Since opening its first location in 1971 the company has grown into one of the world's leading speciality food retailers and a brand recognised the world over. With 94% of all Facebook users either a Starbucks fan or are friends with one, 7 million active users of its mobile payment system, and financial benefits that reflect this, it is now considered a digital leader.
However, it hash;t always been the case. In 2008 it faced real challenges with declining sales and a 50% drop in share price over two years. Starbucks’ recipe for success in Digital Transformation has been equal parts technology-savvy and committed leadership. Today, Starbucks continues to leverage these strengths to create value for customers and shareholders alike through digital.
This paper describes, at a high level, what and how Starbucks has realised its Digital Advantage.
The ppt descibes the the Branding and marketing strategies of Starbucks Under 8 functional Bracket like Logo, Standardisation, expansion, Globalisation, Co-branding, Augmented Services, Facing Competition and Pricing Strategies.
A review of 360 degree digital marketing strategy for Starbucks IndiaAkhilRao23
Final end term project evaluating Starbucks current marketing (digital) strategy as a whole.
Including ..
1) Competitive Research
2) Social Media Presence
3) Organic Search Results
4) Brand Audit
5) Target Audience & Buyer Persona
6) Media Mix
The ppt descibes the the Branding and marketing strategies of Starbucks Under 8 functional Bracket like Logo, Standardisation, expansion, Globalisation, Co-branding, Augmented Services, Facing Competition and Pricing Strategies.
A review of 360 degree digital marketing strategy for Starbucks IndiaAkhilRao23
Final end term project evaluating Starbucks current marketing (digital) strategy as a whole.
Including ..
1) Competitive Research
2) Social Media Presence
3) Organic Search Results
4) Brand Audit
5) Target Audience & Buyer Persona
6) Media Mix
Social Media Strategy for the company of Starbucks. After analyzing different components of the company's online presence, some objectives were set out to be met during a particular period.
An interesting analysis of Starbucks's SWOT, 4Ps, Strategy, Marketing, Finance etc. Hope you will enjoy this presentation. Go through the slides and don't forget to hit like and share buttons. All the best.
How can banks maximise the value of their customer data?Ben Gilchriest
Almost all banks say that being customer centric is important to them and yet only a small proportion of customers believe that their banks really understand their needs and wants well enough (only 37%). This may be surprising given how much data banks have on their customers - a figure that has only been increasing over the past few years as more and more interactions become digitized. Add to this new sources of data which are available now on preferences,via social media, and increasingly available on location and physiology (see; http://bengilchriest.tumblr.com for more on this)....and the opportunity for better customer understanding becomes huge.
With a 90% of banks citing "big data" as key to long term success, where's the disconnecting coming from? In this study it's clear that the main challenge is that data is not sufficiently well pooled to realise the benefits of cross-referencing to gain insight. Coupled with the fact that not enough time is spent on analysis and the gap between the intent and customer's view becomes clearer.
So what can banks do about this? This paper describes some of the key challenges, which may be familiar to you, and some insights into how to scale up to the next level of customer analytics.
It includes a high level tool to assess your big data maturity.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
Social Media Strategy for the company of Starbucks. After analyzing different components of the company's online presence, some objectives were set out to be met during a particular period.
An interesting analysis of Starbucks's SWOT, 4Ps, Strategy, Marketing, Finance etc. Hope you will enjoy this presentation. Go through the slides and don't forget to hit like and share buttons. All the best.
How can banks maximise the value of their customer data?Ben Gilchriest
Almost all banks say that being customer centric is important to them and yet only a small proportion of customers believe that their banks really understand their needs and wants well enough (only 37%). This may be surprising given how much data banks have on their customers - a figure that has only been increasing over the past few years as more and more interactions become digitized. Add to this new sources of data which are available now on preferences,via social media, and increasingly available on location and physiology (see; http://bengilchriest.tumblr.com for more on this)....and the opportunity for better customer understanding becomes huge.
With a 90% of banks citing "big data" as key to long term success, where's the disconnecting coming from? In this study it's clear that the main challenge is that data is not sufficiently well pooled to realise the benefits of cross-referencing to gain insight. Coupled with the fact that not enough time is spent on analysis and the gap between the intent and customer's view becomes clearer.
