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Cross-Channel Integration in Retail: Creating a Seamless Customer Experience ...

Cross-Channel Integration in Retail: Creating a Seamless Customer Experience

Publish Date:
September 14, 2012

Author(s):
Heckmann, Peter; Kesteloo, Marco; Schmaus, Benedikt; Huisman, Robbert

Abstract:
The imperative for traditional retailers today is to integrate across channels — providing their customers the same experience online as in their stores, and enabling them to move between the two channels without friction. Developing a viable cross-channel capability is within reach, if retailers make the right moves in five key areas.

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  • 1. Perspective Peter Heckmann Marco Kesteloo Benedikt Schmaus Robbert HuismanCross-ChannelIntegration in RetailCreating a SeamlessCustomer Experience
  • 2. Contact InformationAmsterdam Hong Kong/ShanghaiMarco Kesteloo Edward Tse New YorkPartner Senior Partner Matthew Egol+31-20-504-1942 +852-3650-6100 Partnermarco.kesteloo@booz.com +86-21-2327-9800 +1-212-551-6716 edward.tse@booz.com matthew.egol@booz.comBeirutBahjat El-Darwiche Houston ParisPartner Henning Hagen Pierre Péladeau+961-1-985-655 Principal Partnerbahjat.el-darwiche@booz.com +1-713-650-4165 +33-1-44-34-3074 henning.hagen@booz.com pierre.peladeau@booz.comDubaiKarim Sabbagh London São PauloSenior Partner John Potter Fernando Fernandes+971-4-390-0260 Partner Partnerkarim.sabbagh@booz.com +44-20-7393-3736 +55-11-5501-6222 john.potter@booz.com fernando.fernandes@booz.comDüsseldorfPeter Heckmann Melbourne SwedenPartner Simon Gillies Per-Ola Karlsson+49-211-3890-122 Partner Senior Partnerpeter.heckmann@booz.com +61-3-9221-1903 +46-8-506-190-49 simon.gillies@booz.com per-ola.karlsson@booz.comFrankfurtBenedikt Schmaus Moscow ViennaPrincipal Yuri Dobrynin Harald Dutzler+49-69-97167-437 Partner Partnerbenedikt.schmaus@booz.com +7-495-604-41-00 +43-1-518-22-904 yuri.dobrynin@booz.com harald.dutzler@booz.com Booz & Company
  • 3. EXECUTIVE In July 1995, a startup called Amazon.com sold its first product—a science book—and the clock started ticking onSUMMARY a new era of retail. Nearly two decades later, Amazon is a US$50 billion company, and the digitization of retail has profoundly changed the nature of the shopping experience. With more and more sales shifting online each year, most traditional retailers are facing the biggest challenge in their histories: How do they meet consumers’ expectations of a seamless shopping experience? The ability to integrate across channels enables retailers to give consumers what they want, and increasingly demand. For traditional retailers, cross-channel integration is fast becoming a competitive necessity. Many have lost market share to Amazon and other online competitors. Developing a viable cross-channel capability is within the reach of traditional retailers, if they make the right moves in five areas—changing the structures of their organizations, improving their logistics, creating a common technology backbone, using business intelligence more skillfully, and reinventing their cultures. It won’t be easy, but retailers no longer have a choice.Booz & Company 1
  • 4. DRAMATIC E-commerce and mobile commerce have reached critical mass in many provide feedback and receive service in multiple channels; they want theSHIFTS IN industries, a result of huge changes option of ordering a product online,THE RETAIL in how consumers use technology. In 2011, unit sales of smartphones sur- and then picking it up at the store or getting it delivered to their home.LANDSCAPE passed those of personal computers (Today’s consumers also increasingly for the first time. Tablet computers expect free shipping and returns.) are part of the same shift away from This has created intense pressure traditional computing; unit sales of for retailers to make the shopping tablets more than tripled in 2011, to experience seamless, and to give about 73 million units, with Apple consumers new levels of convenience selling more iPads than Hewlett- and choice. It also creates enormous Packard sold PCs. People now spend cost pressure because of the need to almost as much time online and upgrade logistics and handle online using their mobile phones as they do transactions. watching television. Despite consumers’ expectations, The shift to online and specifically very few traditional retailers offer to mobile Internet use—eBay says a seamless shopping experience it did some US$5 billion in mobile across multiple channels. Even the sales in 2011—has had a significant ones that have significant online impact on consumers’ shopping sales generally treat their online behavior. Digital consumers today and offline businesses separately— expect to have the flexibility to find each in its own silo. This won’t and buy the product or service they stop consumers from pushing want no matter where they are— for an experience that feels more sitting on their living-room couch, integrated. Retailers that understand riding in the passenger seat of a car, this, and start to develop a capability or even browsing in a physical store. of cross-channel integration, are the Likewise, they expect to be able to ones that will have a chance to win.2 Booz & Company
