Mohawk Industries is the leading flooring manufacturer for residential and commercial spaces around the world. They are also a leader in customer engagement innovation. SVP and CIO Jana Kanyadan will discuss how Mohawk is growing their customer base by refocusing its strategy from “Customer Relationship Management” to “Customer 360 Engagement.” Hear how Mohawk uses real-time end-consumer insight, seamless digital and physical experience, personalized interactions, and team collaboration among channel partners, sales and customer service personnel to significantly shorten the path-to-purchase process. Jana will discuss the secret sauce behind their innovative approach to customer engagement, which combines social tools, SAP and hybris cloud solutions, in-memory computing and predictive capabilities to comprehensively engage customers, and internal sales and marketing personnel, to drive sales transactions, and to create a unique, unified and cherished experience for everyone involved.
The document summarizes Starbucks' business challenges over time. It discusses how aggressive expansion caused Starbucks to lose focus on quality and customer experience, leading to a loss of brand fidelity. Competitors like McDonald's capitalized on these weaknesses. The document also reviews Starbucks' corporate social responsibility strategies and its efforts to refocus on its core strengths through sustainability and differentiation. It questions whether Starbucks can successfully transition back to emphasizing its roots.
Starbucks is a global coffee company that operates over 19,000 stores worldwide. It started as a small coffee bean roaster in Seattle in 1971. Under new leadership in the 1980s, Starbucks expanded and pioneered the coffee shop concept. Today it sells coffee, tea, food items and coffee brewing equipment across 62 countries. Starbucks positions itself as an upscale brand that provides customers with a unique experience in its stores. It focuses on high quality coffee and customer service to drive its continued global success.
The document discusses factors that influence consumer behavior. There are three main factors - cultural, social, and personal. Cultural factors include values, subcultures, rituals, and myths shared among a culture's members. Social factors comprise social class, reference groups, and family influences. Personal factors are personality, lifestyle, and perceptions. Consumer behavior is also shaped by the consumer decision-making process which involves problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Marketers aim to understand these influences to better reach and appeal to target consumers.
Starbucks considered entering the Swedish market. Research found Swedes have a strong coffee culture and drink coffee regularly, especially in cafes. While most saw Starbucks as quick service, many believed they could be successful, especially in Stockholm. Starbucks' mission and values did not fully align with Swedish culture. Recommendations included modifying products and marketing to better suit local preferences while maintaining the Starbucks experience. Entering through a joint venture or wholly owned subsidiary was advised.
Starbucks is facing economic challenges in its home US market as consumers reduce spending on expensive coffee drinks. However, Starbucks' operations in Egypt are performing well, with sales figures higher than other countries. The document then provides a SWOT analysis and recommendations to increase sales in Egypt, including promotional strategies like advertising, public relations, sales promotions and loyalty programs. It also discusses factors influencing sales and setting the promotion budget.
This document provides an agenda and background information on the cosmetic industry and the company Morphine Lips. [1] It discusses Morphine Lips' products which are high-end lip products containing a small amount of benzocaine to leave one's lips numb, targeted towards a youthful demographic.
Starbucks is the largest international coffeehouse chain, operating over 16,000 stores globally. It offers coffee beverages, tea, food items, and coffee accessories. Starbucks' strengths include its leading position in specialty coffee, high-quality products and service, and strong brand recognition. However, it faces weaknesses such as high prices and a reliance on the US market. Opportunities for growth include expanding into new international markets. Threats include rising costs and increased competition from other coffee retailers. Starbucks pursues a strategy of providing consistently excellent customer experiences focused on coffee quality, atmosphere, and personalized service to build brand loyalty.
The document summarizes Starbucks' business challenges over time. It discusses how aggressive expansion caused Starbucks to lose focus on quality and customer experience, leading to a loss of brand fidelity. Competitors like McDonald's capitalized on these weaknesses. The document also reviews Starbucks' corporate social responsibility strategies and its efforts to refocus on its core strengths through sustainability and differentiation. It questions whether Starbucks can successfully transition back to emphasizing its roots.
Starbucks is a global coffee company that operates over 19,000 stores worldwide. It started as a small coffee bean roaster in Seattle in 1971. Under new leadership in the 1980s, Starbucks expanded and pioneered the coffee shop concept. Today it sells coffee, tea, food items and coffee brewing equipment across 62 countries. Starbucks positions itself as an upscale brand that provides customers with a unique experience in its stores. It focuses on high quality coffee and customer service to drive its continued global success.
The document discusses factors that influence consumer behavior. There are three main factors - cultural, social, and personal. Cultural factors include values, subcultures, rituals, and myths shared among a culture's members. Social factors comprise social class, reference groups, and family influences. Personal factors are personality, lifestyle, and perceptions. Consumer behavior is also shaped by the consumer decision-making process which involves problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Marketers aim to understand these influences to better reach and appeal to target consumers.
Starbucks considered entering the Swedish market. Research found Swedes have a strong coffee culture and drink coffee regularly, especially in cafes. While most saw Starbucks as quick service, many believed they could be successful, especially in Stockholm. Starbucks' mission and values did not fully align with Swedish culture. Recommendations included modifying products and marketing to better suit local preferences while maintaining the Starbucks experience. Entering through a joint venture or wholly owned subsidiary was advised.
