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Consumer Engagement Principles
Ensuring Trust in Engaging with Consumers in the Digital World
2	 Consumer Engagement Principles
84%of retailers plan to integrate mobile
data into their analytics initiatives by 2015,
up from 25% currently.*
*	 “The Rising Importance of Customer Data Privacy in a SoLoMo Retailing Environment,” EKN, 2014
3
Amsterdam Schiphol Airport, June 20, 2017, 4:30 p.m. John leaves the plane,
takes out his phone, switches the airplane mode off and the shop mode on.
What a great idea, he thinks, this shop mode on smart mobile devices.
Just a few years ago retailers would bombard his phone with promotional messages.
Now John controls when and how he interacts with retailers and brands.
But the journey to get here took some time. The 2014 “trust crisis” made the
consumer products and retail industry realize that collective action was required.
Consumers around the world became increasingly concerned about digital data
breaches (so-called “digital landmines”). Although this concern was often magnified
by emotions and perceptions, consumers worried that they were not in control.
This drove governments to step in and develop legislation. But this was not
the right way forward either. Consumers didn’t get the value they could, and brands
and retailers were not able to serve their consumers in the most effective and
relevant way.
To protect the ability to create mutual value via digital channels, the industry
(together with consumers and critics, relevant bodies and platforms, and technology
and service providers) took the responsibility to establish and drive a set of commonly
agreed “consumer engagement principles.” These guidelines – by the industry,
for the industry – were designed to raise and maintain the level of trust
with consumers. And one of the results was the standardized shop-mode switch on
mobile devices.
4	 Consumer Engagement Principles
Let’s get back to 2014. It’s no secret that shopping
behavior has changed. The technology-enabled
consumer’s shopping journey weaves in and out of many
channels (web stores, mobile apps, social media, e-mail,
kiosks, physical stores, contact centers and more).
During this journey consumers leave ever-larger digital
footprints with a growing trail of personal data. This
raises numerous questions and concerns, including:
•	 Who owns the data?
•	 What is the value of the data?
•	 How is the data being collected?
•	 How is the data being used?
•	 How is the data being protected against misuse?
In this environment, consumers are becoming more
aware of the value of their personal data and of issues
related to data privacy and security. These concerns are
exacerbated by a variety of factors. For example, the
growing number of “digital landmine accidents” involving
data breaches and privacy risks negatively influence
consumer trust, not only regarding the individual
companies involved but also the consumer goods and
retail industry at large.
An additional factor is the increasing pace of technology
developments related to data usage and digitally enabled
engagement, including wearable devices, observation
tracking and big data insights. And then there’s the
“Snowden effect,” which has made people more aware
of data tracking and data mining in general.
Emerging consumer
privacy concerns will force
50%of early adopters
to revisit hyper-personalized
promotions by 2015.*
*	 “IDC Retail Insights 2014 Predictions: Worldwide Retail,” IDC Retail
Insights, December 10, 2013
Growing Digital Footprints Raise Data Privacy
Concerns
5
60%of retailers will provide free Wi-Fi to customers
in stores by 2015, compared with 22% currently, enabling
retailers to track in-store customer location.*
*	 “The Rising Importance of Customer Data Privacy in a SoLoMo Retailing Environment,” EKN, 2014
6	 Consumer Engagement Principles
1	 “TRUSTe Privacy Index: 2014 Consumer Confidence Edition,” TRUSTe, December 2013
2	 “Evidon: Consumer Attitudes Toward Transparency in Data Collection,” Evidon, 2012
3	 “Digital Shopper Relevancy,” Capgemini, 2012
4	 “Five Things the FTC Will Get Tough on in 2014,”Kate Kaye, Ad Age, March 7, 2014
5	 “TRUSTe Privacy Index: 2014 Consumer Confidence Edition,” TRUSTe, December 2013
The result: Consumer trust in businesses and institutions
is declining. According to the 2014 TRUSTe Privacy
Index, 55% of US Internet users trust businesses with
their personal information online, down from 57% in
January 2013 and 59% in January 2012.1
Similarly, 45%
of UK consumers are more concerned about their online
privacy than they used to be, and 50% express unease
about the visibility of their social networking activity.2
And while the majority of consumers in developing
markets are willing to share personal data with retailers,
that’s not the case in Europe and North America. In
Capgemini’s “Digital Shopper Relevancy” study, 70%
of Chinese respondents and 74% of those in India said
they were happy to provide their personal data to a
retailer, but only 28% of respondents in Finland, 34%
in Germany, 33% in Canada and 40% in the US were
willing to do so.3
These concerns are causing governments to take notice.
In the US, for example, the Federal Trade Commission
is becoming more active in the privacy space. FTC
Chairwoman Edith Ramirez, during a session at the
Global Privacy Summit, indicated that the agency will
focus on issues such as data security, mobile location
tracking and data sharing across borders.4
The Numbers Tell the Trust Story
The business impact of consumer privacy concerns is
considerable. The 2014 TRUSTe Privacy Index found
that 89% of US Internet users say they avoid companies
that do not protect their privacy.5
This trust gap has particular implications in today’s
digital world, as companies look to use technology-
driven opportunities to better understand consumers
and connect with them more effectively and more often.
