Although money is being poured into the online experience the physical retail store remains an important channel in the experience for customers. However, a disparity is emerging between the expectations customers have and the investment retailers are making. While retailers believe enough is being done to re-imagine the physical store experience, customers disagree. In this paper we explore the disparity and what to do about it.
Zebra Technologies surveys shoppers, retail decision makers and store associates and finds widely varying perceptions of in-store shopping experiences, by Don Talend, brand storytelling, content strategy and demand generation expert, retail industry
People have changed the way they purchase things. Rather than going to the nearest store to research and make a purchase, customers now prefer to research online and then buy in-store, or vice versa. With the increasing popularity and use of mobile technology, people expect buying things from wherever they are and whenever they want to.
Zebra Technologies surveys shoppers, retail decision makers and store associates and finds widely varying perceptions of in-store shopping experiences, by Don Talend, brand storytelling, content strategy and demand generation expert, retail industry
People have changed the way they purchase things. Rather than going to the nearest store to research and make a purchase, customers now prefer to research online and then buy in-store, or vice versa. With the increasing popularity and use of mobile technology, people expect buying things from wherever they are and whenever they want to.
The connected shopper. Fallacy fad or reality?Simon Etchells
Does the connected shopper really exist? Is ominchannel a trend or the future?
As the line between physical and digital begins to blur, what is the role, relevance and importance of the various channels in “omni channel”? With examples, case studies and insights I explore what the connected shopper paradigm means for now and the future.
What you need to know about Buy Online Pick-up In Store (BOPIS).
Major statistics about consumer preferences and performance of retailer's BOPIS Programs.
Are you omnichannel?
Proximity Based Marketing Solution - PamTen InStorePalPamTen Inc
InstorePal - Creating an interesting , interactive shopping experience for shoppers is the key to growing your customer base, their loyalty and increasing sales
Omnichannel Retail: You Need to Know These GuysWhisbi
The most exciting thought-leaders, consultants and media outlets for news and insights, leading the omnichannel retail and customer experience transformation. (With one surprising contestant!)
Based on the top list: http://www.whisbi.com/blog/top-list-omnichannel-retail-influencers/
Note: this is not a ranking, neither has a direct interdependence with follower count. Also, we would love to keep on updating the collection over time. (In fact, we've already added 1-2 extra candidates based on suggestions by the community.)
NRF 2019 has confirmed that online and offline experiences are becoming one, putting the consumer at the center of all retail practices. In this report, we decode the main takeaways from NRF 2019.
Discover what the Retail industry will look like in years to come!
Voici la 6ème édition complète (les 5 volumes) de l'étude annuelle UPS Pulse of Online Shopper™. Développée en partenariat avec comScore et Astound Commerce, cette étude vise à fournir des informations sur les comportements et les préférences des acheteurs en ligne. Les 5 volumes sont réunis en un seul (Digital Evolution, a Mobile Mindset, Channel Dynamics, the Savvy Shoppers & Retail Fundamentals.). C'est une bible pour mieux connaître les comportements des acheteurs. Bonne lecture !
Factors Influencing the Intention to Buy Products Onlineijtsrd
The growth of information technology, including the internet, turns out to have a big impact on all aspects of life, this happens because the internet can be accessed anywhere and anytime. The rapidly growing number of internet users can become a potential market for business people to enter, therefore more people are using the internet as a marketing and business medium.This paper will discuss the factors that influence consumers to buy products online. For companies, they can find out what factors influence the interest of buyers of products online and for consumers to provide knowledge about their interest in purchasing products various products .The quality of the product, the higher the customer satisfaction, so online shop customers choose online stores according to recommendations from other people who have experience buying their products so that it has an impact on customer satisfaction. Product innovation is also carried out so that consumers do not feel bored and bored with existing products. Based on previous research, product innovation does not have a significant effect on consumer buying interest A positive brand image has a positive influence on purchasing decisions, the higher the brand image created by the company, the level of decision making to buy also increases. Sales promotion is a form of direct persuasion through the use of various incentives that can be arranged to stimulate immediate product purchases and or increase the amount that customers will buy. Dominicus Wahyu Pradana | Lena Ellitan | Robertus Sigit Haribowo Lukito "Factors Influencing the Intention to Buy Products Online" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43705.pdf Paper URL: https://www.ijtsrd.commanagement/marketing/43705/factors-influencing-the-intention-to-buy-products-online/dominicus-wahyu-pradana
How Seamless are You?
Accenture went on a journey to understand consumer preferences to shop seamlessly across channels
and the ability of retailers to deliver that seamless experience.
[Netcore] Ecommerce personalization benchmark report 2021Duy, Vo Hoang
[Netcore] Ecommerce personalization benchmark report 2021
A research study of 200 retailers and 600 consumers
An overwhelming 91% of shoppers would abandon an online retailer over a poor shopping experience. Many say it is crucial for retailers to personalize the experience to fit their preferences.
The connected shopper. Fallacy fad or reality?Simon Etchells
Does the connected shopper really exist? Is ominchannel a trend or the future?
As the line between physical and digital begins to blur, what is the role, relevance and importance of the various channels in “omni channel”? With examples, case studies and insights I explore what the connected shopper paradigm means for now and the future.
What you need to know about Buy Online Pick-up In Store (BOPIS).
Major statistics about consumer preferences and performance of retailer's BOPIS Programs.
Are you omnichannel?
Proximity Based Marketing Solution - PamTen InStorePalPamTen Inc
InstorePal - Creating an interesting , interactive shopping experience for shoppers is the key to growing your customer base, their loyalty and increasing sales
Omnichannel Retail: You Need to Know These GuysWhisbi
The most exciting thought-leaders, consultants and media outlets for news and insights, leading the omnichannel retail and customer experience transformation. (With one surprising contestant!)