  • 5. NEW SOURCES OF advertising are the least of it— manufacturers have been doing that likely to begin on a search engine like Google (with 730 million dailyCOMPETITION for years. Now, more manufacturers visitors), a social media platform like are actually selling online, especially Facebook (with 900 million monthly higher-margin products in high- active users), or a price comparison growth markets. In doing so, they engine or ratings platform such not only increase their profitability as TripAdvisor (with 50 million (by recovering some of the margin customer reviews).Retailers used to be able to gain given up to retailers) but also getadvantage through their product valuable new insights as they engage Because of the unique kinds of infor-portfolios and the quality of their in more direct relationships with mation and utility they offer, thesesales personnel—by employing their customers than they have ever services have eroded some of thefloor staff who knew the products had before. power previously held by retailers,and could help shoppers find what including in the area of product pre-they wanted. Then, for a while, Adidas’s opening of retail stores selection and pricing, and have putthe source of advantage shifted to in Russia is a good example of a that power in the hands of consum-price. In an age of digitization, most manufacturer going direct. At its ers. In an earlier era, a retailer mightretailers’ source of advantage has own branded retail outlets and on its have been able to maintain highshifted again—to greater selection, online platform, the sneaker maker prices on infrequently purchasedprice transparency, and convenience; can sell its whole line, especially items, because customers might notimproved service, including the high-end footwear, without having come to the store with any particularability to process orders at any time to negotiate for shelf space or relin- expectation of what they should pay.of day or night; superior customer quish percentage points of margin. A search engine like Google changesinsights; and access to ratings and Manufacturers that have success in that dynamic, introducing a kind ofpeer reviews. Amid these changes, going direct may stop working with transparency that shifts the moneyretailers are facing significant new retailers altogether—or use retailers flows around shopping. Becausesources of competition. only for low-margin products. their revenue comes from traffic, clicks, and advertising, Google andManufacturers Going Direct New Gatekeepers of Consumers other gatekeepers are removed fromDigitization enables a more direct In another era, consumers often traditional retail economics. Inlink between consumers and started their shopping experience the future, as they inevitably startmanufacturers, and manufacturers by heading to a retail store or to a operating in the purchase stage ofare starting to take advantage of mall with multiple retailers. Now, the funnel, the new gatekeepers’this reality. Online marketing and a shopping expedition is just as impact on retailers will become Now, a shopping expedition is just as likely to begin on a search engine like Google, a social media platform like Facebook, or a price comparison engine or ratings platform such as TripAdvisor.Booz & Company 3
  • 6. even bigger, to the point where the capital–funded and not required Cross-Channel Integrationprofits involved in selling products to make a profit in the short term for Online-Only Retailersmight vanish, replaced by profits increases the challenge they pose to Cross-channel integration mayfrom advertising and other business- traditional retailers. only seem relevant to offlineto-business services. The number of retailers, with their entrenchedproducts that are “loss leaders”— Where they see an opportunity, bricks-and-mortar assets.there for a purpose other than any online retailers are also challengingprofit they themselves produce—will traditional retailers on their home In fact, integration is importantlikely expand. turf—and occasionally making big to some indigenous online inroads. Apple is the most dramatic retailers as well, specificallyOnline-Only Retailers example. Its retail stores have been to those starting to use suchIndigenous online retailers are a a huge success, generating more traditional assets as catalogs,relatively new breed. By and large, than 17 times the sales per square direct mail, and the occasionalthey don’t operate by the old metrics foot of the