But this raises key issues for the industry, including
how to build trust with consumers via standardization
of information relating to product descriptions and
ingredients; how to address increasing consumer
expectations; how to work with consumer forums to
solve issues via open platforms; how to ensure that
accurate data is being delivered by new intermediaries
like app providers; and how to address the “consumer
insights vs. privacy” trade-off.
Business Feels the Pressure
7
This growing complexity points to the importance
of addressing digital engagement as a strategic
business issue. There is a common industry need to
protect the ability to create mutual value in order to
meet consumer demands and prevent unnecessary
government intervention by focusing on self-regulation.
As noted by the World Economic Forum: “Government
legislation and regulation have a crucial role to play in
establishing trusted flow of data, but given the speed
of change and complexity, it can never be relied upon
to cover everything. Common principles at industry-
level can serve as a global foundation for creating an
interoperable, flexible and accountable framework for
coordinated multistakeholder action.”6
To develop trust and level the digital playing field requires
balancing different stakeholder needs, with a goal of
ensuring mutual value. Think of it as a “value triangle”:
value to the consumer (in the form of rewards, better
deals, more relevant offers, etc.), value to the business
(improved insights, greater efficiency, more profitable
growth), value to the society (improved efficiency, greater
corporate social responsibility).
The idea of value exchange is echoed by Forrester
Research Inc., which refers to “contextual privacy,”
described as a framework for negotiating the collection
and use of personal data that ensures a fair value
exchange for both the customer and the business.7
6	 “Unlocking the Value of Personal Data: From Collection to Usage,” World Economic Forum, February 2013
7	 “The New Privacy: It’s All About Context,” Forrester Research, Inc., Dec. 19, 2013
The Value Triangle: Balancing Different Stakeholder Values
TRUST
Value to the
Business
Value to the
Society
Value to the
Consumer How to guide and manage
interaction with or among
stakeholders across all
digital channels
in order to build trust
and ensure
the industry’s reputation,
now and in the future?
Source: Capgemini and The Consumer Goods Forum
Mutual Value is Key to Improved Digital
Engagement
8	 Consumer Engagement Principles
To this end, The Consumer Goods Forum (CGF) with
Capgemini are working with the industry on an initiative
focused on developing a set of “Consumer Engagement
Principles” – or guidelines – for such a value exchange.
The initiative was an outcome of CGF’s Future Value
Chain 2022 program.
The rationale for the Consumer Engagement Principles
(CEP) has been clearly articulated: In the context of
consumer trust and legislation with regards to the use
of digital technologies, the industry needs to protect
its ability to create mutual value in digital consumer
engagement.
The primary objective of the CEP is also clear: To
establish and drive a set of commonly agreed principles
to raise and maintain the level of trust with consumers.
The goal is to have consumers view the industry as a
responsible user and steward of consumer data and
insights – thus forming the common foundation from
which the digitally enabled value exchange can be
optimized by individual companies.
The creation of the CEP is influenced by an ecosystem
consisting of four broad entities: governmental bodies,
industry bodies, companies, consumers. The CEP
will bring together and build on existing initiatives,
platforms and policies from these entities (see sidebar for
examples).
•	 Governmental bodies: Privacy is a global topic.
Governments are amending or developing privacy laws
to protect individuals, clarify rules for businesses and
keep up with developments in society and technology.
•	 Industry bodies: A number of marketing organizations
have created codes of conduct to provide
recommendations for collecting consumer data and
direct marketing activities.
•	 Companies: Most companies have an established
code of ethics or business conduct; many address
the issue of data usage and privacy either in a
general or specific way. However, there is little
consistency among the policies.
•	 Consumers: There is a lack of established global
principles in the digital medium focused on consumers.
While the CEP builds on existing initiatives it is being
created and driven by the consumer goods and
retail industry, for the industry, with ownership by The
Consumer Goods Forum and endorsement by the CGF
board (made up of CEOs of leading consumer goods
and retail companies).
50%of UK consumers
express unease about
the visibility of their social
networking activity.*
*	 “Evidon: Consumer Attitudes toward Transparency in Data
Collection,” Evidon, 2012
Consumer Engagement Principles: Addressing
the Value Exchange
9
On the Books: A Sampling of Existing Privacy Initiatives
Numerous privacy initiatives, platforms and policies currently exist. Following are a few examples:
World Economic Forum (WEF): As part of the multi-year Rethinking Personal Data initiative, the WEF hosted an
ongoing multi-stakeholder dialogue on personal data. This dialogue invited perspectives from the US, Europe, Asia
and the Middle East. It involved representatives of various social, commercial, governmental and technical sectors,
who shared their views on the changes occurring within the personal data ecosystem and how these changes
affect the collective ability to uphold core principles.
US Consumer Privacy Bill of Rights: This initiative provides a baseline of clear protections for consumers and
greater certainty for companies. It consists of general principles that afford companies discretion in how they
implement them. It is designed to serve as a template for privacy protections that increase consumer trust on the
Internet and promote innovation.
US Department of Commerce’s National Telecommunications and Information Administration (NTIA):
This government body has the authority and expertise, developed through its role in other areas of Internet policy,
to convene multi-stakeholder processes that address consumer data privacy issues.