Based on the top list: http://www.whisbi.com/blog/top-list-omnichannel-retail-influencers/
Note: this is not a ranking, neither has a direct interdependence with follower count. Also, we would love to keep on updating the collection over time. (In fact, we've already added 1-2 extra candidates based on suggestions by the community.)
NRF 2019 has confirmed that online and offline experiences are becoming one, putting the consumer at the center of all retail practices. In this report, we decode the main takeaways from NRF 2019.
Discover what the Retail industry will look like in years to come!
Voici la 6ème édition complète (les 5 volumes) de l'étude annuelle UPS Pulse of Online Shopper™. Développée en partenariat avec comScore et Astound Commerce, cette étude vise à fournir des informations sur les comportements et les préférences des acheteurs en ligne. Les 5 volumes sont réunis en un seul (Digital Evolution, a Mobile Mindset, Channel Dynamics, the Savvy Shoppers & Retail Fundamentals.). C'est une bible pour mieux connaître les comportements des acheteurs. Bonne lecture !
Factors Influencing the Intention to Buy Products Onlineijtsrd
The growth of information technology, including the internet, turns out to have a big impact on all aspects of life, this happens because the internet can be accessed anywhere and anytime. The rapidly growing number of internet users can become a potential market for business people to enter, therefore more people are using the internet as a marketing and business medium.This paper will discuss the factors that influence consumers to buy products online. For companies, they can find out what factors influence the interest of buyers of products online and for consumers to provide knowledge about their interest in purchasing products various products .The quality of the product, the higher the customer satisfaction, so online shop customers choose online stores according to recommendations from other people who have experience buying their products so that it has an impact on customer satisfaction. Product innovation is also carried out so that consumers do not feel bored and bored with existing products. Based on previous research, product innovation does not have a significant effect on consumer buying interest A positive brand image has a positive influence on purchasing decisions, the higher the brand image created by the company, the level of decision making to buy also increases. Sales promotion is a form of direct persuasion through the use of various incentives that can be arranged to stimulate immediate product purchases and or increase the amount that customers will buy. Dominicus Wahyu Pradana | Lena Ellitan | Robertus Sigit Haribowo Lukito "Factors Influencing the Intention to Buy Products Online" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43705.pdf Paper URL: https://www.ijtsrd.commanagement/marketing/43705/factors-influencing-the-intention-to-buy-products-online/dominicus-wahyu-pradana
How Seamless are You?
Accenture went on a journey to understand consumer preferences to shop seamlessly across channels
and the ability of retailers to deliver that seamless experience.
[Netcore] Ecommerce personalization benchmark report 2021Duy, Vo Hoang
[Netcore] Ecommerce personalization benchmark report 2021
A research study of 200 retailers and 600 consumers
An overwhelming 91% of shoppers would abandon an online retailer over a poor shopping experience. Many say it is crucial for retailers to personalize the experience to fit their preferences.
In a new report, titled “Digital Shopper Relevancy,” Capgemini surveyed 16,000 digital shoppers across 16 developing and mature markets about their use of different channels and devices for shopping.
With the holiday season approaching, the research surveyed more than 2,000 American adult shoppers, exploring their current attitudes, habits, and use of technology as part of the shopping experience. It shows that to succeed during the holidays, retailers need to fix the disconnected shopping experiences, empower store associates with technology and target the trillion-dollar millennial consumer.”
Informes PwC - Encuesta Total Retail GlobalPwC España
El informe "Hacia un modelo de Total Retail", elaborado por PwC, analiza las expectativas y hábitos de consumo del comprador online, a partir de 15.000 entrevistas a compradores digitales de todo el mundo, y las implicaciones para las compañías del sector de distribución y consumo en los próximos años.
Informe de PwC sobre las expectativas y hábitos de consumo del comprador onlineMaría Bretón Gallego
El informe Hacia un modelo de ‘Total Retail’, elaborado por PwC, analiza las expectativas y hábitos de consumo del comprador online, a partir de 15.000 entrevistas a compradores digitales de todo el mundo, y las implicaciones para las compañías del sector de distribución y consumo en los próximos años.
Internet y las nuevas tecnologías han multiplicado la influencia del consumidor, pero, ¿qué les están pidiendo a las marcas? Las nuevas expectativas y hábitos del consumidor digital tendrán importantes implicaciones para las compañías del sector en los próximos años
Over the last 18+months, consumer behavior has witnessed tectonic shifts owing to the pandemic. Capgemini's recent report highlights these dynamic trends and evolving consumer behavior for consumer products and retails industries as we move forward in the new year.
eCommerce appetite and adoption is at an all-time high.
If there was ever any uncertainty as to whether there was sufficient demand for grocery eCommerce, new research has put an end to any doubts, and has provided answers to the question that’s currently top of all retailers’ minds: Should we be selling our products online?
Mercatus has released the results from a survey conducted in the first quarter of 2016 in a brand new report entitled “Insights into Grocery eCommerce 2016”.
Among the key findings in the report:
Your customers, regardless of age, are online, consider themselves to be technologically savvy, and are making more digital purchases than ever before.
Consumers are willing to order groceries from locations other than their favorite store for the convenience of click-and-collect shopping.
A SlideShare based on the results of a 2013 international survey of more than 500 e-commerce and e-business professionals, sponsored by IBM Tealeaf and conducted by Econsultancy
Capgemini has been tracking consumer shopping since 2002, gathering insights into the changing patterns of purchasing behavior from traditional high-street to multi-channel shopping.
Our most recent research - the Digital Shopper Relevancy Report 2014 - surveyed more than 18,000 digital shoppers from 18 countries.
Read the report to find out the role and use of digital channels (and devices), across the consumer purchasing journey today and in the future.
IBM Retail solutions offer long-standing commitment and investment
in leading-edge mobile partnerships, cognitive computing solution
development, acquisitions and research that provide disruptive
creativity and take a new approach (new business models) to solve
business problems.
