Lojas Renner S.A. presented its businesses and strategic priorities in September 2019. It operates apparel retail brands such as Renner, Camicado, and Youcom, with over 500 stores in Brazil. The company aims to integrate its sales channels, use data-driven decision making across the product lifecycle, and create a single customer view. These strategic priorities are focused on maximizing customer communication, personalizing the shopping experience, and generating exceptional results through its digital transformation.
The document is an institutional presentation by Lojas Renner S.A. outlining their businesses and strategic priorities. It discusses their apparel retail business which includes brands like Renner, Camicado, and Youcom. It notes opportunities for market consolidation given the fragmented nature of the Brazilian apparel market. The presentation outlines strategic priorities such as omni-channel transformation, data-driven product decisions, and creating a customer single-view to improve the shopping experience and generate more results.
Integrating Offline & Online Channels for B2B MarketingDun & Bradstreet
This document discusses how integrating offline and online channels is key for effective B2B marketing. It notes that the buyer's journey now includes both digital and in-person elements. Data serves as the glue that can connect online and offline marketing activities by establishing a common view of prospects and customers across channels. The document advocates using data to align tactics, personalize experiences, and provide a consistent view of key metrics in order to maximize campaign ROI and satisfaction.
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
Gartner is a leading research and advisory firm that serves over 11,500 clients in 85 countries. They provide insights into 1,900 technologies through research conducted by their community of 775 analysts. Their insights help clients realize $450 million in annual cost savings and improve business performance. Gartner interacts extensively with CIOs and technology leaders through conferences, briefings, and individual consultations to help clients make informed decisions.
The Heart of every Business is Digital Marketing, the way to promote your Business Online and get reached to Audience. When it comes to marketing we have to adapt the technology with regular updates. There are new marketing new and trending updates of 2019, which are:-
The document discusses how sales professionals can use digital tools like LinkedIn to generate leads and close sales with modern buyers. It emphasizes adapting to Buyer 2.0, who now researches online extensively before engaging with salespeople. Specifically, it recommends social selling techniques like mining connections on LinkedIn, building credibility through one's online profile, and requesting meetings with prospects in order to generate appointments, assessments, proposals and close sales.
Lojas Renner S.A. presented its business strategy and priorities in December 2019. It aims to maximize customer communication, create a personalized customer relationship, and improve the fashion trend selection process using predictive analysis. Key strategic priorities include developing a customer single-view, implementing data-driven product decisions, integrating sales channels, and consolidating the apparel retail market through new store openings. The presentation highlights Lojas Renner's consistent value creation through market share gains and margin improvements.
The document is an institutional presentation by Lojas Renner S.A. outlining their businesses and strategic priorities. It discusses their apparel retail business which includes brands like Renner, Camicado, and Youcom. It notes opportunities for market consolidation given the fragmented nature of the Brazilian apparel market. The presentation outlines strategic priorities such as omni-channel transformation, data-driven product decisions, and creating a customer single-view to improve the shopping experience and generate more results.
Integrating Offline & Online Channels for B2B MarketingDun & Bradstreet
This document discusses how integrating offline and online channels is key for effective B2B marketing. It notes that the buyer's journey now includes both digital and in-person elements. Data serves as the glue that can connect online and offline marketing activities by establishing a common view of prospects and customers across channels. The document advocates using data to align tactics, personalize experiences, and provide a consistent view of key metrics in order to maximize campaign ROI and satisfaction.
The ultimate guide to the new buyers journeyMarketBridge
At MarketBridge we have the privilege of working with hundreds of marketing and sales leaders every month. In those discussions one thing is abundantly clear: the customer buying journey is rapidly changing and organizations are struggling to keep up.
These dramatic shifts in buying behavior are well documented; independent research by Gartner and Forrester suggests that by 2020,
Gartner is a leading research and advisory firm that serves over 11,500 clients in 85 countries. They provide insights into 1,900 technologies through research conducted by their community of 775 analysts. Their insights help clients realize $450 million in annual cost savings and improve business performance. Gartner interacts extensively with CIOs and technology leaders through conferences, briefings, and individual consultations to help clients make informed decisions.
The Heart of every Business is Digital Marketing, the way to promote your Business Online and get reached to Audience. When it comes to marketing we have to adapt the technology with regular updates. There are new marketing new and trending updates of 2019, which are:-
The document discusses how sales professionals can use digital tools like LinkedIn to generate leads and close sales with modern buyers. It emphasizes adapting to Buyer 2.0, who now researches online extensively before engaging with salespeople. Specifically, it recommends social selling techniques like mining connections on LinkedIn, building credibility through one's online profile, and requesting meetings with prospects in order to generate appointments, assessments, proposals and close sales.
Lojas Renner S.A. presented its business strategy and priorities in December 2019. It aims to maximize customer communication, create a personalized customer relationship, and improve the fashion trend selection process using predictive analysis. Key strategic priorities include developing a customer single-view, implementing data-driven product decisions, integrating sales channels, and consolidating the apparel retail market through new store openings. The presentation highlights Lojas Renner's consistent value creation through market share gains and margin improvements.
This document discusses how unifying planning and sourcing can help fashion retailers increase revenue by better managing risk. It outlines the planning challenges retailers face with fast fashion cycles and multiple channels. Unifying planning and sourcing gives visibility across the supply chain to make better decisions. This allows retailers to calculate risk and optimize inventory allocation based on demand signals. The document provides examples of how retailers can improve outcomes in different risk scenarios. It emphasizes that overcoming silos through technology is key to coordinated planning and increased profits.
The document discusses optimizing the customer experience across channels by using data and analytics. It notes that customers expect consistent experiences and will go elsewhere if a company cannot provide value. The key is to optimize the customer journey through business rules, machine learning, and personalization. Having a single customer view, delivering real-time experiences, and knowing all available data are important to engaging customers effectively.