So what can banks do about this? This paper describes some of the key challenges, which may be familiar to you, and some insights into how to scale up to the next level of customer analytics.
It includes a high level tool to assess your big data maturity.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
In this report we focus on, and examine in detail, the ways in which start-ups change the way value is created and organized in different markets and in so doing disrupt established businesses. This report will help you understand how these companies disrupt the norm., provide you a framework to assess how vulnerable your industry and company is to disruption, and how to find new opportunities within it.
When we consider digital disruption many companies turn to technology (digital) to address the challenge. However, business model innovation is as important when it comes to responding to market disruption. Moreover, in the same way that we consider digital innovation to enable continuous evolution of available technologies, business model innovation should follow the same model. This interview with Serguei Netessine (Chaired Professor of Global Technology and Innovation at INSEAD) provides his perspectives on business model innovation in an age being disrupted by digital.
Australian Retailers Lag International Competition in Digital; reportBen Gilchriest
Australian companies are consistently rated lower than the international benchmark for digital commerce. More concerning is that they face a double relational gap. Not only is the building of lasting customer relationships their weakest aspect, a large gap exists to the relational capability of international market leaders. The research found that;
- Australian retailers are rushing too quickly to build Social features without putting Relational features in place first.
- More investment is needed in Relational features so customers are treated like an individual rather than part of an anonymous mass. This will also allow retailers to take better advantage of investments already made in Social
media and social features which has been a struggle for Australian retailers to date.
The "Engagement" area is where the competition is being most strongly played internationally and where Australian companies need to invest as they risk rapidly losing their market to international retailers who can engage with customers better. Given the strength of international competitors in building relationships, there is a real risk that Australian retailers will not only lose customers, but that customers will be lost permanently. The longer the Relational Gap remains, the more consumers may switch to international retailers and the greater the cost to persuade them back.
The sector needs to react now. Closing the gap will require improvements in omni-channel integration to foster execution, and the effective utilization of customer data to drive engagement.
This report is from the Australian Digital Transformation Lab, a joint research program between Capgemini and the University of Sydney Business School.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled. Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet. Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
In this Capgemini study the Digital Talent Gap is defined and the important questions answered; do organizations include digital skills as a key component in their workforce plans? Are HR departments equipped and skilled to bring innovative solutions to bridge the digital skills gap? How are the 'Digirati' developing digital skills?
Disruptive intermediaries - looking to start-ups to find innovative digital ...Ben Gilchriest
Digital Disruption is reshaping the business world, challenging established business models and making many time-tested formulas for success obsolete. If old business models are obsolete, then where are the new, emergent business models coming from? This paper looks to the start-up community to see what large enterprises can learn from the successful, repeatable digital business models these companies have created. Based on extensive research we explore and define these models and how incumbent businesses can apply them to gain a market advantage.
An interview with Mick Liubinskas, entrepreneur-in-residence at muru-D, on the nature of innovation in large companies and how to build a culture of innovation.
The Internet of Things; a multi-trillion dollar opportunityBen Gilchriest
The Internet of Things (IoT) has been discussed for several years though it's only in recent years that this has become more mainstream. Consumer devices have become part of the network of things, mostly lifestyle products like JawBone UP / FitBit, and new services like IFTTT.com are helping these be put to use by consumers. However, there's more to IoT than consumer convenience. This paper gives a brief background to the IoT, the ecosystems which are evolving, what the main challenges are, and how businesses can take advantage of what will increasingly become a core element of any digital transformation.
Embracing digital technology, a new strategic imperative 2013Ben Gilchriest
Companies routinely invest in technology, and too often feel they get routine results. Technology’s promise is not simply to automate processes, but to open routes to new ways of doing business. To better understand how businesses succeed or fail in using digital technology to improve business per- formance, MIT Sloan Management Review and Capgemini Consulting conducted a survey in 2013 that garnered responses from 1,559 executives and managers in a wide range of industries.
Their responses clearly show that managers believe in the ability of technology to bring transformative change to business. But they also feel frustrated with how hard it is to get great results from new technology.
The key findings from the survey are:
- According to 78% of respondents, achieving digital transformation will become critical to their organiza- tions within the next two years.
