- Conventional wisdom suggests CPG is slow growth, but disruptors have grown rapidly by adopting new business models and engaging consumers directly through technology. Traditional leaders have been left behind.
- For CPG incumbents to recapture growth, they must create hyper-responsive engagement with consumers, develop hybrid traditional/new business models, and adopt a modern intelligent enterprise for agility.
- Disruptive business models are changing the landscape as the lines between makers, sellers, and consumers blur. CPG incumbents are lagging disruptors in digital performance across planning, production, sales, and management.
Transforming Product Design and Energizing Innovation with Digital PLMCognizant
This document outlines five guiding principles for digital product lifecycle management (PLM). It discusses refreshing the enterprise product data strategy to share holistic insights across the organization. It emphasizes establishing digital capabilities like cloud, big data, and AI skills. And it stresses generating business value by making informed decisions based on comprehensive real-time product data analytics. The overarching goal is to leverage full product lifecycle data across the product ecosystem to transform product design, energize innovation, and deliver superior customer experiences.
Every industry is becoming data driven, built around its information systems. Nowhere is this more evident than in retail where customer data is pivoting to flow across the traditional customer touchpoints and retailers are creating organizational structures that are responsible for the customer experience across traditional functional silos.
Seagate provides a customer portal called Seagate Direct that offers self-service business-to-business applications for direct customers. The portal provides secure access to applications for ordering, returns, pricing, marketing, billing, and support. It improves efficiency for customers and Seagate by reducing manual processes. Key applications on the portal include online ordering (SOLO), price lists, sales and marketing programs, billing status, and electronic returns. The portal has over 1,000 users that generate over 100,000 visits per quarter. Feedback from customers on usability has been positive.
Enterprise resource planning (ERP) software is the centerpiece to many enterprise
application setups and remains a battleground for vendors looking to improve operational
efficiency and enable growth through modern technologies. Transitions to cloud
deployments now command even higher prioritization as remote work and collaboration
capabilities have become essential for long-term success. To facilitate these migrations,
many vendors have consolidated their service offerings to a select few industry verticals,
allowing them to tailor capabilities such as artificial intelligence (AI) and the Internet of
Things (IoT) to specific use cases. Results for these vendors and their customers are
encouraging, as the focus yields increased implementation success rates and improved
customer satisfaction.
Gartner is the world's leading information technology research and advisory company. It delivers technology-related insight to help clients make the right decisions through independent and actionable advice. Gartner serves various roles including CIOs, CTOs, and IT executives. It provides a range of services including research, expert advice, conferences, and benchmarks to help clients with initiatives, product selection, and best practices. Gartner has global reach with analysts, clients, and conferences around the world.
Markit is an international B2B IT product marketplace and procurement solution used by over 10,000 companies to reduce IT purchasing costs. Through Markit's platform, purchasing professionals can access competitive prices on over 3.6 million IT products from major distributors. On average, Markit clients save 12.5% on product costs and spend less time on IT purchasing. Markit has grown to serve over 10,000 active clients in 36 countries.
SAAL A - 10:15 - Deciphering The Digital Ecosystem with Performance with Matt...PerformanceIN
It is time for performance marketing to take the lead in navigating the increasingly complex and fragmented digital ecosystem.
With technology at its bedrock, our unique breed of advertising is ideally placed to drive innovative changes that lead to greater integration, understanding and return for advertisers. Now, it seems that an intervention from performance will go some way towards helping brands cut through the complexity of devices, channels, platforms and traffic sources.
Led by Tradedoubler chief executive Matthias Stadelmeyer, this session will focus on presenting digital marketers with the hard facts and stats ruling the industry.
Stadelmeyer will also lay down the importance of data in gaining rigorous consumer insight, its effect on targeted advertising and how dynamic creative is taking personalised performance marketing to the next level.
Neiman Marcus is using Cloudera's Hadoop platform to enhance its customer experience through big data analytics. It evolved from an enterprise data warehouse to implement a Hadoop proof-of-concept in 2011 and went live with Cloudera in 2014. This allows Neiman Marcus to gain real-time insights from customer data across all channels to personalize the customer experience and gain a single view of each customer. The legacy system could not meet modern demands for real-time, granular analytics and actionable insights.
Transforming Product Design and Energizing Innovation with Digital PLMCognizant
This document outlines five guiding principles for digital product lifecycle management (PLM). It discusses refreshing the enterprise product data strategy to share holistic insights across the organization. It emphasizes establishing digital capabilities like cloud, big data, and AI skills. And it stresses generating business value by making informed decisions based on comprehensive real-time product data analytics. The overarching goal is to leverage full product lifecycle data across the product ecosystem to transform product design, energize innovation, and deliver superior customer experiences.
Every industry is becoming data driven, built around its information systems. Nowhere is this more evident than in retail where customer data is pivoting to flow across the traditional customer touchpoints and retailers are creating organizational structures that are responsible for the customer experience across traditional functional silos.
Seagate provides a customer portal called Seagate Direct that offers self-service business-to-business applications for direct customers. The portal provides secure access to applications for ordering, returns, pricing, marketing, billing, and support. It improves efficiency for customers and Seagate by reducing manual processes. Key applications on the portal include online ordering (SOLO), price lists, sales and marketing programs, billing status, and electronic returns. The portal has over 1,000 users that generate over 100,000 visits per quarter. Feedback from customers on usability has been positive.
Enterprise resource planning (ERP) software is the centerpiece to many enterprise
application setups and remains a battleground for vendors looking to improve operational
efficiency and enable growth through modern technologies. Transitions to cloud
deployments now command even higher prioritization as remote work and collaboration
capabilities have become essential for long-term success. To facilitate these migrations,
many vendors have consolidated their service offerings to a select few industry verticals,
allowing them to tailor capabilities such as artificial intelligence (AI) and the Internet of
Things (IoT) to specific use cases. Results for these vendors and their customers are
encouraging, as the focus yields increased implementation success rates and improved
customer satisfaction.