Your cognitive future in retail industryTero Angeria
Cognitive + retail = the future
Welcome to the age of cognitive computing, where intelligent machines simulate human brain capabilities to help solve society’s most vexing problems. For retail,cognitive computing has already arrived, and its potential to transform the industry is enormous. Cognitive systems are driving more personalized
shopping experiences and helping unearth customer trends. Our research reveals that retail leaders globally are poised to embrace this groundbreaking technology more holistically and, by doing so, will redefine the future in retail.
Similar to The Future of the Physical Retail Store (20)
Turning AI into concrete value: the successful implementers’ toolkitBen Gilchriest
This research is a pragmatic guide to help organizations in their AI investment decisions, built from an analysis of over 50 AI case studies and a survey of nearly 1,000 senior executives already implementing AI.
An interview with Mick Liubinskas, entrepreneur-in-residence at muru-D, on the nature of innovation in large companies and how to build a culture of innovation.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
Disruptive intermediaries - looking to start-ups to find innovative digital ...Ben Gilchriest
Digital Disruption is reshaping the business world, challenging established business models and making many time-tested formulas for success obsolete. If old business models are obsolete, then where are the new, emergent business models coming from? This paper looks to the start-up community to see what large enterprises can learn from the successful, repeatable digital business models these companies have created. Based on extensive research we explore and define these models and how incumbent businesses can apply them to gain a market advantage.
When we consider digital disruption many companies turn to technology (digital) to address the challenge. However, business model innovation is as important when it comes to responding to market disruption. Moreover, in the same way that we consider digital innovation to enable continuous evolution of available technologies, business model innovation should follow the same model. This interview with Serguei Netessine (Chaired Professor of Global Technology and Innovation at INSEAD) provides his perspectives on business model innovation in an age being disrupted by digital.
Disruptive Intermediaries; how start-ups disrupt established businessesBen Gilchriest
In this report we focus on, and examine in detail, the ways in which start-ups change the way value is created and organized in different markets and in so doing disrupt established businesses. This report will help you understand how these companies disrupt the norm., provide you a framework to assess how vulnerable your industry and company is to disruption, and how to find new opportunities within it.
Over the past five years Nike has transformed from a sports equipment company to a digitally-led business that manages online communities, develops software and hardware, and collects and analysis vast amounts of data. This transformation journey has been achieved through an approach that has focused on the customer and connection, through digital, at it's core. This brief case study provides some details on how they achieved their digital transformation.
The Internet of Things; a multi-trillion dollar opportunityBen Gilchriest
The Internet of Things (IoT) has been discussed for several years though it's only in recent years that this has become more mainstream. Consumer devices have become part of the network of things, mostly lifestyle products like JawBone UP / FitBit, and new services like IFTTT.com are helping these be put to use by consumers. However, there's more to IoT than consumer convenience. This paper gives a brief background to the IoT, the ecosystems which are evolving, what the main challenges are, and how businesses can take advantage of what will increasingly become a core element of any digital transformation.
Australian Retailers Lag International Competition in Digital; reportBen Gilchriest
Australian companies are consistently rated lower than the international benchmark for digital commerce. More concerning is that they face a double relational gap. Not only is the building of lasting customer relationships their weakest aspect, a large gap exists to the relational capability of international market leaders. The research found that;
- Australian retailers are rushing too quickly to build Social features without putting Relational features in place first.
- More investment is needed in Relational features so customers are treated like an individual rather than part of an anonymous mass. This will also allow retailers to take better advantage of investments already made in Social
media and social features which has been a struggle for Australian retailers to date.
The "Engagement" area is where the competition is being most strongly played internationally and where Australian companies need to invest as they risk rapidly losing their market to international retailers who can engage with customers better. Given the strength of international competitors in building relationships, there is a real risk that Australian retailers will not only lose customers, but that customers will be lost permanently. The longer the Relational Gap remains, the more consumers may switch to international retailers and the greater the cost to persuade them back.
The sector needs to react now. Closing the gap will require improvements in omni-channel integration to foster execution, and the effective utilization of customer data to drive engagement.
This report is from the Australian Digital Transformation Lab, a joint research program between Capgemini and the University of Sydney Business School.
How can banks maximise the value of their customer data?Ben Gilchriest
Almost all banks say that being customer centric is important to them and yet only a small proportion of customers believe that their banks really understand their needs and wants well enough (only 37%). This may be surprising given how much data banks have on their customers - a figure that has only been increasing over the past few years as more and more interactions become digitized. Add to this new sources of data which are available now on preferences,via social media, and increasingly available on location and physiology (see; http://bengilchriest.tumblr.com for more on this)....and the opportunity for better customer understanding becomes huge.
With a 90% of banks citing "big data" as key to long term success, where's the disconnecting coming from? In this study it's clear that the main challenge is that data is not sufficiently well pooled to realise the benefits of cross-referencing to gain insight. Coupled with the fact that not enough time is spent on analysis and the gap between the intent and customer's view becomes clearer.
So what can banks do about this? This paper describes some of the key challenges, which may be familiar to you, and some insights into how to scale up to the next level of customer analytics.
It includes a high level tool to assess your big data maturity.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
The shortage of digital skills in the current marketplace is unprecedented. It is estimated that over 4.4 million IT jobs will be created around Big Data by 2015; however, only a third of these new jobs will be filled. Martha Lane Fox, the UK’s digital inclusion champion, believes over 16 million people in the UK lack the basic digital skills to fully benefit from the Internet. Even Millenials are a matter of concern. In a survey comprising over 800 middle to upper management executives from over 50 industries, nearly one in five Millenials in the modern workplace are perceived to be lacking in analytical skills.