Starbucks is facing economic challenges in its home US market as consumers reduce spending on expensive coffee drinks. However, Starbucks' operations in Egypt are performing well, with sales figures higher than other countries. The document then provides a SWOT analysis and recommendations to increase sales in Egypt, including promotional strategies like advertising, public relations, sales promotions and loyalty programs. It also discusses factors influencing sales and setting the promotion budget.
This document provides an agenda and background information on the cosmetic industry and the company Morphine Lips. [1] It discusses Morphine Lips' products which are high-end lip products containing a small amount of benzocaine to leave one's lips numb, targeted towards a youthful demographic.
Starbucks is the largest international coffeehouse chain, operating over 16,000 stores globally. It offers coffee beverages, tea, food items, and coffee accessories. Starbucks' strengths include its leading position in specialty coffee, high-quality products and service, and strong brand recognition. However, it faces weaknesses such as high prices and a reliance on the US market. Opportunities for growth include expanding into new international markets. Threats include rising costs and increased competition from other coffee retailers. Starbucks pursues a strategy of providing consistently excellent customer experiences focused on coffee quality, atmosphere, and personalized service to build brand loyalty.
Retail sales are growing healthily driven by strong consumer fundamentals like record high consumer sentiment and improved household finances. However, consumers are spending differently by demanding convenience through omnichannel retail and prioritizing experiences over products. This is putting pressure on mid-range retailers as consumers spend more on value and luxury brands. Retailers are investing in technology to meet consumer demands for seamless omnichannel experiences, personalization, and convenience through automation and integration of digital and physical channels.
Infinity Marketing Group Presentation_shared newMacy Maxson
The marketing group presented a plan to target young women on the East and West Coasts. Their strategies included redesigning the logo to be simple with purple and curved fonts, developing an app for social shopping, simplifying their website, and conducting various promotional campaigns using hashtags, contests on social media, ads on Google and in transit areas. They estimated reaching over 9 million potential customers and generating $169,014 in revenue from their current 500,000 users and 17 million impressions. Key metrics like installs, session length and active users would track the success.
This document outlines a methodology for conducting competitive and comparative analyses of brands across the digital ecosystem. It involves mapping customer journeys, identifying relevant competitors and comparators, exploring brands' digital presences, and analyzing them according to areas of inquiry like findability, experience consistency, and social engagement. Sample deliverables include scorecards and insights into how brands communicate their identities. The methodology aims to provide strategic context and opportunities by considering brands from multiple angles.
This document outlines a methodology for conducting competitive and comparative analyses of brands across the digital ecosystem. It involves mapping customer journeys, identifying relevant competitors and comparators, exploring brands' digital presences, and analyzing them according to areas of inquiry like findability, experience consistency, and social engagement. Sample deliverables include scorecards and insights into how brands communicate their identities. The methodology aims to provide strategic context and opportunities by considering brands from multiple angles.
The document outlines a below-the-line marketing activities plan by a client, Mr. Sohail Raja, to promote their product to children, teenagers, and all classes of society through taste and quality. The objectives are to gain market share, increase brand recall and awareness, drive brand switching, and create a top-of-mind brand. Activities include road shows with walkers, displays in malls and parks, school swimming galas with product trials and sales, and using multimedia at signals and malls. The mechanics of each activity involve staffing, permissions, branded displays, and prizes to engage the target audience.
This presentation was given by Mark Strella and Mike Massey of Locally at the June 2017 Grassroots Outdoor Alliance in Albuquerque, New Mexico. Mark and Mike covered the changing landscape of omni-channel shopping, and how brands can leverage their retailer network to effective serve this ever evolving breed of shopper.
BrandTruth provides market intelligence services through unique research approaches like stealth observation and natural elicitation. They have studied shopper behavior for many large brands across various retail channels. Some key case studies discussed include analyzing the performance of new Coke packaging initiatives, evaluating HP merchandising strategies, comparing Nike and Under Armour in the performance apparel category, and providing ongoing studies to help Columbia improve. The document outlines BrandTruth's methodology of collecting both quantitative and qualitative data on various factors that influence shopper capture and abandonment rates.
Zara plans to launch in Pakistan and has developed a strategic marketing plan. It will target urban populations aged 18-40, with a focus on women, men, and children from middle and upper classes. Zara will position itself as fast, high fashion at affordable prices. Its marketing strategy will emphasize customer research, convenient store locations, effective communication through various channels, and brand-building events. The plan aims to make Zara the most favorite fashion brand in Pakistan.
Topshop (A Marketing Management Project for MBA)mahakhalid1
Topshop a retail phenomenon on the high street, enjoying a huge growth in sales profits and carving out a distinctive personality with an individual brand mix. Topshop has received numerous accolades in recent years - style bible 'The Face' called Topshop "a dream factory that initiates and innovates, and creates its own fashion"
The Strategic business unit proposed for this project is Clothes & Accessories for Working Individuals by the name of Working Class H2T. TOPSHOP is already in the market with clothing lines for men & women, this particular niche will augment its dominance in the market for working class fashion.
comparison between private labels and brands of Shoppers stop limited.Shukla Dev
This presentation will help you to understand the difference between private labels and brands in retail industry.The pricing and promotional strategy used by retailers in Indian retail industry.
Lori Babigian shares a small selection of consumer marketing projects executed during her career at Kodak that span both analog and digital technologies.
RMS: "The Future of Retail: Is It Coming Apart at the Seams?"Deborah Weinswig
This document discusses several trends impacting the future of retail, including declining store traffic, the rise of experiential retail to attract customers, smart malls using data and technology, augmented and virtual reality being used in stores, and the growing importance of influencers. It also covers trends like subscription services, the sharing economy, rental fashion, and the caring economy where companies focus on social good. Retailers are trying to adapt to changing consumer spending patterns that favor experiences over things and a shift to online and mobile shopping.