Gartner is the world's leading information technology research and advisory company. It delivers technology-related insight to help clients make the right decisions through independent and actionable advice. Gartner serves various roles including CIOs, CTOs, and IT executives. It provides a range of services including research, expert advice, conferences, and benchmarks to help clients with initiatives, product selection, and best practices. Gartner has global reach with analysts, clients, and conferences around the world.
Markit is an international B2B IT product marketplace and procurement solution used by over 10,000 companies to reduce IT purchasing costs. Through Markit's platform, purchasing professionals can access competitive prices on over 3.6 million IT products from major distributors. On average, Markit clients save 12.5% on product costs and spend less time on IT purchasing. Markit has grown to serve over 10,000 active clients in 36 countries.
SAAL A - 10:15 - Deciphering The Digital Ecosystem with Performance with Matt...PerformanceIN
It is time for performance marketing to take the lead in navigating the increasingly complex and fragmented digital ecosystem.
With technology at its bedrock, our unique breed of advertising is ideally placed to drive innovative changes that lead to greater integration, understanding and return for advertisers. Now, it seems that an intervention from performance will go some way towards helping brands cut through the complexity of devices, channels, platforms and traffic sources.
Led by Tradedoubler chief executive Matthias Stadelmeyer, this session will focus on presenting digital marketers with the hard facts and stats ruling the industry.
Stadelmeyer will also lay down the importance of data in gaining rigorous consumer insight, its effect on targeted advertising and how dynamic creative is taking personalised performance marketing to the next level.
Neiman Marcus is using Cloudera's Hadoop platform to enhance its customer experience through big data analytics. It evolved from an enterprise data warehouse to implement a Hadoop proof-of-concept in 2011 and went live with Cloudera in 2014. This allows Neiman Marcus to gain real-time insights from customer data across all channels to personalize the customer experience and gain a single view of each customer. The legacy system could not meet modern demands for real-time, granular analytics and actionable insights.
HOW KEY PROCUREMENT PREDICTIONS FOR 2021 IMPACT THE INDIRECT IT CATEGORYMarkit
This document discusses 9 key procurement predictions for 2021 and their potential impact on indirect IT procurement. The predictions are: 1) Continued economic uncertainty raises focus on business agility and risk mitigation. 2) Trusted supplier relationships will be even more important. 3) Acceleration of procurement automation will increase transparency and spend visibility. 4) Shortening supply chains while solving global vs local consolidation. 5) Increased B2B marketplace usage. 6) Technology will touch more business aspects increasing IT demand. 7) Increased sustainable procurement initiatives. 8) HR will optimize talent for adaptation and agility. 9) CFOs will continue minimizing fixed and non-essential costs. The document suggests how these trends could impact areas like IT contracts,
Digitization will reinvent the world economy with individuals, businesses, and societies becoming
interconnected in real time. This new digital economy is more collaborative, intelligent,
responsive, and efficient, with dramatic increases in productivity and economic value.
The digital economy will transform the way we live and work, how business runs, and how society
functions – and it will do this in a timeframe that is much shorter than any other major economic
transition in history.
Using Power BI To Improve Media Buying & Ad PerformanceGramener
This document discusses using Power BI to optimize media buying and ad performance. It introduces Power BI and its capabilities to provide a centralized campaign reporting platform. Media buying involves complex decisions around strategy, budget, objectives, and target markets. An ideal solution would provide a single product with user access control, an overview of spends and campaigns, detailed views of campaigns, and comparisons across campaigns. The demo then shows Power BI's flexibility, visual analytics, and data storytelling capabilities to evaluate campaign performance through live operational dashboards.
The Best Enterprise Application Strategy In 2021 by Utah Tech LabsUtah Tech Labs
Enterprise mobility is the deployment of mobile solutions across an organization. It leverages mobile tech to connect people, processes, and data. Enterprise mobility improves the way consumers interact with products and services. This slide talks about all the upcoming strategies and implementation scope for it in 2021 by Utah Tech Labs.
Three Engagement Models for Embracing Digital in Life SciencesCognizant
The document discusses three models for how life sciences organizations can structure their business, IT, and external partners to drive digital innovation:
1. IT-centric model: IT defines digital strategy and drives innovation, collaborating with business and partners.
2. Business-centric model: Business defines digital strategy and owns innovation, partnering with IT and external providers.
3. New entity model: A separate digital entity is created to define strategy, identify initiatives, and manage delivery, working with business and IT.
The document analyzes the pros and cons of each model and provides criteria for organizations to evaluate which model may be best suited to their needs and capabilities.
CWIN17 san francisco-shawn kelly-iot business valueCapgemini
This document discusses how manufacturers are driving business value by adopting Internet of Things (IoT) technologies. It provides examples of how IoT is being used across different parts of organizations, such as using sensor data from industrial pumps to improve product design (product development) and increasing manufacturing plant efficiency through real-time visibility (operations/manufacturing). The document advocates that both physical products and digital systems must work together to unlock value from IoT, and shares how PTC's technologies connect the physical and digital worlds for customers.
Capgemini Digital Reference Architecture with HPECapgemini
Digital Readiness Assessment Services delivers digital business initiatives by creating an actionable transformation roadmap. Through our joint partnership, Capgemini and HP have developed a Digital Reference Framework for IT solutions for the New Style of Business. Learn the strength of Capgemini-HP joint Digital Reference Architecture as it addresses client digital transformation business needs and helps you gain market share in Cloud, Big Data, Security and Mobility.
