Digital shoppers can be segmented into six distinct groups based on their behaviors and attitudes toward digital channels. The largest segments vary by country and product category. Digital Shopaholics and Social Digital Shoppers dominate in developing markets like India and China, while Rational Online Shoppers are most common in mature markets. Significant differences also exist between developing and mature markets, as digital channels play a greater role across all shopping phases in developing areas.
Location Based Services von Volker Hoyer (Arvato/Bertelsmann) vom Kongress "The Future of E-Commerce", organisiert von Adtelligence in der Popakademie Mannheim. Weitere Informationen, Präsentationen und Videos auf www.adtelligence.de/futureofecommerce
Location Based Services von Volker Hoyer (Arvato/Bertelsmann) vom Kongress "The Future of E-Commerce", organisiert von Adtelligence in der Popakademie Mannheim. Weitere Informationen, Präsentationen und Videos auf www.adtelligence.de/futureofecommerce
Smartare kunder kräver smartare affärerIBM Sverige
Att alla affärer börjar med en kund är en gammal sanning. Men nu håller en ny typ av kunder på att förändra kraven och dynamiken mellan köpare och säljare. Kundernas ställning stärks genom ökande social interaktion och tillgång på information på nätet.
Per Ankarås, Smarter Commerce Lead Nordic, IBM Svenska och IBM Business Partner Fiwe
To survive in today’s changing retail environment, smart organizations are working to optimize their (1) Shopping experience, (2) Operations, (3) Merchandizing and supply chain.
The debate and doubt is long over. Gone are the days when an e-commerce division
was the lonely stepchild of a merchant’s business, clamoring to prove its value.
e-Commerce has fully stepped up to assume its rightful place as a critical growth
channel for businesses in just about every industry. And now, with the emergence of
social and mobile commerce, and the continuing integration of these channels with
physical stores and contact centers, the e-commerce infrastructure has gone from
fringe to foundation. e-Commerce platforms are becoming cross-channel platforms,
serving as the core engine powering an entire cross-channel commerce operation. With
this evolution business managers need to think strategically about how to engage, sell
to, and serve customers across all established and emerging channels and devices.
How different is the use of digital
channels during the shopping journey
in developing countries compared with
more mature markets?
Is there a clear segmentation of
shoppers based on their shopping
behavior and preferences across all
channels (for example, taking into
account different behavior for women,
tech-shy or older people)?
When are retailers and manufacturers
relevant to digital shoppers in their
all-channel experience, such as with
social media and smartphones – and
how does this differ depending on the
shopper segment?
Smartare kunder kräver smartare affärerIBM Sverige
Att alla affärer börjar med en kund är en gammal sanning. Men nu håller en ny typ av kunder på att förändra kraven och dynamiken mellan köpare och säljare. Kundernas ställning stärks genom ökande social interaktion och tillgång på information på nätet.
Per Ankarås, Smarter Commerce Lead Nordic, IBM Svenska och IBM Business Partner Fiwe
To survive in today’s changing retail environment, smart organizations are working to optimize their (1) Shopping experience, (2) Operations, (3) Merchandizing and supply chain.
The debate and doubt is long over. Gone are the days when an e-commerce division
was the lonely stepchild of a merchant’s business, clamoring to prove its value.
e-Commerce has fully stepped up to assume its rightful place as a critical growth
channel for businesses in just about every industry. And now, with the emergence of
social and mobile commerce, and the continuing integration of these channels with
physical stores and contact centers, the e-commerce infrastructure has gone from
fringe to foundation. e-Commerce platforms are becoming cross-channel platforms,
serving as the core engine powering an entire cross-channel commerce operation. With
this evolution business managers need to think strategically about how to engage, sell
to, and serve customers across all established and emerging channels and devices.
How different is the use of digital
channels during the shopping journey
in developing countries compared with
more mature markets?