Creating a RETAIL INDUSTRY LEADER from the Ground Up: Topaz Retail Petroleum ...Ann Odell
This presentation outlines CBX's blue sky thinking approach around Canada’s new Retail Petroleum Brand, including: research, insights, strategy & multi-media creative. The Goal: Identify the TOPAZ brand as the premiere high quality & service choice, above its competitors. The deck features our high-level thinking plus big idea activation through the development of 2 distinct positionings plus the creative to bring those experience frameworks to life through meaningful, delightful touch points that not only catalyze a sense of quality & service, but also support culturally trending perspectives & expectations among consumers overall. Launching the prototype in 2010, Topaz is now Ireland’s largest plus leading fuel & convenience brand, with a network of 430 locations, & opened its latest flagship in Carlow, Ireland on April 12, 2017.
The document discusses strategies for revitalizing niche markets. It defines niches as providing economic specialization and choice within a limited range of goods and services. Existing niches are defined by existing businesses and can be strengthened through marketing. Potential niches are identified through gap analyses, consumer surveys, and lifestyle data. The document provides examples of analyzing gaps in motor vehicle dealers and identifying underserved shoppers. It also discusses transforming potential niches into real niches through entrepreneurship and marketing concepts.
Future of Retail: Is It Coming Apart at the Seams? Deborah Weinswig
Retailers are facing challenges from declining store traffic and shifts in consumer spending away from apparel. Experiential retail, using food, beverage, in-store technology and customization, is a strategy to bring customers back to stores. Smart malls will track customers and use location-based advertising. New technologies like augmented reality, virtual reality, robotics and facial recognition are also changing the retail landscape.
This document discusses mobile product page design for Abt and Crocs. It begins with background on each company and analytics on their mobile users. It then outlines principles of good mobile design like minimizing clicks and focusing on critical information. The document does a teardown of key product page elements for each company, comparing how they present imagery, descriptions, reviews, recommendations and more. It emphasizes making critical data readily available while reducing clicks. The goal is to encourage purchases by streamlining the mobile shopping experience.
Future of Retail: Is It Coming Apart at the Seams?Deborah Weinswig
The document provides an overview of future retail trends and the challenges currently facing the retail industry. It discusses issues like declining store traffic, the rise of experiential retail, evolving loyalty programs, the power of influencers and consumers, and new models like pop-up shops. It also covers trends like augmented/virtual reality, robotics, wearables, and the growing secondary market for fashion. The document aims to help retailers navigate these changes and emerging opportunities in the industry.
Costco is a membership-only warehouse club retailer founded in 1983. It is headquartered in Issaquah, Washington and operates warehouses worldwide. Costco pioneered the warehouse retail model and keeps prices low by purchasing directly from manufacturers and limiting product selection. It is known for its Kirkland Signature private label brand and treasure hunt merchandise. Costco has maintained consistent growth through a focus on low prices, quality products, and good employee treatment.
Media Borough Economic Development Strategy and Implementation Plan October 2017Econsult Solutions, Inc.
Dr. Peter Angelides and Brittany Forman on the economic development strategy and implementation plan developed for the Borough of Media, Pa. Project performed in collaboration with The Riddle Company and JVM Studio.
Report available here: http://www.econsultsolutions.com/report/economic-development-strategy-and-implementation-plan-in-media-borough/
Join two SAP hybris execs who will explore the 10 stages of transforming your B2B organization to a digital business, based on their experiences implementing hybris commerce and other digital systems prior to joining SAP | hybris, when they were execs at Bobcat and Aramark. You will leave with a B2B e-commerce roadmap and best practices that you can apply immediately to your organization. Participants will also receive a complimentary copy of hybris’ 30-page guide “How to Transform Your Business for Omni-Channel Success.”
Purchasing Power: Scott Wheeler & Prakash MuthukrishnanGamePlanConference
Explore strategies for optimizing your digital business over time, to maximize revenue from both new and existing customers. Explore techniques and repeatable models to drive new customer acquisition and increase website visitor sales conversions.
Retail sales are growing healthily driven by strong consumer fundamentals like record high consumer sentiment and improved household finances. However, consumers are spending differently by demanding convenience through omnichannel retail and prioritizing experiences over products. This is putting pressure on mid-range retailers as consumers spend more on value and luxury brands. Retailers are investing in technology to meet consumer demands for seamless omnichannel experiences, personalization, and convenience through automation and integration of digital and physical channels.
Infinity Marketing Group Presentation_shared newMacy Maxson
The marketing group presented a plan to target young women on the East and West Coasts. Their strategies included redesigning the logo to be simple with purple and curved fonts, developing an app for social shopping, simplifying their website, and conducting various promotional campaigns using hashtags, contests on social media, ads on Google and in transit areas. They estimated reaching over 9 million potential customers and generating $169,014 in revenue from their current 500,000 users and 17 million impressions. Key metrics like installs, session length and active users would track the success.
This document outlines a methodology for conducting competitive and comparative analyses of brands across the digital ecosystem. It involves mapping customer journeys, identifying relevant competitors and comparators, exploring brands' digital presences, and analyzing them according to areas of inquiry like findability, experience consistency, and social engagement. Sample deliverables include scorecards and insights into how brands communicate their identities. The methodology aims to provide strategic context and opportunities by considering brands from multiple angles.
