The document discusses customer-centric retail innovation and provides five steps to achieve it: 1. Take the customer perspective by understanding their journey and needs. 2. Get to know customers' emotions and what really matters to them. 3. Focus innovation efforts on areas that have the most customer engagement and emotional involvement. 4. Ensure employees understand and are aligned with the customer-centric strategy. 5. Start implementing customer-centric innovations while continuing to learn from customers.

1. RETAIL INNOVATION: A STRATEGIC PERSPECTIVE FUTURE LAB

2. GO TO WORK FUTURE LAB

3. 1. GET ON A PLANE TO LEARN AND NETWORK FUTURE LAB

4. 2. IMPORT – SKILLS, IDEAS, FORMATS FUTURE LAB

5. 3. SECURE AND TRAIN THE BEST PEOPLE

6. 4. INNOVATE LIKE ONLY ROMANIANS CAN COPY MODIFY CREATE Introduce global formats that already exist Modify existing concepts to better match local needs Develop new concepts, targeting specific local segments and needs DEGREE OF INNOVATION FUTURE LAB

7. POP Systems Online RETAIL INNOVATION, ACCORDING TO MANY FUTURE LAB

8. BRANDS Be the first to become friendly with your new customers Help your existing distribution to « make the jump » Pro-actively say goodbye to those who can’t or won’t innovate. RETAILERS/INVESTORS Be first to bring a (modified) format into the market Come with something « unique » which internationals can’t offer Get out of the way and sell as expensive as possible. FUTURE LAB THEN, GO TO WORK

9. FUTURE LAB Source: IBM Business Consulting Services – The Retail Divide, 2004 BUT WE WILL START WITH INNOVATION FROM A STRATEGIC PERSPECTIVE And to be more precise: « customer centric retail innovation »

10. FUTURE LAB Broaden Your Innovation Horizon Think Beyond the Store

12. Quiz: Which % of innovations fail? 97% FUTURE LAB Why Customer Centric?

13. WHO COMPETES WITH MARS? FUTURE LAB Why Customer Centric? CONSUMER PERSPECTIVE

14. WHY CUSTOMER-CENTRIC? FORMAT INNOVATION IS LIMITED FUTURE LAB

15. WHY CUSTOMER-CENTRIC? FORMAT INNOVATION IS LIMITED FUTURE LAB

16. WHY CUSTOMER-CENTRIC? FORMAT INNOVATION IS LIMITED FUTURE LAB

17. WHY CUSTOMER-CENTRIC? FORMAT INNOVATION IS LIMITED FUTURE LAB

18. WHY CUSTOMER-CENTRIC? FORMAT INNOVATION IS LIMITED FUTURE LAB

19. WHY CUSTOMER-CENTRIC? FORMAT INNOVATION IS LIMITED FUTURE LAB

21. CUSTOMER CENTRIC RETAIL INNOVATION Customer Centric Retail Innovation WHAT ABOUT THE CUSTOMER? FUTURE LAB

22. REMARKABLE FUTURE LAB

23. Apple Retail 2001 Sorry Steve, Apple Stores Won’t Work (Business Week) Apple Retail 2004: Fastest retailer ever to reach the $1 billion mark a year Apple Retail 2006 Fastest retailer ever to reach $1 billion/quarter mark Apple Retail 2007 Sales per sq.meter = $ 30,176 (as comparison: BestBuy = $10,643) FUTURE LAB HOW DID THEY DO IT? Watch video on http://www.youtube.com/watch?v=m-Y7vZMEPrU

24. DRIVERS FOR RECOMMENDATION IN ICT Source: Net Promoter ™ Economics: the Impact of WOM, Satmetrix, 2008 FUTURE LAB

27. Source: Net Promoter ™ Economics: the Impact of WOM, Satmetrix, 2008 Apple: 2007 Net Promoter Performance and 5 Year Trend vs. Overall B2C High Tech Computer Hardware Manufacturers RESULTS FUTURE LAB

28. Total Customer Value of an Apple advocate is almost twice that of the industry average Source: Net Promoter ™ Economics: the Impact of WOM, Satmetrix, 2008 FUTURE LAB RESULTS

29. Revenue Growth % 2007 vs 2008 Source: Fortune Magazine, May 5,2008 RESULTS FUTURE LAB

30. HOW ABOUT YOU? FUTURE LAB 5 steps To Customer Centric Retail Innovation

31. Image by : Zombiefactory, CC-license 2.0 #1 TAKE THE CUSTOMER PERSPECTIVE FUTURE LAB

32. THE CUSTOMER JOURNEY – BRAND/RETAIL PERSPECTIVE HOTSPOT HOTSPOT FUTURE LAB

33. CUSTOMER PERSPECTIVE Flipchart Time Which are the steps in the customer journey when booking a holiday? How could you innovate on them? FUTURE LAB THE CUSTOMER JOURNEY