- However, 63% said the pace of technology change in their organization is too slow.
- The most frequently cited obstacle to digital transformation was “lack of urgency.”
- Only 38% of respondents said that digital transformation was a permanent fixture on their CEO’s agenda. Where CEOs have shared their vision for digital transformation, 93% of employees feel that it is the right thing for the organization. But, a mere 36% of CEOs have shared such a vision.
The Digital Divide in Utilities; the growing gap between customers and UtilitiesBen Gilchriest
Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet.
This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.
Digital transformation, a roadmap for billion dollar organizationsBen Gilchriest
This study was ranked among the top 5 thought leadership publications of the last decade by Source – a leading market analyst firm for the consulting industry – following a thorough analysis of some 22,000 consulting reports globally. Published in 2011 it provides a detailed definition of Digital Transformation and how to assess your own Digital Maturity.
Digital transformation (DT) – the use of technology to radically improve performance or reach of enterprises – is becoming a hot topic for companies across the globe. Executives in
all industries are using digital advances such as analytics, mobility, social media and smart embedded devices – and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. Other executives, seeing how fast digital technology disrupted media industries in the past decade, know they need to pay attention to changes in their industries now.
How can senior executives successfully lead digital transformation?
While many experts urge companies to get started on the digital transformation journey, few tell how to do it. In this report we share the findings from a global study of how 157 executives in 50 large traditional companies are managing – and benefiting from – digital transformation. This study describes the elements of successful digital transformation and show how to assess your firm’s digital maturity.
To answer new digital challenges (faster business cycles, new risks and need for more firm-level integration), companies need firm-level governance around their digital initiatives. Too often digital is left to grow organically, generally in a series of silos or managed from just one perspective of the business. In this paper the importance of governance of digital initiative is explored in detail, with working models, and some case studies from companies across different industries.
Over the past five years Nike has transformed from a sports equipment company to a digitally-led business that manages online communities, develops software and hardware, and collects and analysis vast amounts of data. This transformation journey has been achieved through an approach that has focused on the customer and connection, through digital, at it's core. This brief case study provides some details on how they achieved their digital transformation.
Blue Ocean Strategy – Starbucks Mobile Payments Application, Loyalty Rewards ...Rajesh Prabhakar
Starbucks redefined highly competitive coffee shop business and successfully created an uncontested market by turning the simple coffee drinking experience into a way of life experience by drastically redefining the coffee shop environment by adding music, Wi-Fi, relaxed seating and luxurious interiors.
Wunderman Singapore's guide on handling digital communications for FMCG brands.
Don’t be intimidated into replacing logical thinking with buzzwords— Marketers too often come under pressure to make decisions based on the technology of the moment, rather than strategy.
In this paper, Wunderman takes a step back to think about rationale the old-fashioned way. After all, communication channels change, but marketing fundamentals do not.
Consumer confidence is skyrocketing thanks to new retail platforms that offer the ideal experience for spending hard-earned money. Shoppers can now act on their “need-it-now” mindset to purchase almost any item, any time, from anywhere. This new retail landscape is becoming more and more intangible as consumers flow through the path of least transactional resistance, and brands that embrace emerging mediums and technologies are seeing the greatest success.
This Retail Revolution keynote experience looks at actionable items to transform any organization into problem-solvers developing brand strategies and go-to-market plans that push the limits of creativity and innovation within this space. With this mission in mind, revitalized brands can not only create a plan to reach customers in the moment, but also provide a new level of personalized service and innovative experiences to help drive loyalty and success in the midst of the retail revolution.
The Proof Points —
• The ways retailers can connect with customers continue to evolve. By taking advantage of new mediums, brand conversations and value can continue to grow even deeper using these trends.
• Because of the always-on nature of these brand connections, technology platforms can and should be used to expand and augment the shopping experience.
• Brick-and-mortar continues to deliver on the experience customers demand. To win, retailers must focus on the experiences only they can offer, while extending and improving through the introduction of new tools and platforms.
• In this fight for attention, each visit must be personalized in order to add greater value.