This document outlines a methodology for conducting competitive and comparative analyses of brands across the digital ecosystem. It involves mapping customer journeys, identifying relevant competitors and comparators, exploring brands' digital presences, and analyzing them according to areas of inquiry like findability, experience consistency, and social engagement. Sample deliverables include scorecards and insights into how brands communicate their identities. The methodology aims to provide strategic context and opportunities by considering brands from multiple angles.
The document outlines a below-the-line marketing activities plan by a client, Mr. Sohail Raja, to promote their product to children, teenagers, and all classes of society through taste and quality. The objectives are to gain market share, increase brand recall and awareness, drive brand switching, and create a top-of-mind brand. Activities include road shows with walkers, displays in malls and parks, school swimming galas with product trials and sales, and using multimedia at signals and malls. The mechanics of each activity involve staffing, permissions, branded displays, and prizes to engage the target audience.
This presentation was given by Mark Strella and Mike Massey of Locally at the June 2017 Grassroots Outdoor Alliance in Albuquerque, New Mexico. Mark and Mike covered the changing landscape of omni-channel shopping, and how brands can leverage their retailer network to effective serve this ever evolving breed of shopper.
BrandTruth provides market intelligence services through unique research approaches like stealth observation and natural elicitation. They have studied shopper behavior for many large brands across various retail channels. Some key case studies discussed include analyzing the performance of new Coke packaging initiatives, evaluating HP merchandising strategies, comparing Nike and Under Armour in the performance apparel category, and providing ongoing studies to help Columbia improve. The document outlines BrandTruth's methodology of collecting both quantitative and qualitative data on various factors that influence shopper capture and abandonment rates.
Zara plans to launch in Pakistan and has developed a strategic marketing plan. It will target urban populations aged 18-40, with a focus on women, men, and children from middle and upper classes. Zara will position itself as fast, high fashion at affordable prices. Its marketing strategy will emphasize customer research, convenient store locations, effective communication through various channels, and brand-building events. The plan aims to make Zara the most favorite fashion brand in Pakistan.
Topshop (A Marketing Management Project for MBA)mahakhalid1
Topshop a retail phenomenon on the high street, enjoying a huge growth in sales profits and carving out a distinctive personality with an individual brand mix. Topshop has received numerous accolades in recent years - style bible 'The Face' called Topshop "a dream factory that initiates and innovates, and creates its own fashion"
The Strategic business unit proposed for this project is Clothes & Accessories for Working Individuals by the name of Working Class H2T. TOPSHOP is already in the market with clothing lines for men & women, this particular niche will augment its dominance in the market for working class fashion.
comparison between private labels and brands of Shoppers stop limited.Shukla Dev
This presentation will help you to understand the difference between private labels and brands in retail industry.The pricing and promotional strategy used by retailers in Indian retail industry.
Lori Babigian shares a small selection of consumer marketing projects executed during her career at Kodak that span both analog and digital technologies.
RMS: "The Future of Retail: Is It Coming Apart at the Seams?"Deborah Weinswig
This document discusses several trends impacting the future of retail, including declining store traffic, the rise of experiential retail to attract customers, smart malls using data and technology, augmented and virtual reality being used in stores, and the growing importance of influencers. It also covers trends like subscription services, the sharing economy, rental fashion, and the caring economy where companies focus on social good. Retailers are trying to adapt to changing consumer spending patterns that favor experiences over things and a shift to online and mobile shopping.
Creating a RETAIL INDUSTRY LEADER from the Ground Up: Topaz Retail Petroleum ...Ann Odell
This presentation outlines CBX's blue sky thinking approach around Canada’s new Retail Petroleum Brand, including: research, insights, strategy & multi-media creative. The Goal: Identify the TOPAZ brand as the premiere high quality & service choice, above its competitors. The deck features our high-level thinking plus big idea activation through the development of 2 distinct positionings plus the creative to bring those experience frameworks to life through meaningful, delightful touch points that not only catalyze a sense of quality & service, but also support culturally trending perspectives & expectations among consumers overall. Launching the prototype in 2010, Topaz is now Ireland’s largest plus leading fuel & convenience brand, with a network of 430 locations, & opened its latest flagship in Carlow, Ireland on April 12, 2017.
The document discusses strategies for revitalizing niche markets. It defines niches as providing economic specialization and choice within a limited range of goods and services. Existing niches are defined by existing businesses and can be strengthened through marketing. Potential niches are identified through gap analyses, consumer surveys, and lifestyle data. The document provides examples of analyzing gaps in motor vehicle dealers and identifying underserved shoppers. It also discusses transforming potential niches into real niches through entrepreneurship and marketing concepts.
Future of Retail: Is It Coming Apart at the Seams? Deborah Weinswig
Retailers are facing challenges from declining store traffic and shifts in consumer spending away from apparel. Experiential retail, using food, beverage, in-store technology and customization, is a strategy to bring customers back to stores. Smart malls will track customers and use location-based advertising. New technologies like augmented reality, virtual reality, robotics and facial recognition are also changing the retail landscape.
This document discusses mobile product page design for Abt and Crocs. It begins with background on each company and analytics on their mobile users. It then outlines principles of good mobile design like minimizing clicks and focusing on critical information. The document does a teardown of key product page elements for each company, comparing how they present imagery, descriptions, reviews, recommendations and more. It emphasizes making critical data readily available while reducing clicks. The goal is to encourage purchases by streamlining the mobile shopping experience.