Is there a clear segmentation of
shoppers based on their shopping
behavior and preferences across all
channels (for example, taking into
account different behavior for women,
tech-shy or older people)?
When are retailers and manufacturers
relevant to digital shoppers in their
all-channel experience, such as with
social media and smartphones – and
how does this differ depending on the
shopper segment?
"Now more than ever your practice can't afford to be average!"
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A commentary on various aspects of multichannel retailing. The article presents an approach for retailers strategizing integration of their retail channels.
Accenture: Multichannel Attribution Dec 2012Brian Crotty
Anticipating consumers’ every move to conversion is essential to realizing a strong return on marketing investment (MROI), yet, pervasive methods for understanding consumer behaviors fall short in a multichannel environment.
In the digital world, channel savvy, highly mobile, multiple device-happy consumers are in control. While they move from one media channel to another—and from one device to another—companies across industries are struggling to keep pace.
Anticipating consumers’ every move to conversion—and measuring every interaction across every channel—is essential to realizing a strong MROI and to sustaining competitive differentiation. Yet, pervasive methods for understanding consumer behaviors fall short in a multichannel environment.
As such, various attribution models and approaches have emerged to help businesses better capture and analyze consumers’ purchase journeys across both offline and online channels. Though a singular approach for measuring consumer data has yet to emerge, multichannel attribution holds exciting promise.
December 6, 2012
Accenture: Serving nonstop customer Oct 2012Brian Crotty
Serving the
nonstop customer
By Paul F. Nunes, Olivier Schunck and Robert E. Wollan
A customer’s path to purchase used to be linear.
Now the journey is dynamic, accessible and continuous.
Marketing executives need a new model that can help
them become and remain relevant to their customers
in this uncharted environment.
accenture.com/
Retail store experience : Images Retail Jan 2013Shijo Thomas
Store customer experience management is a vast area involving aspects related to the product, customer segment, store layout and technology used. Retailers need to start layer by layer beginning with factors of customer convenience and working upwards to provide a spectacular experience.
Finacle Thought Paper - Digital Wallet Success StrategyInfosys Finacle
Finacle thought paper discusses how digital wallet might replace credit cards and cash in near future and list important must have strategies for digital wallet service providers to grow.
Capturing intelligence while managing relationshipsIntergen
Focuses on how to provide sales representatives with the tools to manage customer relationships and to capture valuable field intelligence via direct observations. Enabling immediate transmitting of field information via mobile devices to headquarters. to enable category managers, trade promotion managers, finance and logistics instant-connect views, so that business managers can intelligently and swiftly reorder field priorities to energize a launch, or avoid a supply chain issue. Presented at the NZ Retail Show during April 2011.
The Social Shopper: A Lens into the future of Retail ExperiencesDelvinia
The Internet and social media have created a landscape where consumers are a more significant force than ever before. And, digitally-savvy shoppers are leading the way. Our study around consumer use of digital technology — conducted through AskingCanadians™ — reveals that digital experiences are not only a key component in the purchase process; but digitally-inclined shoppers are fast becoming the consumers of the future.
Mobile and CRM - Marketing to Situations and ContextsBrandEmotivity
Mobile can be integrated into a company’s communications mix in two main ways. If done rightly, it presents brands with an opportunity to manage their customer relationships in a deeper, more relevant way.
Similar to [Executive summary] Digital Shopper Relevancy (20)
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
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• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
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• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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1. Consumer Products and Retail the way we see it
Digital Shopper Relevancy
Profiting from Your Customers’ Desired All-Channel Experience
EXECUTIVE SUMMARY
2. Engaging with Technology-
Enabled Shoppers
Being a shopper today is more exciting The Journey of the Digital
than ever. The consumer products and Shopper
retail industry is undergoing significant
Capgemini’s “Digital Shopper
transformation largely because of
Relevancy” study provides insight into
the way that people choose to shop
when, where and how shoppers want
and consume. They are enabled
to interact with a retailer or consumer
with technology that allows them to
products company through various
approach the shopping process in a
channels and locations across the
different way than they have in the past.
phases of the All-Channel Shopping
Shoppers expect to find information Journey: Awareness, Choosing,
in multiple sources and formats. Transaction, Delivery and Aftersales
They are looking for consistency Care (Figure 1).
and convergence among different
This insight is crucial for companies to
technologies and channels. And they
be able to serve these digital shoppers
have no predefined views about what
in a relevant manner. This is not just
“belongs” in specific channels, but will
about setting up a commerce website,
use whichever channel or device is
most relevant.
