Document is aimed to breakdown overview an amplification strategy, leveraging digital tools - when relevant!

1. From millions to billions
Marc-Alexandre Cartiant
2022-04-28

2. Part 1: Looking at our current CRM Loyalty App, EC store,
and overall innovative opportunities in our stores, what would
be the
fi
rst steps you would choose and why?

3. Step 1: Data collection
Management has to:
- Describe the corporate OKR
- Describe the perceived pain-points
- Share the following data:
- average basket value (of
fl
ine-online)
- order volume per SKUs/Category
- how many clients total/new/recurring (how does the 1M/year splits
between online and of
fl
ine) -month/day
- POS: how much was already invested?
- POS: what is used how it can be connected with 3rd part systems?
- what kind of setup is required with the inventory management

4. Step 2: Roadmap
Removing
fi
ctions Accelerating innovation Saving cost
In-store - POS and stock management - Mobile order and pay
Mobile/Web
application
- Fixing the UI/UX of the app
- Royalty program
- Implement NFT
- Vendor Management
External EC-site(s) - Af
fi
liate - leveraging dark stores?
Management has to settle priority on 3 axes:
1. removing
fi
ction -> revenue loss prevention
2. accelerating innovation -> revenue augmentation or at least, matching
competition
3. cost saving
For each “business unit”:
1. in-store,
2. mobile/web application
3. External EC-site(s) -> outside
The expected result is to have a consensus from the Management on the key
priorities based on a matrix - similar to the example below- for year Q1/Q2.

5. Step 3: OKR de
fi
nition for Quarter 1 (Example)
Objective: Make the mobile experience great again to increase loyalty and e-commerce
Key results How to
App/mobile engagement to increase by
10%
Fix the broken
fl
ows in the existing
app
App conversion to increase by 10%
Implement the concept of NFT
badges
CEO’s time managing digital vendor for
the app to be reduced to 0
Operations hand-over
OKR for Q2 will depend on step 1 and step 2

6. Part 2: You are in charge to source a high-performing team
and coordinate with engineers, Restaurant Operations, and
other team members.Who would you get on board and why?
Which solutions would you build in-house and which would
you outsource?

7. In-house vs outsource depends on:
1. The type of work to be created and maintained overtime
2. Redundant resources to take-on the work
3. Speed, quality, cost (direct and management)
Step 1: Assessment
Sourcing criteria when assessing a supplier/employee
• Someone/company I’ve worked with in the past
• Portfolio
• Experience
• Google check
• Means of introduction
• Field test if possible

8. Step 2: Example of stakeholders sourcing
Item Example of choice Why
Services architecture
Expert in Services
Architecture for 20 years
Design - Information Architecture -
Surface Design
Built the app of one of
the biggest food chain
stores in Japan
5 stars rated)
EC-Commerce platform to manage
crafted customer journey
POS integration
Knows POS for decades,
including catering
Operations optimisation
Knows Retail for
Decades
Customer support integration and
process automation
Knows SMEs for
decades
All those people have a solid background in their respective
fi
elds.

9. Part 3: (multiples points)

10. How would you upgrade our backendTools to optimize store
operations (ie. Shiftplanning, Revenue Forecasting etc.)?
Step 1: Investigation
- Why upgrading?
- What are the issues with the current tool?
- What are the critical backend tools missing for now?
Step 2: Selection (depends on the above)
Step 3: IT operations of the upgrade
Depends on:
- If a downtime is acceptable or not
- If there’s data migration or not
- If there’s a progressive deployment (ex: 1 store one by one or “big-
bang”)
- The impact of the change (same vendor/system) -> something
completely new?
- Change management preparation for the staff

11. Which other tech advancements would you like to introduce
and why?
STEP 1: Analyse
- Gather from multiple stakeholders (including end-users) and retail-tech intelligences
opportunities
- De
fi
ne and factorise opportunity in terms of cost development/deployment/change
management
- Experiment as a hands-on "POC" and con
fi
rm the ROI of new technology (via A-B
testing by comparing stores)
- Pilot the deployment by calculating the cost (guidelines and procedures to validate)
- Prioritize the change in the roadmap among the other features using forecasted ROI/
OKR

12. Thank you !
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Marc-Alexandre Cartiant