EU Data Protection Regulation: The European Parliament recently gave its strong backing to the architecture
and the fundamental principles of the European Commission’s data protection reform proposals, on both the
General Data Protection Regulation and on the Data Protection Directive in the law enforcement context. This
(ongoing) EU data protection reform will ensure more effective control of people over their personal data, and make
it easier for businesses to operate and innovate in the EU’s Single Market.
Future of Privacy Forum (FPF): This Washington, D.C.-based think tank seeks to advance responsible data use
and consumer privacy. FPF and The Wireless Registry Inc. recently announced the launch of a new platform that
will allow consumers to easily and quickly opt-out of mobile location analytics at thousands of locations in the US.
Word of Mouth Marketing Association: WOMMA is the official trade association that represents the interests
of the word-of-mouth and social media industry. A central mission of WOMMA is to create an environment of trust
between consumers and marketers.
Mobile Marketing Association (MMA): MMA’s global code of conduct is intended to guide companies within
the mobile ecosystem so they can effectively and responsibly leverage the mobile channel for marketing purposes.
Digital Signage Federation (DSF): DSF has created voluntary privacy guidelines for digital signage companies,
their partners and the venues that host these systems.
Digital Advertising Alliance (DAA): DAA is a consortium of leading national advertising and marketing trade
groups that together deliver self-regulatory solutions to online consumer issues. DAA allows consumers to identify
when data is being collected from an advertisement via an “AdChoices” icon. The icon is clickable and enables
consumers to opt out of data collection if they wish.
10	 Consumer Engagement Principles
The Principles Behind the CEP
Simplicity
Data protection and disposition
Consumer
Consumer centricity with the consumer
being in control of their data
Simple and easy to implement
non-competitive guidelines
Consumer data will be securely collected and stored.
Will also be protected through strict government and company regulations
Relevance
Continuous relevance for consumers
in their digital interactions
with companies
Consistent
Self-certification & regulation with
consistent industry practice
Value
Consumer data will be used only with
the intention of adding value
to consumers, immediately or
in the longer term
Source: Capgemini and The Consumer Goods Forum
CEP Outline: What the Guidelines Could Look Like
The CEP is designed to be forward looking, a “living” set
of principles that will evolve over time. The CEP aims to
provide positive and pragmatic guidelines to build and
maintain consumer trust and to offer practical solutions
for industry players. Most importantly, it is designed
to provide the necessary balance between value for
businesses, consumers and society.
The development of the CEP is now in process, and the
principles are expected to fall into several categories
such as data, risk mitigation, technology and value
creation. Guiding the development are factors like
simplicity, consumer centricity, relevancy, consistency,
value, and data protection and disposition (see
accompanying graphic).
45%of online US adults do not trust companies with their
personal information, up from 43% in 2013.*
*	 “TRUSTe Privacy Index: 2014 Consumer Confidence Edition,” TRUSTe, December 2013
11
The potential positive impact of the Consumer
Engagement Principles is clear: The CEP can help the
industry make strides in building trust with consumers via
digital channels by taking action to address the growing
concerns about data usage and privacy.
At the same time, there are potential challenges that
must be addressed during the creation of the final
principles. These fall into several categories:
•	 Administrative: How to avoid a complex, protracted
administrative effort like that associated with
Sarbanes-Oxley.
•	 Competitive: How to ensure that the CEP is not seen
by dominant market leaders as a threat. Why should
I help my competitors? And how best to ensure that
the CEP complies with the CGF Antitrust Guideline.
•	 Consumers: How to avoid consumer confusion. Will
consumers trust one consolidated message from the
industry? Will there be protections for non-tech-savvy
consumers? And can a balanced value exchange be
ensured?
•	 Technology: How to address potential IT issues. Will
the CEP require new systems, skills and costs?
•	 Communication: How to ensure consistent
communication across cultures and geographies.
What form of communication? Where do we get the
resources?
Rules of the Road: Co-Creating the
CEP
A number of “rules of the road” will govern the development of the
Consumer Engagement Principles, including:
•	 Co-creation – proof that the consumer is at the center
•	 Plain language, simple messaging
•	 Guidelines, not rules or regulations
•	 Commitment to transparent value exchange
•	 One set of principles, not many
•	 Inclusion of multiple stakeholders from the start
•	 Ongoing maintenance group
•	 Technology agnostic
12	 Consumer Engagement Principles
A number of activities have already taken place to
move the Consumer Engagement Principles initiative
forward, including the establishment of a core working
group, with regular checkpoints. Additional activities
include: global research on existing guidelines, protocols
principles from different vantage points (consumer,
government, industry, company); a survey of industry
executives on the topic of digital consumer engagement;
a two-day workshop with participation from 25 industry
representatives; and collaboration and alignment with
CGF’s End-To-End Value Chain Steering Committee.