In this Capgemini study the Digital Talent Gap is defined and the important questions answered; do organizations include digital skills as a key component in their workforce plans? Are HR departments equipped and skilled to bring innovative solutions to bridge the digital skills gap? How are the 'Digirati' developing digital skills?
To answer new digital challenges (faster business cycles, new risks and need for more firm-level integration), companies need firm-level governance around their digital initiatives. Too often digital is left to grow organically, generally in a series of silos or managed from just one perspective of the business. In this paper the importance of governance of digital initiative is explored in detail, with working models, and some case studies from companies across different industries.
How Starbucks took their experience digitalBen Gilchriest
Since opening its first location in 1971 the company has grown into one of the world's leading speciality food retailers and a brand recognised the world over. With 94% of all Facebook users either a Starbucks fan or are friends with one, 7 million active users of its mobile payment system, and financial benefits that reflect this, it is now considered a digital leader.
However, it hash;t always been the case. In 2008 it faced real challenges with declining sales and a 50% drop in share price over two years. Starbucks’ recipe for success in Digital Transformation has been equal parts technology-savvy and committed leadership. Today, Starbucks continues to leverage these strengths to create value for customers and shareholders alike through digital.
This paper describes, at a high level, what and how Starbucks has realised its Digital Advantage.
The Digital Divide in Utilities; the growing gap between customers and UtilitiesBen Gilchriest
Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet.
This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.
Digital transformation, a roadmap for billion dollar organizationsBen Gilchriest
This study was ranked among the top 5 thought leadership publications of the last decade by Source – a leading market analyst firm for the consulting industry – following a thorough analysis of some 22,000 consulting reports globally. Published in 2011 it provides a detailed definition of Digital Transformation and how to assess your own Digital Maturity.
Digital transformation (DT) – the use of technology to radically improve performance or reach of enterprises – is becoming a hot topic for companies across the globe. Executives in
all industries are using digital advances such as analytics, mobility, social media and smart embedded devices – and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. Other executives, seeing how fast digital technology disrupted media industries in the past decade, know they need to pay attention to changes in their industries now.
How can senior executives successfully lead digital transformation?
While many experts urge companies to get started on the digital transformation journey, few tell how to do it. In this report we share the findings from a global study of how 157 executives in 50 large traditional companies are managing – and benefiting from – digital transformation. This study describes the elements of successful digital transformation and show how to assess your firm’s digital maturity.
Embracing digital technology, a new strategic imperative 2013Ben Gilchriest
Companies routinely invest in technology, and too often feel they get routine results. Technology’s promise is not simply to automate processes, but to open routes to new ways of doing business. To better understand how businesses succeed or fail in using digital technology to improve business per- formance, MIT Sloan Management Review and Capgemini Consulting conducted a survey in 2013 that garnered responses from 1,559 executives and managers in a wide range of industries.
Their responses clearly show that managers believe in the ability of technology to bring transformative change to business. But they also feel frustrated with how hard it is to get great results from new technology.
The key findings from the survey are:
- According to 78% of respondents, achieving digital transformation will become critical to their organiza- tions within the next two years.
- However, 63% said the pace of technology change in their organization is too slow.
- The most frequently cited obstacle to digital transformation was “lack of urgency.”
- Only 38% of respondents said that digital transformation was a permanent fixture on their CEO’s agenda. Where CEOs have shared their vision for digital transformation, 93% of employees feel that it is the right thing for the organization. But, a mere 36% of CEOs have shared such a vision.
The digital advantage: how digital leaders outperform their peers in every in...Ben Gilchriest
Executives in every industry – from media to electronics to paint manufacturing – face a bewildering array of new digital opportunities. They are paying attention, but they have few signposts to guide them. Most stories in the business media focus on fast-moving startups like Zynga and Pinterest, or on a few large high-tech firms like Apple, Google, or Amazon. Unfortunately, to many leaders, stories of these nimble and innovative firms just do not make sense for traditional companies that are older, larger, and burdened with inflexible legacies.
In two years of study covering more than 400 large firms (See About the Research), we found that most large firms are already taking action. They are using technologies like social media, mobile, analytics and embedded devices to change their customer engagement, internal operations and even their business models. But few firms have positioned themselves to capture the real business benefits. Our research points to a real “digital advantage” to those that do.
Digital maturity matters. It matters in every industry. And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so.
The Second Machine Age - an industrial revolution powered by digital technolo...Ben Gilchriest
There have been two big turning points in human history. The first was the industrial revolution, where machines replaced muscle power. The Second Machine Age is the time when machines are now able to take over a lot of cognitive tasks that humans can do. In this Capgemini interview with Erik Brynjolfsson and Andrew McAfee, authors of the recent book "The Second Machine Age" (www.secondmachineage.com), we get a summary view of what the 2nd Machine Age is, what it means for established companies, and how they should react.
I throughly recommend reading this book. It's an excellent summary of the impact and importance of digital and why it's important for companies to do more.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
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The Future of the Physical Retail Store
1. Making the Digital Connection: Why
Physical Retail Stores Need a Reboot
By the Digital Transformation Institute
2. 2
Executive Summary
Shopping in physical stores offers consumers something unique and valuable
compared to the digital domain: a social experience and a tactile experience.
But, our latest research shows that shoppers are now seeing less value and
pleasure in this core element of the physical retail experience. Our global survey
– spanning 6,000 consumers and 500 retail executives – found that one-third
of consumers would rather wash dishes than visit a retail store.
A key reason for this declining value is that consumers now expect a physical
user experience that rivals what they find online, from expecting goods to be
in stock to being able to choose from multiple delivery options. Consumers
wish to use technology to help them engage with the store at every step of the
shopping journey.
