Smarter commerce overview


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Smarter commerce overview

  1. 1. IBM Smarter CommerceRedefining commerce in the age of the ‘chief executive customer’ © 2013 IBM Corporation
  2. 2. Mobile and social are reshaping business 55% 34% 50% of smartphone of smartphone increase in users compare users have scanned online sales via prices in stores a QR Code, 27% mobile devices have read online over 2011 reviews 63% 92% 84% of online adults are of US adults who less likely to buy via of consumers say have conducted a other channels if they trust earned transaction online or they experienced a media, such as through a mobile problem on their word-of-mouth and device report mobile phones recommendations experiencing a problem2 © 2013 IBM Corporation Sources: IBM, Forrester, Tealeaf and Emphathica Reports
  3. 3. Customer expectations are soaring They want: you to know them as an individual simple, yet feature-rich self-service capabilities a seamless and integrated experience relevant, timely promotions a flawless post-purchase experience3 © 2013 IBM Corporation
  4. 4. Every interaction is important Advocacy Awareness Engagement Involvement Transacting Interacting Usage4 © 2013 IBM Corporation
  5. 5. Leaders are taking an integrated approach tocommerce Puts the Anticipates Applies deep Optimizes Extends core customer at and deliver insights to procurement systems to the center across mobile take action based on synchronize of your and social in real time demand your value chain commerce processes5 © 2013 IBM Corporation
  6. 6. Delivering superior customer experiences that arehighly informed and orchestrated A supply chain Marketing targeted to prepared every customer for the unpredictable personally Service that knows Selling that’s there for what customers want your customers, before they do wherever they are6 © 2013 IBM Corporation
  7. 7. Successful companies embracing this strategy Improved Delivered procurement and personalized defined new rules interactions which with eAuctions led to new business Fixed customer Leveraged social experience problems programs to drive and increased sales and ongoing conversions engagement7 © 2013 IBM Corporation
  8. 8. Smarter Commerce delivers exceptional customerexperiences Buy Market Adaptive Targeted and procurement Buy Buy Market Market personalized and optimized marketing supply chain across all channels Service Sell Anticipate Seamless behavior and Service Service Sell Sell cross-channel deliver flawless customer customer experience service8 © 2013 IBM Corporation
  9. 9. IBM’s integrated portfolio for Smarter Commerce Smarter Commerce Services Core Business Solutions and Processes BUY MARKET SELL SERVICE Adaptive Targeted and Seamless Anticipate procurement and personalized cross-channel behavior and optimized supply marketing across all customer deliver flawless chain channels experience customer service Business Analytics IBM SmartCloud Solutions, Computing and Infrastructure9 © 2013 IBM Corporation
  10. 10. Smarter Commerce integrates and enhances thecommerce cycle Visibility and order status All customer adapt procurement interactions and logistics are a market opportunity Buy Market Service Sell Insight from all channels Promotions, guided selling through analytics and precision marketing improves loyalty drive sales10 © 2013 IBM Corporation
  11. 11. Smarter Commerce puts mobile and socialeverywhere Buy Market Sell Service Empowering Reinventing employees and partners the way companies interact with customers • Social sentiment analysis • Insight driven promotions • Inventory visibility • Location based services • Mobile platform analysis • Social sharing • Clienteling, customer • Endless aisle personalization • Mobile shopping services • Purchase decision support11 © 2013 IBM Corporation
  12. 12. And leverages Cloud and SaaS Solutions to deliverexceptional customer, partner experiences Buy Market Sell Service 14,000 300,000+ pre-connected gl obal trading enti ties transportati on ca rriers connected B2B Cloud Servi ces Over expanding into 6+ million 34 countries 180 million TMS tra nsactions annually 45+ Saa S applica tions trade deals negotia ted 4.5 million by 1,500 companies transa ctions exchanged through B2B cloud dail y 23,000 brands supported by digi tal >60,000 users Nea rl y ma rketing optimi za tion of digi tal ma rketing opti miza tion sending 60 million emails each month $4 billion In freight spend managed annuall y12 © 2013 IBM Corporation