90%of retailers plan to
integrate social media data
into their analytics initiatives
by 2015, up from 30%
currently.*
*	 “The Rising Importance of Customer Data Privacy in a SoLoMo
Retailing Environment,” EKN, 2014
8	 “In-store Tracking and Data Security: The FTC Is Getting Involved,” Paula Rosenblum, Retail Systems Research, March 11, 2014
How You Can Help Make the CEP Real
45%of UK consumers
are more concerned about
their online privacy than they
used to be.*
*	 “Evidon: Consumer Attitudes toward Transparency in Data
Collection,” Evidon, 2012
Several next steps have been identified:
•	 Build on the industry workshop to further develop
“the case for change”
•	 Further mobilize relevant stakeholders (including CGF
members, the industry at large, consumers, critics,
relevant bodies and platforms, and technology and
service providers)
•	 Agree on CEP governance (including roles and
responsibilities, support and facilitation, timeline
planning)
•	 Define the outline for the Consumer Engagement
Principles (including impact and imperative)
The time to act is now. “Feelings on the trade-off of
privacy for relevancy are starting to shift,” notes Paula
Rosenbaum of Retail Systems Research (RSR). “A lot
more people seem to be opting for privacy.”8
Widespread participation from consumer goods
and retail companies will be the key to success. We
encourage you to join the Consumer Engagement
Principles initiative.
13
Acknowledgements
The Consumer Goods Forum (CGF) wishes to thank the following executives for their time, active participation and
valuable insights into the Consumer Engagement Principles project:
Richard Kellam, Mars
Diego Bevilacqua, Metro
Co-Chairs CGF End-to-End Value Chain Steering Group
Pete Blackshaw, Nestlé
Co-Chair CGF ‘Consumer Engagement Principles’ project
Ed Porter, Ahold
Guy Keeling, Barilla
Alejandro Pintado, Grupo Bimbo
Javier Medrano, Grupo Bimbo
Bernard Helders, Capgemini
Kees Jacobs, Capgemini
Manvendra Khati, Capgemini
Tom van de Wal, Capgemini
Juan Pedro Agustín, DIA
Ricardo Henao, Almacenes Éxito
Scott Meyer, Ghostery
Craig Morgan, Google
John Montgomery, GroupM Interaction
Robert Beideman, GS1 GO
Bjorn Verhelst, Heineken
Erik van Essen, Loyalty Management Netherlands
Angie Francolini, McCormick
Jerry Wolfe, McCormick
Sandi Northey, Nestlé
Matías Alpert, Ogilvy & Mather Latina
Nelly Andersen, Ogilvy
Tim Welch, PepsiCo
Antonia Mccahon, Pernod Ricard
Renaud Poncelet, P&G
Ross Phillipson, P&G
Jesus Muñoz, S-Mart
Neil Southworth, Tesco
Rudy Hagedorn, CGF
Sabine Ritter, CGF
14	 Consumer Engagement Principles
About The Consumer Goods Forum
The Consumer Goods Forum (“The Forum”) is a global, parity-based industry
network that is driven by its members. It brings together the CEOs and
senior management of some 400 retailers, manufacturers, service providers,
and other stakeholders across 70 countries, and it reflects the diversity of
the industry in geography, size, product category and format. The Forum
member companies have combined sales of EUR 2.5 trillion. Their retailer
and manufacturer members directly employ nearly 10 million people with a
further 90 million related jobs estimated along the value chain.
The Forum is governed by its Board of Directors, which includes
50 manufacturer and retailer CEOs and Chairpersons.
The Forum provides a unique global platform for knowledge and best
practice sharing around the following strategic priorities: Sustainability,
Product Safety, Health & Wellness, End-to-End Value Chain & Standards,
which are central to the advancement of today’s consumer goods industry.
The Forum’s mission is, “Bringing together consumer goods manufacturers
and retailers in pursuit of business practices for efficiency and positive change
across our industry benefiting shoppers, consumers and the world without
impeding competition”. To fulfil this, its members have given The Forum a
mandate to develop common positions on key strategic and operational
issues affecting the consumer goods business, with a strong focus on non-
competitively sensitive process improvement. The Forum’s success is driven
by the active participation of the key players in the sector who together
develop and lead the implementation of best practices along the value chain.
With its headquarters in Paris and its regional offices in Washington, DC and
Tokyo, The Forum serves its members throughout the world.
For more information, please visit: www.theconsumergoodsforum.com.
For more information on how you
can participate, please contact:
Ruediger Hagedorn
The Consumer Goods Forum
+49 171 693 5583
r.hagedorn@theconsumergoodsforum.com
15
About Capgemini
With more than 130,000 people in over 40 countries, Capgemini is one of
the world’s foremost providers of consulting, technology and outsourcing
services. The Group reported 2013 global revenues of EUR 10.1 billion.
Together with its clients, Capgemini creates and delivers business and
technology solutions that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own
way of working, the Collaborative Business Experience™, and draws on
Rightshore®
, its worldwide delivery model.
Capgemini’s global Consumer Products and Retail practice works with a
majority of the world’s largest retail and consumer products companies plus
hundreds more. A team of more than 12,500 consultants and technologists
throughout the world helps these clients reap the benefits of industry-specific
solutions.
The Capgemini Global Service Line entitled Digital Customer Experience
(DCX), helps organizations understand and implement the right mix of
business focused digital capabilities, deployed within the right framework for
transformation – to fundamentally change how they do business and serve
their customers. Digitally mature organizations deliver on improving customer
advocacy and driving growth.
Available worldwide and across all industry sectors, the consolidated offer
from Capgemini helps enterprises to embed digital customer experiences
into the heart of their organizations, while transforming their future business
models and processes. DCX addresses the need to achieve and sustain
business value via digital initiatives, from the back-end right through to the
front line.
Learn more about us at www.capgemini.com.
