneville to X power generators misleading, it does say it can be used online! out... http://bit.ly/kJmleW Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 32
  33. 33. 3 Decision Tree  57 Types of conversations Posts  5 Levels of Decision Tree  9 Types classified as Severity One Who is posting? Current Customers What is their sentiment? Positive Neutral Negative Customer Customer Customer Products Products Products Service Service Service No Engagement SM Agent Engages Process Flow Required Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 33
  34. 34. 4 Convert Data Overload to Actionable Insights 5 Negative Positive "I had purchased a gift card and the recipient never received it" “It was an issue of Q, of Customer Customer the cartridge” Products Service Service “Unfortunately none of the Acquired Product Delivery Provided Solution cards that I shipped arrived on time.” "I had purchased a gift “Unfortunately none of “Thanks, that fix worked, card and the recipient the cards that I shipped glad to refill my card""The kids tried to use their never received it" arrived on time.” cards and had them rejected" Product Use Provided Solution Quality of Service “The X card customer service is so rude" "The kids tried to use "I have faxed a “Just the best service at their cards and had complaint and they card Q” Ore. wind farms seek end them rejected" never responded" to springtime shutdowns: The wind companies want Bonneville to Z card “ Quality of Service “Just the best service at card Q” "Their customer serviceDo we Z card and is so rude"electricity? ~SarahHitchcock This is what I Channeldeal with daily! “Card Y doesnt provide shipping info online so Orientation theres no way to track it." “Card Y doesnt provide shipping info online so theres no way to track it." Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 34
  35. 35. Typical Radian6 Enabled Process Filter the Posts Apply Decision Tree Map to Scenario based Model Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 35
  36. 36. Compelling Outcomes • 100% engagement of all product related and customer service related issues. • Average response time improved from 43hrs to 4.5 hrs. • Due to the engagement volume is growing at a rapid 22% month over month. • 15%-20% of these conversations were negative in nature, with a potential to significantly impact the brand. Post engagement it has dropped to less than 5%. • 70% of the conversations revolve around Product transaction issues – Insights leading to process improvements for transactions. • Identified key influencers in unknown or new market segments that could generate new revenue streams. Capgemini provides excellent customer service on social media to our consumers who purchase gift cards. The listening and monitoring services have helped us understand our customers better and address their needs. Sr. Director of Customer Service Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 36
  37. 37. How to be Relevant?The Myth of All Channels Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 37
  38. 38. Digital Shopper Relevancy Requires Thorough Understanding ofCustomer Needs and Perceptions Across 5 Key Attributes Access Experience Price Product Service • Easy to reach stores • Friendly and clean • competitive pricing • Wide and deep • Customer Service store assortment • Complaints HandlingTraditional • Easy to navigate • No damaged goods • Compelling • Freshness/ Quality • Return policy storesRelevancy in store promotions • Availability • Loyalty programCriteria for • Maximum opening • Inspirational (no stock-outs)Physical Channels hours Atmosphere “Making it “It is All About Your “Lowering Your “Better Stuff, “Whatever it Takes Easy for You” Experience” costs “ Better Life” For You” • eCommerce (mobile, • Inspirational • Dynamic Pricing • Wider and deeper • Personalised offersAdditional social, web) Content assortmentRelevancy • Location-based • Technology-enabledCriteria for • Flexible delivery- • Community pricing • Advanced /visualised staff -support instore options ( home, store- engegements product informationDigital Channels pick-up etc) („share • Personalised Pricing and (usage) advice • Interactive service via experiences‟) digital channels (eg • Mobile instore • Solution Pricing • Product Comparisons click-to-chat, social Shopping support • Social Shopping media) • Price Comparisons Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 38
  39. 39. How Can You Be Most Relevant to Digital Shoppers? Illustrative 2. Differentiate on a compatible 1. Dominate on one value attribute value attribute 3. Maintain parity on others 5 4 3 3 3 Access Experience Price Product Service Successful companies dominate on one attribute, differentiate on a second and compete at parity on the remaining three Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 39