The document discusses the need for banks to establish a single view of the customer to improve revenue growth, reduce costs, and better manage risk. It explains that a master data management (MDM) solution can help banks integrate customer data across multiple systems and business units. The key benefits of an MDM include improved customer experience, increased cross-selling opportunities, and reduced operational costs from data duplication. Some of the challenges in implementing MDM are gaining executive support, developing a fact-based business case, creating a practical roadmap, and ensuring an integrated solution that addresses technology, processes, and organizational changes.
Delivering Digital Transformation and Leveraging a Digital PlatformCapgemini
The document discusses Capgemini's approach to digital transformation and leveraging a digital platform. It describes analyzing different types of digital maturity among organizations. Capgemini's framework helps organizations identify opportunities through business models, digital enablers, and emerging technologies. The framework addresses operations, customer experience, and people/organization. Capgemini has also developed a digital playbook and guiding principles for a digital orchestration platform.
The 10 Most Innovative Retail Solution Providers, 2020.Merry D'souza
This latest issue - The 10 Most Innovative Retail Solution Providers, 2020 explores the importance of retail with technology & companies that are striking to implement the best in serving the needs of the customers.
The 2021 State Of Ecosystem & Application Integration SurveyConnorHolbert
n 2021, companies find themselves with a new perspective,
better understanding, and a more purposeful urgency to modernize
their supply chain integration solutions.
See how the world’s leading integration experts plan to leverage
Ecosystem Integration to accelerate growth going forward.
See more here: https://www.cleo.com/reports
Scm technologies and their applicability in sc operationsSibitha Sivan
1. The document discusses various technologies used in modern supply chain management (SCM) like computerized shipping and tracking software, radio frequency identification (RFID), and social media.
2. It provides examples of how industry leaders like John Deere and Nike use logistic management software and technologies to improve visibility, efficiency, and reduce costs in their supply chains.
3. Emerging technologies discussed that are transforming SCM include artificial intelligence, internet of things, data analytics, transport management software, and blockchain. These technologies are helping supply chains make real-time decisions and drive competitive advantage.
BIG Data & Hadoop Applications in E-CommerceSkillspeed
Explore the applications of BIG Data & Hadoop in eCommerce via Skillspeed.
BIG Data & Hadoop in eCommerce is a key differentiator, especially in terms of generating optimized customer & back-end experiences. They are used for tracking consumer behavior, optimizing logistics networks and forecasting demand - inventory cycles.
To get more details regarding BIG Data & Hadoop, please visit - www.SkillSpeed.com
7 deliver world class customer experience with big data and analytics and loc...Dr. Wilfred Lin (Ph.D.)
This document discusses how companies can improve customer experience through the use of big data and analytics. It notes that social media and mobile technologies have empowered customers and changed expectations. Most companies lack visibility into the value of customer experience. The document promotes Oracle's customer experience (CX) solutions for smarter sales, commerce anywhere, and connected service through features such as predictive analytics, personalized experiences, and automated decisions. Case studies show how Oracle CX has helped companies increase revenue, reduce costs, and improve customer satisfaction.
Digital strategies require cross-functional teams to maximize business benefits from data and technology. They involve understanding customers, competitors, innovation, data, and partnerships. Customers can provide competence and shape personalized experiences. Competitors may redefine industries or transform products to platforms. Data is an asset when converted to meaningful information and visualizations to guide decisions. Innovation starts by discovering customer needs and testing minimum viable products.
Crafted and copywrote a new white paper announcing new GoodData product features and positioning as the first entrant in the Insights-as-a-Service category. Led design and development applying new branding.
Summary: BI is entering a new era, an era where purchasing decisions are being led by business units and managers, instead of corporate systems and IT. Learn more about this fundamental market shift and the benefits Insights as a Service can offer your business in this white paper.
Consumer trends like 24/7 connectivity and social media use are increasing consumer expectations for transparency in supply chains on a 24/7 basis. New technologies are also raising consumer expectations around products, availability, and services while creating new opportunities through developments like mobile commerce, big data, and digitization. Future trends related to sustainability, legislation, and disruptive technologies like 3D printing and the internet of things may significantly impact supply chain structures and require flexibility.
4 tech markets to implement while prices are on the declineChristopher Lee
The document discusses four technologies that have experienced declining prices in recent years: 3D printing services, network security equipment, online file storage, and data recovery services. It notes that the price declines are due to factors like increased competition, technological advances, and falling production costs. The document recommends that businesses consider integrating these more affordable technologies into their operations to help reduce costs and increase efficiency.
Disrupting the Customers Journey: Gartner Customer 360 Summit 09092015Andy Yasutake
Who really owns the customer experience? High level overview of LinkedIn, What customers' expect, our Member First and differentiating culture that helps LinkedIn's 380M+ Members and Customers get the most out of their journey as we connect them with opportunity
Relevance @ Scale: Accenture's New Narrative for Consumer Goodsaccenture
As new brands continue to emerge and grab market share, large CPG companies must focus on accelerating growth to stay relevant with the consumer—or risk ceasing to exist.
The Digital Future: a game plan for consumer packaged-goodsAidelisa Gutierrez
The CPG industry is fast approaching a tipping point;
companies need to plan for a “1-5-10” market in the U.S.
over the next five years. The experience of other sectors
demonstrates that early movers often establish tough-totrump
positions and advantages.
2 building capabilities_in_digital_marketing_and_sales_vfKate Morphett
This document discusses seven imperatives for consumer packaged goods (CPG) companies to systematically build digital marketing and sales capabilities:
1. Integrate digital activities into the overall marketing and sales strategy rather than treating them separately.
2. Create new roles focused on digital skills and develop digital skills among current staff through training and hiring experts.