Lojas Renner S.A. is a Brazilian retail company that operates various apparel and home goods brands across Brazil. The document provides an overview of the company, including its history, brands, store count and geographical presence. It discusses the company's consistent positioning targeting women ages 18-39 in social classes A-C+, its competitive advantages like a lifestyle-focused multi-brand approach, and its business model that is aligned with global benchmarks in the retail industry. The company has experienced strong growth and shareholder returns due to its solid corporate culture, focus on the customer experience, and ability to continually improve and update its operations.
Digital transformation in retail is necessary for businesses to keep up with changing customer expectations and the competitive market. The top trends in 2019 include focusing on the customer experience through both real and digital channels, accelerating delivery times and increasing visibility, personalizing services across multiple channels, simplifying and securing payment processes, and utilizing technologies like AI, IoT, cloud computing, and augmented reality to improve strategic planning, operations, and the customer experience. As technologies continue to evolve, digital transformation will help retailers increase efficiency and remain relevant.
Go-to browsing channels vary
*(38%) start on Amazon
* (35%) search engines
* (21%) brand or retaile web sites
* (6%) e-Commerce marketplaces, such as eBay and Etsy
This document provides an overview of Lojas Renner S.A., a Brazilian retail company. It discusses the company's businesses including its apparel retail, home decor, and lifestyle store brands. It operates 597 stores in Brazil and has a growing e-commerce business. The company aims to integrate its online and offline sales channels to provide an omnichannel customer experience. It is pursuing several strategic priorities like developing a single customer view using data, optimizing inventory allocation and product assortments using AI, and transforming systems to enable an integrated shopping experience across channels. Recent updates on its digital transformation initiatives show strong growth in online sales and new customer acquisition as it works to realize its vision.
Whether your target account list is 500 or 5,000, measurement is key. While ACV is a primary benefit of ABM, it can take upwards of a year to prove your strategy. So what are the leading indicators of success? How do you know your ABM strategy is heading in the right direction? Join Demandbase as we walk through the steps to ensure you are set up to succeed. (We'll let you in on a secret: it starts with measurement!)
For the past 4 years, Demac Media has published a quarterly benchmark report to help retailers put their numbers in the context of their peers, and prepare for the quarter ahead.
In this edition of our Benchmark Report, we are highlighting the most important datapoints and trends we use to prepare our customers for growth.
Lojas Renner is a Brazilian fashion retailer with 509 stores across Brazil and Uruguay. In 2017, the company had total gross revenue of R$9.6 billion and over 20,000 employees. Lojas Renner operates three main brands - Renner, Camicado, and Youcom - which target different age groups and social classes. The company has pursued consistent growth through corporate culture focused on simplicity, focus, and customer enchantment. Lojas Renner also maintains a competitive advantage through its multi-brand portfolio that offers different lifestyle options to customers.
Lojas Renner is a Brazilian retail company with over 500 stores in Brazil, Uruguay, and online. It operates stores under three brands: Renner, Camicado, and Youcom. In 2017, Lojas Renner had total gross revenue of R$9.6 billion. It has built a strong corporate culture focused on enchanting customers and has consistently positioned itself as the brand for the modern woman by offering fashionable styles at competitive prices. Lojas Renner's consistent market positioning, competitive advantages like its culture of enchantment, and business model focusing on the lifestyle of different customer groups have contributed to its success.
This document discusses how B2B sales and marketing is facing unprecedented changes, including more complex buying environments with more decision makers involved in each deal. It notes that companies are not effectively leveraging the massive amount of data and insights available to improve sales processes. The document advocates for using a sales acceleration approach enabled by D&B data and solutions to more effectively target accounts, understand customers, engage with relevance, and ultimately improve key sales metrics and drive growth. It describes D&B Hoovers capabilities and how customers have benefited from increased lead generation, faster pipeline growth, higher win rates, and overall revenue growth when using a sales acceleration approach.
SaaS Metrics Masterclass: What Key Business Metrics, Pricing Strategies, and ...saastr
Stripe's Head of France & Southern Europe's Guillaume Princen's SaaStr Europa 2018 presentation on the key business metrics, pricing, and billing models every SaaS company should track.
Amazon has a 47% share of the US ecommerce market compared to 14.5% for the next three competitors combined. Consumer goods leaders see Amazon as a critical threat and 68% believe consumers are more loyal to Amazon than their own brands. The document seeks to debunk common myths about investing and advertising on Amazon, noting that the right approach depends on short and long-term goals, requires understanding multiple metrics and the whole business model, and that Amazon reviews and custom creative are important factors for success on the platform.
Best Practices to Boost Marketing Efficiency while Decreasing Cost Per Sale.pdfAggregage
This document discusses how companies can optimize their marketing and sales processes using first-party data. It recommends that companies (1) use their website data to understand customers and prioritize accounts, (2) leverage first-party data from various sources to personalize marketing campaigns at each stage of the buying funnel, and (3) integrate marketing and sales workflows to allow for more personalized follow up by sales reps based on prospects' website activity and content consumption. The overarching message is that companies need to better utilize first-party digital interactions and anonymous website data to drive more effective go-to-market strategies.
Financial Services Procurement in a Digital World - 56608SAP Ariba Live 2018
Join us to learn how innovative technologies such as expansive business networks, guided buying, and supplier risk management are paving the way to procurement excellence while keeping spend under control. Understand why the digitalization of procurement processes can help transform your business and drive economic value.
The document discusses challenges facing Canadian retailers in creating personalized customer experiences. It outlines that Canadian shoppers now expect seamless omni-channel experiences but many retailers struggle to understand customers and integrate channels. The report advocates that retailers must refocus on customers by analyzing their shopping journeys and using insights from engagement to improve loyalty programs and personalization.