Future of Retail: Is It Coming Apart at the Seams?Deborah Weinswig
The document provides an overview of future retail trends and the challenges currently facing the retail industry. It discusses issues like declining store traffic, the rise of experiential retail, evolving loyalty programs, the power of influencers and consumers, and new models like pop-up shops. It also covers trends like augmented/virtual reality, robotics, wearables, and the growing secondary market for fashion. The document aims to help retailers navigate these changes and emerging opportunities in the industry.
Costco is a membership-only warehouse club retailer founded in 1983. It is headquartered in Issaquah, Washington and operates warehouses worldwide. Costco pioneered the warehouse retail model and keeps prices low by purchasing directly from manufacturers and limiting product selection. It is known for its Kirkland Signature private label brand and treasure hunt merchandise. Costco has maintained consistent growth through a focus on low prices, quality products, and good employee treatment.
Media Borough Economic Development Strategy and Implementation Plan October 2017Econsult Solutions, Inc.
Dr. Peter Angelides and Brittany Forman on the economic development strategy and implementation plan developed for the Borough of Media, Pa. Project performed in collaboration with The Riddle Company and JVM Studio.
Report available here: http://www.econsultsolutions.com/report/economic-development-strategy-and-implementation-plan-in-media-borough/
Join two SAP hybris execs who will explore the 10 stages of transforming your B2B organization to a digital business, based on their experiences implementing hybris commerce and other digital systems prior to joining SAP | hybris, when they were execs at Bobcat and Aramark. You will leave with a B2B e-commerce roadmap and best practices that you can apply immediately to your organization. Participants will also receive a complimentary copy of hybris’ 30-page guide “How to Transform Your Business for Omni-Channel Success.”
Purchasing Power: Scott Wheeler & Prakash MuthukrishnanGamePlanConference
Explore strategies for optimizing your digital business over time, to maximize revenue from both new and existing customers. Explore techniques and repeatable models to drive new customer acquisition and increase website visitor sales conversions.
Professor Andy Boynton will reveal that great business ideas do not spring from innate creativity, or necessarily from the brilliant minds of people. Rather, great ideas come to those who are in the habit of looking for great ideas — all around them, all the time. Idea Hunters understand that valuable ideas are already out there, waiting to be found — and not just in the usual places.
In this presentation, Andy will uncover:
Why ideas are critical assets for every professional
How to expand your capacity to find and develop winning business ideas
The useful mnemonic I-D-E-A: Interest; Diversity; Exercise; Agile
How to seek out and select the ideas that best serve your purposes and goals
Andy will also share accounts of successful Idea Hunters and thriving “idea” companies, such as Warren Buffet, Walt Disney, Thomas, Edison, and Pixar.
What is the new digital B2B customer expecting? Acclaimed industry visionary, Mark Thompson, will explore the forces driving change in the B2B customer experience and what companies must do to, not only respond to these forces, but to take a leadership position, to remain competitive today, and to get ahead of the curve for tomorrow.
Accenture & Genuine Parts: Jay Dettling and Thomas CookGamePlanConference
The need to provide an omni-channel buying experience touches all industries, and the auto-parts business is no exception. In this session, hear how auto parts industry leader Genuine Parts is leveraging hybris to pivot their business into a digitally oriented commerce engine that drives higher levels of value and service to B2B customers, and more revenue for the company.
This interactive workshop will introduce you to the “Design Thinking” methodology, pioneered by Stanford University’s distinguished Design School. Participants will form into groups and employ Design Thinking to map an actual customer journey – from persona identification, to charting customer interactions and expectations, to experience mapping. Uncover how customers want to be treated across their journey – and identify key areas for improvement. This hands-on session will push you to think out of the box to more successfully adapt to, attract, and engage today’s savvy B2B buyers and capitalize on digital growth opportunities.
SAP/hybris' Brian Walker presents a strategic vision for B2B customer engagement that will inspire you to look at how you interact with customers in an entirely new light. Learn how to prepare today to meet the challenges of the B2B digital future.
Customer-centricity is the new imperative, but most organizations are not prepared to transform the way they work to deliver a relevant, personalized customer experience at scale. Designed for those who have been exposed to Journey Mapping, this interactive workshop will share Accenture’s Customer Journey Management framework for guiding the omni-channel customer experience with agility and at scale. During the session you will assess your organization’s design, governance and operating model dimensions to identify capability gaps in delivering on your vision of customer-centricity.
In a working session you will prioritize the gaps in your organization’s capabilities to implement the Customer Journey Management framework. The workshop will help you visualize how to manage the dramatic increase in data, segments, content, collaboration, and compliance that come with high-fidelity journey mapping and omni-channel marketing. We will discuss your specific challenges, as well as real world examples of operating model innovations from companies across industries and levels of maturity. This session will help you prepare your company to identify and respond to customer experience opportunities with new levels of agility and scale.
Like many peers in the industry, GE’s customers are changing. They are asking and expecting that GE simplify its operating processes. In response, GE is undergoing a digital transformation journey to secure its leadership in the 21st century. Join this session to learn how GE is breaking down complexity with digital business. You will also hear some key lessons learned as GE strives to succeed in their transformative journey.
Digital transformation is often more about business and culture shift than technology. Christine will share the changes that Cintas needed to make in their business more than the tech platform itself – and how they pulled it off. Hear about the business side of their digital transformation and how they took a step back from jumping into an “IT Project” to set an overall vision, enable organizational change, and bring the entire team along on the journey.