3. Rethink how digital activities are organized, whether through centralized, localized, or hybrid teams.
4. Establish rapid response mechanisms to address customer issues and emerging threats online quickly.
5. Leverage big data and analytics to drive innovation, develop customer insights, increase sales, inform pricing, and collaborate with partners.
6. Measure and
HOW KEY PROCUREMENT PREDICTIONS FOR 2021 IMPACT THE INDIRECT IT CATEGORYMarkit
This document discusses 9 key procurement predictions for 2021 and their potential impact on indirect IT procurement. The predictions are: 1) Continued economic uncertainty raises focus on business agility and risk mitigation. 2) Trusted supplier relationships will be even more important. 3) Acceleration of procurement automation will increase transparency and spend visibility. 4) Shortening supply chains while solving global vs local consolidation. 5) Increased B2B marketplace usage. 6) Technology will touch more business aspects increasing IT demand. 7) Increased sustainable procurement initiatives. 8) HR will optimize talent for adaptation and agility. 9) CFOs will continue minimizing fixed and non-essential costs. The document suggests how these trends could impact areas like IT contracts,
Digitization will reinvent the world economy with individuals, businesses, and societies becoming
interconnected in real time. This new digital economy is more collaborative, intelligent,
responsive, and efficient, with dramatic increases in productivity and economic value.
The digital economy will transform the way we live and work, how business runs, and how society
functions – and it will do this in a timeframe that is much shorter than any other major economic
transition in history.
Using Power BI To Improve Media Buying & Ad PerformanceGramener
This document discusses using Power BI to optimize media buying and ad performance. It introduces Power BI and its capabilities to provide a centralized campaign reporting platform. Media buying involves complex decisions around strategy, budget, objectives, and target markets. An ideal solution would provide a single product with user access control, an overview of spends and campaigns, detailed views of campaigns, and comparisons across campaigns. The demo then shows Power BI's flexibility, visual analytics, and data storytelling capabilities to evaluate campaign performance through live operational dashboards.
The Best Enterprise Application Strategy In 2021 by Utah Tech LabsUtah Tech Labs
Enterprise mobility is the deployment of mobile solutions across an organization. It leverages mobile tech to connect people, processes, and data. Enterprise mobility improves the way consumers interact with products and services. This slide talks about all the upcoming strategies and implementation scope for it in 2021 by Utah Tech Labs.
Three Engagement Models for Embracing Digital in Life SciencesCognizant
The document discusses three models for how life sciences organizations can structure their business, IT, and external partners to drive digital innovation:
1. IT-centric model: IT defines digital strategy and drives innovation, collaborating with business and partners.
2. Business-centric model: Business defines digital strategy and owns innovation, partnering with IT and external providers.
3. New entity model: A separate digital entity is created to define strategy, identify initiatives, and manage delivery, working with business and IT.
The document analyzes the pros and cons of each model and provides criteria for organizations to evaluate which model may be best suited to their needs and capabilities.
CWIN17 san francisco-shawn kelly-iot business valueCapgemini
This document discusses how manufacturers are driving business value by adopting Internet of Things (IoT) technologies. It provides examples of how IoT is being used across different parts of organizations, such as using sensor data from industrial pumps to improve product design (product development) and increasing manufacturing plant efficiency through real-time visibility (operations/manufacturing). The document advocates that both physical products and digital systems must work together to unlock value from IoT, and shares how PTC's technologies connect the physical and digital worlds for customers.
Capgemini Digital Reference Architecture with HPECapgemini
Digital Readiness Assessment Services delivers digital business initiatives by creating an actionable transformation roadmap. Through our joint partnership, Capgemini and HP have developed a Digital Reference Framework for IT solutions for the New Style of Business. Learn the strength of Capgemini-HP joint Digital Reference Architecture as it addresses client digital transformation business needs and helps you gain market share in Cloud, Big Data, Security and Mobility.
The document discusses the need for banks to establish a single view of the customer to improve revenue growth, reduce costs, and better manage risk. It explains that a master data management (MDM) solution can help banks integrate customer data across multiple systems and business units. The key benefits of an MDM include improved customer experience, increased cross-selling opportunities, and reduced operational costs from data duplication. Some of the challenges in implementing MDM are gaining executive support, developing a fact-based business case, creating a practical roadmap, and ensuring an integrated solution that addresses technology, processes, and organizational changes.
Delivering Digital Transformation and Leveraging a Digital PlatformCapgemini
The document discusses Capgemini's approach to digital transformation and leveraging a digital platform. It describes analyzing different types of digital maturity among organizations. Capgemini's framework helps organizations identify opportunities through business models, digital enablers, and emerging technologies. The framework addresses operations, customer experience, and people/organization. Capgemini has also developed a digital playbook and guiding principles for a digital orchestration platform.
The 10 Most Innovative Retail Solution Providers, 2020.Merry D'souza
This latest issue - The 10 Most Innovative Retail Solution Providers, 2020 explores the importance of retail with technology & companies that are striking to implement the best in serving the needs of the customers.
The 2021 State Of Ecosystem & Application Integration SurveyConnorHolbert
n 2021, companies find themselves with a new perspective,
better understanding, and a more purposeful urgency to modernize
their supply chain integration solutions.
See how the world’s leading integration experts plan to leverage
Ecosystem Integration to accelerate growth going forward.
See more here: https://www.cleo.com/reports
Scm technologies and their applicability in sc operationsSibitha Sivan
1. The document discusses various technologies used in modern supply chain management (SCM) like computerized shipping and tracking software, radio frequency identification (RFID), and social media.
2. It provides examples of how industry leaders like John Deere and Nike use logistic management software and technologies to improve visibility, efficiency, and reduce costs in their supply chains.