average U.S. mall retail real-world outlet.of traditional retailers; things like space. Other online retailers aremargin per square foot or margin also adding offline assets, such as For instance, eBay openedper catalog page are irrelevant (or print catalogs and temporary stores a temporary pop-up store inat least less relevant) to them. Nor (see “Cross-Channel Integration for London for the 2011 Christmasdo they need to open retail stores in Online-Only Retailers”). shopping season. Andpopulous, easily accessed, high-rent Zalando, a German onlinelocations; they can gain scale and First-Mover Traditional Retailers shoe and fashion store, ismarket share in other ways, such as A final source of competition is one of an increasing numberby creating a great user experience, other traditional retailers that may of online retailers that nowexploiting their knowledge of search be pushing ahead more quickly publish an innovative printengine optimization, and using tech- to create integrated cross-channel catalog, mixing a classicnology to support shopping func- experiences. For instance, Germany’s catalog with an editorialtions that previously had to be done Otto Group, a big catalog retailer, magazine style to appeal toin person. The pure online retailers has been an early adopter of online new and existing customers.that have become successful tend to and mobile commerce, bypassing It also recently opened abe extremely focused on a few dif- competitors like Neckermann (which bricks-and-mortar outlet store,ferentiated capabilities; examples are declared bankruptcy in the summer where online customers canAmazon with its logistics and pay- of 2012) and Quelle GmbH (now shop returned products andment systems and the German online defunct). The race to the cross- special deals.store Zalando with its marketing and channel future has already produceddata analytics. The fact that pure casualties.online players are often still ventureThe pure online retailers thathave become successful tend tobe extremely focused on a fewdifferentiated capabilities.4 Booz & Company
  • 7. 51% Outputs 70 Average Zone On the Path to Succ A QUESTION OF 10 percent of total retail sales 36% now happen online. That overall not yet reached critical mass; both remain far below 560 At the Starting Gate Taking the Right Ste percent. Forging Their Own 32% WHEN, NOT IF figure obscures big differences Ten percent seems to be a rough Average among sectors (see Exhibit 1). 23% turning point. Once online sales For instance, 17 percent of books in a category reach that level, 50 and 35 percent of music are now 13% the influence of online—and of 12% sold online, whereas most other consumer expectations—becomes Chad 7% categories are just moving into impossible to ignore and the Sudan 40 This new competitive situation will the online space. Online sales of business models start to shift acrossOverall affect every product category. In Unskilled Skilled groceries and personal care are Engineers HR/IT/F&A Sales the complete category. This may Customer Pak western Europe as a whole, nearly Production Production among the categories that have also reflect the attention that the Service Yemen 30 30 4 Based 2011, Western Europe Retailing per Category Exhibit 1 G Online Retail Penetration - 1 aö SHARE OF INTERNET-BASED RETAILING PER CATEGORY 2011, WESTERN EUROPE Category Share of Online Market Size 3 Sales (%) (Billions of euros) 40 500 3 35% 35 31% 400 30 25 300 20 17% 15 13% 200 A 12% - 10 7% 7% 100 - 5 3% 3% 1% 1% 0 0 Le Music Travel Books Mobile Consumer Apparel Consumer Furnishing/ Beauty/ Packaged Beverages - Retail Phones Electronics Appliances Housewares Personal Food - CAGR Care of Online 10% 10% 17% 19% 18% 13% 14% 13% 10% 10% 10% Sales Share Li (2006–2011) Li Market Size Share of Online Sales N P Note: In some categories, the data set is based on a subset of markets and triangulation via retail volumes. ot Source: Booz & Company fil Th A Booz & Company 5
  • 8. THE 51% Outputs 70 sector’s leading companies start factors, such as the sector’s product the next three years, thanks to Average Zone the On the Path to Success paying to cross-channel initiatives constellation (for example, physical improved online shops of traditional At the Starting Gate once online sales pass that 36% versus intangible or durable apparel retailers, the rise of some the Right Steps Taking 32% 60 Forging Their Own Path threshold. versus perishable) and the product dynamic online pure-play entrants Average China category’s degree of standardization (for example, Mytheresa.com and 23% Generally speaking, the speed at and comparability (see Exhibit 2). Asos.com), and the line extensions 50 which different retail sectors have of existing online retailers (for Tanzania 13% 12% come online reflects a number Fashion is one of the industries example, Zalando). FurnitureChad is 7% of product- and