This document provides guidance on developing media budgets by analyzing three key areas: the consumer, business objectives, and the competitive marketplace. It recommends identifying the core target consumer and their media consumption habits to focus budgets. Objectives, timing, geography, and retailers' needs should also influence budget allocation. Analyzing competitors' spending, digital strategy, and campaign quality can provide benchmarks for budget setting, as increased share of voice is linked to gaining market share. Both traditional and digital campaigns require quality messaging to drive engagement.
A apresentação institucional fornece um resumo das principais informações sobre a Lojas Renner S.A., incluindo: 1) Sua posição de liderança no varejo de vestuário no Brasil, com 597 lojas e foco no público feminino; 2) Seus diferenciais competitivos como posicionamento consistente, proposta de valor clara e experiência omnicanal; 3) Suas prioridades estratégicas como a transformação digital, a visão única do cliente e a integração dos canais online e offline.
O documento fornece uma visão geral da Lojas Renner S.A., incluindo seus negócios principais de varejo de vestuário, prioridades estratégicas como o ciclo digital, transformação omni e projetos estruturantes para melhorar a experiência do cliente.
This document discusses how unifying planning and sourcing can help fashion retailers increase revenue by better managing risk. It outlines the planning challenges retailers face with fast fashion cycles and multiple channels. Unifying planning and sourcing gives visibility across the supply chain to make better decisions. This allows retailers to calculate risk and optimize inventory allocation based on demand signals. The document provides examples of how retailers can improve outcomes in different risk scenarios. It emphasizes that overcoming silos through technology is key to coordinated planning and increased profits.
The document discusses optimizing the customer experience across channels by using data and analytics. It notes that customers expect consistent experiences and will go elsewhere if a company cannot provide value. The key is to optimize the customer journey through business rules, machine learning, and personalization. Having a single customer view, delivering real-time experiences, and knowing all available data are important to engaging customers effectively.
Lojas Renner S.A. is a Brazilian retail company that operates various apparel and home goods brands across Brazil. The document provides an overview of the company, including its history, brands, store count and geographical presence. It discusses the company's consistent positioning targeting women ages 18-39 in social classes A-C+, its competitive advantages like a lifestyle-focused multi-brand approach, and its business model that is aligned with global benchmarks in the retail industry. The company has experienced strong growth and shareholder returns due to its solid corporate culture, focus on the customer experience, and ability to continually improve and update its operations.
Digital transformation in retail is necessary for businesses to keep up with changing customer expectations and the competitive market. The top trends in 2019 include focusing on the customer experience through both real and digital channels, accelerating delivery times and increasing visibility, personalizing services across multiple channels, simplifying and securing payment processes, and utilizing technologies like AI, IoT, cloud computing, and augmented reality to improve strategic planning, operations, and the customer experience. As technologies continue to evolve, digital transformation will help retailers increase efficiency and remain relevant.
Go-to browsing channels vary
*(38%) start on Amazon
* (35%) search engines
* (21%) brand or retaile web sites
* (6%) e-Commerce marketplaces, such as eBay and Etsy
This document provides an overview of Lojas Renner S.A., a Brazilian retail company. It discusses the company's businesses including its apparel retail, home decor, and lifestyle store brands. It operates 597 stores in Brazil and has a growing e-commerce business. The company aims to integrate its online and offline sales channels to provide an omnichannel customer experience. It is pursuing several strategic priorities like developing a single customer view using data, optimizing inventory allocation and product assortments using AI, and transforming systems to enable an integrated shopping experience across channels. Recent updates on its digital transformation initiatives show strong growth in online sales and new customer acquisition as it works to realize its vision.
Whether your target account list is 500 or 5,000, measurement is key. While ACV is a primary benefit of ABM, it can take upwards of a year to prove your strategy. So what are the leading indicators of success? How do you know your ABM strategy is heading in the right direction? Join Demandbase as we walk through the steps to ensure you are set up to succeed. (We'll let you in on a secret: it starts with measurement!)
For the past 4 years, Demac Media has published a quarterly benchmark report to help retailers put their numbers in the context of their peers, and prepare for the quarter ahead.
In this edition of our Benchmark Report, we are highlighting the most important datapoints and trends we use to prepare our customers for growth.
Lojas Renner is a Brazilian fashion retailer with 509 stores across Brazil and Uruguay. In 2017, the company had total gross revenue of R$9.6 billion and over 20,000 employees. Lojas Renner operates three main brands - Renner, Camicado, and Youcom - which target different age groups and social classes. The company has pursued consistent growth through corporate culture focused on simplicity, focus, and customer enchantment. Lojas Renner also maintains a competitive advantage through its multi-brand portfolio that offers different lifestyle options to customers.
Lojas Renner is a Brazilian retail company with over 500 stores in Brazil, Uruguay, and online. It operates stores under three brands: Renner, Camicado, and Youcom. In 2017, Lojas Renner had total gross revenue of R$9.6 billion. It has built a strong corporate culture focused on enchanting customers and has consistently positioned itself as the brand for the modern woman by offering fashionable styles at competitive prices. Lojas Renner's consistent market positioning, competitive advantages like its culture of enchantment, and business model focusing on the lifestyle of different customer groups have contributed to its success.
This document discusses how B2B sales and marketing is facing unprecedented changes, including more complex buying environments with more decision makers involved in each deal. It notes that companies are not effectively leveraging the massive amount of data and insights available to improve sales processes. The document advocates for using a sales acceleration approach enabled by D&B data and solutions to more effectively target accounts, understand customers, engage with relevance, and ultimately improve key sales metrics and drive growth. It describes D&B Hoovers capabilities and how customers have benefited from increased lead generation, faster pipeline growth, higher win rates, and overall revenue growth when using a sales acceleration approach.