3. Emerging technologies discussed that are transforming SCM include artificial intelligence, internet of things, data analytics, transport management software, and blockchain. These technologies are helping supply chains make real-time decisions and drive competitive advantage.
BIG Data & Hadoop Applications in E-CommerceSkillspeed
Explore the applications of BIG Data & Hadoop in eCommerce via Skillspeed.
BIG Data & Hadoop in eCommerce is a key differentiator, especially in terms of generating optimized customer & back-end experiences. They are used for tracking consumer behavior, optimizing logistics networks and forecasting demand - inventory cycles.
To get more details regarding BIG Data & Hadoop, please visit - www.SkillSpeed.com
7 deliver world class customer experience with big data and analytics and loc...Dr. Wilfred Lin (Ph.D.)
This document discusses how companies can improve customer experience through the use of big data and analytics. It notes that social media and mobile technologies have empowered customers and changed expectations. Most companies lack visibility into the value of customer experience. The document promotes Oracle's customer experience (CX) solutions for smarter sales, commerce anywhere, and connected service through features such as predictive analytics, personalized experiences, and automated decisions. Case studies show how Oracle CX has helped companies increase revenue, reduce costs, and improve customer satisfaction.
Digital strategies require cross-functional teams to maximize business benefits from data and technology. They involve understanding customers, competitors, innovation, data, and partnerships. Customers can provide competence and shape personalized experiences. Competitors may redefine industries or transform products to platforms. Data is an asset when converted to meaningful information and visualizations to guide decisions. Innovation starts by discovering customer needs and testing minimum viable products.
Crafted and copywrote a new white paper announcing new GoodData product features and positioning as the first entrant in the Insights-as-a-Service category. Led design and development applying new branding.
Summary: BI is entering a new era, an era where purchasing decisions are being led by business units and managers, instead of corporate systems and IT. Learn more about this fundamental market shift and the benefits Insights as a Service can offer your business in this white paper.
Consumer trends like 24/7 connectivity and social media use are increasing consumer expectations for transparency in supply chains on a 24/7 basis. New technologies are also raising consumer expectations around products, availability, and services while creating new opportunities through developments like mobile commerce, big data, and digitization. Future trends related to sustainability, legislation, and disruptive technologies like 3D printing and the internet of things may significantly impact supply chain structures and require flexibility.
4 tech markets to implement while prices are on the declineChristopher Lee
The document discusses four technologies that have experienced declining prices in recent years: 3D printing services, network security equipment, online file storage, and data recovery services. It notes that the price declines are due to factors like increased competition, technological advances, and falling production costs. The document recommends that businesses consider integrating these more affordable technologies into their operations to help reduce costs and increase efficiency.
Disrupting the Customers Journey: Gartner Customer 360 Summit 09092015Andy Yasutake
Who really owns the customer experience? High level overview of LinkedIn, What customers' expect, our Member First and differentiating culture that helps LinkedIn's 380M+ Members and Customers get the most out of their journey as we connect them with opportunity
Relevance @ Scale: Accenture's New Narrative for Consumer Goodsaccenture
As new brands continue to emerge and grab market share, large CPG companies must focus on accelerating growth to stay relevant with the consumer—or risk ceasing to exist.
The Digital Future: a game plan for consumer packaged-goodsAidelisa Gutierrez
The CPG industry is fast approaching a tipping point;
companies need to plan for a “1-5-10” market in the U.S.
over the next five years. The experience of other sectors
demonstrates that early movers often establish tough-totrump
positions and advantages.
2 building capabilities_in_digital_marketing_and_sales_vfKate Morphett
This document discusses seven imperatives for consumer packaged goods (CPG) companies to systematically build digital marketing and sales capabilities:
1. Integrate digital activities into the overall marketing and sales strategy rather than treating them separately.
2. Create new roles focused on digital skills and develop digital skills among current staff through training and hiring experts.
3. Rethink how digital activities are organized, whether through centralized, localized, or hybrid teams.
4. Establish rapid response mechanisms to address customer issues and emerging threats online quickly.
5. Leverage big data and analytics to drive innovation, develop customer insights, increase sales, inform pricing, and collaborate with partners.
6. Measure and
This document provides a process and checklist for developing an effective digital strategy. It outlines common barriers to digital strategy such as alignment, skills, silos, metrics, resources, culture and regulations. The process involves identifying a catalyst, building leadership support and a team, conducting research, co-creating a strategy, synthesizing it, gaining alignment, and implementing the strategy. Following this process can help brands adapt to digital disruptions and remain relevant.
How CPGs Can Win in the New Age of the Digital Consumeraccenture
This document discusses how consumer packaged goods (CPG) companies need to transform to succeed in the new digital era. It outlines that CPGs must radically rethink their relationships with consumers and customers and move beyond legacy operating models. Specifically, it recommends that CPGs 1) create a unified brand strategy and two-way dialogue with consumers, 2) take a systematic approach to growing their digital consumer base, and 3) rethink their routes to market and customer engagement strategies. It also stresses the importance of switching to a holistic, flexible and digitally-enhanced operating model.
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
While digital transformation is often focused on enhancing customer interactions, the document finds that the greatest impact may come from cost savings and operational changes beyond customer interfaces. An analysis of multiple industries found that the average potential bottom-line impact from cost reductions through digital transformation is 36% over five years, compared to an average of 20% from increased digital sales. To fully capture potential value, companies need to take a holistic view and apply digital tools across their entire business model and value chain, not just in customer-facing areas.
Cisco Systems ranked number one in the Gartner Supply Chain Top 25 for 2021 due to considerable revenue growth, strength in ESG initiatives, and recognition as a supply chain leader. Colgate-Palmolive retained the number two spot by transforming its supply chain through customer segmentation, embracing new business models, and investing in digital capabilities. Johnson & Johnson remained number three due to demonstrating supply chain resilience during the pandemic, making progress on sustainability goals, and leveraging partnerships and 3D printing to address ventilator shortages.