The document summarizes research from a Forrester conference on mastering omnichannel B2B customer engagement. Some key findings include: B2B buyers are increasingly using digital channels and expect personalization across touchpoints; however, B2B sellers are not prepared to deliver seamless omnichannel experiences. The research also found rising buyer expectations, with 98% researching purchases online before buying offline. Sellers face challenges sharing customer data and analytics across channels. The presentation provides recommendations for sellers to adopt an omnichannel strategy, prioritize personalization, constantly measure efforts, and engage ecosystem partners.
Mohawk Industries is a leading global flooring company with over $9 billion in revenue. It has implemented a new customer engagement platform called eMPower to provide seamless, personalized experiences for end consumers, channel partners, and sales/store managers. eMPower uses digital tools and real-time data to enhance customers' online and in-store experiences at every touchpoint, from research to installation to post-purchase support. This integrated approach is driving growth in new customers and sales.
It’s no secret that the marketing landscape is growing increasingly complex, with numerous channels, privacy regulations, signal loss, and more. One of the biggest problems facing marketers today is that they’re experiencing data deluge and data drought simultaneously.
Bliss Point by Tinuti addresses these challenges by providing a single, user-friendly platform for measuring what marketers previously struggled to measure. With Bliss Point, you can move beyond simply validating past actions and instead use measurement to guide real-time decision-making on what should happen next.
Join our product experts for a live demonstration of Bliss Point. Discover how it can empower your brand with the tools and insights needed to optimize each channel, across your entire media mix, and your overall brand performance.
The Future of E-commerce: first-hands insights.Solvd, Inc.
According to Statista, revenue in the e-commerce market is projected to reach US$4,117.00bn in 2024. New technologies and methodologies constantly influence how the e-commerce market develops and shapes itsthe future of e-commerce. The main questions are in the air: How can we stay aligned with e-commerce business owners and ensure our engineering services meet their evolving needs?
At Solvd, this question prompted a deep dive into the current e-commerce landscape. Our goal was to get information about the future of e-commerce directly from first-hand sources. In the course of our research, we explored:
- Portrait of respondents.
- Current challenges and pain points of the e-commerce industry.
- Emerging trends and upcoming opportunities.
- Human resource allocation for e-commerce projects.
- Solutions and actionable advice for business owners.
- The role of a reliable partner in problem-solving.
Explore, download, and share invaluable insights made by Solvd!
1. JANA KANYADAN
CIO, Mohawk Industries Inc.
CREATING CHERISHED EXPERIENCES
Through Customer 360 Engagement
2. Always in Style.
ALWAYS IN STYLE
The Best Flooring In The World
• Founded 1878
• 30 Flooring Categories
• $9 Billion in Revenue
• 32,100 Employees
3. Always in Style.
ALWAYS IN STYLE
Mohawk Industries is a leading global
flooring company that creates beautiful
and functional spaces for smart living
around the world. Our brands are
among the most recognized in the
industry.
HQ: Calhoun, GA
Stock: MHK
Employees: 40K
Sector: Consumer Prods
Always in Style.
4. Always in Style.
ALWAYS IN STYLE
The Best Customers In The World
• End Consumers – Residential and Commercial.
• Channel Partners – Small and Large
5. 5
Silo’d channels and sales org … Seamless “Path to
Purchase” Experience
Data in binders and pretty charts … Where is Information
that drives action?
Health of the business… Backward, Real time and
Forward Views …
How is Mohawk changing?
ALWAYS IN STYLE
What is the Opportunity …
5
7. 7
SHOP &
BUY
RESTART
SERVICE
SHOP &
BUY
SHOP &
BUY
RECEIVE
PACKAGE
MISSING
ITEM
SETUP
PHONE
BILLING
ISSUE
PHONE
DAMAGE
TERMINATE
SERVICE
NETWORK
ISSUE
DISCOVER
NEED
REFER
FRIENDS
JOIN
GROUPS
RESEARCH
DESIGN
SCHEDULE
INSTALL
BUY INSTALL
INSTALL
ISSUE
POST
PHOTOS
REPAIR
RIP
REMOVE
STAIN
PLAN
PARTY
JOIN
GROUPS
CLEAN
BUY
DESIGN
REFER
FRIENDS
POST
VIDEO
WEB
PRINT
DIGITAL ADS
WORD OF
MOUTH
SOCIAL
TV
RETAIL
STORE
WEB
SHOP
REVIEWS
RETAIL
STORE
WEB
SHOP
CONTACT
CENTER
RETAIL
STORE
SOCIAL
WORD OF
MOUTH
SOCIAL
EMAIL
SUPPORT
PORTAL
?
SEARCH
KW/ ADS
WEB
SHOP
WEB
SHORT
LIST
AWARENESS
DISCOVERY
CONSIDERATION
ACTION
ACTION
ADVOCACY
ADVOCACY
CONSIDERATION
INTEREST
USE
CONTACT
CENTER
WEB
SOCIAL
RETAIL
STORE
SCHEDULE
INSTALL
INSTALL
SOCIAL
…can be planned for.
SUPPORT
PORTAL
?
8. 8
One customer.
SHOP &
BUY
RESTART
SERVICE
SHOP &
BUY
SHOP &
BUY
RECEIVE
PACKAGE
MISSING
ITEM
SETUP
PHONE
BILLING
ISSUE
PHONE
DAMAGE
TERMINATE
SERVICE
NETWORK
ISSUE
REFER
FRIENDS
POST
REVIEW
JOIN
GROUPS
POST
VIDEO
9. 9
Many adventures.