market-related headed for online acceleration in another category poised to takeSudan 40 Morocco IndiaOverall Unskilled Skilled Engineers HR/IT/F&A Sales Customer Pakistan Syria Production Production Service Yemen Saudi Ara 30 30 40 Guidelines: Exhibit 2 11.0 million = Rates of Online Penetration aölkdfölka = EASIER TO SELL ONLINE HARDER TO SELL ONLINE 32.8% = Product - Easily digitized or - Physical products - Not standardized - Perishables 30.1% = Characteristics intangible - Relatively standardized - Individual “experience” - Unfavorable ratio margin - High degree of - High margins to offset products, offered by and logistics costs standardization logistics cost smaller retailers in fragmented industries TABLE HEADING A4 format: Logistics - Limited to none - Physical shipment - Physical shipment - Complex due to speed, - width for 3 column (low weight/volume required required temperature, light control - width for 2 column or digital) Letter format: - width for 3 column Examples - Travel - Consumer electronics - Jewelry - Fresh food - width for 2 column - Music - Mobile contracts and - Apparel - Plants - E-books equipment - Software Lines: 0,5 pt Lines for legend: 0, Note: Source: Booz & Company Please always delet otherwise InDesign file. These colors can’t b Approved Colors, 6 Booz & Company
  • 9. off online, partly because of the GlossyBox) and drugstores/over- automobile ownership. Anothercreation of new home lines by some the-counter pharmaceuticals. The example of a geographic differencenon-furniture companies (such as potential of the latter came into is the relatively advanced state ofH&M and Zara). In late 2011, the focus when Walgreen Company, the online food sales in Sweden andCEO of Rocket Internet, a Berlin- largest U.S. drugstore chain, bought the Netherlands. In these smallbased incubator that has sold early- Drugstore.com in 2011 and recently countries, with their short distancesstage companies to Groupon and acquired Alliance Boots in the and their agile and well-developedeBay, advised his management team United Kingdom. logistics networks, the inherentthat the time had come for “full- obstacles to online food sales arescale investment” in the furniture Although the online trajectory lower than elsewhere, allowing forcategory. of most categories depends on the development of a cross-channel the category’s characteristics, offering. In the United States,Other categories likely to show high there are also some differences several grocery store chains ownedonline growth in the next couple of across geographies. For instance, by the Dutch grocer Ahold useyears are cosmetics (with the rise some emerging markets could Peapod, an online delivery service,of innovative online subscription develop faster in certain categories to create a cross-channel offering.models such as U.S.-based Birchbox because of a lack of physicaland European copycats like store networks and low levels of Other categories likely to show high online growth in the next couple of years are cosmetics and drugstores/ over-the-counter pharmaceuticals.Booz & Company 7
  • 10. CROSS- For a few companies, cross-channel integration—giving shoppers a of Amazon’s revenue increase. (Best Buy’s giant physical stores areCHANNEL AS seamless experience—is creating sometimes derisively referred to asA COMPETITIVE competitive advantage in the mar- ketplace. Eventually, it will move showrooms for Amazon; in a twist on the idea of “ROPO”—researchNECESSITY from being a strategic advantage online, purchase offline—more for a few retailers to a competitive and more consumers now look at necessity for all. Indeed, in some products offline at Best Buy, and parts of retail that are further along then go home and order them on this path, the pressure to adapt Amazon or increasingly do it via and become truly integrated across their smartphone right in the store.) multiple channels is already taking In fiscal year 2012—a period in a toll. which the company’s total revenue advanced just 2 percent and it lost Best Buy is an example of a $1.23 billion—Best Buy closed company that is struggling in an many of the large-format stores in era of increasing cross-channel its international division, including integration. Although this $51 stores in China, the U.K., and billion consumer electronics Turkey. Best Buy has also started to firm now has a significant cross- close big-box outlets in the U.S., in channel offering—for instance, order to reinvest in more specialized allowing its customers to order outlet formats. While being a products online and pick them up potential asset in cross-channel at the store, and integrating a lot retail, the huge legacy of physical of social media functions across outlets proves to be an inherent channels—its efforts have not yet disadvantage of traditional retailers yielded satisfactory results either versus new entrants that can gear online or offline. Online, the investment funds into customer company’s U.S. revenue increased experience, particularly in the front 13 percent in its most recent fiscal end and logistics. year—less than one-third the rate In some parts of retail that are further along this path, the pressure to adapt and become truly integrated across multiple channels is already taking a toll.8 Booz & Company