Forbes.com September 18, 2017
The Amazing Ways Coca-Cola Uses Artificial Intelligence and Big Data to Drive Success
Bernard Marr, Contributor
Sep. 18, 2017
The Coca Cola Company is the world’s largest beverage company selling more than 500 brands of soft drink to customers in over 200 countries. Every single day the world consumes more that 1.9 billion servings of their drinks including brands like Coca Cola (including Diet and Zero) as well as Fanta, Sprite, Dasani, Powerade, Schweppes, Minute Maid and others.
Of course, this also means that it generates mountains of data – from production and distribution to sales and customer feedback, the company relies of a solid data-driven strategy to inform business decisions at a strategic level.
In fact, Coca Cola was one of the first globally-recognized brands outside of the IT market to speak about Big Data, when in 2012 their chief big data officer, Esat Sezer, said “Social media, mobile applications, cloud computing and e-commerce are combining to give companies like Coca-Cola an unprecedented toolset to change the way they approach IT. Behind all this, big data gives you the intelligence to cap it all off.”
More recently, Greg Chambers, global director of digital innovation, has said “AI is the foundation for everything we do. We create intelligent experiences. AI is the kernel that powers that experience.”
Product development
Coca Cola is known to have ploughed extensive research and development resources into artificial intelligence (AI) to ensure it is squeezing every drop of insight it can from the data it collects.
Fruits of this research were unveiled earlier this year when it was announced that the decision to launch Cherry Sprite as a new flavor was based on monitoring data collected from the latest generation of self-service soft drinks fountains, which allow customers to mix their own drinks.
As the machines allow customers to add their own choice from a range of flavor “shots” to their drinks while they are mixed, this meant they were able to pick the most popular combinations and launch it as a ready-made, canned drink.
Coca Cola is also looking to follow the lead of tech giants by developing something similar to their “virtual assistant” AI bots such as Alexa and Siri. The AI will reside in vending machines, allowing greater personalization – for example, users will be able to order their favorite blend from any vending machine, with the machine mixing it to their individual preference. The AI will also adapt the machines’ behavior depending on its location. This could mean more lively and excitable vending machines in malls or entertainment complexes, and more somber, functional behavior in a hospital.
Healthy options
As sales of sugary, fizzy drink products have declined in recent years Coca Cola has also hooked into data to help produce and market some of its healthier options, such as orange juice, which the company sells under a number of brands around the world (including M ...
What is Starbucks missing from its marketing strategy?Distilled
Read the full blog post here:
http://www.distilled.net/blog/marketing/how-starbucks-can-enter-the-third-space-online
While Starbucks isn’t a client of ours, we think it’s a fascinating brand. On the surface, Starbucks appears to have all the components required to “future proof” its success: a massive social media following and customer base; a consistent, global coffee experience; and an in depth knowledge of its individual customers through its Starbucks Card program. Yet there are significant ways in which it could improve its online marketing.
Consumer Product Trends from A to Z: A Year in ReviewRachel Rothman
Learn the ABCs of consumer product trends for 2015!
A is for Autonomous driving, B is for Biometrics, C is for Collaborative economy, ...
Note: All opinions in this presentation are my own, and do not necessarily represent that of my employer.
Turning AI into concrete value: the successful implementers’ toolkitBen Gilchriest
This research is a pragmatic guide to help organizations in their AI investment decisions, built from an analysis of over 50 AI case studies and a survey of nearly 1,000 senior executives already implementing AI.
Although money is being poured into the online experience the physical retail store remains an important channel in the experience for customers. However, a disparity is emerging between the expectations customers have and the investment retailers are making. While retailers believe enough is being done to re-imagine the physical store experience, customers disagree. In this paper we explore the disparity and what to do about it.
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
The Second Machine Age - an industrial revolution powered by digital technolo...Ben Gilchriest
There have been two big turning points in human history. The first was the industrial revolution, where machines replaced muscle power. The Second Machine Age is the time when machines are now able to take over a lot of cognitive tasks that humans can do. In this Capgemini interview with Erik Brynjolfsson and Andrew McAfee, authors of the recent book "The Second Machine Age" (www.secondmachineage.com), we get a summary view of what the 2nd Machine Age is, what it means for established companies, and how they should react.