Rightshore® is a registered trademark belonging to Capgemini.
For more information on how you
can participate, please contact:
Kees Jacobs
Capgemini
+31 653 292 832
kees.jacobs@capgemini.com
ST-05/14
© 2014 Capgemini. All rights reserved. No part of this document may be modified, deleted or expanded by any process or
means without prior written permission from Capgemini.
www.capgemini.com/consumer-products-retail
© Shutterstock.com/ Edyta Pawlowska (cover), Adam Radosavljevic (page 2), LDprod (pages 5 & 11), Joe Seer (page 6),
Alexey Boldin (page 8), Tyler Olson (page 13).

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Consumer engagement principles

  • 1. Consumer Engagement Principles Ensuring Trust in Engaging with Consumers in the Digital World
  • 2. 2 Consumer Engagement Principles 84%of retailers plan to integrate mobile data into their analytics initiatives by 2015, up from 25% currently.* * “The Rising Importance of Customer Data Privacy in a SoLoMo Retailing Environment,” EKN, 2014
  • 3. 3 Amsterdam Schiphol Airport, June 20, 2017, 4:30 p.m. John leaves the plane, takes out his phone, switches the airplane mode off and the shop mode on. What a great idea, he thinks, this shop mode on smart mobile devices. Just a few years ago retailers would bombard his phone with promotional messages. Now John controls when and how he interacts with retailers and brands. But the journey to get here took some time. The 2014 “trust crisis” made the consumer products and retail industry realize that collective action was required. Consumers around the world became increasingly concerned about digital data breaches (so-called “digital landmines”). Although this concern was often magnified by emotions and perceptions, consumers worried that they were not in control. This drove governments to step in and develop legislation. But this was not the right way forward either. Consumers didn’t get the value they could, and brands and retailers were not able to serve their consumers in the most effective and relevant way. To protect the ability to create mutual value via digital channels, the industry (together with consumers and critics, relevant bodies and platforms, and technology and service providers) took the responsibility to establish and drive a set of commonly agreed “consumer engagement principles.” These guidelines – by the industry, for the industry – were designed to raise and maintain the level of trust with consumers. And one of the results was the standardized shop-mode switch on mobile devices.
  • 4. 4 Consumer Engagement Principles Let’s get back to 2014. It’s no secret that shopping behavior has changed. The technology-enabled consumer’s shopping journey weaves in and out of many channels (web stores, mobile apps, social media, e-mail, kiosks, physical stores, contact centers and more). During this journey consumers leave ever-larger digital footprints with a growing trail of personal data. This raises numerous questions and concerns, including: • Who owns the data? • What is the value of the data? • How is the data being collected? • How is the data being used? • How is the data being protected against misuse? In this environment, consumers are becoming more aware of the value of their personal data and of issues related to data privacy and security. These concerns are exacerbated by a variety of factors. For example, the growing number of “digital landmine accidents” involving data breaches and privacy risks negatively influence consumer trust, not only regarding the individual companies involved but also the consumer goods and retail industry at large. An additional factor is the increasing pace of technology developments related to data usage and digitally enabled engagement, including wearable devices, observation tracking and big data insights. And then there’s the “Snowden effect,” which has made people more aware of data tracking and data mining in general. Emerging consumer privacy concerns will force 50%of early adopters to revisit hyper-personalized promotions by 2015.* * “IDC Retail Insights 2014 Predictions: Worldwide Retail,” IDC Retail Insights, December 10, 2013 Growing Digital Footprints Raise Data Privacy Concerns
  • 5. 5 60%of retailers will provide free Wi-Fi to customers in stores by 2015, compared with 22% currently, enabling retailers to track in-store customer location.* * “The Rising Importance of Customer Data Privacy in a SoLoMo Retailing Environment,” EKN, 2014
  • 6. 6 Consumer Engagement Principles 1 “TRUSTe Privacy Index: 2014 Consumer Confidence Edition,” TRUSTe, December 2013 2 “Evidon: Consumer Attitudes Toward Transparency in Data Collection,” Evidon, 2012 3 “Digital Shopper Relevancy,” Capgemini, 2012 4 “Five Things the FTC Will Get Tough on in 2014,”Kate Kaye, Ad Age, March 7, 2014 5 “TRUSTe Privacy Index: 2014 Consumer Confidence Edition,” TRUSTe, December 2013 The result: Consumer trust in businesses and institutions is declining. According to the 2014 TRUSTe Privacy Index, 55% of US Internet users trust businesses with their personal information online, down from 57% in January 2013 and 59% in January 2012.1 Similarly, 45% of UK consumers are more concerned about their online privacy than they used to be, and 50% express unease about the visibility of their social networking activity.2 And while the majority of consumers in developing markets are willing to share personal data with retailers, that’s not the case in Europe and North America. In Capgemini’s “Digital Shopper Relevancy” study, 70% of Chinese respondents and 74% of those in India said they were happy to provide their personal data to a retailer, but only 28% of respondents in Finland, 34% in Germany, 33% in Canada and 40% in the US were willing to do so.3 These concerns are causing governments to take notice. In the US, for example, the Federal Trade Commission is becoming more active in the privacy space. FTC Chairwoman Edith Ramirez, during a session at the Global Privacy Summit, indicated that the agency will focus on issues such as data security, mobile location tracking and data sharing across borders.4 The Numbers Tell the Trust Story The business impact of consumer privacy concerns is considerable. The 2014 TRUSTe Privacy Index found that 89% of US Internet users say they avoid companies that do not protect their privacy.5 This trust gap has particular implications in today’s digital world, as companies look to use technology- driven opportunities to better understand consumers and connect with them more effectively and more often. But this raises key issues for the industry, including how to build trust with consumers via standardization of information relating to product descriptions and ingredients; how to address increasing consumer expectations; how to work with consumer forums to solve issues via open platforms; how to ensure that accurate data is being delivered by new intermediaries like app providers; and how to address the “consumer insights vs. privacy” trade-off. Business Feels the Pressure