  • 11. Media-Saturn, Europe’s largest Your Cross-Channel Readiness Profileconsumer electronics retailer, is Answers of “yes” show where retailers have work to do.facing similar problems. Since thelaunch of its online shops in late • Is your organization still running online/mobile as separate silos2011, the company’s revenues and from offline sales (different sales teams, different marketing teams,profits have plummeted, largely maybe even different procurement teams)?due to an online-led reduction inpricing that has affected margins at • Is your monitoring system still focusing on traditional KPIs andits physical stores. Media-Saturn’s lacking transparency on online KPIs such as conversion rate?difficulties may be temporary— • Are you experiencing difficulties in allocating sales andexacerbated by the relatively early marketing and other budgets between functions and channels,stage of its cross-channel efforts. especially when it comes to online advertising, search engineIndeed, a 2011 study by the optimization, and similar topics?University of St. Gallen put Media-Saturn near the top of a group of • Is it becoming more complicated to define the role and formatGerman retailers for its channel strategy of your physical outlets? Are you experiencingintegration and harmonization. problems in daily management of those physical stores—due toIn other words, the company may outdated incentive schemes, for instance?well bounce back. Still, what has • Are your logistical capabilities struggling with the newbeen happening at Media-Saturn requirements of online/mobile sales, perhaps due to differentduring its transition shows why so warehouses or system issues?many retailers shake their headswhen we talk to them about their • Are your IT systems still preventing you from getting fullcross-channel strategies and say, transparency and reaching full performance across all sales“Cross-channel just means crossed channels?signals—and a lot of problems.” • Do you observe an internal cultural divide between the teamsBest Buy and Media-Saturn focusing on your traditional channels and the teams driving onlinehighlight the challenges of activities?an industry in which cross-channel integration is already acompetitive necessity. Retailers inother industries can use a simplediagnostic to figure out theirown stage of development, andtheir readiness for cross-channelintegration as their customersincreasingly demand it (see “YourCross-Channel Readiness Profile”).Booz & Company 9
  • 12. THE CROSS- processes should be seamless and the customer experience should be challenge has been intensified by some leading companies’ movesCHANNEL consistent. Yet this is almost never to constantly up their gameFUTURE: the reality. One frequent cause of trouble is the existence of a dedi- in terms of delivery options, raising customer expectations.FIVE SUCCESS cated online sales department. A For instance, Amazon’s next-dayFACTORS dedicated sales department is useful to get the online business going, but delivery is still not matched by most online competitors, yet Amazon it creates a barrier that can be coun- has now introduced same-day terproductive later on, when the delivery in select urban areas. In organization needs to provide more another example, Tesco, the U.K. of a cross-channel experience. food giant, is offering a 90-minute delivery service in London. TheThere are five success factors that The aforementioned Otto Group same holds true for delivery chargesretailers must address to position recently moved to free itself from and return policies. Free shippingthemselves to compete in a cross- this trap. To minimize channel and returns have started to becomechannel future. conflicts, the company’s leadership the norm around Europe. The U.K. restructured its marketing, format fashion and beauty store Asos.com1. Restructure your organization and management, and category manage- has taken this idea one step further; processes to enable a true cross- ment functions so they are now run it offers free shipping throughout channel experience. Processes centrally across channels, not sepa- the world. The ante keeps going up, that exist in silos are the enemy rately by online and offline units. every day. of cross-channel integration. For instance, retailers should not have 2. Improve operations and logistics. 