  13. 13. Smarter Commerce delivers results Places the chief Maximizes insights Embraces social executive customer at and mobile the center Synchronizes the Personalizes entire value chain marketing Reduces costs and drives Delivers seamless efficiencies experiences13 © 2013 IBM Corporation
  14. 14. Insert customer examples provided in back up pages14 © 2013 IBM Corporation
  15. 15. Smarter Commerce requires focus on threedimensions Customer Engagement “Multi-channel” has evolved to “all channels, all the time” Customer Insight Value Chain and Intelligence Optimization Advocacy based on Integration and synchronization trust is the new to meet new value “loyalty” delivery requirements Customer Experience15 © 2013 IBM Corporation
  16. 16. The proof: industry analysts named IBM the leader Ecommerce Seven major analyst Social Analytics and Strategic sourcing and solutions and reports on Intelligence procurement services commerce consulting marketing solutions Market Star Mobile Enterprise social Global Digital Performer for collaboration software and Marketing Agencies procurement software horizontal portals outsourcing16 © 2013 IBM Corporation
  17. 17. The proof: Transform your partner and supplierrelationships$57 1.4 300,000 entities on the IBM cloud-based business-to-business (B2B) network, trading in real time billion billion in annual documents procurement exchanged spend managed electronically on on behalf of the IBM cloud- our clients based B2B network 11 average savings of total sourced spending experienced by percent companies17 © 2013 IBM Corporation
  18. 18. The proof: Transform your customer experiences 2,500 customers worldwide that depend on our $34 marketing solutions billion $100 14 in sales of the billion million Internet Retailer Top 500 powered by IBM of commerce combinations of from our retail products and WebSphere® clients analyzed in services that are Commerce software our benchmark configured to order report for one company18 © 2013 IBM Corporation
  19. 19. Begin with these questions for your SmarterCommerce journey Does your Are you business model leveraging adapt to capitalize customer insight on new market to reshape your opportunities? business? Can your operations Could your supply anticipate and chain interrupt adjust dynamically service to your to market Do you deliver customers? conditions? exceptional customer experience across all touch points?19 © 2013 IBM Corporation
  20. 20. Partner with IBM for Smarter Commerce Industry leading portfolio for Buy, Market, Sell and Service Flexible, modular, open, integrated, optimized Real-time social, mobile and analytics capabilities integrated throughout the solutions Dedicated commerce consulting and systems integration practice with over a thousand experts Innovation through IBM Research and patent leadership for 20 years Over 2,000 of the world’s top brands rely on IBM to improve their business insight and execution20 © 2013 IBM Corporation
  21. 21. Back up Customer examples demonstrating what leaders are doing today Sparkler Customer Case Studies – color coded for Buy, Market, Sell and Service Questions To Ask Analyst Rankings Details Smarter Commerce Integrated Portfolio Details21 © 2013 IBM Corporation
  22. 22. The opportunity:Improve procurement processes and saved more than US$1 billion Leaders improve procurement processes and save more than $1 billion in 2011. The bottom line…improved procurement was cited as contributing to doubling first-half operating profits. Anglo American did.22 © 2013 IBM Corporation
  23. 23. The opportunity:Improve procurement and define new rules with eAuctions Leaders execute over 30,000 eAuctions a year and drive bottom line efficiencies and results in procurement for $4.2B in spend. ABInBev did.23 © 2013 IBM Corporation
