The document provides an overview of social commerce and its evolution through four phases:
1) Let's Be Social - Focused on driving brand advocacy and sales through social media.
2) Enlightened Engagement - Using social and e-commerce platforms to influence influencers and improve decision making.
3) Store of the Community - Customers drive product selection and services through open innovation networks.
4) Frictionless Commerce - Companies redesign the shopping experience across channels to be truly customer-centric.
The report is based on interviews with 54 industry leaders and aims to provide a framework and roadmap for companies to develop successful social commerce strategies as the space continues to evolve rapidly.
Criteo’s analysis of shopping data from Q4 2015 demonstrates that mobile leaders grew their share of transactions faster than average in a world where mobile devices are at the center of the connected consumer.
Top retailers see double the growth in mobile’s share of transactions, widening the gap with average retailers in the space.
Nearly four-in-ten consumers shop on multiple devices and complete those purchases on a mobile device almost a third of the time.
Dedicated shopping apps dwarf the mobile web at all points on the path to purchase, from browsing products to the sale itself.
Japan, UK and South Korea continue to lead the globe in mobile transactions, and smartphones are driving that growth.
A Short Introduction to Semantic Web-based E-Commerce: The GoodRelations Voca...Martin Hepp
In this slidecast, I will give a brief overview of how the next generation of Web technology, known as the "Web of Data" or the Semantic Web will improve our e-commerce shopping experience. In particular, I will explain how the Web of Data - will allow for more precise search for suppliers for our particular needs and - how manufacturers can support retailers in presenting their products including all distinct features.
For more information, see http://purl.org/goodrelations
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
Criteo’s analysis of shopping data from Q4 2015 demonstrates that mobile leaders grew their share of transactions faster than average in a world where mobile devices are at the center of the connected consumer.
Top retailers see double the growth in mobile’s share of transactions, widening the gap with average retailers in the space.
Nearly four-in-ten consumers shop on multiple devices and complete those purchases on a mobile device almost a third of the time.
Dedicated shopping apps dwarf the mobile web at all points on the path to purchase, from browsing products to the sale itself.
Japan, UK and South Korea continue to lead the globe in mobile transactions, and smartphones are driving that growth.
A Short Introduction to Semantic Web-based E-Commerce: The GoodRelations Voca...Martin Hepp
In this slidecast, I will give a brief overview of how the next generation of Web technology, known as the "Web of Data" or the Semantic Web will improve our e-commerce shopping experience. In particular, I will explain how the Web of Data - will allow for more precise search for suppliers for our particular needs and - how manufacturers can support retailers in presenting their products including all distinct features.
For more information, see http://purl.org/goodrelations
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
This report is intended primarily for business people who are tasked with understanding, interpreting, and acting on social data — executives, strategic planners, social strategists, and marketers. It outlines the key challenges of social data, proposes a value-based framework for social analytics, and recommends clear and pragmatic steps that companies engaged in social media must follow to ensure they are gaining insights, measuring effectively, interpreting accurately, and taking appropriate action — both today and in the longer term.
This report is intended primarily for business people who are tasked with understanding,
interpreting, and acting on social data—executives, strategic planners, social strategists,
and marketers. It will outline the key challenges of social data, propose a value-based
framework for social analytics, and recommend clear and pragmatic steps that companies
engaged in social media must follow to ensure they are gaining insights, measuring effectively,
interpreting accurately, and taking appropriate action—both today and in the longer term.
At one time, the physical store defined the retailer. It was the brand. Today, this has changed. Now the store is a part of a cross-channel experience. It is a combination of goods and services. The impact of the change is different by retail sector, but it is pervasive.
While changes in other industries have happened incrementally through continuous improvement and process innovation, retail has been transformed by new business models. The pace is faster and the customer demands higher.
Redefining the role of the store is critical. It requires partnerships of both retailers and manufacturers. It is for this reason that we wrote this report.
Supply Chain Metrics That Matter: A Focus on Brick & Mortar Retail-18 FEB 2013Lora Cecere
The bricks and mortar retailer is being squeezed. Growth is slowing and margin is under pressure. With the rise of e-commerce, the role of the store is being redefined. It is about service and the customer experience. As a result, it is time to rethink the metrics that matter and focus outside-in on the shopper experience.
In this report, we share insights on the current state of bricks and mortar retail and offer our suggestions.