Ctrl-Alt-Del: Rebooting the Business Model for the Digital AgeRick Bouter
The document discusses how digital technologies are forcing companies to reinvent their business models. It provides examples of how some companies have successfully done this. The Financial Times reinvented its business model by introducing a metered paywall in 2007, helping it grow digital subscribers and print prices. Netflix also reinvented its model several times, transitioning from physical DVD rentals to online streaming. The document outlines five approaches companies can take to reinvent their business models using digital technologies: 1) Change industry dynamics like Tesla's approach to electric cars. 2) Substitute physical products with digital like Deutsche Post's email service. 3) Create new digital businesses like Starbucks' Digital Ventures unit. 4) Rethink the value proposition like Entravision
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
The Boston Consulting Group conducted a survey of over 1,100 marketers at 57 companies in the UK and Germany to assess their digital marketing capabilities. The survey found that on average, companies scored 57 out of 100 on BCG's Digital Capabilities Index, indicating significant gaps in their digital skills. The biggest shortfalls were in capabilities related to mobile, video, testing, partner management, and developing marketing platforms. While senior leadership recognizes the importance of digital, companies received lower scores for prioritizing investment in new digital capabilities and talent development. Most marketing organizations will need to transform their approach to close these gaps through improved training, a focus on skills like mobile and data analytics, and developing a more agile culture.
1) Digital assistants like Alexa and Siri will become the new gatekeepers between brands and consumers as they control the information consumers receive.
2) For marketers, success will depend on learning how to market not just to consumers but to the machines to ensure brands are relevant and delivered in responses.
3) Only the most hyper-relevant brands that truly understand individual consumer needs and behaviors will be able to ensure their brand is the one the digital assistant selects and delivers to the consumer.
IRI BCG Google eCommerce Cobranded_FINAL2Ben Sprecher
This document summarizes a report on how digital technologies are reshaping the consumer packaged goods (CPG) industry in the United States. It finds that digital penetration of the CPG market, currently at 1%, will likely grow to 5% by 2018 and potentially 10% thereafter. This represents a major challenge and opportunity for CPG companies. Traditional retailers also face new competitors from large technology companies and startups. The report recommends that CPG manufacturers develop integrated digital strategies, build their online brand presences, partner with retailers, and test new approaches in order to adapt to the changing landscape and changing consumer purchasing behaviors driven by digital technologies.
Global trend report for CPG Retail 2016_FinalAbhinav Verma
The document discusses key trends in the consumer packaged goods (CPG) and retail industries for 2016. Some of the main trends highlighted include:
1) Adoption of new technologies like the Internet of Things (IoT) to improve inventory management, demand forecasting, and consumer behavior analysis.
2) Investments in digital technologies like omni-channel retailing to enhance the customer experience across online and offline channels.
3) Increased collaboration between CPG and retail companies, such as CPG companies selling directly through e-commerce sites or retailers creating their own brands.
4) Focus on sustainability goals in response to COP21 and increasing consumer demand for sustainably-produced products.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
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The digital cpg value opportunity: seen but unrealized
1. The Digital CPG Value Opportunity: Seen but Unrealized
2017-11-10AccentureFBIF 食品饮料创新
Source: Accenture Consulting
2. Conventional wisdom suggests that Consumer Packaged Goods (CPG) is a slow growth industry.
We respectfully disagree.
Instead, the truth is that the drivers of growth have undergone a rapid and massive
transformation— and traditional leaders are being left behind.
Last year, the top 25 US food and beverage companies drove 45% of category sales, but only 3%
of growth; the remaining 97% of sales growth was driven by smaller players.Disruptors have turned
“business as usual” on its head, creating new business models based on agile operating structures
that engage in a larger ecosystem, all with the goal of unlocking new sources of value.
So what steps do historical market leaders need to take to recapture their share of industry growth?
o Create hyper-responsive engagement models, extending consumer relationships
o Develop hybrid traditional and new business models, combining products and services
o Adopt a modern intelligent enterprise, allowing scale businesses to become agile
Incumbents must reset growth limits through operating model transformation, and unleash business
value through new business models.
The Digital Value Opportunity: Seen but Unrealized
The global power brands that have long dominated the CPG industry are no longer untouchable. In
the United States alone, more than $20bn in CPG sales shifted from large companies to small
players between 2011 and 2016.This highlights the emerging trend of brand democratization,
where technology is eliminating historical barriers to entry and smaller companies can engage
directly with consumers.
Consumers continue to transform in new and unexpected ways. The consumer path to purchase
continues to fragment, with almost half of Millennial consumers scanning at least 2 to 3 different
touchpoints before purchasing groceries; this number jumps to almost 70% for health and beauty
purchases.84 percent of Millennials use their smartphones for shopping assistance while in
store.Even more startling is the degree to which consumers are also becoming active participants in
the value chain, serving as product designer, marketer and salesperson. Approximately half of
3. consumers are open to considering products or services that are provided by other consumers,
instead of companies.We also see numerous startups born of this trend—crowdfunded beer with
Brewdog, consumer as manufacturer and marketer on Etsy, and even consumers acting as
employees and performing in-store audits with Field Agent.
As the line between makers, sellers and consumers is quickly blurring, disruptive business models
are changing the competitive landscape for CPG companies. Food and grocery startups providing
alternative modes of shopping have attracted $9.4bn of venture capital funding since 2012.In the
next decade, we see even more substantial
transformation, with disruptive new business models like rent vs. buy, subscriptions and on-demand.
Even though many of these models are nascent and not even available to most consumers, up to a
third of consumers say they would shift a large part of their shopping to these models; in fast-growth
markets, this figure jumps to over 50% of consumers.