Figure 1: The All-Channel Shopping Journey
All-Channel Shopping Journey
Awareness Choosing Transaction Delivery Aftersales Care
Maria gets her Maria uses Maria doesn't really Using her phone, Maria gets personalized
Mobile
ideas from her her social network differentiate Maria requests information on
phone and shops and phone between mobile delivery to her accessories and
at special sales to let her friends and online as she house, her matching separates
events at the mall help choose does everything boyfriend's house for her recent
through one or school, purchases
device whichever is
more convenient
James’ goods arrive at
James doesn’t get his home delivery box James will send
James uses With one click feedback to the retailer
James adds these involved in the at his pre-agreed
e-mail on his mobile if there is
to his regular transactional element regular time unless he
suggestions to something in his order
of his regular intervenes with a
At Home
supplement his online he is not happy with
replenishment purchases as they change of
regular online
order happen automatically circumstances
purchases
Anna gets alerts on
her phone about the
Anna chooses Anna will order from a delivery status of the
online or during kiosk in store or back order
an experiential at home after she has
Anna takes shopping trip,
inspiration both chosen her goods Anna buys extended
depending on the
from online and category products and services
from her mall that she sees in
Store
visits showroom-style stores.
Any issues she deals
with at home online
Source: Capgemini
Note: The “Digital Shopper Relevancy” study tracked shopper behavior and attitudes toward the following channels and devices: Internet sites, e-mail (such as newsletters and offers),
in-store technology (such as kiosks), social media, smartphones (specific apps) and phone (via call center).
2 Digital Shopper Relevancy: Executive Summary
3. Consumer Products and Retail the way we see it
being active on Facebook or developing
a mobile app; this is about addressing
The research
the specific needs of shoppers in the uncovered a variety
context of how they live their daily lives.
(Note: When we talk about “digital
of different types
shoppers” we mean shoppers who of digital shoppers,
use one or more digital technologies or
channels in one or more phases of their each using channels
shopping journey.) and devices in
different ways during
their shopping
journeys.
3
4. Rational Online Key Findings
The research uncovered a number of
Shoppers value well- key findings.
functioning online
stores with clearly
marked product
T here is no “one” digital
shopper.
We identified a variety of different
types of digital shoppers, each using
information, prices channels and devices in different ways
and delivery charges. during their shopping journeys. Their
behavior is impacted by factors such as
age, gender, product category, journey
phase, market maturity, and attitudes
and expectations about technology.
We found some overall behavioral
differences, for example:
• Female shoppers: Women are
generally more engaged than men
4 Digital Shopper Relevancy: Executive Summary
5. Consumer Products and Retail the way we see it
What Makes Categories Similar – and Different
In the five product categories that were studied (food, health and personal care, fashion,
DIY/do-it-yourself home improvement and electronics) we saw some similarities in how
shoppers use and value digital channels and devices. For example, across all phases of the
shopping journey, Internet sites remain the dominant digital channel in all the categories,
followed by e-mail.
But differences also stood out. Consider that the relevance of digital channels is higher for
high-value categories such as electronics and DIY, compared with lower-value items such
as food; this applies to all phases of the shopping journey. In addition, social media is likely
to be used for searching for information in the fashion category more than in any other
product category, while in-store technology is most important for DIY purchases. Mobile
apps are more likely to be used to track delivery of orders in the fashion and electronics
categories.