Brick & mortar retailers have weathered an intense decade with the persistent rise of e-commerce. The shopper has changed and recovery from the Great Recession is ongoing, but slow. Our previous Supply Chain Metrics That Matter: A Focus on Retail report focused on the broader industry trends affecting five different divisions of retailers and the challenges of multi-channel retail. This report narrows the focus to three segments of brick & mortar retailers struggling to adapt to the new world.
A retailer is not a retailer. We believe that retailers should be compared by business model. We do not believe that one can throw all retailers together and identify the “most improved” or “best” supply chain. There are too many variables and circumstances affecting the retail landscape to make valid comparisons. In our research, we find that small and well-defined peer groups offer the best way forward for understanding both segment and industry specific trends.
The industry segments analyzed in this report are grocery, mass and specialty. Grocery retailers are involved in the sale of perishable and non-perishable food stuffs. Mass retailers are larger companies focused on providing a comprehensive retail experience to their customers. Finally, specialty retailers are dedicated to specific customers, activities and goods. The companies in this analysis represent both American and global retailers.
Our grocery peer group consists of Carrefour, Delhaize Group, Safeway and The Kroger Co. The mass retailer peer group includes Costco, Metro, Target and Walmart. The choice of specialty retailers was by far the most difficult because there are so many dedicated stores in this category. For this publication, our peer group includes Bed Bath & Beyond, Dick’s Sporting Goods, Foot Locker and Ross Stores. Additional information about all of these companies is presented in the Appendix.
The report mentioned by Marek during the presentation.
It includes some more case studies including Starbucks, Toyota & SAP.
It also discusses the extent to which large US firms are involved in social media.
Source: EngagmentDB
Top 100 Companies\' Engagement in social mediaSerge Beckers
The goals of the study were to measure how deeply engaged the top 100 global brands are in a variety of social media channels and, more importantly, understand if higher engagement is correlated with financial performance. We found that not only could we quantifiably measure engagement, we could also understand how more engaged companies tap an engagement mindset to perform better. The report lists some of the key findings.
ENGAGEMENTdb: Social Media Engagement Study of the Top 100 Global BrandsElizabeth Lupfer
The goals of the study were to measure how deeply engaged the top 100 global brands are in a variety of social media channels and, more importantly, understand if higher engagement is correlated with financial performance. We found that not only could we quantifiably measure engagement, we could also understand how more engaged companies tap an engagement mindset to perform better.
A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.
This report is intended primarily for business people who are tasked with understanding, interpreting, and acting on social data — executives, strategic planners, social strategists, and marketers. It outlines the key challenges of social data, proposes a value-based framework for social analytics, and recommends clear and pragmatic steps that companies engaged in social media must follow to ensure they are gaining insights, measuring effectively, interpreting accurately, and taking appropriate action — both today and in the longer term.
This report is intended primarily for business people who are tasked with understanding,
interpreting, and acting on social data—executives, strategic planners, social strategists,
and marketers. It will outline the key challenges of social data, propose a value-based
framework for social analytics, and recommend clear and pragmatic steps that companies
engaged in social media must follow to ensure they are gaining insights, measuring effectively,
interpreting accurately, and taking appropriate action—both today and in the longer term.
At one time, the physical store defined the retailer. It was the brand. Today, this has changed. Now the store is a part of a cross-channel experience. It is a combination of goods and services. The impact of the change is different by retail sector, but it is pervasive.
While changes in other industries have happened incrementally through continuous improvement and process innovation, retail has been transformed by new business models. The pace is faster and the customer demands higher.
Redefining the role of the store is critical. It requires partnerships of both retailers and manufacturers. It is for this reason that we wrote this report.
Supply Chain Metrics That Matter: A Focus on Brick & Mortar Retail-18 FEB 2013Lora Cecere
The bricks and mortar retailer is being squeezed. Growth is slowing and margin is under pressure. With the rise of e-commerce, the role of the store is being redefined. It is about service and the customer experience. As a result, it is time to rethink the metrics that matter and focus outside-in on the shopper experience.
In this report, we share insights on the current state of bricks and mortar retail and offer our suggestions.
Brick & mortar retailers have weathered an intense decade with the persistent rise of e-commerce. The shopper has changed and recovery from the Great Recession is ongoing, but slow. Our previous Supply Chain Metrics That Matter: A Focus on Retail report focused on the broader industry trends affecting five different divisions of retailers and the challenges of multi-channel retail. This report narrows the focus to three segments of brick & mortar retailers struggling to adapt to the new world.