  40. 40. Understand how Digital Shopper Behavior/Preferences Relateto Your Positioning and Digital Performance Illustrative Understand different shopper attributes Identify most relevant Understand your current position and shopper segments digital performance Distribution in country / market Digital Shopper Relevancy Your current positioning & objectives Consumer Segments Consumer Strategic objectives relevancy attributes 1 Demographics • Move clients to the store. Ease of Access The Value-Seeker • Convey the proximity concept. • Develop private label brand image. Product 2 • Develop image of Fresh Products. The Occasional Online Shopper Price • Help clients to obtain savings. Social Consumer Relevancy Attributes 3 • Ease the buying process. Media Service The Rational Secondary • Enable new ways to redeem coupons. Experience Price Service Online Shopper segment • Get closer to the to consumer habits. Ease of Access Experience • Develop global brand image. Product 4 The Digital Key Your current digital performance Customer Journey Channel Behaviour & Preferences Shop-a-Holic segment Awareness Choose Transact Deliver After Sales Enablers Level of Development Global1 Global Global Global Global Online Social Online R2C Next Day Loyalty Card Returns Networking Advice Delivery 5 Catalogue Online C2C Advice Gift Card Time Slot Delivery M–C Query/ Complaints The Social Digital Key Direct Promotion Online Product Visual Social Network Transact Delivery Location Flex Shopper segment Online/ Mobile Product Search Online Availability Indicator Contact Centre Transact Click n Collect in store Online Mobile Delivery comparison Kiosk Transact Commerce Tracking Management Mobile Phone Service at 6 Contact Centre Mobile Transact Marketing Delivery In-store Digital In-store Device Above average / Best in class Display Transact The Techno-Shy Online Size Guides On average Below average Store Cross- Selling Average = Best in class level 1) Global: Global standard level of development Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 40
  41. 41. Superior execution starts with putting the consumer in the center and building capabilities to deliver an All-Channel Experience Put the Consumer at the center Relevant Personal Engaging Truly all-channel Grow the All-Channel Experience 2011 – H1 2011 – H2 2012 – H1 2012 – H2 Accelerate revenue MED MED MED Mobile Web HIGH HIGH HIGH Mobile Coupons MED MED MED Location Based MED MED MED Augmented Reality Game Future State De-risk the new businessMobile Presence Factory Services LOW MED LOW HIGH HIGH HIGH HIGH HIGH HIGH Mobile Mobile Google Earth MED MED MED Mobile App Factory Ticketing Compensation Business Process Mgmt MED MED MED Group MED MED Profiling Enhancements Enterprise LOW MED MED MED Facebook A future proofed platform Service Service Game Enhanced customer experience Management Reusable Portal Define and Build the required Integration LOW LOW MED LOW MED LOW LOW LOW LOW Facebook Identity & Widget Ticketing MDM Access Mgmt Factory HIGH HIGH MED LOW LOW LOW Bid-Based Strategy, Tools Capacity Mgmt Integration Capabilities Current State Strategic Foundations Web Presence Social Network Presence Target Model Diff Cost Time Enabler Employee Social Public Social Consumer Interaction Network Network Phased and controlled Consumer Management Commerce Management approach Collaborate Consumer Social Customer Profile Mobile Apps Supply Chain/ Financials Social Enterprise for Retail Social Shoppping Operations Management Listen & Awareness Choose Transact Deliver After Sales Care Social Engage Web Clienteling Social Customer Marketing & Service Store Loyalty Mobile Operations Instore Etc… Customer Social Network All-Channel Experience Management Integrated & Flexible IT All-Channel All-Channel All-Channel Digital Content Management Customer Commerce Management Management All-Channel Distribution & Operations Management All-Channel Customer Service Management All-Channel Sales & Performance Management Services Platform Single View of Data “powered by Saleforce.com” Demand Driven Business Operations Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 41
  42. 42. Conclusion and Q&A Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 42
  43. 43. Digital Shopper Relevancy Shoppers are no longer loyal to an individual channel but rather to an experience across all channels?? ???? ?? You should be clear on your Digital Shopper Relevancy: where to dominate, where to differentiate and where to compete at parity Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 43
  44. 44. Please contact us when you are interested in the DigitalShopper Relevancy report and/or the demo Kees.Jacobs@Capgemini.com Brian.Girouard@Capgemini.com Digital Shopper Relevancy | July 2012 © 2012 Capgemini. All rights reserved. 44
  45. 45. About CapgeminiWith more than 120,000 people in 40 countries, Capgemini is oneof the worlds foremost providers of consulting, technology andoutsourcing services. The Group reported 2011 global revenuesof EUR 9.7 billion.Together with its clients, Capgemini creates and deliversbusiness and technology solutions that fit their needs and drivethe results they want. A deeply multicultural organization,Capgemini has developed its own way of working, theCollaborative Business ExperienceTM, and draws on Rightshore ®,its worldwide delivery model. www.capgemini.com The information contained in this presentation is proprietary. It is for Capgemini internal use only. Rightshore® is a trademark belonging to Capgemini. © 2012 Capgemini. All rights reserved.
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