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How to become a connected store?Andries OskamAccount Executive
Cloud ComputingNew ways to connect everythingNew Ways To Connect With CustomersSocialNew ways toconnectTrustNew ways tobui...
All-ChannelExperienceBeing Relevantto Digital Shoppers in RetailKees JacobsRotterdam, 18 June 2013
4© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Customers are not loyal to a single channel but to...
5© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Digital Shoppers* Weave In and Out of Multiple Cha...
6© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Retailers can benefit from thesynergetic convergen...
7© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Retailers can benefit from thesynergetic convergen...
8© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013But: there is no „one-type‟ of digital shoppers - ...
9© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Why do shoppers make the choices that they make, a...
10© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Access Experience Price Product ServiceFriendly a...
11© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013How can you be most relevant to digital shoppers?...
12© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Example: Burberry353 34Access Experience Price Pr...
13© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Example: BurberryVideo Burberry
14© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Interactive, Personalised Website Dynamic audiov...
15© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013There are different mechanics across all channels...
16© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013It’s all about organising yourself around your cu...
17© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013CustomerManaging a personal andrelevant dialogue ...
18© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Capability Example: Mobile CRM to ultra target co...
19© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Capability Example: Social Media monitoring and e...
20© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Capability Example: Agile IT solutionsSingle View...
21© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013New breed of IT Solutions: „born in the cloud‟Bus...
The information contained in this presentation is proprietary.It is for Capgemini internal use only.Rightshore® is a trade...
25© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Demonstration
26© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Q & A
27© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013
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Salesforce for Retail: Become a connected store

Salesforce and Cap Gemini share their knowledge on how to create more relevant interaction with your customers to increase customer loyalty. Central theme is the usage of social media, to get a better insight on your customer and to make your relationship with them more personal and relevant. With a customer case, knowledge about retail and a demo, you will get insight in how Cap Gemini and salesforce can help you and your company.

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Salesforce for Retail: Become a connected store