A retailer is not a retailer. We believe that retailers should be compared by business model. We do not believe that one can throw all retailers together and identify the “most improved” or “best” supply chain. There are too many variables and circumstances affecting the retail landscape to make valid comparisons. In our research, we find that small and well-defined peer groups offer the best way forward for understanding both segment and industry specific trends.
The industry segments analyzed in this report are grocery, mass and specialty. Grocery retailers are involved in the sale of perishable and non-perishable food stuffs. Mass retailers are larger companies focused on providing a comprehensive retail experience to their customers. Finally, specialty retailers are dedicated to specific customers, activities and goods. The companies in this analysis represent both American and global retailers.
Our grocery peer group consists of Carrefour, Delhaize Group, Safeway and The Kroger Co. The mass retailer peer group includes Costco, Metro, Target and Walmart. The choice of specialty retailers was by far the most difficult because there are so many dedicated stores in this category. For this publication, our peer group includes Bed Bath & Beyond, Dick’s Sporting Goods, Foot Locker and Ross Stores. Additional information about all of these companies is presented in the Appendix.
The report mentioned by Marek during the presentation.
It includes some more case studies including Starbucks, Toyota & SAP.
It also discusses the extent to which large US firms are involved in social media.
Source: EngagmentDB
Top 100 Companies\' Engagement in social mediaSerge Beckers
The goals of the study were to measure how deeply engaged the top 100 global brands are in a variety of social media channels and, more importantly, understand if higher engagement is correlated with financial performance. We found that not only could we quantifiably measure engagement, we could also understand how more engaged companies tap an engagement mindset to perform better. The report lists some of the key findings.
ENGAGEMENTdb: Social Media Engagement Study of the Top 100 Global BrandsElizabeth Lupfer
The goals of the study were to measure how deeply engaged the top 100 global brands are in a variety of social media channels and, more importantly, understand if higher engagement is correlated with financial performance. We found that not only could we quantifiably measure engagement, we could also understand how more engaged companies tap an engagement mindset to perform better.
A critical look at three years of supply chain disruption. Using quantitative and qualitative research, Lora Cecere, Founder of Supply Chain Insights, looks critically at the factors within companies that drove resilience and the factors less successful. Companies that won were aligned, used market signals, decreased process latency, used scenario planning, and implemented descriptive analytics. Those that fared worse, had tight integration of supply chain planning to ERP, were not aligned, and were focused on a digital transformation strategy.
River of Demand - ALL RIVERS with QR.pdfLora Cecere
Drawings of demand as a river depicting the issues with flow with the voice overlay of the planner. To hear the voice, scan the QR code at the bottom of the drawing.
Presentation was given at the Longbow presentation on the future of supply chain management and the value of changing processes to make decisions a the speed of business decisions
At the Supply Chain Insights Global Summit, we challenged the audience to think about "social tokens" using this presentation from Luke Layden of Coin Desk.
Today's supply chain processes are inside-out. Outside-in processes, using channel and market data, improve the time to respond. This presentation reflects two years of testing using machine learning to understand the impact on the bullwhip effect and Forecast Value Added.
Now in its ninth year, the Supply Chains to Admire analysis is a study of the progress of each industry sector on the balanced scorecard of growth, operating margin, inventory turns, and Return on Invested Capital (ROIC). Twenty-two companies outperform their peer group, defining and exemplifying supply chain excellence.
Supply Chains to Admire Analysis 2022_2022 presentation.pptxLora Cecere
Supply Chains to Admire is a data-driven analysis based on public reporting of manufacturing and retail companies. The research evaluates which public companies drove improvement while outperforming their peer groups on performance metrics and value for the ten-year period of 2012-2021. The 25 winners are a testimonial to supply chain resilience.
The Role of Analytics In Defining The Art Of The PossibleLora Cecere
Analytics capabilities are evolving faster than organizations can adopt them into their processes. Here we share the research of 92 respondents in their journey to use new forms of analytics in their digital transformation journey.
The Role of Analytics In Defining The Art Of The Possible
Rise of social_commerce_final
1.
Rise of Social Commerce
A Trail Guide for the Social Commerce Pioneer
November 1, 2010
By Lora Cecere
with Jeremiah Owyang, Charlene Li, Susan Etlinger, and Christine Tran
Includes input from 54 ecosystem contributors