We also found that the fashion and health and personal care categories have a more
heterogeneous shopper base, while the DIY and food categories are dominated by Digital
Shopaholics. Electronics was the only category in which Social Digital Shoppers were the
largest segment, although this segment is also important in the fashion category.
These are just a few of the category highlights. More details are available in the full
“Digital Shopper Relevancy” report.
when using digital channels. They location-based messages and offers
are more interested than men from retailers via digital channels.
in receiving personalized offers, Overall, shoppers in the older age
recommendations and information groups are less interested in using
about new products. In addition, mobile apps, although they do see
women are more interested than men value in in-store technology such as
in using digital devices inside the kiosks and digital devices integrated
physical store to order products that into shopping carts.
are not available in the store; they
are also more interested in the ability The differences were less pronounced
to easily compare different products when it came to demographic factors
before making the final purchasing such as education and income levels.
decision, and in being offered visual However, demographics are only one
aids (such as “how-to” videos) to factor impacting shopping behavior.
help them choose the most suitable A detailed segmentation analysis
product. identified six distinct segments of digital
• Older shoppers: Not surprisingly, shoppers1: Techno-Shy Shoppers,
older shoppers place less Occasional Online Shoppers, Value
importance than their younger Seekers, Rational Online Shoppers,
counterparts on digital channels in Digital Shopaholics and Social Digital
general. But this doesn’t mean they Shoppers.
don’t see value in these channels.
In particular, they are heavy users of
Internet sites, especially during the
Get the Full Story on Digital
early phases of the shopping journey. Shopper Relevancy
Older shoppers are interested in This executive summary presents
using blogs and social networks to the headline findings of our “Digital
find consumer recommendations and Shopper Relevancy” research. Yet there
reviews, although they are less likely is much more that can be explored
than younger shoppers to follow and applied to your own organization.
retailers on social media. In addition, Look for the full global “Digital
a surprising number want to receive Shopper Relevancy” study
at www.capgemini.com/
DigitalShopperRelevancy.
1 Capgemini segmented the respondent base using more than 60 behavioral variables. Methods included
factor analysis and k-means clustering. 5
6. Techno-Shy Shoppers
Techno-Shy Shoppers (13.3% of the
respondents) are not interested in new
technologies and do not consider digital
channels or devices important during
any phase of the shopping journey.
They are not frequent or confident
online shoppers and rarely use
smartphone apps. They demonstrate
the lowest rate of online shopping of all the
segments across all product categories.
Techno-Shy Shoppers show some
slight interest in social media but prefer
personal contact via phone/call centers.
And they have very little interest in future
digital developments.
These shoppers include both young
students and older consumers and many
of them come from Continental Europe.
Occasional Online significantly less online compared with
all segments except the Techno-Shy.
Shoppers When they do use digital channels,
Occasional Online Shoppers (16.1% they prefer the Internet, e-mail and
of the respondents) shop online in-store technology, but they rarely
infrequently, with low usage across use smartphone apps or social media
all product categories. They buy during the shopping journey.
These shoppers use digital channels
primarily for choosing and comparing
products and tracking deliveries. They
expect digital channels to be in their
native language. Occasional Online
Shoppers value flexible return options,
availability of product information and
customer service.
These shoppers are slightly more likely
to be women than men and also are
likely to be high school and college
graduates; 56% of Occasional Online
Shoppers are older than 45.
6 Digital Shopper Relevancy: Executive Summary
8. Value Seekers Their typical online purchases include
fashion and personal healthcare items.
Value Seekers (accounting for 13.5% of Value Seekers want an easy shopping
the total respondent base) are price- process with clearly marked product
sensitive shoppers with relatively little information and prices, and convenient
interest in digital shopping and new return policies.
technologies. They shop online primarily
to find the best deals on products they They are more likely to be women (63%)
know they want. Smartphone apps, than men, and are also somewhat
social media and in-store technology more likely to be retired than their
play almost no role in their shopping counterparts in the other segments.
process. Sixty percent of Value Seekers are over
the age of 45.