3. Create a common IT backbone. If different return policies for prod- Whereas traditional distance a retailer’s channels are to be truly ucts bought in-store and online. retailers (for example, mail- integrated, they must be linked to a Likewise, a customer stopping in order companies) have ample single IT backbone with a dedicated at a physical store to check on an experience mailing products to cross-channel integration layer. The item that was ordered online— private households and processing idea is to provide visibility and a and never arrived—should not returns, most retailers don’t. They seamless experience across channels, have to explain what product she need to build the capabilities so that, for instance, customers ordered. At a retailer that is truly to manage returns efficiently or checking the website can determine integrated across channels, the risk being overwhelmed. This the availability (and the quantity10 Booz & Company
  • 13. available) of an item in the store. cross-channel future, the analytics 5. Reinvent the company culture. The With the batch systems in place that are increasingly becoming part imperative to offer a cross-channel at many traditional retailers, the of retailers’ tool kits must operate experience represents the largest fact that the last item of something in every place that customers make transformation that many retail has been sold won’t necessarily be transactions, and must benefit leaders have ever faced. It requires a evident to online shoppers. They every part of the business. This willingness to make big bets, adopt could show up at the store and is key to the concept of customer new business models, make greater discover they’d wasted a trip. lifetime value. A good CRM system use of analytics, and change in other There are few faster ways to is essential. The idea is to make fundamental ways. This is not the frustrate a customer. intelligent product suggestions à time to think incrementally. The la Amazon, except to do it across required changes are so dramatic The creation of a common IT channels—for instance, to use that they stand no chance of backbone starts with a clear mobile location services to make catching on unless senior leadership definition of requirements. But that an offer when a customer is in shows the way. This may require is just the beginning of the job. a mall, or to use e-mail to make some tough decisions involving Complex IT integration projects a special, related online offer to personnel. It will certainly require don’t come together overnight—and a customer who has just bought recruiting some new talent from the they require a significant investment. something offline. An example is outside—and perhaps from outside Upgrading the often outdated the partnership American Express the traditional, purchasing-driven enterprise resource planning (ERP) has forged with Twitter and selected retail culture. What retail companies system, for instance, can easily retailers. An Amex cardholder increasingly need are people who be a multiyear journey and for can send out a tweet using a would fit in well at Facebook large retailers often requires an customized hashtag and receive or Google. To be sure, this will investment of hundreds of millions special offers from merchants, make some staffers and managers of euros. with Amex issuing a credit within uncomfortable and force just about a few days on qualified purchases. everyone to adapt. But there is no4. Use business intelligence and Another example is Shopkick, way to get to the future without customer relationship management which integrates bonus schemes for shaking up the present. in a more sophisticated way. In the consumers across retail channels.Booz & Company 11
  • 14. CONCLUSION One Retailer’s Adaptation A large retailer illustrates the challenges of creating a cross-channel offering. At a relatively early stage in the Internet boom, the company brought in a new team of young, tech-savvy managers to run the online part of its business. It was a useful way of building the required online capabilities, and it enabled senior leadership to quickly build know-howConsumer expectations about and create a sizable online business, which now accounts for moreshopping have changed dramatically than half of the company’s revenues.in the last few years. Manyconsumers now take for granted Still, the company has faced challenges in competing against itsthat shopping should be a seamless nimbler online rivals. Amazon, as well as some “category killers,” hasexperience, allowing them to carry offered lower prices on products in areas core to the company—suchout transactions wherever they as fashion, consumer electronics, and furniture—or value propositionshappen to be. In some respects, the that are superior in other ways. This has hurt the company’s marketreality already matches this ideal. A share and reduced its profitability. In addition, the original organizationalconsumer’s ability to buy just about structure, which kept the online part