  • 7. 7 This growing complexity points to the importance of addressing digital engagement as a strategic business issue. There is a common industry need to protect the ability to create mutual value in order to meet consumer demands and prevent unnecessary government intervention by focusing on self-regulation. As noted by the World Economic Forum: “Government legislation and regulation have a crucial role to play in establishing trusted flow of data, but given the speed of change and complexity, it can never be relied upon to cover everything. Common principles at industry- level can serve as a global foundation for creating an interoperable, flexible and accountable framework for coordinated multistakeholder action.”6 To develop trust and level the digital playing field requires balancing different stakeholder needs, with a goal of ensuring mutual value. Think of it as a “value triangle”: value to the consumer (in the form of rewards, better deals, more relevant offers, etc.), value to the business (improved insights, greater efficiency, more profitable growth), value to the society (improved efficiency, greater corporate social responsibility). The idea of value exchange is echoed by Forrester Research Inc., which refers to “contextual privacy,” described as a framework for negotiating the collection and use of personal data that ensures a fair value exchange for both the customer and the business.7 6 “Unlocking the Value of Personal Data: From Collection to Usage,” World Economic Forum, February 2013 7 “The New Privacy: It’s All About Context,” Forrester Research, Inc., Dec. 19, 2013 The Value Triangle: Balancing Different Stakeholder Values TRUST Value to the Business Value to the Society Value to the Consumer How to guide and manage interaction with or among stakeholders across all digital channels in order to build trust and ensure the industry’s reputation, now and in the future? Source: Capgemini and The Consumer Goods Forum Mutual Value is Key to Improved Digital Engagement
  • 8. 8 Consumer Engagement Principles To this end, The Consumer Goods Forum (CGF) with Capgemini are working with the industry on an initiative focused on developing a set of “Consumer Engagement Principles” – or guidelines – for such a value exchange. The initiative was an outcome of CGF’s Future Value Chain 2022 program. The rationale for the Consumer Engagement Principles (CEP) has been clearly articulated: In the context of consumer trust and legislation with regards to the use of digital technologies, the industry needs to protect its ability to create mutual value in digital consumer engagement. The primary objective of the CEP is also clear: To establish and drive a set of commonly agreed principles to raise and maintain the level of trust with consumers. The goal is to have consumers view the industry as a responsible user and steward of consumer data and insights – thus forming the common foundation from which the digitally enabled value exchange can be optimized by individual companies. The creation of the CEP is influenced by an ecosystem consisting of four broad entities: governmental bodies, industry bodies, companies, consumers. The CEP will bring together and build on existing initiatives, platforms and policies from these entities (see sidebar for examples). • Governmental bodies: Privacy is a global topic. Governments are amending or developing privacy laws to protect individuals, clarify rules for businesses and keep up with developments in society and technology. • Industry bodies: A number of marketing organizations have created codes of conduct to provide recommendations for collecting consumer data and direct marketing activities. • Companies: Most companies have an established code of ethics or business conduct; many address the issue of data usage and privacy either in a general or specific way. However, there is little consistency among the policies. • Consumers: There is a lack of established global principles in the digital medium focused on consumers. While the CEP builds on existing initiatives it is being created and driven by the consumer goods and retail industry, for the industry, with ownership by The Consumer Goods Forum and endorsement by the CGF board (made up of CEOs of leading consumer goods and retail companies). 50%of UK consumers express unease about the visibility of their social networking activity.* * “Evidon: Consumer Attitudes toward Transparency in Data Collection,” Evidon, 2012 Consumer Engagement Principles: Addressing the Value Exchange
  • 9. 9 On the Books: A Sampling of Existing Privacy Initiatives Numerous privacy initiatives, platforms and policies currently exist. Following are a few examples: World Economic Forum (WEF): As part of the multi-year Rethinking Personal Data initiative, the WEF hosted an ongoing multi-stakeholder dialogue on personal data. This dialogue invited perspectives from the US, Europe, Asia and the Middle East. It involved representatives of various social, commercial, governmental and technical sectors, who shared their views on the changes occurring within the personal data ecosystem and how these changes affect the collective ability to uphold core principles. US Consumer Privacy Bill of Rights: This initiative provides a baseline of clear protections for consumers and greater certainty for companies. It consists of general principles that afford companies discretion in how they implement them. It is designed to serve as a template for privacy protections that increase consumer trust on the Internet and promote innovation. US Department of Commerce’s National Telecommunications and Information Administration (NTIA): This government body has the authority and expertise, developed through its role in other areas of Internet policy, to convene multi-stakeholder processes that address consumer data privacy issues. EU Data Protection Regulation: The European Parliament recently gave its strong backing to the architecture and the fundamental principles of the European Commission’s data protection reform proposals, on both the General Data Protection Regulation and on the Data Protection Directive in the law enforcement context. This (ongoing) EU data protection reform will ensure more effective control of people over their personal data, and make it easier for businesses to operate and innovate in the EU’s Single Market. Future of Privacy Forum (FPF): This Washington, D.C.-based think tank seeks to advance responsible data use and consumer privacy. FPF and The Wireless Registry Inc. recently announced the launch of a new platform that will allow consumers to easily and quickly opt-out of mobile location analytics at thousands of locations in the US. Word of Mouth Marketing Association: WOMMA is the official trade association that represents the interests of the word-of-mouth and social media industry. A central mission of WOMMA is to create an environment of trust between consumers and marketers. Mobile Marketing Association (MMA): MMA’s global code of conduct is intended to guide companies within the mobile ecosystem so they can effectively and responsibly leverage the mobile channel for marketing purposes. Digital Signage Federation (DSF): DSF has created voluntary privacy guidelines for digital signage companies, their partners and the venues that host these systems. Digital Advertising Alliance (DAA): DAA is a consortium of leading national advertising and marketing trade groups that together deliver self-regulatory solutions to online consumer issues. DAA allows consumers to identify when data is being collected from an advertisement via an “AdChoices” icon. The icon is clickable and enables consumers to opt out of data collection if they wish.