Unfortunately, these new expectations are not being met, and as a result
consumer satisfaction for retailers is worryingly low. Nearly one in two retailers
in our survey were given a negative NPS by consumers. While many retailers
are taking steps to remedy this through combining the virtues of physical stores
with new technologies, over half of retail executives in our survey feel that the
digitization of their stores is moving too slowly as they struggle with a range
of challenges, from adequate training for store associates to difficulties in
measuring the ROI of digital investments.
More concerning, many retailers are not implementing the digital initiatives
that consumers want, achieving significant scale, or delivering a return. We
only found a minority of Digital Leaders who have implemented relevant digital
initiatives in the majority of their stores and realized significant benefits.
The winners of the future will be those that are transforming the customer
experience through new technologies, digitizing operations, and putting in
place the right people capabilities. In this report, we provide a framework for
retailers to diagnose where they are in terms of becoming a Digital Leader
and the strategic priorities for ensuring they do not just match fast-changing
consumer expectations, but have the agility and vision to stay ahead of what
consumers want from the physical store.
3. 3
One-
third
of consumers
would rather
clean dishes
than visit a
retail store
Introduction
Figure 1: Percentage of Consumers Who See Shopping in Stores as a Chore and
Would Rather Wash Dishes or Clothes than Go Shopping in Stores
Source: Capgemini Future of Retail Store Survey
The way we shop and buy has undergone a
fundamental revolution, with consumers armed
with more knowledge, power and choice than they
have ever had. As consumer expectations have
changed and demands intensified, the physical
retail experience needs to keep up. Consumers are
bringing their online expectations – personalized and
hassle-free shopping – into the store. However, our
research shows that stores are struggling to meet
these heightened expectations:
ƒƒ One third of consumers would rather wash
dishes than visit a retail store
ƒƒ 40% see in-store shopping as just a chore
to undertake. In one country – Sweden – this
has even reached more than 1 in 2 consumers
(see Figure 1).
22% 37% 39% 42% 37% 49% 35% 47% 47% 54%
UK Italy Spain Netherlands Sweden
17% 31% 22% 29% 32% 40% 41% 40%
US China Germany France
32% 40%
Average
I would rather wash
dishes or clothes than
go shopping in stores
Shopping in stores
is just a chore that
has to be done
ƒƒ How are digital trends affecting consumer habits
and expectations?
ƒƒ Why are consumer expectations from stores not
being met?
ƒƒ Are retailers responding with enough firepower
and speed to this challenge?
ƒƒ What does the future of the store look like?
ƒƒ What path do we take to the store of tomorrow?
In this Future of Retail Store Survey, we examine
the causes behind this trend and the solutions
that retailers can put in place, drawing on research
involving 6,000 consumers and 500 retail industry
executives in 9 countries (the research methodology
is outlined in detail at the end of this report). In this
paper, we examine five key questions:
4. 4
Consumers
want to be
entertained
in the store;
stores need to
engage the five
senses.
- A Store Manager
Figure 2: What do Consumers Want from a Store?
consumers find same-day delivery of products
purchased in-store useful (see Figure 2). Physical
stores opened by digital-native retailers, such as
Bonobos, ship the product to consumers’ home
after an in-store purchase.
Consumers want a retail store+. Today, stores
cannot function only as a space for buying products.
Over half of consumers in our survey (57%) want
stores to serve a higher function than simply selling
the product. In China, almost 80% of consumers
want other activities in a store. One store manager
we spoke to summed it up by saying: “Consumers
want to be entertained in the store; stores need to
engage the five senses.” For certain categories,
purchase behavior is also changing. One electronics
store manager told us how customers buy online
from the store’s website but then want to come in-
store for setup or device support.
Consumers expect a similar user experience
from physical stores as they find online.
Shopping online offers a rich user experience
and expectations for physical stores are therefore
changing. As online makes price comparison easy,
consumers are transferring those expectations to
physical stores. According to a UK store manager
we interviewed, “There has been an influx of
customers challenging our prices for being higher
than the prices online. They expect us to do some
sort of price matching, but oddly enough it’s against
ourselves and not our competitors.” In our survey,
30% of consumers said they had experienced lack
of consistency in discounts in-store versus a website
or app. Such an experience can eventually drive the
customer toward online channels, and potentially
to online-only competitors. Expectations around
information on stock levels are changing too. As one
retail store manager told us, “Consumers now have
high expectations around stock levels and service.
They expect the products they are looking for to be
available when they need it just as easily as online.
But since they are also making the effort to come
to the store, there had better be good service to
accompany the product.”
Consumers want more delivery options from
physical stores. The home delivery service
offered by pure-play ecommerce firms is affecting
expectations of physical retail stores: 73% of
How are digital trends affecting
consumer habits and expectations?
Consumer Preference
Same-day delivery of products purchased in-store
Need products quickly
Need to touch and feel products
Loyalty points for spending time in store and revisiting
Prior appointment with store experts to fulfill your needs
Social experience with friends/family
Additional activities in-store
Ability to check product availability before visiting a store
Lower prices with store membership (Like Amazon Prime)
73%
75%
70%
70%
68%
62%
61%
60%
57%
Consumer Expectation from Store
Consumers want to check product availability.
Three out of four consumers would find it useful if
they could check product availability before visiting
a store. But this feature is not correspondingly high
on priority lists of retail executives. Only half of them
have implemented this capability in a majority of their
stores. Having the right systems and processes in
place to meet consumers’ expectations around
stock availability is still out of reach of many retailers.
Source: Capgemini Future of Retail Store Survey
5. 5
The Store is Becoming…an App
Tech entrepreneur Marc Andreessen famously said that “software is eating the world”, and while this claim was made in 2011,
it is increasingly apt for retail today. We found that less than a third of consumers around the world prefer a store to an app,
and for many the two channels are at best equal. Increasingly, the mobile app is seen as more relevant. Consumers find mobile
apps more useful than stores for finding information about products and promotions (55% vs 41%), comparing products (54%
vs 46%) and providing feedback (53% vs 46%). There is also a strong disconnect between retail executives’ perception and
consumer sentiment: while 81% of retail executives see the store as important, this drops to 45% for consumers.