  24. 24. The opportunity:Transform procurement to improve savings, vendor quality Leaders improve performance by providing global visibility into their contracts, standardize terms and rationalize vendors to ensure efficient spend and improved vendor quality. ConocoPhillips did. © 2013 IBM Corporation
  25. 25. The opportunity:Provide over 7000 ships with complete supply chain visibility Leaders streamline and secure information exchange, reduce time to onboard partners and provide visibility into the supply chain. Jurong Port did.25 © 2013 IBM Corporation
  26. 26. The opportunity:Improve delivery performance 15% and drive perfect orders Leaders drive a superior customer experience and a world class supply chain enabled by shared visibility with partners and virtual warehouse capabilities to ‘sell on the water’. Lenovo did.26 © 2013 IBM Corporation
  27. 27. The opportunity:Reduce partner integration in 5-8 days from 4-8 weeks Leaders extend core processes to their business partners community to drive growth and meet service agreements. Russell Investment Group did.27 © 2013 IBM Corporation
  28. 28. The opportunity:Increase open rates up to 260% and click through rates up to 122% Leaders analyze, integrate and score offerings and engage with their customers in relevant ways with new offerings and campaigns for Face to Face and TV. AMA did.28 © 2013 IBM Corporation
  29. 29. The opportunity:Leverage insights to drive a personalized and relevant experience Leaders use insights tracked via loyalty cards and leverage it to drive offers to moms and parent clubs relevant to them. And for mobile they use insights deliver exactly what customers want. Boots did.29 © 2013 IBM Corporation
  30. 30. The opportunity:Increase trade promotions results and drive better partnerships Leaders improve trade promotion economics significantly, retailers tell them “You are changing the game as a Partner…bringing growth ideas never heard or seen.” ConAgra Foods did. *DemandT ec is an IBM company30 © 2013 IBM Corporation
  31. 31. The opportunity:Deliver real-time offers and increase marketing ROI 600% Leaders have a 360 degree view of all customer information and align it to marketing to deliver more relevant offers. First Tennessee did.31 © 2013 IBM Corporation
  32. 32. The opportunity:Increase incremental customer retention by 4% Leaders boost incremental customer retention by 4% and reduce acquisition costs by 60% in campaigns through 2,200 event based campaigns per year, using 400+ different triggers. HDFC did. © 2013 IBM Corporation
  33. 33. The opportunity:Increase revenues generated by direct marketing by 30 percent Leaders grow revenue through personalized marketing to 60 million customers and realize gains in efficiency and ability to personalize interactions with customers. Telefonica Vivo did. © 2013 IBM Corporation
  34. 34. The opportunity:Increase precision marketing with unique promotions up 600% Leaders use behavioral intelligence in real time to drive a unique customer experience with personalized promotions. Li Ning Sports Goods did.34 © 2013 IBM Corporation
  35. 35. The opportunity:Have personal marketing that drives conversions to sales up by 1700% Leaders deliver targeted, relevant e-mail and boost revenue by 2500% and drive conversions to sales up by 1700%. L’OCCITANE EN PROVENCE did. © 2013 IBM Corporation
  36. 36. The opportunity:Double and triple digit increase in revenue and click through rates Leaders eliminate generic messaging in favor of targeted cross-channel communications tailored to the customer interests and preferences Motorola Mobility did.36 © 2013 IBM Corporation
  37. 37. The opportunity:Deliver a personalized experience and increase sales per visitor 41% Leaders leverage visitor behavior to drive a personal experience to increase sales per visitor 41% and coupon redemptions up 200%. PETCO did.37 © 2013 IBM Corporation
  38. 38. The opportunity:Improve price image and pricing operations over the entire lifecycle Leaders grow key categories by incorporating shopper-focused pricing and markdown strategies that are localized to each individual store. Radio Shack did.38 © 2013 IBM Corporation
  39. 39. The opportunity:Reduce customer churn and boost ROI by 376% Leaders identify customers with a high likelihood to churn and proactively contact them, improving customer retention and profits. XO Communications did.39 © 2013 IBM Corporation