SaaS Metrics Masterclass: What Key Business Metrics, Pricing Strategies, and ...saastr
Stripe's Head of France & Southern Europe's Guillaume Princen's SaaStr Europa 2018 presentation on the key business metrics, pricing, and billing models every SaaS company should track.
Amazon has a 47% share of the US ecommerce market compared to 14.5% for the next three competitors combined. Consumer goods leaders see Amazon as a critical threat and 68% believe consumers are more loyal to Amazon than their own brands. The document seeks to debunk common myths about investing and advertising on Amazon, noting that the right approach depends on short and long-term goals, requires understanding multiple metrics and the whole business model, and that Amazon reviews and custom creative are important factors for success on the platform.
Best Practices to Boost Marketing Efficiency while Decreasing Cost Per Sale.pdfAggregage
This document discusses how companies can optimize their marketing and sales processes using first-party data. It recommends that companies (1) use their website data to understand customers and prioritize accounts, (2) leverage first-party data from various sources to personalize marketing campaigns at each stage of the buying funnel, and (3) integrate marketing and sales workflows to allow for more personalized follow up by sales reps based on prospects' website activity and content consumption. The overarching message is that companies need to better utilize first-party digital interactions and anonymous website data to drive more effective go-to-market strategies.
Financial Services Procurement in a Digital World - 56608SAP Ariba Live 2018
Join us to learn how innovative technologies such as expansive business networks, guided buying, and supplier risk management are paving the way to procurement excellence while keeping spend under control. Understand why the digitalization of procurement processes can help transform your business and drive economic value.
The document discusses challenges facing Canadian retailers in creating personalized customer experiences. It outlines that Canadian shoppers now expect seamless omni-channel experiences but many retailers struggle to understand customers and integrate channels. The report advocates that retailers must refocus on customers by analyzing their shopping journeys and using insights from engagement to improve loyalty programs and personalization.
This document provides guidance on developing media budgets by analyzing three key areas: the consumer, business objectives, and the competitive marketplace. It recommends identifying the core target consumer and their media consumption habits to focus budgets. Objectives, timing, geography, and retailers' needs should also influence budget allocation. Analyzing competitors' spending, digital strategy, and campaign quality can provide benchmarks for budget setting, as increased share of voice is linked to gaining market share. Both traditional and digital campaigns require quality messaging to drive engagement.
A apresentação institucional fornece um resumo das principais informações sobre a Lojas Renner S.A., incluindo: 1) Sua posição de liderança no varejo de vestuário no Brasil, com 597 lojas e foco no público feminino; 2) Seus diferenciais competitivos como posicionamento consistente, proposta de valor clara e experiência omnicanal; 3) Suas prioridades estratégicas como a transformação digital, a visão única do cliente e a integração dos canais online e offline.
O documento fornece uma visão geral da Lojas Renner S.A., incluindo seus negócios principais de varejo de vestuário, prioridades estratégicas como o ciclo digital, transformação omni e projetos estruturantes para melhorar a experiência do cliente.
1) O documento apresenta a Lojas Renner S.A., incluindo seus negócios, prioridades estratégicas e projetos estruturantes.
2) As prioridades estratégicas incluem a Visão Única do Cliente, Data Driven Decision para o Ciclo de Vida do Produto e Transformação Omni.
3) Os projetos estruturantes visam melhorar a experiência de compra dos clientes através da integração dos canais físico e digital.
O documento fornece uma visão geral da Lojas Renner, incluindo seus negócios, prioridades estratégicas e projetos em desenvolvimento para melhorar a experiência do cliente e gerar mais resultados."
O documento fornece uma visão geral da Lojas Renner, incluindo seus negócios, prioridades estratégicas e projetos estruturantes. Apresenta informações sobre as marcas Renner, Camicado, Youcom e Ashua, além de detalhar as prioridades como visão única do cliente, data driven para o ciclo de vida do produto e transformação omni.
O documento fornece uma apresentação institucional da Lojas Renner S.A., incluindo: (1) uma visão geral da empresa com informações sobre receita, número de lojas e funcionários; (2) seus negócios principais como Renner, Camicado e Youcom; e (3) sua forte cultura corporativa baseada em valores como encantar clientes e simplicidade.
This document provides an institutional presentation for Lojas Renner S.A. It begins with an overview of the company, including its businesses (Renner, Camicado, Youcom, Ashua, e-commerce), geographical distribution of stores, store evolution, corporate governance, and share performance. It then discusses the company's background, company overview with key metrics, and its businesses. The rest of the document covers the company's geographical distribution of stores, store evolution, corporate governance practices, and share price performance. It identifies consistency in positioning, competitive advantages through its corporate culture and cycle of enchantment, and austere operating practices as factors that have contributed to the company's success.
O documento fornece uma apresentação institucional da Lojas Renner S.A., resumindo sua história, negócios, distribuição geográfica, governança corporativa e desempenho da ação. Apresenta os valores da empresa e fatores que contribuíram para seu sucesso, como cultura corporativa forte, posicionamento consistente e manutenção do foco no cliente.
Lojas Renner is a Brazilian fashion retailer with over 500 stores across Brazil. It operates several brands including Renner, Camicado, Youcom, and Ashua that target different customer demographics and lifestyles. The company has achieved strong growth and financial performance due to its consistent positioning targeting women, solid corporate culture emphasizing simplicity and customer focus, and competitive advantages like its multi-brand portfolio and lifestyle approach. Lojas Renner has become the largest fashion retailer in Brazil through decades of expansion, with plans to continue growing its store count in the coming years.
O documento fornece uma apresentação institucional da Lojas Renner S.A., descrevendo sua história, visão geral, negócios, distribuição geográfica, evolução de lojas, governança corporativa e desempenho das ações.
