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5 strategic decisions - doro, itmirror, omnichannel, organizational structure

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Material de apoyo de la conferencia magistral dictado por Mariano
Faria Gomide coCEO de VTEX en el EICOM Executive Program for Digital Transformation + detalles en https://eicom.org/

Published in: Business
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5 strategic decisions - doro, itmirror, omnichannel, organizational structure

  1. 1. mariano@vtex.com linkedin.com/in/mariano-gomide-de-faria-vtex What's next
  2. 2. DORO AOV KPIs FOR OMNICHANNEL COMMERCE DORO
  3. 3. DORO
  4. 4. DORO AOV DIRECT & ORGANIC RECURRING ORDERS DORODORO
  5. 5. DORO AOV AVERAGE ORDER VALUE DORO
  6. 6. 8.100 6.500 2.100 1.600 Number of customers # DORO (Last Year Direct & Organic Recurring Orders -1) 800 100 0 1 2 3 4 5 DORO
  7. 7. 0 1 2 3 4 5 2,27 AVERAGE 25252 CUSTOMERS ABOVE16700 CUSTOMERS BELOW # DORO (Last Year Direct & Organic Recurring Orders -1) DORO
  8. 8. Customer Magic Quadrant AverageOrderValue Direct & Organic Recurring Order DORO
  9. 9. 2,27 AVG 70 AVG 0 Customer Magic Quadrant AverageOrderValue Direct & Organic Recurring Order DORO
  10. 10. Customer Magic Quadrant AverageOrderValue Direct & Organic Recurring Order Q1 CHAMPS Q2 BIRDS Q3 PUPPIES Q4 CATS DORO
  11. 11. Q1 CHAMPS Q2 BIRDS Q3 PUPPIES Q4 CATS Customer Magic Quadrant AverageOrderValue Direct & Organic Recurring Order The Q1 defines your best customers (the ones that are loyal and buy high values) DORO
  12. 12. Q1 CHAMPS Q2 BIRDS Q3 PUPPIES Q4 CATS The Q2 are the ones with high organic recurrence rate but small sized baskets Customer Magic Quadrant AverageOrderValue Direct & Organic Recurring Order DORO
  13. 13. Q1 CHAMPS Q2 BIRDS Q3 PUPPIES Q4 CATS The Q3 are the ones with less recurrence and low AOVs Customer Magic Quadrant AverageOrderValue Direct & Organic Recurring Order DORO
  14. 14. Q1 CHAMPS Q2 BIRDS Q3 PUPPIES Q4 CATS The Q4 are the ones with high basket size, but low recurrence. Customer Magic Quadrant AverageOrderValue Direct & Organic Recurring Order DORO
  15. 15. 2,27 AVG 1Q17 2,35 AVG 2Q17 2,51 AVG 4Q17 77 AVG 4Q17 76 AVG 3Q17 75 AVG 2Q17 70 AVG 1Q17 2,47 AVG 3Q17 AverageOrderValue Direct & Organic Recurring Order DORO
  16. 16. 2,27 AVG 1Q17 2,35 AVG 2Q17 2,51 AVG 4Q17 77 AVG 4Q17 76 AVG 3Q17 75 AVG 2Q17 70 AVG 1Q17 2,47 AVG 3Q17 AverageOrderValue Direct & Organic Recurring Order DORO
  17. 17. I.T. MIRROR
  18. 18. I.T. MIRROR
  19. 19. TYPING SPECIALIST TYPING SPECIALIST TYPING SPECIALIST TYPING SPECIALISTTYPING SPECIALIST TYPING SPECIALIST TYPING SPECIALIST I.T. MIRROR ONE I.T. POOL SERVING THE WHOLE COMPANY ? I.T. MIRROR
  20. 20. I.T. MIRROR I.T. MIRROR
  21. 21. ONE CODING POOL SERVING THE WHOLE COMPANY I.T. MIRROR I.T. MIRROR
  22. 22. ? PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS I.T. MIRROR WHAT IS THE NEW I.T. ROLE? PROGRAMMING SKILLS I.T. MIRROR
  23. 23. ? PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS PROGRAMMING SKILLS I.T. MIRROR WHAT IS THE NEW I.T. ROLE? PROGRAMMING SKILLS I.T. MIRROR
  24. 24. CEO SALES VP OPERATIONS VP MARKETING VP TECHNOLOGY VP I.T. MIRROR I.T. MIRROR
  25. 25. TECHNOLOGY VP What's your ambition? I.T. MIRROR I.T. MIRROR
  26. 26. The solution: The I.T. Mirror is currently solving this conceptual issue, until the time comes when all professionals at every level will have programing skills. The current business paradox: Those familiar with IT don’t know the business, and those familiar with business do not know IT.
  27. 27. CEO SALES VP OPERATION S VP MARKETING VP CEO I.T. MIRROR SALES VP I.T. MIRROR MARKETING VP I.T. MIRROR OPERATION S VP I.T. MIRROR I.T. MIRROR I.T. MIRROR
  28. 28. C2Y OMNICHANNEL
  29. 29. What's fire and what's smoke 1. Totens 2. Instore Pick-up points location (front x back) 3. Stock integration x DC to Store 4. Customer Care as Self Management Task 5. Store Payroll - Stop paying commision 6. POS integration x separate system 7. Authentication 8. Payment Stations 9. Delivery from Store 10.Space alocation / reservation 11.High peak protocols 12.Global Availability Zone 13.Third party Point of Trust
  30. 30. The current business paradox: It is almost impossible to personalize omnicommerce approach. The solution: Use a simple approach to treat your clients as they treat you. Use it to differentiate customer engagement, more than messages/campaign.
  31. 31. BRAND by OPEX GO GLOBAL
  32. 32. TO THINK
  33. 33. TO THINK
  34. 34. How to create brand? Brand
  35. 35. TO THINK 130M Euros in 4 years
  36. 36. How Hawkers is creating a brand? OPEX 18%-25% Marketplaces 10%-20% Celebrities 10% Retarketing CAPEX
  37. 37. CASE ALL SAINTS 33% online
  38. 38. GBP 6.00 & 8 days CASE INTIMISSIMI - RUSSIA
  39. 39. CASE INTIMISSIMI GBP 6.00 & 8 days
  40. 40. CASE INTIMISSIMI GBP 6.00 & 8 days
  41. 41. 600MTO DO: SPREAD THE NEWS BY OPEX
  42. 42. TO ANALYZE 42% Amazon UK comes from China
  43. 43. ORGANIZATIONAL STRUCTURE ISU INDEPENDENT SERVICE UNITS
  44. 44. RETAIL REINVENTED OMNI CHANNEL ASSETS Search Online - Webstore Online - Mobile Picking In-store - Físico Online - In-store Per client Picking Express (1-3h picking) Cross Docking Picking 1day Pago InStore - Cashier Online Mobile Online - Webstore Online - In-store Delivery User Collect Drive Through Delivery Callcenter Cash On Delivery User Carry Customer Engagement Management Door to door Cross Country Payment TO THINK
  45. 45. TO STUDY PUMP
  46. 46. STOP THINKING START EXECUTING
  47. 47. mariano@vtex.com linkedin.com/in/mariano-gomide-de-faria-vtex Thank you

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