  40. 40. The opportunity:Deliver a seamless customer experience across all channels Leaders embrace a multichannel strategy and enable customers to shop, buy and pickup where they want and ensure seamless delivery and integration from their suppliers to their customers. Argos did.40 © 2013 IBM Corporation
  41. 41. The opportunity:Improve sales by sharing global inventory visibility with customers Leaders drive a seamless, flexible supply chain to meet the needs of their customer by sharing inventory visibility to ensure they can sell or have what they need. Husqvarna did.41 © 2013 IBM Corporation
  42. 42. The opportunity:Engage customers in a collaborative retail experience Leaders turn a typical retail business into a close-knit community through social networking capabilities across its retail channels. Moosejaw Mountaineering did.42 © 2013 IBM Corporation
  43. 43. The opportunity:Deliver a strong B2B storefront processing 15K orders a month Leaders offers B2B storefronts processing over 15K orders a month for their owned and operated outlets seamlessly integrated with their back end systems for pricing, orders, catalogues and more. Office Brands did.43 © 2013 IBM Corporation
  44. 44. The opportunity:Leverage social programs to drive sales and ongoing engagement Leaders design social programs so their customers earn more as they shop and as they share, with up to 2.5% in cash rewards. SHOP.CA did.44 © 2013 IBM Corporation
  45. 45. The opportunity:Offer a personalized shopping experience across all channels Leaders give customers access to a portal tailored just for them, ensuring they can do business with you reliably and quickly. Staples did.45 © 2013 IBM Corporation
  46. 46. The opportunity:Enhance the customer experience and grow revenue to $1B 2011 Leaders establish a platform for growth for eCommerce and enhance the overall shopping experience to drive growth. did.46 © 2013 IBM Corporation
  47. 47. The opportunity:Provide new services and secure integration with trading partners Leaders introduce new customer services like opening an account at the ATM or ordering movie tickets in advance. Taishin Bank did.47 © 2013 IBM Corporation
  48. 48. The opportunity:Manage high volume while reducing processing time by 50% Leaders streamline processing by automating the data entry process of more 8,000+ subscription orders and marketing response cards arriving daily. Dow Jones did.48 © 2013 IBM Corporation
  49. 49. The opportunity:Improve customer experience and drive $1M profit per month Leaders truly understand their customer experience and find the problem areas and fix them. Taking out a single field from checkout, they were able to realize $1M in profits a month. Expedia did.49 © 2013 IBM Corporation
  50. 50. The opportunity:Automate billing and increase revenues by $870,000 annually Leaders accurately account for all customer services and transactions, and eliminate manual billing processes to uncover additional sources of revenue. J.B. Hunt did.50 © 2013 IBM Corporation
  51. 51. The opportunity:Improve conversion rates by 40% and reduced site defects by 82% Leaders diagnose and fix problems that cause failed customer experiences. The results were improved conversion rates by 40 percent, and reduced site defects by 82 percent. KwikFit did. Tealeaf is an IBM Comp any.51 © 2013 IBM Corporation
  52. 52. The opportunity:Increase efficiency and decrease economic resources 52% Leaders limit risks by compensating trading operations in real time, reducing the liquidity needs of trading organizations to complete operations. S.D.Indeval did.52 © 2013 IBM Corporation
  53. 53. Begin by assessing your ability to use customer insight effectively Can you measure How personalized and act upon and consistent is consumer sentiment the experience captured through you offer social media? customers? Do you have the Are you able to skills and tools to make adjustments generate to your business actionable based on customer insights? Can you use predictive customer insight? capabilities to drive campaigns and micro- targeting?53 © 2013 IBM Corporation