of the business separate from theanything through a computer or traditional catalog business, led to turf wars between the mail salesmobile device removes one advantage channels.of traditional retailers, their physicalpresence. Indeed, in some parts of Recently, the company has moved to reduce these conflicts andretail, having too many physical assets harmonize the business. There is now an “e-commerce first”has become a liability. This is evident philosophy, and functions such as marketing, procurement, andin the move by many retailers to close pricing are all in the process of being integrated. The company is alsostores or reduce their footprints in changing its incentive schemes and revising its logistics strategy toother ways. meet evolving industry norms in areas like product returns. It is also addressing the required cultural transformation of new and old talent.The imperative for traditional retailers To be sure, this company is only partway through its transformation, andis to create a cross-channel offering, it will have to remain flexible. But it has begun to make the adaptationsone in which their customers have that all retailers must make if they are to preserve their right to win.the same experience online as in theirstores, and can move between the twochannels without friction. Here, mostretailers have lagged behind. Eitherthey have kept their online and offlinechannels organizationally separatefor too long—a common mistake—or they have combined their onlineand offline operations but are stillstruggling to integrate them. Whatthey should evolve into may be clear,but getting there can be hard.There may be opportunities for pilotprograms and quick successes toeducate the larger organization. Ifso, retailers should embrace them.This is a years-long journey thatevery retailer will have to makeunless it has a clear niche positioning.Those that start the soonest will havean advantage.12 Booz & Company
  • 15. About the AuthorsPeter Heckmann is a partner Benedikt Schmaus is awith Booz & Company based in principal with Booz & CompanyDüsseldorf, with more than 20 based in Frankfurt, and a mem-years of consulting experience. ber of the firm’s consumer andHis current focus is on sourc- retail practice. He has moreing, supply chain management, than 10 years of consultingand transformation programs experience in cost and organi-within the consumer packaged zational transformations fromgoods and retail industries. He offline to cross-channel andleads the consumer and retail online. He currently focusesteam in Germany, Switzerland, specifically on cross-channeland Austria. retail strategy.Marco Kesteloo is a partner Robbert Huisman is an asso-with Booz & Company based ciate with Booz & Companyin Amsterdam, and leader of based in Amsterdam. He spe-the firm’s global retail practice. cializes in operational strategy,He has more than 20 years operating model design, andof consulting experience in online cross-channel platformstrategy, organizational and development with a focus onoperational improvements, and e-commerce and social media.the collaborative value chainbetween retail and consumergoods organizations.Booz & Company 13
  • 16. The most recent Worldwide Officeslist of our officesand affiliates, with Asia Middle Eastaddresses and Beijing Canberra London Abu Dhabi Detroittelephone numbers, Delhi Jakarta Madrid Beirut Florham Parkcan be found on Hong Kong Kuala Lumpur Milan Cairo Houstonour website, Mumbai Melbourne Moscow Doha Los Angelesbooz.com. Seoul Sydney Munich Dubai Mexico City Shanghai Paris Riyadh New York City Taipei Europe Rome Parsippany Tokyo Amsterdam Stockholm North America San Francisco Berlin Stuttgart Atlanta Australia, Copenhagen Vienna Boston South America New Zealand & Düsseldorf Warsaw Chicago Buenos Aires Southeast Asia Frankfurt Zurich Cleveland Rio de Janeiro Bangkok Helsinki Dallas Santiago Brisbane Istanbul DC São PauloBooz & Company is a leading global managementconsulting firm focused on serving and shaping thesenior agenda of the world’s leading institutions.Our founder, Edwin Booz, launched the professionwhen he established the first management consultingfirm in Chicago in 1914. Today, we operate globallywith more than 3,000 people in 58 offices aroundthe world.We believe passionately that essential advantage lieswithin and that a few differentiating capabilitiesdrive any organization’s identity and success. Wework with our clients to discover and build thosecapabilities that give them the right to win theirchosen markets.We are a firm of practical strategists known for ourfunctional expertise, industry foresight, and “sleevesrolled up” approach to working with our clients.To learn more about Booz & Company or to accessits thought leadership, visit booz.com. Our award-winning management magazine, strategy+business,is available at strategy-business.com.©2012 Booz & Company Inc.