Figure 3: Usefulness of Retail Store and App over a Purchase Journey
Figure 4: Usefulness of Store According to Consumers and Retail Executives
Source: Capgemini Future of Retail Survey
Source: Capgemini Future of Retail Store Survey
Source: Wall Street Journal, “Why Software is Eating the World”, August 2011
Usefulness of Retail Store and App over a Purchase Journey
App
Retail Store
Buying the product
Receivinghelp and providing feedback
after purchasingthe product
Tracking information on the
product's delivery
Comparing products to help
make a decision
Finding information about
products and promotions
53%
46%
36%
59%
55%
58%
46%
54%
41%
55%
Finding
information
Comparing
products
Buying the
product
Tracking product’s
delivery
After purchase
service
Usefulness of store
across shopping
journey
According to Consumers According to Retail Executives
41%
81%
46%
81%
58%
83%
36%
82%
46%
80%
45%
81%
6. 6
48%of
brands received
a negative
NPS from
consumers
-3NPS
from the 18-24
demographic
group
Source: Capgemini Future of Retail Store Survey
1
Net Promoter Score measures the loyalty that exists between a provider and a consumer. It is calculated based on responses on a 0-10
scale to a single question: How likely is it that you would recommend our company/product/service to a friend or colleague?
Net Promoter, NPS, and the NPS-related emoticons are registered service marks, and Net Promoter Score and Net
Promoter System are service marks, of Bain & Company, Inc., Satmetrix Systems, Inc. and Fred Reichheld
Overall, the 6,000 consumers we spoke to are not
satisfied with their in-store shopping experience,
with very low Net Promoter ScoresSM
(NPS®
)1
:
ƒƒ 48% of brands were given a negative NPS
by consumers and we found a significant
disconnect between consumers and retailers.
We evaluated the retail executives’ perception
of NPS by asking them if they thought their
customers would recommend their store. While
the average NPS score by retail executives is
34, this drops to 9 for consumers (see Figure
5). It is clear that retailers vastly underestimate
customer dissatisfaction in stores.
ƒƒ The crucial 18-24 demographic yielded
a negative NPS score of -3. This is the
demographic that is most attracted to online
shopping (see Figure 6).
Figure 5: Net Promoter ScoresSM
comparison between Consumers and Retail Executives
32
40
16
6
37
14
5
11
Grocery Fashion Electronics Home
Improvement
Retail Executives Consumers
Average: 34
Average: 9
Why are consumer expectations from
stores not being met?
Source: Capgemini Future of Retail Store Survey
Figure 6: NPS by Consumer Age Group, select countries, 2016
Consumer Age Group
-3
8
13
10
28
38
18-24 25-34 35-44 45-54 55-64 65-74
Average: 9
7. 7
2 in 3
consumers see
long queues
at checkout
counters as
their main
frustration
Source: Capgemini Future of Retail Store Survey
Figure 7: Top Frustrations Consumers face in Retail Stores
71%
66% 65% 65% 64%
Difficult to compare
products
Long queues at
checkout counters
Not able to locate
products
Discount/
promotions are not
personalised
Lack of in-store
associate
guidance/demos
In our survey, consumers pointed to a wide variety
of reasons for their dissatisfaction. They include
difficulty in comparing products, long queues at
checkout counters, not being able to find products,
and non-availability of store employees. These
frustrations are common across sub-sectors, as
Figure 7 shows.
This dissatisfaction is a significant threat, particularly
for large-format retailers. Our survey found that 71%
of consumers would be willing to bypass traditional
retailers to buy directly from manufacturers or
large internet players in the future, such as Google
(Google Express), Apple, or Facebook if these
players partnered with local retailers that handled
the last-mile delivery. This trend would essentially
disintermediate the traditional large-format retail
store (see Figure 8).
Source: Capgemini Future of Retail Store Survey
Figure 8: Consumers who will bypass traditional retailers to buy directly from
manufacturers or online giants
AverageUSChina GermanyFrance UKItaly SpainNetherlands Sweden
87%
70% 67%
75%
68%
79%
70%
57%
64%
71%
8. 8
Are retailers responding with enough
firepower and speed to meet this
challenge?
Introducing technology into the overall consumer
experience for physical stores will be key to
addressing these falling satisfaction levels. Among
consumers who visited stores offering digital
technologies, 59% found them useful and 50%
use them frequently. And this was true not just in-
store, but in the overall purchase cycle, extending
to delivery. Retail professionals clearly understand
that this is critical, with 78% saying that their C-level
executives classify in-store digitization as a top
management priority. At the same time, however,
54% of retail executives agree that the digitization of
their stores is moving too slowly (see Figure 9).
Source: Capgemini Future of Retail Store Survey
Figure 9: Percentage of Retail Executives Who Believe that Digitization of Physical
Retail Stores is Too Slow
France
71%
Germany
60%
Spain
60%
Italy
58%
Netherlands
58%
UK
51%
Average
54%
RetailersarenotimplementingtherightIn-store
digital initiatives. We found a mismatch between
the in-store initiatives that retailers are implementing
and what consumers find useful. In Figure 10, the
technologies in the “Bull’s-Eye” quadrant are those
that have been implemented in most retail stores
and are also rated as useful by consumers. But
as the figure shows, retailers are also investing in
technologies that are less relevant.
Retailers suffer from an inability to measure
return on investment. When we asked retail
executives why digitization efforts were moving too
54%
retail executives
who believe that
the digitization
of their stores
is moving too
slowly
slowly, 43% pointed to the inability to measure the
benefits from what has been implemented (see
Figure 11). This resonates with Douglas Baldasare,
CEO of ChargeItSpot, a customer engagement
startup, who said: “I think one of the key challenges
is retailers getting comfortable with investments in
new technology that are not yet proven. It’s easy for
retailers to put new technology into a few stores.