I throughly recommend reading this book. It's an excellent summary of the impact and importance of digital and why it's important for companies to do more.
The 75% Challenge - Capgemini and WooBoardBen Gilchriest
Digital Transformation
Companies across sectors in Australia have begun to look to ‘digital transformation’ to improve business performance or reach. Getting this right is important; the companies that do outperforming their peers in every industry that we have studied. However, few firms have yet to truly capturing the benefits of digital transformation.
Digital transformation is the ultimate change management challenge as it impacts every aspect of an enterprise. From the fundamentals of the business model through to how daily tasks are performed. People are at the centre of this. However, it still remains a real challenge with over two thirds of companies stating that culture is a bottleneck for digital transformation. How do you overcome the 75% challenge?
Australian Digital Commerce & "The Relational Gap"Ben Gilchriest
Digital Commerce is the Web 2.0 version of e-commerce and covers every aspect of how companies can engage with their customers through various digital channels, including social media and mobile.
This report describes a framework to assess Digital Commerce and explores what this means for the Australian Retail industry. How do Bricks 'n' Clicks compare to pure online players? What is The Relational Gap? And , importantly, how can Australian retailers get value from Digital Commerce?
Why aren't companies responding to digital? Seeing the Light vs. Feeling the ...Ben Gilchriest
Originally posted Jan., 2013. Version 3.0 update posted August, 2014.
Every industry is being impacted by digital; social media, mobile apps., data analytics, more agile technology, cloud….and the new customer expectations that this engenders. It's broadly accepted that this is challenging familiar business models and creating new levels of competition that can unseat well established companies. Whilst these companies are reacting, investing heavily in digital, is this enough? This document provides a brief summary of the Digital Inflection point; that whilst a response to digital may add value, it might not necessarily prepare a company for the combination of existing, or future, elements that have a disruptive impact on the industry as a whole. It briefly describes how successful companies have responded to this by smartly balancing digital and transformational efforts to realise a Digital Advantage. It was presented at a recent symposium so is an abridged version. To find out more please do get in touch.
Using game mechanics to drive your digital transformationBen Gilchriest
Enterprise gamification - the application of game design techniques to a business setting in order to make tasks more fun and engaging - is garnering attention from business leaders the world over.
This paper from Capgemini Consulting defines the key elements of gamification and game design, the benefits it can drive and the common pitfalls to watch.
Gamification can change the world: Ankit ShahBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
Using some documented examples, Ankit Shah, consulting lead at Dopamine and Theoretical Entity, provides case studies on how gamification can change people's behaviour.
Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.
Positive psychology and game design & dynamics: Hind el AoufiBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
How you approach change management and game design matters. In this presentation Hind el Aoufi, Gamification Consultant at Capgemini, provides details on the role of positive psychology in game design.
Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.
Gamification and the power of boosting engagement: Steve SimsBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
This presentation, from Steve Sims, VP of Badgeville's Behaviour Lab, focuses on how gamification can boost engagement. It covers the background theory to game design and worked examples with real results that supports the theory.
Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.
Capgemini presentation: gamification and the digital advantageBen Gilchriest
Presentation from a recent, joint Capgemini - Badgeville event in Sydney, Australia on the role of enterprise gamification in digital transformation.
Over-hyped or duly justified, enterprise gamification - the use of game design techniques to a business setting to make tasks more fun and engaging - is gaining attention from business leaders. Two-thirds of digital transformation programs fail mainly due to behavioural, cultural, or skills challenges.
This content is from a presentation by Ben Gilchriest, Digital Transformation lead for Capgemini Australia, on the importance of digital transformation, the main challenges companies face in realising value from digital, and touches on how enterprise gamification can help organisations over-come these challenges to achieve a Digital Advantage.
Capgemini Australia's Digital Transformation practice, focused on helping our clients find, size and catalyse digital opportunities, and Badgeville, the #1 gamification and behaviour management platform, work in partnership to leverage innovative gamification techniques to accelerate digital transformation in major organizations by engaging, rewarding and motivating employees and customers.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
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2. Creating the digital
“Starbucks experience”
At Starbucks, coffee is big
business. Since opening its first
location in Seattle, Washington
in 1971, the company has grown
into one of the world’s largest
specialty foods retailers and one
of the most globally-recognized
brands. But Starbucks has built a
billion-dollar enterprise on more
than just coffee; it has succeeded
in creating a unique Starbucks
experience in its stores and online.