The World Economic Forum and Accenture estimate that digital transformation in consumer
industries represents a staggering $2.95 trillion in value at stake—and to date, CPG disruptors have
been taking more than their fair share.9 It is clear that traditional CPG leaders have struggled with
the link between digital transformation and financial performance.
The Missing Link: What Defines Digital Leaders?
To better understand the interplay between digital and financial performance,Accenture developed
the Digital Performance Index. The results show a tremendous disparity in digital performance
across companies, with CPG lagging both disruptors and non-CPG industries (see Figure 1).
Figure 1. CPG disruptors and non-CPG industries outperform CPG companies in digital
performance by a significant margin.
4. Digital Performance Index
Accenture conducted an independent assessment of 45+ CPG companies across geographies to
identify industry strengths and weaknesses based on four areas: digital strategy, digital
production/delivery, digital consumer experience and digital corporate culture/operations. This
“outside-in” view of a company’s digital footprint is based on publicly available data.
Even the most advanced CPG incumbents are lagging across the four dimensions measured: Plan,
Make, Sell and Manage.
1.Plan reflects whether companies see digital trends impacting the business, plan strategies and
budgets for digitization, act decisively on digital, and take a proactive role in the digital development
of their industry.
5. While CPG incumbents recognize the impact of digital on the industry, they have not seamlessly
merged their digital initiatives with their corporate strategy and operations.
L’Oréal is one incumbent CPG that has openly declared its commitment to digital strategy,
dedicating 32% of its media spend to digital in 2016, hiring 1,600 digital experts and upskilling a
further 14,000 employees, and forging a partnership with New York-based tech accelerator Grand
Central Tech.
2.Make reflects whether companies use digital technology in design, build digital and digitized
products and services, and leverage digital solutions to streamline visibility and activities across the
supply networks.
6. Many incumbent CPGs employ demand planning and optimization tools to inform forecasting,
improve customer service, minimize inventory overstocks, and drive effective marketing. But these
basic activities don’t compare with Amazon’s Vendor Flex program, which places Amazon directly
in CPG’s distribution centers, streamlining fulfillment with early adopters like P&G.
3.Sell reflects the extent to which companies engage consumers through digital means, sell
through multiple integrated channels and serve consumers with a seamless experience post-sale or
subscription.
Unsurprisingly, this is the area in which CPG companies were early to market, particularly with
experimentation and investment in digital marketing. Many of the rated companies have announced
a significant shift from traditional media to digital media, and partnerships with Google and
Facebook; in fact, comparing U.S. digital advertising revenues from the first half of 2015 to the first
half of 2016 reveals Google and Facebook accounted for 103% of growth—meaning that in
aggregate the remaining players shrank.But is a wholesale shift the answer—and a differentiator?
In a recent study, we found that multiplatform TV advertising has a significant halo effect on search,
display and short-form video advertising in integrated campaigns; 18% of the ROI typically
attributed to these three channels actually should be credited to multiplatform TV.
Moreover, marketing is only one piece of the puzzle; we see CPG companies investing in
eCommerce, and there is still much work to be done, including in transforming product, sales and
7. merchandising approaches that have historically served offline channels—and in structuring strong
relationships with the must-win online partners.
4.Manage reflects the extent to which a company can assess the status of its digital infrastructure
and capabilities, improve operating efficiency through digital deployments, and attract, manage and
renew its talent.
One of the leading companies in this space is P&G. The company has a history of digitizing its
enterprise, investing in an analytics backbone to support a single view of data analysis,
performance indicators, and forecasting across the company via its Business Sufficiency models,
Business Sphere, and Decision Cockpit.As companies complete the “easy” cost-reduction
initiatives, we see them beginning to use technology to reset the entire cost-base—for
example through robotic process automation. On the horizon are new opportunities in digital
organization to foster agility through the operating model, as well as tapping the power of liquid
workforce—a flexible, adaptive and responsive employee ecosystem that merges internal and
external talent.
Taking a Holistic Approach to the ‘New’
8. While we do find examples of companies leading their CPG industry peers in digital performance,
the focus of so-called “digital leaders” remains one of implementing piecemeal digital initiatives,
rather than adopting an integrated strategy, supported by a digital operating model (see Figure 2).
Figure 2. Industry disruptors, not incumbent CPGs, are positioned to capture maximum growth
potential.
What does success look like for an incumbent CPG that has successfully rotated into the “new”
industry environment? Rotation to the new means both extending offerings beyond the core to new
growth areas and ultimately, new business models—and at the same time, transforming the
operating model beyond strategic cost reduction and streamlined organization structure to the
modern enterprise: an agile op model underpinned by digital technology, focused on executing
seamless consumer engagement across multiple business models.
9. Unlike in previous eras of disruption, there is no leading example in the traditional CPG peer set;
most that have moved out of “Table Stakes” seem tethered to the gravitational pull of “Optimized
Operations”. Disruptors, by contrast, have adopted new business models extending beyond
products to “Living Brands” or even “Living Services”—and have embraced elements of the modern
enterprise. They are on the leading edge regarding what and how they produce, how they drive
consumer expectations, and how they manage internal operations. The most successful disruptors
are the market leading “digital high performers”—companies that combine strong digital with strong
financial performance.
Hope is not lost for historical CPG leaders. While disruptors have the advantage of coming of age in
a digital world, incumbents bring their own set of advantages to the table: scale, financial resources,
massive existing consumer bases, strong retail trade relationships, and deep experience in product
development and branding. These assets provide a foundation for incumbents to gather foresight
into consumer preferences, to take calculated risks to evolve their product portfolio, and refine their
operating model to support the right balance of agility and scale.