35. TRAVEL Photo Nils Bremer, cc. 2.0 FUTURE LAB BANKING CARS FOOD How About You? CUSTOMER PERSPECTIVE THE CUSTOMER JOURNEY

36. #2 GET THE CUSTOMER HEARTBEAT FUTURE LAB Photo: Joeannenah, cc: 2.0

38. BUT DON’T JUMP TO CONCLUSIONS … THINK SCENARIOS FUTURE LAB

39. #3 FOCUS YOUR EFFORTS FUTURE LAB

40. WHERE SHOULD YOU FOCUS? FUTURE LAB

41. WHICH IS THE EASIEST PATH TO WALK? FUTURE LAB Photo: StuSeeger, cc 2.0

42. PROCESSED FOOD PHARMA INNOVATORS SEEM TO DISAGREE AIRLINES BANKS COMPUTERS UTILITIES FUTURE LAB Source: The Doblin Group

44. FUTURE LAB DEBATE: ARE YOU A PENGUIN?

45. High Low Low High Customer Engagement Innovation Intensity CROSS YOUR INNOVATION LANDSCAPE WITH THE CUSTOMER ENGAGEMENT FUTURE LAB Opportunities for meaningful differentiation Areas to keep up or stay ahead Look at the niches Copy when proven only

46. #4 MAKE SURE YOUR PEOPLE ARE WITH YOU FUTURE LAB

48. We show that we value our customers by serving them well, putting their needs and interests at the center of everything we do. (from the AOL mission statement) FUTURE LAB Watch video on: http://www.youtube.com/watch?v=xaaAYVUWP0I

49. BAD EMPLOYEE? FUTURE LAB

50. Source: Norton, D. Aligning your Strategy to the Customer Value Proposition, 13/9/2005 ONLY 5% OF THE WORKFORCE UNDERSTANDS THE STRATEGY (when innovating this gets even worse). FUTURE LAB

51. WHILE THEY NEED TO DELIVER THE RETAIL (INNOVATION) PROMISE. FUTURE LAB

52. 76% of consumers don’t believe that companies tell the truth in advertisements Yankelowich,2006 FUTURE LAB

53. BUT PEOPLE TYPICALLY DON’T HAVE “EMOTION MANAGEMENT” IN THEIR JOB DESCRIPTION FUTURE LAB

54. WHEN YOU INNOVATE, TRANSLATE INTO 6 DIRECTIONS Remarkable Practice: Gemalto

55. Remarkable Practice: Gemalto FUTURE LAB

56. #5 START SWIMMING FUTURE LAB YOU

58. AND DON’T FORGET TO STEAL WITH PRIDE

59. POP Systems Online AND THEN WE WERE GOING TO HAVE A WORD ABOUT FUTURE LAB

60. THOUGHTS ON DIGITALLY AUGMENTED RETAIL FUTURE LAB

61. Mobile THREE PRACTICAL OPPORTUNITIES FUTURE LAB Internet In-store Digitally Augmented Retail

63. INTERNET LISTEN AND REACT FUTURE LAB US Online Review Users Identifying Review as Having Significant Influence on their Purchase Source: Comscore Inc., the Kelsey Group, Oct. 2007 Hi Joel, Sorry if we weirded you or your friend out by following you on twitter. @JetBlue isn’t a bot, it’s merely me and my team keeping our ears to the ground and listening to our customers talk in open forums so we can improve our service to them. It’s not marketing, it’s trying to engage on a level other than mass broadcast, something I personally believe more companies should try to do. Because corporate involvement in social media is a new and evolving discipline, I also take a specific interest on conversations revolving around our role here. I’d have DMd you and Lisa directly if you allowed DMs, so please also forgive me for following the link on your twitter page here to send you this note. You and Lisa are no longer being ‘followed’ as you seem to indicate. Again, my apologies Morgan Johnston Corporate Communications JetBlue Airways Category % Restaurant 79% Hotels 87% Travel 84% Automotive 78% Home 73% Medical 76% Legal 79%

64. KEEP IT SIMPLE ON THE MOBILE FRONT On-Demand SMS push Location Based Push INFORMATIONAL (PART OF EXPERIENCE) PROMOTIONAL ! RELEVANCE PERMISSION FUTURE LAB

65. FUTURE LAB IN-STORE INSPIRATION Watch video on http://www.youtube.com/watch?v=gQBFaVfBi9w&feature=related#

66. Queen’s Arcade (Cardiff) WATCH THE CONTENT LESSONS IN NARROWCASTING FUTURE LAB McDonalds Amsterdam Veritas Antwerp INSTORE

67. FUTURE LAB COPY MODIFY CREATE DEGREE OF INNOVATION Turnover of Retail Trade in Romania 2001-2007, 2010 (€ billions) ROMANIA IS ON THE VERGE OF SOMETHING BIG

68. FUTURE LAB THOSE WHO INNOVATE WIN

69. FUTURE LAB GO !!

70. For more information contact Alain Thys via [email_address] Or read up on the Futurelab blog at: http://blog.futurelab.net FUTURE LAB