  54. 54. Make sure customers and partner engagement is a priority Is your brand Can you deliver a experience personalized consistent across experience to your all channels? customers? Do you have the Are your ability to sell customers moving complex to new channels configurable like social networks products and Can you deliver the and mobile? services? perfect order?54 © 2013 IBM Corporation
  55. 55. Ensure collaboration is seamless with partners and suppliers Do you know the Can your cost of doing customer and business with suppliers see into trading partners your supply manually? chain? Do you have too Can you reduce much risk and stock-outs, improve exposure with your customer satisfaction supply base and and still make your Can you expand your your contracts? margins? merchandise offerings without expanding inventory?55 © 2013 IBM Corporation
  56. 56. Market validation and leadershipIBM Emptoris: Leader IBM Unica: LeaderGartner Magic Quadrant: Telecom Gartner Magic Quadrant: Integrated Expense Management, Q2 2012 Marketing Mgmt, Q4 2012IBM Emptoris: Leader IBM Unica: LeaderGartner Magic Quadrant: Strategic Gartner Magic Quadrant: Multi-Channel Sourcing, Q1 2010 Campaign Mgmt, Q1 2012IBM Emptoris: Leader IBM Unica: LeaderForrester Wave™: Services Gartner Magic Quadrant: Marketing Resource Procurement, Q3 2010 Mgmt, Q1 2012IBM Emptoris: Leader IBM Unica: LeaderForrester Wave™: eSourcing, Q1 2009 Buy Market The Forrester Wave: Cross-Channel CampaignIBM Emptoris: Leader Mgmt, Q1 2012Forrester Wave™: Contract Life-Cycle IBM: Leader Management, Q2 2011 The Forrester Wave: Web Analytics, Q4 2011 IBM: Leader Digital Marketing Agencies, Gartner Magic Quadrant, Q4 2012 Service SellIBM: Leader IBM: LeaderGartner Magic Quadrant: Worldwide Gartner Magic Quadrant: E-Commerce, Q4 Customer Management Contact 2011 Center BPO, Q4 2011 IBM: LeaderIBM: Leader The Forrester Wave™: B2C eCommerceForrester Wave: Dynamic Case Suites, Q3 2012 Management, Q1 2011 IBM: Leader IBM: LeaderIBM: Leader Magic Quadrant: Business Intelligence Forrester Wave™: Global Commerce ServiceForrester Wave: Enterprise Feedback Platforms, Q1 2012 Providers, Q1 2012 Management, Q3 2011 IBM: Market Strength LeaderIBM Leader: Gartner Magic Quadrant: Hurwitz Predictive Analytics Victory Index, Electronic Content Management, Q3 2011 Q4 2012 IBM SPSS: Leader Hypatias Gal axy for Social Analytics and Intelligence, 201256 © 2013 IBM Corporation
  57. 57. The proof: Analyst perspective in 2011 and 2012 IBM named a IBM named a IBM named a IBM named a leader leader in leader in Business leader in Global in Customer Horizontal Portals Consulting Services Commerce Management Consulting Contract Center BPO57 © 2013 IBM Corporation
  58. 58. IBM’s integrated portfolio for Smarter Commerce Smarter Commerce Services Core Business Solutions and Processes BUY MARKET SELL SERVICE Adaptive Targeted and Seamless Anticipate procurement and personalized cross-channel behavior and optimized supply marketing across customer deliver flawless chain all channels experience customer service Business Analytics IBM SmartCloud Solutions, Computing and Infrastructure58 © 2013 IBM Corporation
  59. 59. We have invested in leading capabilities to transform your businessLEADER in procurement LEADER in merchandising Buy Market • SellLEADER in B2B and Order Buy Market LEADER in campaign Management Buy Market management Service Sell Buy • Sell Service Sell Market LEADER in customer experience management LEADER in digital marketing Market • Sell • Service Market59 © 2013 IBM Corporation
  60. 60. IBM’s integrated portfolio for Smarter Commerce Smarter Commerce Services Strategy | IBM Interactive | Systems Integration | Smarter Analytics | Managed Services | Application Management Core Business Solutions and Processes Buy Market Sell Service Supplier Integration & Customer Experience Cross-channel Selling Delivery, Service, & Collaboration Management Order Management & Support Supply Chain Management Cross-channel Marketing Fulfillment Customer Self-Service Accounts Payable Optimization Customer Integration & Case Management Source to Contract Price, Promotion & Product Collaboration Supplier Management Risk Mix Optimization Store Solutions and Compliance Marketing Performance Payments & Settlements Optimization Digital Marketing Optimization Customer Analytics Marketing Performance Analytics Business Analytics IBM SmartCloud Solutions, Computing and Infrastructure60 © 2013 IBM Corporation