Este documento fornece um resumo da Lojas Renner S.A., incluindo sua história, visão geral, negócios, distribuição geográfica e desempenho. Apresenta detalhes sobre a evolução da empresa desde 1912, sua governança corporativa sólida e cultura enraizada que contribuem para o sucesso consistente.
Lojas Renner is a Brazilian retail company that operates department stores, home stores, and youth lifestyle stores. It has over 500 stores across Brazil and Uruguay and annual revenue of $9.6 billion. The document provides an overview of Lojas Renner's history, businesses, store footprint, corporate governance, and share performance. It also discusses the factors that have contributed to the company's success, including its solid corporate culture focused on enchanting customers, consistent market positioning targeting women, and competitive advantages like operating multiple lifestyle brands under one roof.
1) O documento apresenta a Lojas Renner S.A., incluindo sua história, visão geral, negócios, distribuição geográfica e governança corporativa.
2) A Lojas Renner é a maior varejista de moda no Brasil, com receita bruta de R$9,6 bilhões em 2017 e presença em todos os estados brasileiros.
3) Ao longo de sua história desde 1912, a Lojas Renner expandiu continuamente seu número de lojas, área de vendas e receita, mantendo uma cultura corporativa
[1] O documento apresenta informações institucionais sobre a Lojas Renner S.A., incluindo visão geral, negócios, distribuição geográfica e evolução de lojas.
[2] A Lojas Renner é a maior varejista de moda no Brasil, com R$ 9,6 bilhões em receita em 2017, operando 509 lojas e cartões de crédito próprios.
[3] A cultura corporativa forte, o posicionamento consistente focado na mulher, e a simplicidade nos processos contribuíram para o
This document provides an overview of Lojas Renner, a Brazilian fashion retailer. It introduces key members of Renner's management team and investor relations contacts. It then notes that any forward-looking statements are based on current beliefs and assumptions, and actual results may differ. The rest of the document outlines Renner's history, corporate governance structure, sustainability strategy, business segments including Lojas Renner, Camicado, Youcom and e-commerce, geographic footprint, lifestyle concept, customer satisfaction rates, and competitive advantages.
O documento apresenta a Lojas Renner S.A., incluindo sua história, governança corporativa, valores, negócios e estratégia. Contém informações sobre a equipe executiva, números financeiros e operacionais da empresa, além de detalhes sobre suas marcas e canais de venda.
Secrets of a Successful Sale: Optimizing Your Checkout ProcessAggregage
https://www.onlineretailtoday.com/frs/26905197/secrets-of-a-successful-sale--optimizing-your-checkout-process
Once upon a time, in the vast realm of online commerce, there lived a humble checkout button overlooked by many. Yet, within its humble click lay the power to transform a mere visitor into a loyal customer. 🧐 💡
Getting checkout right can mark the difference between a successful sale and an abandoned cart, yet many businesses fail to make payments a part of their commerce strategy even when it has a direct impact on revenue. But payments are just one part of a chain. What’s the next touch point? How do you use the data sitting behind a payment to find the next loyal customer?
In this session you’ll learn:
• The integral relationship between payment experience and customer satisfaction
• Proven methods for optimizing the checkout journey
• Leveraging payments data for personalized marketing and enhanced customer loyalty
• Gain invaluable insights into consumer behavior across online and offline channels through data
3. Lojas Renner S.A.September 2019
R$ 11.4 billion
of Total Gross Revenue in 2018
4
distribution centers
(SC & RJ fully automated)
577 stores
363 Renner / 05 Ashua
113 Camicado / 96 Youcom
31.9 MM
private label cards
COMPANY OVERVIEW
20
proprietary brands
3
+210 MM
e-commerce visits in 2018
+600 thousand
customers visit our stores
daily
+5,700%
of share appreciation since
2005
R$ 40.1 billion
market capitalization
21.4 thousand
employees in 2018
Data as at September 2019
4. Lojas Renner S.A.September 2019
COMPANY OVERVIEW
4
Competitive Advantages
Consistent Positioning Clear
value proposition, with focus on women
Lifestyles
You have your style, Renner has all of them
Enchantment
To surpass customers expectations
Sales Channels Integration Omni
experience to delight our customers
8. Lojas Renner S.A.September 2019
Listed since 1967
Largest fashion retailer in
Brazil
Target customers: 18 to
39 age group, in the A-, B
and C+ social classes
363 stores
E-commerce
91% of contribution on
Consolidated Net
Revenues in 2018
8
OUR BUSINESSES
Renner
Data as at September 2019
9. Lojas Renner S.A.September 2019
Acquired in 2011
Leader in home and decor
Target customers: 18 to 39 age
group, in the A-, B and C+ social
classes
113 stores
E-commerce + Marketplace
7% of contribution on
Consolidated Net Revenues in
2018
9
OUR BUSINESSES
Camicado
Data as at September 2019
10. Lojas Renner S.A.September 2019
Launched in 2013
Specialized in young lifestyle
Target customers: 18 to 35
age group, in the A-, B and
C+ social classes
96 stores
E-commerce
2% of contribution on
Consolidated Net Revenues
in 2018
10
OUR BUSINESSES
Youcom
Data as at September 2019
11. Lojas Renner S.A.September 2019
Launched in 2016 on E-
commerce platform
Curve & plus size format
Target customers: 25 to 45 age
group, in the A-, B and C+
social classes
Sizes: from 46 to 54
5 pilot stores
E-commerce
Consolidated on Renner’s
Income Statement
11
OUR BUSINESSES
Ashua
Data as at September 2019
12. Lojas Renner S.A.September 2019
Financial Institution established in
2017
Features and services to leverage
consumer experience
Used as a loyalty tool to boost retail
sales
Segregated digital platform with
flexible tech infrastructure
+12 million customers that are able
to buy and recognized brand
Private Label Card, Co-branded
Card, and Insurances & Assistances
offered
Total credit portfolio of R$ 2.8
billion
12
OUR BUSINESSES
Realize CFI
Data as at September 2019
14. Lojas Renner S.A.September 2019
Source: Statista and Players’ Website
4.7%
10.0%
18.0%
12.2%
Apparel market by country & market share of main players
14
(Gross Revenues in U$ billion)
APPAREL RETAIL
We still have plenty of room to grow
15. Lojas Renner S.A.September 2019
Other
Retailers
1° Renner
2° C&A
3° Riachuelo
4° Pernambucanas
5° Marisa
16%
Market Concentration of Other Sectors in Brazil
Other
Retailers
+
Informality
12%
Source: Jornal DCI, IBOPE, Euromonitor, IBGE, Bank of America Merril Lynch and Lojas Renner estimates.