Digital Shopaholics). The Internet is
their preferred channel throughout
the shopping journey but they have
little interest in using social media and
mobile apps for shopping.
They know what they want and they
use the Internet to find the most optimal
solution. Rational Online Shoppers value
well-functioning online stores with clearly
marked product information, pricing
and delivery charges, as well as reliable
delivery processes. They do not trust
reviews in retailer-hosted consumer
communities and do not regard as
Rational Online Shoppers important giving feedback and receiving
help through digital channels.
Rational Online Shoppers (14.7% of the
respondents) are relatively confident Rational Online Shoppers are equally
online shoppers buying mostly fashion divided between men and women
products and electronics. Overall, and 25% of them are retired. They are
they are the second most active particularly prevalent in Finland and the
online shopper segment (after the UK.
8 Digital Shopper Relevancy: Executive Summary
9. Consumer Products and Retail the way we see it
Digital Shopaholics
Digital Shopaholics (17.6% of the
respondents) are early adopters and
experimenters and are prevalent
among the digital-savvy shoppers;
they use digital channels and devices
like smartphone apps and in-store
technology very actively throughout the
shopping journey. These consumers are
true digital shoppers and have a higher-
than-average rate of online purchases
across all product categories. They
place considerable emphasis on the
shopping experience.
They prefer to communicate with
retailers online and are active users
of social media and other peer-to-
peer networks to share their opinions retail stores will ultimately become
about products and services. Digital mainly showrooms.
Shopaholics expect the full integration Digital Shopaholics are more likely to
of the physical, online and mobile be men than women and they work
shopping experience by 2014, and a full time; 60% have a college degree or
vast majority anticipate that physical higher.
Social Digital Shoppers purchase less online than the average
in all retail segments except electronics,
Social Digital Shoppers (24.8% of the likely due to the fact that they tend to
respondents) are very optimistic about be younger shoppers and have not yet
the use of all digital technology and the reached their peak buying power.
vast majority consider digital channels
and devices to be important in all They are heavy users of social media
phases of the shopping journey. They and want to share opinions and
tend to be digitally savvy and describe experiences through digital channels
themselves as frequent and confident and are active users of mobile
online shoppers; however, they applications and services. Social Digital
Shoppers trust mobile devices for
paying for products, locating items and
identifying themselves.
These shoppers are more likely to be
under the age of 35 (45%) and 11%
are students. Social Digital Shoppers
are especially prevalent in developing
markets such as India, China and
Mexico.
9
10. S
Shoppers in developing regions of respondents from India and 68% of
ignificant differences place greater importance on all digital those from China said they would like to
exist between digital channels, regardless of the phase of be able to follow retailers through social
the shopping journey. This may be due media, far higher than in the mature
shoppers in developing in part to the lack of traditional retail markets.
markets and those infrastructure in these markets as well
Interestingly, we found that three
as the tendency in developing markets
in mature markets. to “leapfrog” entrenched approaches
countries – Russia, Italy and Spain –
The research makes it very clear that often fell somewhere in between the
in favor of the latest tools and formats.
digital shoppers rule in developing developing and mature markets in
For example, 72% of respondents from
markets. Digital Shopaholics and Social terms of their digital shopping behavior.