It’s easy for them to try cool, fun innovations in a
store of the future. But what may not be so easy and
obvious is how to prove the ROI on those various
investments they make. What’s needed is a trusted
outside partner to lead an analytical ROI study.”
9. 9
Figure 10: Retailer implementation in Majority Stores Vs Consumer Usefulness of
In-Store Digital Initiatives
Consumer Usefulness
RetailerimplementationinMajorityStores
Using a mobile app to
support in-store shopping
Personalized alerts based
on your location in-store
Personalized alerts and offers
when you are close to a store
Store employees using tech like
Virtual Reality/Smart Mirrors
Payment through NFC
Cards
Scanning products
for checkout using
mobile device
Checking stock
availability
before visiting
Using tablets and kiosks to order
products which consumers trial &
are not in stock
Digital shelves/interactive displays to help
compare products
Same day delivery of
products purchased in-store
Associates using
tablets/mobiles to be
better informed
Smart Conveyor belt to automatically
scan all items for checkout
Untargeted Bull’s Eye
Digital Free-for-all Under-Appreciated
Low level of benefit
+
High level of benefit
Source: Capgemini Future of Retail Store Survey
Figure 11: Top Reasons for Slow In-Store Digitization
We are not able to gauge the
return on investment
linked to in-store digital
initiativesdespite high usage
43%
Store managers/associates are
not promoting in-store digital
initiatives
40%
Our organization is still
implementing the foundation
to enable digital initiatives like
in-store wifi, store data collection
40%
Source: Capgemini Future of Retail Store Survey
10. 10
Retail executives think store associates are not
doingenough–storemanagersthinkotherwise.
Many retailers are behind the curve in digitizing the
physical store. However, the reasons for this failure
differ depending on who you are talking to. In our
research, 40% retail executives who stated in-
store implementation is slow think store managers
and associates are not promoting in-store digital
initiatives. Healey Cypher, CEO, Oak Labs, a startup
providing interactive fitting rooms, sympathizes with
this point of view, saying: “Associates not adopting
technology is the primary reason that new in-store
technology fails.” But store managers point to the
need to ensure their people are properly trained
on new tools. One store manager at a leading
retail chain in London told us: “Technology is only
useful if people know how to use it. That includes
both the employees and the customers. We have
to do employee training whenever new things come
in”. Digital sprinters – those that have implemented
digital technologies widely and generated significant
benefits – embrace this need. In our survey, 97%
of Digital sprinters’ executives say they train store
associates compared to 58% of laggards. See
“Understanding digital sprinters” section for more
background on these successful digital retailers.
Retailers lack a solid technology foundation and
data integration. The top technology challenges
facing retailers are difficulty in integrating legacy retail
systems to in-store digital initiatives (58%) and lack
of real-time product inventory data across stores
(59%). Over 40% retail executives say they are still
implementing foundational capabilities to enable
digital, such as in-store Wi-Fi, store data collection,
aggregation and visibility, point of sale with mobile
capabilities. On the data front, organizations are still
struggling with siloed information. Artem Mariychin,
CEO of Zodiac Metrics, a startup applying predictive
analytics to customer behavior, believes that “The
biggest challenge for retail companies is that data
assets are not consolidated.” Without this integrated
view, retailers cannot meet the core expectations
that consumers have today: that the products they
want to buy will be available, as they invariably are
when they shop online.
Technology is
only useful if
people know
how to use it.
That includes
both the
employees and
the customers.
A store manager
11. 11
N=88
$0.5 billion
- $1 billion
$1 billion
- $5 billion
$5 billion
- $10 billion
More than
$10 billion
18% 19% 19%
16%
N=88
Grocery Fashion Electronics Home
Improvement
10%
22%
28%
16%
Digital Sprinters by size Digital Sprinters by sub-sector
Digital Sprinters by country
Understanding Digital Sprinters
N=500
Digital initiatives are
implemented in majority
of stores
Digital initiatives are not
implemented/ Implemented
in few stores
Benefits Realized
ImplementationofDigitalInitiativesIn-Store
Low level of benefit High level of benefit
Strugglers Digital Sprinters
5% 18%
37% 40%
Laggards Early Gainers
UK Italy Spain Netherlands Sweden
US China Germany France
17%
11%
18%
13% 5%
16%
31% 24% 24%
Digital Sprinters Combine Digital Initiatives Implemented in Majority of Stores and Strong Benefits
Where are Digital Sprinters found?
11
12. 12
DNA of Digital Sprinters
97% 58% 89% 72%
Training for sales associates to
use in-store digital initiatives to
help customers in store
Store associate feedback is
taken to improve in-store
customer experience initiatives
Digital Sprinters
Laggards
Digital SprintersLaggards
Retailer is strongly integrating
online and brick & mortar initiatives
across both channels
Retailer’s C-level executives
consider in-store digital transformation
a top management priority
67%
64%
97%
94%
Track customer search pattern on our website/app Use online customer data for in-store activities
Provide differentiated experiences for different
types of shoppers, like generation X, Y & Z
Digital Sprinters Make Better Use of Data
Digital Sprinters keep their Store Associates Engaged to Enhance Customer Experience
Digital SprintersLaggards
Digital SprintersLaggards
Digital Sprinters have Strong Governance Practices
Digital Sprinters have Clear Vision of the Future of Retail Store
Retailer has a clear vision of what the
store of the future will look like
Store managers are aware of organisation's vision
to transform stores to the store of the future
Retailer has a clear idea of where to invest in
new technologies and digital initiatives
59% 99%
67% 95%
65% 97%
69%
90%
67%
84%
35%
55%
12
13. 13
Figure 12: An integrated approach to digital
What does the store of the future look like?