Note: Data for C&A and Pernambucanas are estimated.
Drugstores top 3 = 24%
20% of existing
stores closed
between 2014 and
2017
Eletroelectronics top 5 = 50%
Supermarkets top 5 = 50%
Apparel Market Concentration
15
APPAREL RETAIL
In a fragmented apparel market with opportunities for consolidation
16. Lojas Renner S.A.September 2019
Source: JPM – Brazil Apparel – Diving into online channel 06.14.2018
UBS – Brazil eCommerce – UBS Evidence Lab Inside: Like for Likes (Vol II) – 08.20.2019
16
Apparel Online Penetration Sales over Total Retail Sales in 2018
2X
over the
next 5 yrs
APPAREL RETAIL
And great prospects in the online segment
18. Lojas Renner S.A.September 2019
20%
16%
12%
8%
5%
Fonte: JPM – Brazil Apparel – Diving into online channel 06.14.2018
Others 15%
Auto 2%
Sports Goods 4%
Beauty 5%
Apparel 6%
Furniture 8%
Eletroelectronics60%
ALTHOUGH E-COMMERCE PENETRATION IN BRAZIL IS STILL LOW, IT IS GROWING
CONSISTANTLY
18
Total E-commerce Penetration Apparel Participation in E-commerce Sales
19. Lojas Renner S.A.September 2019
AND BENCHMARKS SUGGEST A BALANCE BETWEEN ONLINE / OFFLINE CHANNELS
19
WOULD BE VERY SATISFIED | EXPECTS TO BE OFFERED | INDIFERENT
42%
45%
13%
34%
52%
14%
34%
50%
16%
31%
60%
9%
53%
33%
14%
42%
46%
12%
50%
30%
20%
45%
30%
25%
43%
35%
22%
43%
43%
14%
57%
25%
18%
54%
36%
10%
Source: UBS Evidence Lab. / Identifying Mispricings from eCommerce Disruption 06.20.2018 – 2,500 respondents.
Store pick up Store returns
Opinions on pick ups and returns in stores
20. Lojas Renner S.A.September 2019
WITH NO MEANING DIFFERENCES BY AGE GROUPS
20
18-21 22-30 31-38 39-53
BUY IN STORE | SEARCH ONLINE & BUY IN STORE | SEARCH IN STORE & BUY ONLINE | BUY ONLINE
54+
41%
22%
13%
24%
38%
22%
14%
26%
37%
22%
15%
27% 23%
13%
19%
44% 48%
17%
12%
23%
Source: Merrill Lynch – Gen Z is changing the landscape again 04.16.2018
Purchase Journey by Age
Survey with 39,554 participants (USA)
21. Lojas Renner S.A.September 2019
0% 10% 20% 30% 40% 50% 60% 70%
Acessories
Shoes
Sporting Goods
Appliances
Groceries
Bath & Bedding
Furniture
Home Improvements
Toys
Personal Care Products
Power Tools
Eletronics
Household Products
Auto Parts
Books
Office Supplies
Pet Supplies
Source: UBS Evidence Lab. / Identifying Mispricings from eCommerce Disruption 06.20.2018 – 2,500 respondents
BECAUSE THEY VALUE THE INTERACTION WITH APPAREL PRODUCTS BEFORE PURCHASING IT
Clothing
21
(USA)
Q: What are the main reasons why you don’t buy more of these products online?
R: Like to see, touch or try
22. Lojas Renner S.A.September 2019
Digital cycle
STRATEGIC PRIORITIES
22
Omni Transformation
CHANNELS INTEGRATION
Create a single shopping
experience
Data Driven Decision on
Product Lifecycle
PRODUCT DEVELOPMENT
Apply technology in
collections
Customer Single-View
CUSTOMER INTERACTIONS
Transforming data in
actions
Renner Structural Projects Under Development
1
23. Lojas Renner S.A.September 2019
M A X I M A Z I N G
C O M M U N I C A T I O N
W I T H I D E N T I F I E D
C U S T O M E R S
I D E N T I F Y I N G
U N K N O W N
C U S T O M E R S
C R E A T I N G A
P E R S O N A L I Z E D
A N D C O N S I S T E N T
B A S E O F
C U S T O M E R
R E L A T I O N S H I P
STRATEGIC PRIORITIES
23
• Big data
• Identification of unknown
customers
• Personalized communication
• Personalized shopping
experience
DETERMINED GOALS THROUGH...
Customer Single-View
Digital cycle
24. Lojas Renner S.A.September 2019
I M P R O V I N G T H E
P R O C E S S I N
C H O O S I N G T H E
F A S H I O N T R E N D S
B A S E D O N
P R E D I C T I V E
A N A L Y S I S
A P P L Y I N G M O R E
I N T E L L I G E N C E O N
T H E A S S O R T M E N T &
D I S T R I B U T I O N
P R O C E S S W I T H H I G H
A S S E R T I V E N E S S B Y
S K U P E R S T O R E
D O M I N A T I N G
T H E S U P P L Y
C H A I N T O G E T
M O R E A G I L I T Y
O N T H E
D E C I S I O N
M A K I N G
P R O C E S S
A C T I N G O N C O S T U M E R S
F E E D B A C K S
24
STRATEGIC PRIORITIES
• Artificial Intelligence
• Algorithms
• Prediction
• Assertiveness
• Agility on decisions
• Lower inventories
Data Driven Decision on Product Lifecycle
Digital cycle
DETERMINED GOALS THROUGH...