  61. 61. “BUY” processes and capabilities Strategic supply chain management Supplier B2B integration Buy Supplier collaboration Supplier Integration and Supplier performance analytics and compliance Management Supply Chain Management Supply chain visibility Accounts Payable Source to Contract Inventory management and optimization Supplier Management Risk and Compliance Automated accounts payable Warehouse management Transportation management61 © 2013 IBM Corporation
  62. 62. Smarter Commerce MarketPersonalized and targeted marketing across channels IBM core process capabilities: Smarter Commerce Market Cross-channel Marketing Optimization enables you to have deep Customer Experience Management awareness with a 360- Digital Marketing Optimization degree insight about your Marketing Performance Optimization customers, and drive Price, Promotion and Product Mix Optimization targeted marketing Customer Analytics Marketing Performance Analytics programs that improve conversions and ROI.62 © 2013 IBM Corporation
  63. 63. “Market” processes and capabilities Identify opportunities and predict marketing outcomes Decide on the best message or offer to extend, Market in any channel Cross-Channel Ma rketing Opti miza tion Deliver messages and retain a memory of Cus tomer Experience Management Di gi tal Ma rketing Optimi za tion interactions Ma rketing Performance Determine optimum pricing, facilitate cross Opti miza tion Pri ce, Promotion and Product Mi x channel planning, design, execution and Opti miza tion measurement Cus tomer Analyti cs Ma rketing Performance Anal yti cs Advanced analytics to continually improve marketing63 © 2013 IBM Corporation
  64. 64. Smarter Commerce SellSeamless cross-channel customer experience IBM core process capabilities: Smarter Commerce Sell delivers seamless cross- Cross-Channel Selling channel customer Order Management and Fulfillment experience and ensures Customer Integration and Collaboration flexibility to enable secure, Store Solutions reliable delivery and real- Payments and Settlements time insight for next generation commerce.64 © 2013 IBM Corporation
  65. 65. “SELL” processes and capabilities Provide customers and partners with a seamless end-to-end cross-channel multi-tier Sell and highly personalized buying experience Cross-channel Selling Order Management and Support any level of complexity and sales Fulfillment model Customer Integration and Collaboration Orchestrate orders across extended value Store Solutions chains Payments and Settlements Advanced analytics to continually improve sales operations65 © 2013 IBM Corporation
  66. 66. Smarter Commerce ServiceAnticipate behavior and deliver flawless customer service IBM core process capabilities: Smarter Commerce Service provides relevant, value- Delivery, Service and Support Customer Self Service added services that nurture Case Management customer relationships to improve revenue and customer loyalty while reducing care costs.66 © 2013 IBM Corporation
  67. 67. “Service” processes and capabilities Deliver product or services via preferred channel Offering carefully targeted, value added services Service during support interactions Provide support/service personnel and Delivery, Service, & Support customers with current, accurate and complete Customer Self-Service information regarding products, services, Case Management promotions, policies and procedures Facilitate first call resolution Advanced analytics to continually improve delivery, service and support efficiently67 © 2013 IBM Corporation
  68. 68. Business AnalyticsImprove customer experiences by embedding actionable insightsinto operational processes IBM core analytics capabilities: IBM Business Analytics help Customer Analytics you understand the key Operational Analytics “moments of truth” that Threat and Fraud Analytics can have dramatic impact Spend Analytics on your business and Web Analytics Social Media Analytics customer experience. Marketing Performance Analytics68 © 2013 IBM Corporation