Today, 94% of all Facebook users
are either a Starbucks fan or are
friends with one.1 Starbucks boasts
7 million active users of its mobile
payment system, and nearly 100
thousand downloads of its mobile
apps every week.2 In 2012, the
company booked $3 billion in
payments via its loyalty card,
and is on track to double user
enrollment to 9 million in 2013.3
For many within (and outside) the
retail industry, Starbucks is leading
the way in creating a digitallyenhanced customer experience
(see Figure 1).
The company has not always
been a digital leader. Following a
rapid expansion, Starbucks faced
declining same-store sales in 2008
and its share price had been nearly
cut in half over the prior two
years. The picture wasn’t much
better on the technology front.
Unintuitive point-of-sale systems
still ran on antiquated technology,
and store managers did not have
access to email. To turn the tide,
senior leaders took a number
of strategic actions, key among
them using digital technologies to
engage customers in new ways.
Starbucks’ recipe for success in
Digital Transformation has been
equal parts technology-savvy and
committed leadership. Today,
Starbucks continues to leverage
these strengths to create value for
customers and shareholders alike
through digital.
Everything we are
doing in digital is about
enhancing and strengthening
those connections [with our
customers] in only the way
that digital can and only the
way that Starbucks can.22
- Adam Brotman,
Chief Digital Officer
Figure 1: Starbucks’ digital presence in mobile, social and on the web drives nearly 35 million unique monthly
visitors – comparable to that of a large media company.
Our Web Sites and Mobile Applications - 34.8 million visitors
Starbucks.com
My Starbucks
Idea
Source: 2013 Annual Meeting of Shareholders
2
Starbucks Digital
Network
E-Commerce
Mobile
3. Leading the way in
mobile payments
Starbucks has leveraged mobile
channels in a number of ways to
enhance the Starbucks experience.
Today, the company boasts over
7 million mobile apps users and
expects to collect 10% of in-store
payments via mobile by the end of
2013.4
Starbucks’ first foray into mobile
was the company’s myStarbucks
app, released in 2009.
myStarbucks allowed customers
to locate the nearest store, learn
more about the company’s coffees
and even build their own drink.
In January 2011, Starbucks took
its loyalty program digital with
the introduction of its Starbucks
Card Mobile app. This app allowed
Starbucks’ customers to pay for
in-store purchases with their
mobile phone. Rather than bolt
cutting-edge technology onto
existing infrastructure, Starbucks
opted to implement a simple 2D
barcode approach. To pay, app
users could present an on-screen
version of their prepaid loyalty
card, and could top-up funds via
the web, mobile or in stores. This
approach integrated easily with
existing point-of-sale technology,
which was already set up for
reading barcodes. Since launch,
the program has been extremely
successful: today, 20% of all loyalty
card transactions are conducted
via mobile.5
Keeping pace with advances in
mobile technology, Starbucks has
continued to expand its mobile
payment capabilities. In 2012,
it announced that customers
would be able to make payments
at the register via Square – an
app-based mobile payment
system – following a $25 million
investment in the service.6
Starbucks has also enabled
integration of its application with
Apple’s native Passbook feature,
which consolidates ticket, coupon
and loyalty card information
on an iPhone or iPod Touch for
convenient access.
Mobile payments at Starbucks
have been a success for customer
convenience, but they are proving
to have financial benefits as well.