  • 10. 10 Consumer Engagement Principles The Principles Behind the CEP Simplicity Data protection and disposition Consumer Consumer centricity with the consumer being in control of their data Simple and easy to implement non-competitive guidelines Consumer data will be securely collected and stored. Will also be protected through strict government and company regulations Relevance Continuous relevance for consumers in their digital interactions with companies Consistent Self-certification & regulation with consistent industry practice Value Consumer data will be used only with the intention of adding value to consumers, immediately or in the longer term Source: Capgemini and The Consumer Goods Forum CEP Outline: What the Guidelines Could Look Like The CEP is designed to be forward looking, a “living” set of principles that will evolve over time. The CEP aims to provide positive and pragmatic guidelines to build and maintain consumer trust and to offer practical solutions for industry players. Most importantly, it is designed to provide the necessary balance between value for businesses, consumers and society. The development of the CEP is now in process, and the principles are expected to fall into several categories such as data, risk mitigation, technology and value creation. Guiding the development are factors like simplicity, consumer centricity, relevancy, consistency, value, and data protection and disposition (see accompanying graphic). 45%of online US adults do not trust companies with their personal information, up from 43% in 2013.* * “TRUSTe Privacy Index: 2014 Consumer Confidence Edition,” TRUSTe, December 2013
  • 11. 11 The potential positive impact of the Consumer Engagement Principles is clear: The CEP can help the industry make strides in building trust with consumers via digital channels by taking action to address the growing concerns about data usage and privacy. At the same time, there are potential challenges that must be addressed during the creation of the final principles. These fall into several categories: • Administrative: How to avoid a complex, protracted administrative effort like that associated with Sarbanes-Oxley. • Competitive: How to ensure that the CEP is not seen by dominant market leaders as a threat. Why should I help my competitors? And how best to ensure that the CEP complies with the CGF Antitrust Guideline. • Consumers: How to avoid consumer confusion. Will consumers trust one consolidated message from the industry? Will there be protections for non-tech-savvy consumers? And can a balanced value exchange be ensured? • Technology: How to address potential IT issues. Will the CEP require new systems, skills and costs? • Communication: How to ensure consistent communication across cultures and geographies. What form of communication? Where do we get the resources? Rules of the Road: Co-Creating the CEP A number of “rules of the road” will govern the development of the Consumer Engagement Principles, including: • Co-creation – proof that the consumer is at the center • Plain language, simple messaging • Guidelines, not rules or regulations • Commitment to transparent value exchange • One set of principles, not many • Inclusion of multiple stakeholders from the start • Ongoing maintenance group • Technology agnostic
  • 12. 12 Consumer Engagement Principles A number of activities have already taken place to move the Consumer Engagement Principles initiative forward, including the establishment of a core working group, with regular checkpoints. Additional activities include: global research on existing guidelines, protocols principles from different vantage points (consumer, government, industry, company); a survey of industry executives on the topic of digital consumer engagement; a two-day workshop with participation from 25 industry representatives; and collaboration and alignment with CGF’s End-To-End Value Chain Steering Committee. 90%of retailers plan to integrate social media data into their analytics initiatives by 2015, up from 30% currently.* * “The Rising Importance of Customer Data Privacy in a SoLoMo Retailing Environment,” EKN, 2014 8 “In-store Tracking and Data Security: The FTC Is Getting Involved,” Paula Rosenblum, Retail Systems Research, March 11, 2014 How You Can Help Make the CEP Real 45%of UK consumers are more concerned about their online privacy than they used to be.* * “Evidon: Consumer Attitudes toward Transparency in Data Collection,” Evidon, 2012 Several next steps have been identified: • Build on the industry workshop to further develop “the case for change” • Further mobilize relevant stakeholders (including CGF members, the industry at large, consumers, critics, relevant bodies and platforms, and technology and service providers) • Agree on CEP governance (including roles and responsibilities, support and facilitation, timeline planning) • Define the outline for the Consumer Engagement Principles (including impact and imperative) The time to act is now. “Feelings on the trade-off of privacy for relevancy are starting to shift,” notes Paula Rosenbaum of Retail Systems Research (RSR). “A lot more people seem to be opting for privacy.”8 Widespread participation from consumer goods and retail companies will be the key to success. We encourage you to join the Consumer Engagement Principles initiative.