SHOP &
BUY
RESTART
SERVICE
SHOP &
BUYSHOP &
BUY RECEIVE
PACKAGE
MISSING
ITEM
SETUP
PHONE
BILLING
ISSUE
PHONE
DAMAGE
TERMINATE
SERVICE
NETWORK
ISSUE
REFER
FRIENDS
POST
REVIEWJOIN
GROUPS
POST
VIDEO
15. Always in Style.
End-to-End Process Execution
Harmonized Digital and Physical Adventures
Growth in Cherished Experiences
& Profitable Customers
Real-time Customer Insight
ALWAYS IN STYLE
17. Always in Style.
ALWAYS IN STYLE
THREE KEY AUDIENCES
1. End Consumers
2. Channel Partners
3. Sales & Store Managers
eMPower
Consumer
eMPower
Customer
eMPower
Sales
18. Always in Style.
ALWAYS IN STYLE
eMPowered End Consumers
• IMMERSIVE online and store experience
• Social Dynamics and Engagement
• Collaborative Communities (owners, designers, installers)
• Digital Dialogue
• Consistent Experience at Every Touch Point
26. 26
Consumer Experience integrated with POS system. Personalized
Experience meets Upselling and Revenue!
Consumer
Store Manager and
Sales Personnel
Device Awareness
ALWAYS IN STYLE
27. Always in Style.
ALWAYS IN STYLE
eMPowered Customers
• IMMERSIVE online and store experience
• Self Service and Automation - Mobile Everywhere
• Closed Loop Lead Management
• Collaborative Communities (owners, architects, contractors)
• Enhanced Intimacy Across All Channels
28. 28
Social Dynamics and Engagement integrated to Samples selection
and ordering.
ALWAYS IN STYLE
33. Always in Style.
ALWAYS IN STYLE
eMPowered Sales & Store Managers
• Analytics Driven Selling – Big Data met Mobility
• Customer 360 – Sales and Market Opportunity
• Track and Trace
• Seamless Sales, Stores and Service experience
34. 1st Generation
CUSTOMER RECORD
Departmental /
Channel Silos
SERVICE
SALES
MARKETING
COMMERCE
2nd Generation
‘Multi’-channel
CRM Suites
CUSTOMERRECORD
SALES &
SERVICE
MARKETING
COMMERCE
3rd Generation
Omni-channel
Engagement Platform
CONTEXTUAL
MARKETING &
SERVICE
SALES &
COMMERCE
CUSTOMER
INTELLIGENCE
PHYSICAL &
DIGITAL EXPERIENCE
ALWAYS IN STYLE
The evolution from CRM to CEC
35. 35
Sales Superstar Program
Approve
&
Prioritize
Top
5
Panel
Ops
Super
Star TM
Two key goals of ‘Superstars’:
1. Focus Reps on most important
items by customer type;
eliminate “noise”
• Sales Action List
1. Prompt Reps to show select
solutions to individual
customers
• Market / Sales
Opportunity
TEXTURE $14 - 17
Fiber
Category
Fiber
Brand
Selling Style Back
Code
Brand New
Intro
Wgt Lstr Col Den Sft REG
RANK
Nation
al
Rank
Dealer
Price
Price
Level
TM3
Roll
Price
12 Mnth
Sales
NYLON SM ISLANDER'S PARADISE A MCC N 52 MID SOL DEN TRD B C 18.81 >TM1 15.57$
NYLON WD AMERICANBEAUTY- 1J41 A WWC N 44 DUL SOL STD SFT B B 17.19 >TM1 14.13$
NYLON WD FASHIONDISTRICT- 1M99 A WWC N 44 DUL SOL STD SFT A A 16.11 TM1 14.13$
TRIEXTA SO SMARTCOLOR- 1I40 A MCC N 40 BRT SOL STD SLK A A 16.11 TM1 14.13$ 655$
TRIEXTA SS BRILLIANTDESIGN A MCC N 50 BRT SOL STD SLK A A 15.84 TM2 16.83$ 1,278$
NYLON WD SP465 - SP465 A HZN N 46 MID SOL STD TRD A B 14.85$
POLYESTER ES SP180 -SP180 A HZN Y 60 MID SOL DEN SFT A A 14.76$
POLYESTER ES SP177 - SP177 A HZN Y 58 MID SOL DEN SFT B A 14.76$
TRIEXTA SS PENHURSTPLACE A ALD N 60 DUL SOL STD SFT B B Yes Yes 14.00$ 500$
TRIEXTA SS PERFECTMIX A ALD Y 45 MID TON STD SFT A A 14.67$
TRIEXTA SS BELCHAMP HALL A ALD N 50 DUL SOL STD SFT C B 14.67$
RECOMMENDEDPRODUCTS
Provide Sales with Actionable Information that drives Specific Actions
ALWAYS IN STYLE
36. Always in Style.
Want/Need
Info Search
Evaluate
Purchase
Service
Brand
Awareness
Brand
Preference
Brand
Recognition
Brand
Loyalty
WEBSITE/MOBILEWEB/SEARCH
DAM/PIMS/ECOMMERCE–Adobe/[y]
eGuidedSelling&Service–C4C
AUTHENTICATEDWEBEXPERIENCE[y]
Buying Cycle fills
the Sales Funnel
Marketing activities
complete the Profile
Inspirational
Thought leadership
Event-triggered emails
Market solutions
Guided Selling
Online chat
Online product selection
Email
+ Location
+Interests
+ Market
+ Cust Type
MARKETINGAUTOMATION–[y]Mktg
Webcasts
Search engine marketing
Preferences
TCO whitepapers
Product comparisons
and reviews
Request a Quote/ Lead Gen
Track shipment
Expert Locator
Care and Maintenance
+ Products
+ Channel
partner
+ timeframe
=
Targeted, Relevant
& Proactive
MOBILEAPPS–SAPMobile
Mobile apps
Mobile apps
Mobile apps
ANALYTICS / METRICS
Expert Locator
37. Always in Style.
ALWAYS IN STYLE
Engage every consumer.
every channel partner.
every journey.
every adventure.