The company has been able to
reduce the processing fees for
transactions through its mobile
app and Square. At 3 million
mobile payment transactions per
week, this has made a significant
impact in reducing transaction
fees.7
3
4. Engaging customers
through social media
Once an idea has been submitted,
the site’s customer community
can vote the idea up or down,
helping Starbucks identify and
implement the best ideas. The
company closes the loop with
its Ideas in Action blog, where
employees respond to ideas
personally, and let customers
know when they can expect to see
their ideas realized in stores. For
example, one community member
suggested making it easier for
people to manage multiple orders
– especially for customers going
on mid-day “Starbucks runs” for
their coworkers. In less than a
month, Starbucks introduced its
Runner Reward program. The
program provides runners with
a convenient form to manage
orders, and offers them a fifth
drink (their drink) free-of-charge.12
As one of the world’s most
recognized brands, Starbucks is
also building a leading presence
in social media. The company’s
54 million Facebook fans, 3.4
million Twitter followers8 and 900
thousand followers on Instagram9
have earned Starbucks a #1
ranking among socially engaged
companies.10
But, Starbucks’ social media
presence has earned it more than
just fans - the company also uses
social media to fuel customerdriven innovation. Through its
My Starbucks Idea site, Starbucks
has collected over 50 thousand
customer-submitted ideas to
improve its products, customer
experience and corporate
initiatives (see Figure 2).11
We are just getting
started and only beginning
to see the benefits of the
convergence of our retail,
CPG, and social and digital
media initiatives21
- Howard Schultz,
CEO
Today, 94% of all
Facebook users are either
a Starbucks fan or are
friends with one.1
Figure 2: In March 2013, My Starbucks Idea celebrated its fifth year in operation, and 275 customer ideas launched
FAQ
My Starbucks Idea
GOT AN IDEA?
Hi there,
Sign In
VIEW IDEAS
IDEAS IN ACTION
Share
to make a comment.
Follow us on
Ideas so far
Search Ideas
PRODUCT IDEAS
33,642 Coffee & Espresso Drinks
3,569
Frappuccino® Beverages
9,844
Tea & Other Drinks
15,482 Food
8,143
Merchandise & Music
16,537
Starbucks Card
3,036
New Technology
10,852 Other Product Ideas
EXPERIENCE IDEAS
8,065
Ordering, Payment, & Pick-Up
14,625 Atmosphere & Locations
11,121
Other Experience Ideas
Source: 2013 Annual Meeting of Shareholders
INVOLVEMENT IDEAS
Most Recent Ideas
2 Min(s) Ago
Pretzel in Starbucks?
1 Hour(s) Ago
Bring Sakura Latte to Vancouver!!!
1 Hour(s) Ago
Customizable Sandwich Options
2 Hour(s) Ago
MORE No Sugar added or very low suger pastries
2 Hour(s) Ago
Solution to Starbucks' Paper Cup Litter Problem.
2 Hour(s) Ago
Building Community
3 Hour(s) Ago
Coconut Milk? Rice Milk? Milk Alternitive?
9,113
4
simple drinks &new rules
4,973
Social Responsibility
5 Hour(s) Ago
Red Velvet Frappuccino
5,574
Other Involvement Ideas
5 Hour(s) Ago
PLEASE! Bring back the ICON Mugs
1,537
Outside USA
7 Hour(s) Ago
Show Rewards on iPhone App
5. Bridging the online
and offline customer
experience
The company’s unique Starbucks
experience is rooted in connecting
with customers. Describing the
company’s in-store experience,
the company’s mission statement
says, “When our customers feel
[a] sense of belonging, our stores
become a haven, a break from the
worries outside.”13 Now, Starbucks
is extending that customer
experience into the digital world
by bridging its local, in-store
experience with new online
channels.
The Starbucks Digital Network
offers in-store customers premium
digital content to enjoy alongside
their coffee, delivered via a free
Wi-Fi connection (see Figure 3).
Users with a laptop or mobile
device have access to a range of
content from The New York Times,
The Economist, The Wall Street
Journal and other publications.
In line with the company’s
commitment to a local experience,
the Starbucks Digital Network
offers access to local content
as well. Customers can browse
local news, view local restaurant
reviews free from Zagat, or checkin via Foursquare.