India and 69% from China said they
Digital Shoppers form the majority of For instance, more than two-thirds of
purchase more products in a single
digital shoppers in China, India, Brazil, shoppers in the developing markets of
transaction online than in a physical
Mexico and Turkey. By comparison, India, Mexico, Brazil, China and Turkey
store, compared with just 24% of those
these segments account for a smaller said they are interested in finding out
from Finland and 31% from the US. And
percentage of the total digital shopper about new products through social
73% of shoppers from India and 74%
population in the other markets media and blogs. By comparison, less
of those from China prefer to be offered
(Figure 2). In most of the mature than half of shoppers in the mature
additional product suggestions online
markets, the Rational Online Shoppers markets of US, Canada, France,
vs. 34% in France and 36% in Australia.
are dominant. Around the world the Australia, the UK, Germany, Finland and
percentage of Techno-Shy Shoppers Shoppers in developing markets are Sweden are interested in this capability.
is similar, except in France and Spain, also more engaged with retailers and In the middle are Italy, Russia and Spain,
where it is higher. consumer products companies through where a little over half are interested in
digital channels. Nearly three-quarters using social media and blogs to learn
about new products.
Figure 2: A View of Digital Shopper Segments by Country (Ranked by Social Digital Shoppers/Digital Shopaholics)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
China 44 33 1 6 2 14
India 50 26 2 5 6 11
Brazil 36 23 8 5 19 10
Mexico 36 22 3 9 21 8
Turkey 35 19 5 9 19 14
Russia 29 17 9 9 25 11
Italy 22 22 10 14 17 15
Spain 25 13 8 16 15 23
US 19 16 19 19 17 10
UK 14 20 30 18 6 12
Australia 17 16 21 16 18 12
France 16 15 24 10 16 19
Canada 19 11 16 21 21 11
Germany 14 14 22 17 16 16
Sweden 12 7 25 20 21 14
Finland 11 7 32 20 17 13
Social Digital Shoppers Rational Online Shoppers Occasional Online Shoppers
Digital Shopaholics Value Seekers Techno-Shy Shoppers
Source: Capgemini
Note: Results are rounded and hence not all bars equal 100%.
10 Digital Shopper Relevancy: Executive Summary
11. Consumer Products and Retail the way we see it
D igital shoppers are
focused on core
functionality like price,
Figure 3: Importance of Digital Channels Across the Customer Shopping Journey
Awareness Choice Transaction Delivery Aftersales Care
Internet site 3.94 3.92 3.80 3.92 3.94
product specifications
and delivery information. E-mail
(such as newsletters, offers) 3.56 3.47 3.34 3.71 3.79
Digital shoppers, especially those in
mature markets, want retailers and In-store technology
3.31 3.33 3.41 3.25 3.28
consumer products companies to get (such as kiosks)
these basics right before they will be
open to engage. When researching, Social media 3.09 2.99 * * 2.99
comparing and choosing products
through digital channels, half or more Smartphones
2.88 2.82 2.81 2.93 2.91
of respondents said that factors such (specific apps)
as clearly marked product price,
Phone
availability and delivery charges, and (via call center)
2.67 2.63 2.70 2.87 3.08
comprehensive product information
were extremely important. Of lesser
importance to respondents are options
such as having content in digital
Source: Capgemini
channels tailored to their profile and Ranked on a scale of 1 to 5 where 1 = not at all important and 5 = extremely important
preferences. * While the study shows a low acceptance of social media in the Transaction and Delivery phases of the shopping journey, the
study did reveal that shoppers increasingly prefer to journey through these phases via Internet sites, and many of the sites that
consumers use include a “social” component.
Shoppers also made it clear that they
The lines blur when consumers think about social media and transacting online. Social commerce is the blending of social media
expect online prices to be lower than sites with e-commerce and is growing rapidly. Social commerce is expanding to include a range of social media tools and content
those in physical stores; this was cited used in the context of e-commerce. Examples of social commerce include customer ratings and reviews, user recommendations
and referrals, social shopping tools, forums and communities. Shoppers are increasingly willing to transact via sites such as
by 73% of all respondents. In particular, Facebook (F-commerce) and conversely socialize their thoughts on traditional commerce sites.
Digital Shopaholics and Social Digital
Shoppers are most likely to think online
prices should be lower. More than 80%
of these more digital-savvy shoppers
said online prices should be lower
P
This seemed somewhat counterintuitive
vs. about 60% of non-digital-savvy roximity matters given concerns surrounding privacy
respondents.
when it comes to in digital channels. But the shield of
T he Internet remains the
primary channel for
most digital shoppers.
personalization.