Getting Started: Brilliant Basics
CPG leaders can still unlock material industry value by taking note of the basics that small brands
and tiny disruptors get right from the start; these companies have largely stolen share by simply
being faster, more agile and more relevant.
A leading example of consumer relevance and the power of influence is Ipsy, the beauty platform
launched by Michelle Phan, who parlayed her social media stardom into a profitable startup
business. With 8.8 million YouTube subscribers
(and over 1 billion views on her 300+ videos), 2.2 million followers on Instagram and 3.1 million
Facebook followers, she has been able to attract 1.5 million Ipsy subscribers— along with $103
million in venture capital funding.
Another example, IntelligentX Brewing Company, exemplifies a “Living Brand”, displaying high
performance in the Make dimension with its unique approach to product innovation and refinement.
IntelligentX employs artificial intelligence in gathering consumer feedback—each bottle’s label lists
a website where consumers can go to provide input on the flavor, carbonation level, etc. That
feedback is then fed into the brewery’s algorithm, which produces new recipes each month, refined
10. using the most recent consumer feedback.15 While used on a small scale today, it is easy to see
how this technology could be used to increase the speed of innovation across CPG segments.
Grow the Core: Extending Reach Through Modern Enterprise
CPGs have already made significant progress in improving their operating models by making
incremental enhancements to the cost base, building out business intelligence platforms, tax
efficient supply chains, process efficiencies, and digital workforce tools. However, only more
advanced transformation of the operating model will maximize growth possibilities.80% of
executives agree that advanced operating models are an enabler of strategic growth; yet only 22%
say their company’s operating model is helping them put strategic growth initiatives into action.For
CPGs in particular, such an operating model transformation will enable incumbents to shift their
“manufacturer” mindset to one anchored in a “modern enterprise”.
80% of executives think that digital strategies are an enabler of advanced operating models, but
many CPGs are trying to force-fit a legacy operating model into a strategy for success in a digitally
disrupted economy.
Incumbents do not need to make this journey alone. Innovative companies have already emerged
to be ecosystem partners in building the modern enterprise. One example of liquid workforce is Quri,
a company whose business is sourcing mobile, on-demand “crowd-workers” to visit retail locations
and submit GPS validated photos of in-store display conditions. This data allows Quri’s
partners—which include incumbent CPGs—to seamlessly identify compliance issues, understand
causes, and facilitate quick correction.
11. Grow the New: Beyond Renovation to Innovation
While continuing to grow the core, CPGs must seize the opportunity to unlock trapped value by
exploring new business models. We have seen disruptors begin to chip away at the CPG industry
by satisfying unmet, and often unidentified, consumer wants and needs. Over the last 5 years
traditional CPG market leaders have experienced an average revenue CAGR of less than 1%,
while disruptors like Blue Apron, Bai Drinks, and The Honest Company have seen an estimated
average revenue CAGR of over 200%. Ten years ago, beauty industry leaders probably did not
foresee that subscription services such as Birchbox would gain such widespread popularity. Such
trends have created today’s “New” CPG landscape, one predicated on redefining business models
around changing consumer needs.
An example of a business model born of consumer intimacy and emerging technology is Stitch Fix,
which offers apparel and personal stylist services on a subscription model, and relies on data
science and deep personal relationships to drive their success. The company’s chief algorithms
officer—a former VP of data science and engineering at Netflix—joined in 2012. Today the
company has over 80 data scientists and hundreds of algorithms—like a styling algorithm that
matches products to clients; an algorithm that matches stylists with clients; one that figures out how
much and what kind of inventory the company should buy; and one that learns from images so it
can check a client's Pinterest pins and learn what styles she's favoring even if the user has a hard
time articulating it in an online form or in comments.The human stylists at Stitch Fix then marry the
data with personality— taking what the data is telling them and tailoring selections with information
they know from interacting with subscribers, such as a need for an upcoming wedding or job
interview. As CEO Katrina Lake says, “[Other companies] use big data to guess what someone ‘like
you’ might want; we just ask you, directly, so we know what you want.” Stitch Fix’s customers trust
their stylists, and share highly personal information, including body insecurities, social aspirations
and personal traumas such as infidelity and divorce. Stitch Fix is using this capability to expand
their offerings, including leveraging their vast database of consumer insights to design their own
private label products.
The Honest Company straddles the line between “Living Brand” and “Living Service”. This disruptor
offers an integrated portfolio and single face to the consumer across all stages of engagement and
12. multiple business models. Consumers can purchase their safe and eco-friendly products both
online and in brick-and-mortar stores—or sign up for themed “bundles”— monthly subscriptions of
product groupings. The Honest Company has also formed a partnership with TaskRabbit to engage
with consumers directly through their home cleaning service. The service is called Honest Cleaning,
and users can go on the TaskRabbit website or mobile site to schedule cleaning services, which
triggers the tasker will show up for the job with safe, healthy products from The Honest Company.
Conclusion
Neither business model innovation nor operating model transformation alone is enough. For
companies to fully realize the value of new business models, they must move along both axes and
simultaneously transform their operating models while growing the new. There is also no “one size
fits all” path to high performance—and indeed, the definition of digital high performance will have
advanced even further by the time this publication goes to market; it seems that new technologies
emerge as the latest craze every year—whether it be chat bots, virtual reality or voice activated
personal assistants.
The speed of change alone ignites the burning platform for incumbent CPGs. By continuing to
define themselves as simply product manufacturers, focused on incremental innovation and
piecemeal digital capability building, traditional CPGs
put themselves at risk of becoming marginalized as nimble digital companies capture the consumer
intimacy part of the equation—and with that, the lion’s share of new value.
Tips:
* Have brilliant articles to contribute? Feel free to contact Mote Chan (WeChat ID: motechenfbif)
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