EVERY TIME!
Editor's Notes
How many of you are still living the world of CRM … it is dead if you haven’t noticed yet.
Even if you have a finite set of products – which you do – and a finite set customers which again you do, the possibilities for engagement and for the individual customer to create their own experience are exponentially wider than you can imagine – it’s factorial no.of. Customers x no. of channels x no-of touch points x reasons for contact
Have a look at this example – it involves a customer, some channels, a product, and a service, ongoing billing & support, but spans only a subset of the physical and digital interactions a customer may ultimately have with a brand.
Even if you have a finite set of products – which you do – and a finite set customers which again you do, the possibilities for engagement and for the individual customer to create their own experience are exponentially wider than you can imagine – it’s factorial no.of. Customers x no. of channels x no-of touch points x reasons for contact
Have a look at this example – it involves a customer, some channels, a product, and a service, ongoing billing & support, but spans only a subset of the physical and digital interactions a customer may ultimately have with a brand.
Even if you have a finite set of products – which you do – and a finite set customers which again you do, the possibilities for engagement and for the individual customer to create their own experience are exponentially wider than you can imagine – it’s factorial no.of. Customers x no. of channels x no-of touch points x reasons for contact
Have a look at this example – it involves a customer, some channels, a product, and a service, ongoing billing & support, but spans only a subset of the physical and digital interactions a customer may ultimately have with a brand.
You see – when you extrapolate the pattern emerging from that interaction you quickly see that there are multiple patterns of engagement that exist because EVERY JOURNEY is UNIQUE, and EVERY POINT OF ENGAGEMENT ALONG THE WAY matters, particularly when you want to engage the individual in a 1-1 fashion.
You see – when you extrapolate the pattern emerging from that interaction you quickly see that there are multiple patterns of engagement that exist because EVERY JOURNEY is UNIQUE, and EVERY POINT OF ENGAGEMENT ALONG THE WAY matters, particularly when you want to engage the individual in a 1-1 fashion.
real-time customer insight and END-TO-END business process execution over HarMONIZED, digital and physical experienceS help companies attract, retain, and grow profitable customers.
So what is Customer Engagement and Commerce.
Well from an SAP perspective we frame it thus…
[READ DESCRIPTION]
Simple, right? And now I am going to explain WHY it is important, the FACTORS that make it an issue, and HOW SAP/hybris with CEC is uniquely placed to address this new world.
real-time customer insight and END-TO-END business process execution over HarMONIZED, digital and physical experienceS help companies attract, retain, and grow profitable customers.
So what is Customer Engagement and Commerce.
Well from an SAP perspective we frame it thus…
[READ DESCRIPTION]
Simple, right? And now I am going to explain WHY it is important, the FACTORS that make it an issue, and HOW SAP/hybris with CEC is uniquely placed to address this new world.
Need to get higher res imagery from Jason to replace this.
Sales and Market Opportunity – what is in it for the channel partner beyond what is in it for Mohawk
Track and Trace – know where things are ALL THE TIME
Analytics provides insights and sales people are not notes takers … making the 15 minute conversation the most effective, making one more phone call where it matters, knowing the decision maker from every one else
[TALK TRACK]
Traditional Technology Solutions no longer work.
The first generation of solutions were constructed to serve the needs of business silos. The result being that customer information was fragmented across channels and customers received inconsistent levels of engagement dependent on the channels they used.
With the second generation of solutions came the age of the CRM ‘suite’ which promised to provide a ‘single view of the customer’ across channels and business processes, but this was rarely the case. The platforms used typically didn’t go deep enough for the line of business need and were quickly superceded and integrated with ‘best of breed’ solutions that covered the key business requirements.
Also a critical factor in both the first and the second generation of solutions was that the customer was seen as a [RECORD] in a database which afforded little opportunity for businesses to gain any real insight or intelligence without resorting to the use of specialized tools, whilst also defining these solutions as ‘systems of record’ rather than true ‘systems of engagement’.
With the 3rd generation of we are able to deliver on the promise of 1-1 customer engagement across all channels of customer interaction, delivering:
Contextualized Marketing & Service, serving the needs of the individual at the time of need
Fully integrated process and order orchestration across all sales and commerce channels
A harmonized customer experience across physical and digital channels AND CRUCIALLY
A platform not just built on customer data, but a platform built on CUSTOMER INTELLIGENCE allowing you to ‘live in the moment’ with each and every customer
[Talk track]
It’s time to change the game and engage customers like never before with
The right insight at the right time – to drive meaningful and contextual conversations
Across every touch-point, every channel – spanning the physical and the digital domains
Integrated to your enterprise – with robust end-to-end business processes leveraging and supporting your entire business
With an experience that drives results –and delights customers