Customers appear to be of two
mindsets regarding personalization
anonymity that exists in the digital world
may make shoppers more comfortable
sharing personal information online than
in the physical store.
during the All-Channel Shopping
Across the phases of the shopping Journey. They express an interest Also here we see a significant difference
journey, Internet sites remain the in certain types of personalization between shoppers in mature vs.
dominant digital channel in all the when shopping online, but are less developing countries. For example, 80%
product categories studied, followed by comfortable being recognized in the of shoppers in India and 73% in China
e-mail (Figure 3). For example, 79% of physical store. Consider that 61% said said they want to receive personalized
electronics shoppers said the Internet is they want online stores to remember offers and recommendations through
important during the Awareness stage; their personal information and payment digital channels. This compares with
74% of DIY shoppers said the same; methods to speed up the shopping 35% in Sweden and 38% in Finland.
73% of fashion shoppers; 70% of health process. But only 41% want to be
and personal care shoppers; and 59% identified through digital devices (such
of food shoppers. Similar results were as their mobile phones) when entering a
recorded for the other journey phases. physical store.
However, channels such as social
media, mobile apps and in-store kiosks
are close behind, with their relevancy
varying depending on the journey phase
and country. Phone (via call center) is
the least important channel, except in
the Aftersales Care phase.
11
12. Criteria that Matter Most to Digital Shoppers …
Options via Digital Channels % of Consumers Saying “Extremely
S eparating hype from
reality is critical for
emerging digital channels
Important”/ “Extremely Appealing”
The product price and availability are clearly
58%
like social media and
marked
smartphone apps.
Product delivery charges are clearly marked Plenty of attention is being paid by
55%
up front retailers, consumer products companies
Have products delivered to your chosen and the media to these new digital
54%
location channels. And for good reason, given
Easily return products that you are not the hype surrounding them. However,
satisfied with using digital channels 50% it’s important to understand who is
regardless of where purchased really using these channels. Overall, only
about half of shoppers expect that the
Choose from several different return options 49% use of social media and mobile apps
for shopping will increase in the coming
… And Those that Matter Less three years. But the number jumps
Options via Digital Channels % of Consumers Saying “Extremely
considerably in the developing markets,
Important”/ “Extremely Appealing”
and among younger shoppers, Digital
Shopaholics, Social Digital Shoppers
Mobile app to support in-store shopping (e.g., and those shopping for high-end
21%
store map, special promotions) products such as electronics.
Shop with your friends online – looking and
20% Understanding these differences is
selecting together, although physically apart
essential in determining where to make
Be identified through digital devices when digital investments, particularly in new
entering a physical store (e.g., through your 20% channels like social media and mobile
mobile phone) apps. For example, in mature markets,
Create public shopper profile visible to other companies would do better making
20% careful, selective investments in mobile
shoppers in retailer digital channel
apps and social media at the moment,
Follow the retailer through social media 18%
but in developing marketing those
Source: Capgemini channels are more relevant and should
be the first priority for a digital strategy
and investment.
Loyalty — and Spending —
Across All Channels
Our study findings make it clear
that shoppers are no longer loyal to
an individual channel but rather to
an experience across all channels.
Consider that the majority of shoppers
said they were likely to spend more
money at a physical store if they had
used digital channels to research the
product prior to purchase. In addition,
they said they will spend more money
with a particular retailer if products were
available anytime via any channel.
This point was reinforced in the
qualitative comments from shoppers
across the countries. “To improve
the usage of digital channels in
the purchasing process, retailers
and manufacturers should provide
an integrated experience between
physical and digital touchpoints,” said
a respondent from Italy.