25. Lojas Renner S.A.September 2019
I N V E N T O R Y
O R C H E S T R A T I O N
P R O C E S S
A D E Q U A T I N G T H E
S A L E S C H A N N E L S
( P H Y S I C A L
I N F R A S T R U C T U R E
S Y S T E M S &
P R O C E S S E S )
E Q U A L I Z I N G T H E
C O M M E R C I A L P O L I C I E S
F O R T H E D I F F E R E N T
C H A N N E L S ( P R I C I N G &
P A Y M E N T C O N D I T I O N S )
D E L I V E R I N G
A N D
O M N I C H A N N E L
A F T E R - S A L E S
E X P E R I E N C E
STRATEGIC PRIORITIES
25
• Use of stores’ inventory
• Faster deliveries
• Lower delivery cost
• Equalization of sales channels
• Convenience, mobility and
flexibility
• Fluid and enchanting sales
experience
Omni transformation
Digital cycle
DETERMINED GOALS THROUGH...
26. Lojas Renner S.A.September 2019
C U S T O M E R
S I N G L E V I E W
D A T A D R I V E N
D E C I S I O N T O T H E
W H O L E P R O D U C T
L I F E C Y C L E
O M N I
T R A N S F O R M A T I O N
+ +
B E T T E R
S H O P P I N G
E X P E R I E N C E
G E N E R A T I N G
M O R E R E S U L T S
=
STRATEGIC PRIORITIES
26
Renner structural projects
Market Share
Speed to Market
Operational Efficiency
Digital cycle
27. Lojas Renner S.A.September 2019
C U S T O M E R
S I N G L E - V I E W
D A T A D R I V E N D E C I S I O N T O
T H E W H O L E P R O D U C T
L I F E C Y C L E
O M N I
T R A N S F O R M A T I O N
+ +
STRATEGIC PRIORITIES
- Data Lake with customers’
information already in place
- In process of cleaning and
conciliating information
- Customer data should be ready by
the end of 2019
- Already working to attend the
LGPD demands
- Testing the automated allocation of
products
- No human intervention
- Limited number of SKUs
- Predicting sales forecasts
- RFID rollout to be concluded by the end of
2019
- Testing Order Mgmt. System to use
products from stores’ inventories
- Click & Collect represents 30% of online
sales
- 10% of these generate an additional
purchase in store, with a +20% ticket
27
Renner Structural Projects – Current Status
Digital cycle
28. Lojas Renner S.A.September 2019
STRATEGIC PRIORITIES
Market Consolidation
Source: IBOPE 2017 and Renner database
28
EXISTING STORES
Increase sales density
Store park maturation
Consolidate the fragmented
market
Gain share from informal
players
NEW STORES
Existing Shopping Malls
New Shopping Malls
Stand-alone Stores
Central Areas
International expansion
(7 stores in Uruguay and
4 in Argentina)
SMALLER
STORES
Smaller Cities
Micro regions
Stores with 1,200 m²
of selling area
450 stores (2021)
125 stores (2021)
300 Potential stores
Pilot Stores
STORE TARGETS
2
29. Lojas Renner S.A.September 2019 29
STRATEGIC PRIORITIES
Promoting the enchantment on the digital cycle
en
= People + Products & Services + Technology
Absorb Technology to Deliver and Reinforce Our Value Proposition
Value Proposition: “To be the brand which stands by the woman, offering a range of styles of high
quality fashion at competitive prices, in practical and agreeable environments, enchanting and
innovating, in a sustainable way”
3
35. Lojas Renner S.A.September 2019 35
FACT SHEET
Company Background
1912 1922 1940 1965 1967 1973 1987 1991 1994 1996 1997 1998 1999 2002 2003 2005 2006 2007 2010 2011 2012 2013 2014 2015 2016 2017
Beginning of the Story Expanding Territory Driving Growth
A.J. Renner
begins
operations
Full line
department store
Capital
Listing
Heavy
consumer
durables
phase out
19221912 194
0
19671965 1973 19911987 199
4
1997199
6
199
8
2002199
9
2003 2006200
5
2007 2011201
0
201
2
2013 201
4
2015 201
6
2017 201
8
Expansion into
the States of
Santa Catarina
and Paraná
First
stores in
São
Paulo
Debut in
the
Midwest
Region
Phase out of
Home and
Décor
department
Debut in the
Northeast
Financial Products
Co-branded
Credit Card
E-commerce
Rio de Janeiro DC
Shared Services
Center
Present in
all Brazilian
states and
FD
Realize CFI
constitution
Overseas
Operation
First store, in
Porto Alegre
Lojas Renner S.A.