  1. 1. How to become a connected store?Andries OskamAccount Executive
  2. 2. Cloud ComputingNew ways to connect everythingNew Ways To Connect With CustomersSocialNew ways toconnectTrustNew ways tobuild relationshipsMobileNew ways to reachcustomersBig DataNew ways todiscover insightCommunityNew ways tocollaborateAppsNew ways to buildapps
  3. 3. All-ChannelExperienceBeing Relevantto Digital Shoppers in RetailKees JacobsRotterdam, 18 June 2013
  4. 4. 4© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Customers are not loyal to a single channel but to anexperience across channels !
  5. 5. 5© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Digital Shoppers* Weave In and Out of Multiple ChannelsDuring the “All-Channel Shopping Journey”(*) shoppers who use one or more digital channels in one or more phases of their journey
  6. 6. 6© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Retailers can benefit from thesynergetic convergence of physical and digital+ =Online CommunicationSocial MediaDirect MailingLoyalty ProgramsOnline ServiceseCommercesCommercemCommerceCustomer ServiceIn-store MediaClubsSustainableProfit ↑SustainableRevenue ↑SustainableCost ↓StoreConversion↑DigitalChannelConversion↑CustomerSatisfaction(NPS) ↑FulfilmentCost ↓IT Cost ↓ChannelCost ↓
  7. 7. 7© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Retailers can benefit from thesynergetic convergence of physical and digitalSustainableProfit ↑SustainableRevenue ↑SustainableCost ↓StoreConversion↑DigitalChannelConversion↑CustomerSatisfaction(NPS) ↑FulfilmentCost ↓IT Cost ↓ChannelCost ↓RoPoNew MetricsResearch PurchaseOffline OfflineOnline Online
  8. 8. 8© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013But: there is no „one-type‟ of digital shoppers - it‟s important tounderstand different types of Digital Shopping Behavior4. Rational Online Shoppers 5. Digital Shopaholics 6. Social Digital Shoppers1. Techno-Shy Shoppers 2. Value Seekers 3. Occasional Online ShoppersSource: Capgemini, Digital Shopper Relevancy, 2012
  9. 9. 9© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Why do shoppers make the choices that they make, and how is thischanging because of digital channels ?
  10. 10. 10© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Access Experience Price Product ServiceFriendly and cleanstoreEasy to reach storesEasy to navigatestoresCompellingpromotionsFreshness/ QualityMaximum openinghoursAvailability(no stock-outs)No damaged goodsin storeInspirationalAtmosphereCustomer ServiceComplaintshandling /return policyLoyalty programWide and deepassortmentCompetitive pricingTraditionalRelevancyCriteria forPhysical Channels“BetterStuff, BetterLife”“Making itEasy forYou”“LoweringYour costs ““All AboutYourExperience”“Whatever ittakes forYou”Dynamic PricingMobile in-storeShopping supportAdvanced /visualized productinformation and(usage) adviceProductComparisone-Commerce(mobile, social, web)Flexible delivery-options (home, store-pick-upetc.)PersonalizedPricingAdditionalRelevancyCriteria forDigital ChannelsPersonalized offersTechnology-enabled staff –support in-storeInteractive servicevia digital channels(e.g. click-to-chat,social media)Wider and deeperassortmentSolution PricingInspirationalContentCommunityengagements(shareexperiences)Social ShoppingLocation-basedpricingPriceComparisonIllustrativeDigital Shopper Relevancy is about understanding shopper needsand perceptions across 5 Key Attributes
  11. 11. 11© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013How can you be most relevant to digital shoppers?Successful companies dominate on one attribute, differentiate on a second and competeat parity on the remaining three43 353Access Experience Price Product Service2. Differentiate on a compatiblevalue attribute3. Maintain parity on others1. Dominate on one value attributeIllustrative
  12. 12. 12© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Example: Burberry353 34Access Experience Price Product ServiceDifferentiate on SERVICEOn par with competition on the restDominate on EXPERIENCE
  13. 13. 13© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Example: BurberryVideo Burberry
  14. 14. 14© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Interactive, Personalised Website Dynamic audiovisual content to engage,entertain, and interact with customers Online luxury shopping experience throughpersonalized customer service Click to Chat and Click to Call in real timeLive-Streaming Live streaming of fashion shows directly to flagshipstores Streaming of shows in 3D in five countries Autumn/Winter womenswear showon the video screens in Piccadilly CircusDigital Stores In-store Retail Theatre technology forunrivalled audiovisual experience forcustomers in stores iPads introduced inselected stores globally Consistent messages to customersacross all mediumsSocial Media Campaigns Youtube and Facebook campaigns forBurberry Body fragrance Own social-mediasite, artofthetrench.com Brand promotion onChinese social media sites Country-specific Twitter accounts 8.7 million Facebook fansand nearly 600,000 twitterfollowers More than 11 million pageviews on the groups socialmedia site artofthetrench.comSource: Capgemini Consulting-MIT Analysis; CompanyWebsites; Online News Sources1 1 11% growth in store sales canbe attributed in large part toongoing investment in multi-channel customer engagement22 Spring/Summerwomen’s-wear show, watchedby over one million peopleacross more than 180countries334 250,000 signed up to receivefree samples of Burberry Body4Example: Burberry
  15. 15. 15© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013There are different mechanics across all channels to dominate and todifferentiate at the Moments of Truths in your customers shopping journeysConvenienceGeo-LocationFlash SalesSelect Mechanics to Enable Moments of TruthFlexible Deliveryand ReturnsClientelingPersonalisationRich andEngagingContentSoLoMo*AugmentedRealityLoyalty andRewardsDigital KiosksMobilePayments/CheckoutIn-StoreNavigationPriceMatch/DynamicPricingGamificationSoLoMo: Integration of social, local, and mobile
  16. 16. 16© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013It’s all about organising yourself around your customerJenny SmithSMS: I’m 10 minutesaway Mrs Smith!
  17. 17. 17© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013CustomerManaging a personal andrelevant dialogue withindividual customersContentManaging high-qualityand rich inspirationalcontent across allchannels and touchpointsSingle View of DataUsing the same set of realtime (internal and external) data for all strategic, tactical and operational activitiesDemand Driven Business OperationsCustomer Channel PropositionSeamless convergence of physical and digital channels offering a relevant and personalised experience across all relevant touchpointsCommerceManaging maximised salesconversion leveragingoptimal merchandisingand pricing across allchannelsFulfilmentEfficiently deliveringthe orders across allchannels at thelocation and time yourcustomers preferPerformanceOptimising theperformance of yourbusiness across allchannelsPeople ProcessTechnologyManaginginvolved andmotivated staffwith relevantperformancerewardsOrchestratingdynamic, front-end ITsolutions integrated with acost-effective , reliable ITfoundationManagingstreamlined andcustomer-focussedways of workingacross the companyAll-Channel Experience requires a well-balanced set ofnew and integrated Retail Businesses and IT Capabilities
  18. 18. 18© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Capability Example: Mobile CRM to ultra target consumersClick-to-mobile web.Location and Place targeting• Campaign by JC Penney targettingpeople less then 3 miles awayTime of dayCampaign for Yoplait . Only between12h en 14hActivity & Demographics• Campaign for Greygoose only targetted at 21+years who just leave a discoWeather dependent• Coca Cola Light only in the afternoon when thetemperature rises above 25 degrees.BrandingCoupons (discounts à laFoursquare + discounts onhotels, rental cars etc.)Click-to-callClick-to-VideoStore FinderSMSContent and Interest targeting• The users of Brightkite can subscibe to certainevents (sports, music)• Campaign for CoverGirl only for womensubscribed to Beauty TipsReal World Behavioral targeting• Campaign for Pantène for women at the hair dresserButthis requires significantchangesin customerintelligence,propositions,commercialand operating models!
  19. 19. 19© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Capability Example: Social Media monitoring and engagement19Filter out theNoiseRespondtoCustomerScenario-basedPriorities andResponseSelectionClientSME12 4 51. Collect Data/Conversations2. Filter out Noise3. Identifytypes of conversation4. Build scenario based response model5. Implementmodel6. Continuous improvementcycle for responses withSMEs.Social Media RespondHigh Level ProcessIdentify andClassifyConversations36 Filter the Noise Gather High-LevelSentimentsLeverage Identified OpportunitiesInfluence CustomerBehavior andDrive Outcomes: Improvethe Customer Experience Increase Revenue Lower Cost Filterthe Noise Gather High-Level Sentiments IdentifyKey Influencers UnderstandRoot CausesLISTENANALYZEENGAGEWhatare the hottopics oftheday?How is sentimentchanging overtime?Who is sayingwhataboutus?Whatis being saidaboutourcompetitors?Is the volume ofchattersignificant?Whatare futureissues?
  20. 20. 20© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Capability Example: Agile IT solutionsSingle View of Dat a
  21. 21. 21© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013New breed of IT Solutions: „born in the cloud‟Business is Socialfor RetailListen &EngageConsumerMobileAppsCollaborateCustomerServiceSocialShopppingStoreOperationsMarketing &LoyaltySupply Chain/FinancialsSocialClienteling
  22. 22. 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.www.capgemini.comAbout 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 multiculturalorganization, Capgemini has developed its own way ofworking, the Collaborative Business ExperienceTM, and draws onRightshore ®, its worldwide delivery model.
  23. 23. 25© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Demonstration
  24. 24. 26© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013Q & A
  25. 25. 27© 2013 Capgemini. All rights reserved.All-Channel Experience | May 2013

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