12 Digital Shopper Relevancy: Executive Summary
13. Consumer Products and Retail the way we see it
Being Relevant for Digital products companies and requires
Shoppers considerations that impact the entire
enterprise. These include shifting
Our research demonstrates that
from a product- or feature-focused
shoppers expect an integrated
approach to a consumer- and shopper-
experience across all channels but
focused approach across all channels,
aren’t yet getting it. Nearly 60% of
and integrating processes such as
respondents said they expect channel
merchandising, order fulfillment and
integration to be the norm by 2014, but
inventory management by category
more than half said that most retailers
rather than by individual channel.
currently are not consistent in the
way they present themselves across We believe the insights contained
channels. in Capgemini’s “Digital Shopper
Relevancy” report can help retailers
Understanding how shoppers are using
and consumer products manufacturers
channels and devices in the context of
determine how they can profit from
their daily lives is a critical starting point
customers’ desired all-channel
to serve them in a relevant manner.
experience. The data we have collected
But to realize a relevant all-channel
goes far beyond what we have
experience is no easy task. Providing a
seamless interaction across channels is
challenging for retailers and consumer
13
14. About the Study
Studying shopping behavior has long
been a focus for Capgemini. Over the
past decade we have surveyed tens
of thousands of consumers around
the globe as part of our “Consumer
Relevancy” and “Future Consumer”
research programs. In these earlier
studies, the emphasis was largely on
shopping behavior patterns in physical
stores.
With our new “Digital Shopper
Relevancy” research we have expanded
the focus to all channels, including
those in the digital realm. Our objective:
to understand how a range of channels
and devices – from smartphones and
mobile apps to websites and in-store
kiosks – are used and valued by
shoppers during the shopping journey,
and to help retailers and consumer
products manufacturers determine how
to profit from these insights.
The study focuses on five product
categories: food, health and personal
care, fashion (clothing, footwear,
accessories), do-it-yourself home
improvement (DIY) and electronics.
The findings are based on 16,000
consumer interviews conducted across
16 countries, representing developing
as well as mature markets: Australia,
Brazil, Canada, China, Finland, France,
Germany, India, Italy, Mexico, Russia,
Spain, Sweden, Turkey, the
United Kingdom and the
United States.
Understanding how published in this report – the research
also includes information on how
shoppers are using digital shoppers view the relevance
and performance of key retailers and
channels and devices brands in the respective countries.
in the context of These insights can translate into direct
business benefits.
their daily lives is a Capgemini has further developed
critical starting point our original “Consumer Relevancy”
thought leadership into a “Digital
to serve them in a Shopper Relevancy” framework and
relevant manner. methodology. With these tools, we can
help retailers and consumer products
companies make the right decisions
to become more relevant for digital
shoppers across the phases of their All-
Channel Shopping Journey.
14 Digital Shopper Relevancy: Executive Summary
15. Consumer Products and Retail the way we see it
For more information about our “Digital Shopper Relevancy” study and how
Capgemini can help you apply the findings to your own organization, please
contact:
Kees Jacobs
kees.jacobs@capgemini.com
Brian Girouard
brian.girouard@capgemini.com
Bernard Helders
bernard.helders@capgemini.com
Additional “Digital Shopper Relevancy” study core team members:
Alberto Bazzi
Eloy De Sola Vidal
Priscilla Donegan
Sami Finne
Hilary Kelly
Tony Latona
Peter Lindell
Elina Mauno
Emmanuel Rilhac
Hanna Sivonen
Alex Smith-Bingham
Visit www.capgemini.com/DigitalShopperRelevancy
The “Digital Shopper Relevancy” study in Turkey was funded by Microsoft.
About Capgemini’s Consumer Products & Retail Practice
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
approximately 10,000 consultants and technologists throughout the world helps these
clients reap the benefits of industry-specific solutions such as All-Channel Experience,
Demand-Driven Supply Chain, Business Information Management and Global ERP
Integration. More information is available at www.capgemini.com/products and www.
capgemini.com/retail.
15