is constituted
Renner
Private
Label
Card
Professionalization of
management
Specialized fashion
store
“Enchantmeter”
customer
satisfaction
J.C. Penney
acquires a
controlling
stake
Lifestyle
Concept
J.C. Penney divests
its stake
Novo Mercado
1st Brazilian
Corporation
Debut into
the North
Acquisition
of
Camicado
Launch of
Youcom
New Santa
Catarina DC
Launch of
Ashua
Ashua
Launch of B&M
Stores (pilots)
36. Lojas Renner S.A.September 2019 36
As of June 31st, 2019
363
113
96
05
DC Renner
DC Camicado
DC Youcom
Expansion of Selling Area
CAGR (2014 – 2018) = 9.3%
FACT SHEET
Geographical Footprint
103
7
38
18
19 36
9
26
10
9
4
5
1
6
1
2 1
9
5
1
4
12
10 3
3
9
4
2
7
34
8
5
6 12
3
8
4
3
1
2
1
2 2
2
2
4
2 2
2
4
2
2
44
13
12
6
10
5
2
1
1
1
2
1
76
19
30
2
Uruguay
South
178
57
54
3Southeast
Northeast
28
9
9
Midwest-
22
6
2
North
URU
MT
MS
DF
RS
SC
PR
SP
RJ
ES
MG
PE
CE
BA
SE
RN
PB
PI
TO
MA
PA
APRR
AM
AC AL
GO
53
22
1
RO
1
1
37. Lojas Renner S.A.September 2019 37
100% free float and listed on B3 Novo Mercado
100% common shares and tag along
Majority of independent members
on the Board of Directors (88%), with different executives occupying
the Chairman and the CEO positions
Permanent Fiscal Council
Committees directly linked to the Board of Directors
Own Internal Charters
(Board of Directors, Fiscal Council & Committees)
Stock Option Plan aligns interests of
executives to shareholders
Board of Directors Portal and Secretaries to the Board and
Committees
Formal Appraisal of the Board of Directors and Executive Officers
Corporate Governance Secretary
Board of Directors
CEO
Fiscal Council
Independent Auditors
Internal Auditors
Compliance
.
Shareholder’s
Meeting
Vice
Chairman
Osvaldo
Schirmer
Chairman
José Galló
Member
Fabio
Pinheiro
Member
Juliana
Rozenbaum
Member
Thomas
Herrmann
Member
Christiane
Edington
People
Committee
Sustainability
Committee
Strategic
Committee
Audit and Risk Management
Committee
CEO
Fabio
Faccio
Loss
Prevention
Member
Alexandre
Vartuli Gouvea
HR Clarice
Costa
CFO & IRO
Laurence
Gomes
Executive Team
IT&Mgt
Fabio
Faccio*
Product
Henry Costa
Operations
Fabiana
Taccola
Executive Group
Member
Carlos
Souto
*Interim
FACT SHEET
Corporate Governance
38. Lojas Renner S.A.September 2019 MODA RESPONSÁVEL
38
FACT SHEET
Sustainability
RESPONSIBLE SUPPLIERS
Goal 1
Create value by respecting the environment,
human and labor rights
SUSTAINABLE PRODUCTS AND
SERVICES
Goal 5
Deliver sustainable, quality product and
service lines, and communicate
customer value
ECO-EFFICIENT MANAGEMENT
Goal 2
Identify/measure/reduce: water, energy,
chemicals, waste, CHG emissions
Goal 3
Innovate in the development of lower impact raw
materials and processes
ENGAGE: EMPLOYEES COMMUNITIES &
CUSTOMERS
Goal 4
4.1 Engage employees (agents and leaders in
sustainability)
4.2 Communities (women’s empowerment in
the textile chain)
4.3 Customers (conscious consumption)
39. Lojas Renner S.A.September 2019 MODA RESPONSÁVEL
39
FACT SHEET
Sustainability
80% less impacting products, 100% certified cotton
100% of the national and international resale chain with social and environmental certification
75% of corporate energy consumption will be from renewable energy sources (renewable energy source
considered: small hydroelectric plants (SHPs), solar, wind and biomass.)
• 20% reduction in absolute CO2 emissions, over 2017 inventory
2021 goals and commitments
40. Lojas Renner S.A.September 2019 40
FACT SHEET
Market Positioning
A
B
C
+
-
+
-
Renner
SocialClasses
+
-
Source: Ibope Inteligência 2015 and IstoÉ Dinheiro Magazine – Family Budget Survey (POF) – IBGE
R$ 20,273.00
R$ 1,910.00
R$ 5,351.00
Average Monthly
Household
Income
24% of households
47% of total wage bill
38% of consumption
3% of households
24% of total wage bill
16% of consumption
52% of households
27% of total wage bill
39% of consumption
41. Lojas Renner S.A.September 2019 41
Lifestyle: You have your style, Renner has all of them.
Each brand represents the lifestyle of a customer group based on their attitudes, interests, values and personalities.
FACT SHEET
Lifestyle Strategy
42. Lojas Renner S.A.September 2019 42
Best use of shopping time
One-stop-shop for the whole family
Reduces need for markdowns
Increases opportunities for cross-selling
FACT SHEET
Lifestyle Strategy
Lifestyle: You have your style, Renner has all of them.
43. Lojas Renner S.A.September 2019
11.8%
90
Unemployment Rate
97
Credit Evolution to Individuals as a % of GDPHousehold Indebtedness
Source: IDV, Ministério da Fazenda, IBGE/PME , Brazilian Central Bank(new methodology since March/11).
Total Savings (Balance)
Household Indebtedness/ Income Mass (12 months)
Household Indebtedness(Ex. mortgage)/ Income Mass (12 months)
Income Commitment with Debt Service (Interest + Amortization)
Trend Line
Delinquency Rate for Individuals (average)
Credit to Individuals/GDP (year end period)
Consumer Confidence Level Consumer Confidence Leve in Retail Restrict TradeUnemployment Rate (% of Economic Active Population)
14,9% 15,2% 15,5% 15,6% 15,2%
13,4% 12,9%
13,0%
13,8%
6,5% 5,8%
8,1% 7,2% 6,6%
8,1% 7,7% 7,2%
6,0%
2010 2011 2012 2013 2014 2015 2016 2017 2018
Macroeconomic Influences
FACT SHEET
Consumer Confidence Level and Retailing Business
43
R$ 802.6 bi
25.7%
20.6%
44.6%