  • 13. 13 Acknowledgements The Consumer Goods Forum (CGF) wishes to thank the following executives for their time, active participation and valuable insights into the Consumer Engagement Principles project: Richard Kellam, Mars Diego Bevilacqua, Metro Co-Chairs CGF End-to-End Value Chain Steering Group Pete Blackshaw, Nestlé Co-Chair CGF ‘Consumer Engagement Principles’ project Ed Porter, Ahold Guy Keeling, Barilla Alejandro Pintado, Grupo Bimbo Javier Medrano, Grupo Bimbo Bernard Helders, Capgemini Kees Jacobs, Capgemini Manvendra Khati, Capgemini Tom van de Wal, Capgemini Juan Pedro Agustín, DIA Ricardo Henao, Almacenes Éxito Scott Meyer, Ghostery Craig Morgan, Google John Montgomery, GroupM Interaction Robert Beideman, GS1 GO Bjorn Verhelst, Heineken Erik van Essen, Loyalty Management Netherlands Angie Francolini, McCormick Jerry Wolfe, McCormick Sandi Northey, Nestlé Matías Alpert, Ogilvy & Mather Latina Nelly Andersen, Ogilvy Tim Welch, PepsiCo Antonia Mccahon, Pernod Ricard Renaud Poncelet, P&G Ross Phillipson, P&G Jesus Muñoz, S-Mart Neil Southworth, Tesco Rudy Hagedorn, CGF Sabine Ritter, CGF
  • 14. 14 Consumer Engagement Principles About The Consumer Goods Forum The Consumer Goods Forum (“The Forum”) is a global, parity-based industry network that is driven by its members. It brings together the CEOs and senior management of some 400 retailers, manufacturers, service providers, and other stakeholders across 70 countries, and it reflects the diversity of the industry in geography, size, product category and format. The Forum member companies have combined sales of EUR 2.5 trillion. Their retailer and manufacturer members directly employ nearly 10 million people with a further 90 million related jobs estimated along the value chain. The Forum is governed by its Board of Directors, which includes 50 manufacturer and retailer CEOs and Chairpersons. The Forum provides a unique global platform for knowledge and best practice sharing around the following strategic priorities: Sustainability, Product Safety, Health & Wellness, End-to-End Value Chain & Standards, which are central to the advancement of today’s consumer goods industry. The Forum’s mission is, “Bringing together consumer goods manufacturers and retailers in pursuit of business practices for efficiency and positive change across our industry benefiting shoppers, consumers and the world without impeding competition”. To fulfil this, its members have given The Forum a mandate to develop common positions on key strategic and operational issues affecting the consumer goods business, with a strong focus on non- competitively sensitive process improvement. The Forum’s success is driven by the active participation of the key players in the sector who together develop and lead the implementation of best practices along the value chain. With its headquarters in Paris and its regional offices in Washington, DC and Tokyo, The Forum serves its members throughout the world. For more information, please visit: www.theconsumergoodsforum.com. For more information on how you can participate, please contact: Ruediger Hagedorn The Consumer Goods Forum +49 171 693 5583 r.hagedorn@theconsumergoodsforum.com
  • 15. 15 About Capgemini With more than 130,000 people in over 40 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2013 global revenues of EUR 10.1 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore® , its worldwide delivery model. Capgemini’s global Consumer Products and Retail practice works with a majority of the world’s largest retail and consumer products companies plus hundreds more. A team of more than 12,500 consultants and technologists throughout the world helps these clients reap the benefits of industry-specific solutions. The Capgemini Global Service Line entitled Digital Customer Experience (DCX), helps organizations understand and implement the right mix of business focused digital capabilities, deployed within the right framework for transformation – to fundamentally change how they do business and serve their customers. Digitally mature organizations deliver on improving customer advocacy and driving growth. Available worldwide and across all industry sectors, the consolidated offer from Capgemini helps enterprises to embed digital customer experiences into the heart of their organizations, while transforming their future business models and processes. DCX addresses the need to achieve and sustain business value via digital initiatives, from the back-end right through to the front line. Learn more about us at www.capgemini.com. Rightshore® is a registered trademark belonging to Capgemini. For more information on how you can participate, please contact: Kees Jacobs Capgemini +31 653 292 832 kees.jacobs@capgemini.com
  • 16. ST-05/14 © 2014 Capgemini. All rights reserved. No part of this document may be modified, deleted or expanded by any process or means without prior written permission from Capgemini. www.capgemini.com/consumer-products-retail © Shutterstock.com/ Edyta Pawlowska (cover), Adam Radosavljevic (page 2), LDprod (pages 5 & 11), Joe Seer (page 6), Alexey Boldin (page 8), Tyler Olson (page 13).