Digital has to help
our store partners and
help the company be the
way we can tell our story,
build our brand, and have
a relationship with our
customers20
- Adam Brotman,
Chief Digital Officer
Figure 3: The Starbucks Digital Network gives in-store customers access to premium digital content
Source: Business Wire
5
6. Organizing digital
capabilities
Starbucks also made significant
organizational changes to enable
its Digital Transformation. As
part of the company’s 2008
turnaround, then CIO Stephen
Gillett created Starbucks Digital
Ventures: an internal, venture
capital-style incubator for digital
technology. The unit remained
separate from the company’s
Marketing and IT groups, but
collaborated closely with both to
drive innovation in the company’s
digital strategy. In a 2011
interview with InformationWeek,
Gillett discussed the decision to
keep Starbucks Digital Ventures
separate: “If I take the digital
capability and put it under
engineering or IT, even with the
best of intentions, it becomes
heavily influenced by the
technology initiatives… And if I
take the same function and put
it under a marketing function, it
will inherently be dictated by the
cadence of a marketing campaign.
We needed it to have the
autonomy of its own destiny, of its
own vision.”14
In 2012, the company took its
digital organization a step further,
when it announced that Adam
Brotman would lead the group
6
We needed [Starbucks
Digital Ventures] to have
the autonomy of its own
destiny, of its
own vision.
- Stephen Gillett,
former CIO
as Starbucks’ new Chief Digital
Officer. The move put all of the
company’s digital initiatives - from
mobile apps to loyalty programs under a single, executive-level role
reporting to CEO Howard Schultz.
According to a recent Venturebeat
interview with Brotman, “[Digital]
has been an essential part of how
we build our brand and connect
with our customers… there’s
been such a seismic shift [in our
interactions with customers] that
we needed to pull it all together
and make it a priority.”15
Creating a digital
advantage
Through its keen use of digital,
Starbucks has been able to
enhance its customer experience.
Starbucks’ customers are not the
only beneficiaries of this strategy
– shareholders are seeing value
as well. The company is able
to reduce transaction charges
through its mobile payment
system, lowering its operating
costs.16 Due to the success of
its loyalty card and gift card
programs, 30% of all in-store
transactions are now prepaid,
improving cash flow.17 In parallel
with these direct benefits, the
company’s share price has also
made significant gains. Since the
start of Starbucks’ digital journey
in 2008, Starbucks stock has grown
at double the rate of its industry
peers.18
Starbucks has made digital
innovation as integral to the
company’s strategy as to its
customer experience. As the
company continues to grow at
home and in new markets, digital
will likely play an important role in
maintaining the company’s leading
position in the industry. According
to CEO Howard Shultz, “As a result
of our [digital] capabilities and
insight, we have been able to
do things that almost no other
consumer brand or retail company
have done before. And we’re just
getting started.”19
For more information on
Starbucks’ digital transformation,
see the Sloan Management
Review’s interview with Chief
Digital Officer Adam Brotman and
CIO Curt Garner.
7. References
1
2013 Annual Meeting of Shareholders
2
2013 Annual Meeting of Shareholders
3
2013 Annual Meeting of Shareholders
4
2013 Annual Meeting of Shareholders
5
Starbucks still feeling a buzz from mobile payments, Mobilepaymentstoday.com, 2013
6
Starbucks Accelerates Mobile Payments Leadership by Choosing Square for Payments, Aug 2012
7
2013 Annual Meeting of Shareholders
8
2013 Annual Meeting of Shareholders
9
Starbucks Coffee 2012 Biennial Investor Conference
10 Starbucks Rates Number 1 in Study of Most Socially Engaged Companies by Research Firm PhaseOne
11 http://www.mystarbucksidea.com (retrieved 3/20/2012)
12 Introducing Starbucks Runner Reward, Aug 27, 2012
13 http://www.starbucks.com/about-us/company-information/mission-statement
14 Chief of the Year; InformationWeek, December 2011
15 How Starbucks is turning itself into a tech company, Venturebeat 2012
16 Starbucks Schools Other Retailers on Mobile Payments, BusinessWeek 2012
17 2013 Annual Meeting of Shareholders
18 Capgemini Consulting analysis: monthly closing price of SBUX in last month of financial year: 2008 - 2012 = 27.8% CAGR.
Average CAGR for all companies within the Food Services industry (NAICS 722xxx) reporting between 2008 - 2012 is
13.7%.
19 2013 Annual Meeting of Shareholders
20 How Starbucks is turning itself into a tech company, Venturebeat 2012
21 Starbucks still feeling a buzz from mobile payments, Mobilepaymentstoday.com 2013
22 2013 Annual Meeting of Shareholders
7