The store of the future will be one that
successfully meshes the physical with digital.
Consumers are increasingly comfortable using
digital devices and technologies in-store. Our survey
found that when technologies are available, 68%
of consumers use in-store tablets and kiosks to
order a product after testing it in-store or if it is not
immediately available in stock. However, only 47%
of retail executives in our study have implemented
these technologies in their stores. This is in stark
contrast to leaders who are not only implementing
new technologies, but doing so in an integrated and
strategic way across the entire customer experience,
avoiding a piecemeal approach.
Target Lowe’s
Has a mobile app that shows consumers where products
are located in the store, using a pin feature similar to
navigation maps, as well as the deals that are available.
Has launched a pop-up store in New York, Target
Wonderland, which uses personalized RFID tags to scan
items and add them to a virtual shopping cart. Consumers
can checkout and pay for the items at the end of their
visit, removing the need to carry their products around.
Is testing the usage of robots inside stores to assist with
inventory from shelves to carts to track misplaced,
mispriced products and low inventory.
Is rolling out RFID “smart labels” on price tags that will
help improve Target’s accuracy on in-stock position. It will
help consumers identify correctly if a product they want is
available at a store before they get to it.
Has augmented reality showrooms that let consumers
design an ideal kitchen or bathroom and visualize what
the outcome would look like in real life. Its “Virtual Room
Designer” allows consumers to create what they want
from home and then go to a store to have it finalized.
Is experimenting with an in-store robot to help consumers
find products and show relevant advertisements and
coupons along the way.
Is working to personalize the consumer experience with
3D printing capabilities. Consumers can customize or
scan items and print them in-store to see the right color
shade or replace difficult-to-find parts.
A range of start-ups are developing technologies
for the store of the future, and a review of their
capabilities points to some of the features that could
define tomorrow’s physical-digital store:
Visual experience: SaaS and cloud-based device
management solution provider, Moki, installs tablets
in aisles that help to create an interactive digitally-
driven, in-store visual experience. The company
claims that these tablets have helped retailers
increase sales by 40% year on year2
.
Convenience: The technology itself does not
need to be highly complicated to have an effect.
For instance, installing cell phone charging kiosks
can have a tangible impact. According to Douglas
Baldasare, CEO of customer engagement startup
ChargeItSpot, “We put cell phone charging stations
into retail stores that are free for consumers to use.
When shoppers charge their phone, it’s proven
that they spend 2.15x the time in store, 29% more
dollars, and they convert at a 54% higher rate3
.”
Internal Navigation: Point Inside, a startup
that provides services on product search,
recommendation, store maps and analytics, says,
“Customers that interact with our services (including
interactive store maps) are buying 22% more per
trip4
.”
Personalized Messaging: Seed Digital Media, a
data-driven loyalty marketing startup, outlines the
impact this approach had for a supermarket client.
“When people walk into the supermarket chain they
receive a personalized message on SMS. We got a
14% increase in the basket size, and also higher visit
frequency5
.”
In the post-
Amazon era,
retail cannot
compete on
proximity,
selection
and price -
experience is
the only way
to win.
- Healey Cypher,
CEO, Oak Labs
Source: Company Press Releases and News Articles
14. 14
The Store of the Future…From the Ecommerce Leader of the
Present?
72% of the consumers in our survey told us that long queue at grocery checkout counter can drive them
to online shopping. While traditional retailers are addressing the problem of long lines and tedious barcode
scanning through initiatives such as self-checkouts, click and collect and same-day delivery; online tech
giant, Amazon has created a checkout-free store, Amazon Go.
Customer scan their smartphones when they enter the store and with a combination of cameras,
microphones, machine learning and aggregation of data from different sensors, Amazon’s “Just Walk
Out Technology” automatically detects when products are taken from or returned to the shelves
charging a customer’s Amazon account as they walk out with the items.
Source: Amazon press release
Social and inspiring experiences are at the
core of the store of the future. Consumers want
a retail store that goes beyond product sales
and creates a social and inspiring experience. In
Boston, office supplies firm Staples is partnering
with a startup to use a portion of their stores as
communal workspaces, where subscribers can
access desks and conference rooms for a monthly
fee. The aim is to drive up store traffic and increase
sales6
. Reebok FitHub stores include a gym7
to drive
fitness enthusiasts into the store. As Healey Cypher,
CEO of Oak Labs, a startup providing interactive
fitting rooms, says: “In the post-Amazon era, retail
cannot compete on proximity, selection and price—
experience is the only way to win.”
The role of the store associates is re-imagined.
Digital stores need digitally-enabled sales
associates. This means a sales associate who is fully
trained to use digital technologies to bring value to
customers. As stores expand their delivery models,
such as click-and-collect, this need for tech-
savvy associates grows. Ali Asaria, CEO of Tulip
Retail, a startup that empowers store associates
through mobile platforms, says: “Transformation
for a physical retailer happens when you transform
the store associates who service customers. By
investing in people and giving them better tools, you
are going to see experiential transformation that we
are all looking for.”
The store is a physical entity supported by
digital operations. Retailers also need to focus
on the operations that enable an enhanced
customer experience. We found that over 85%
of retail executives have focused on launching
consumer-facing digital initiatives in-store compared
to only 34% retail executives who have launched
internal store operations initiatives (see Figure 13).
Eric Johnson, CEO of Moki, a SaaS and cloud-
based device management solution provider, feels
that many are struggling in the operational domain:
“I think a lot of retailers are far behind on the
operational side. It is very hard for them to change
as well, because unless they can show any initiative
is going to drastically reduce cost, it is hard for them
to implement it. In operations you don’t fix it if it is
not completely broken.”
Transformation
for a physical
retailer
happens when
you transform
the store
associates
who service
customers.
- Ali Asaria,
CEO, Tulip Retail
15. 15
N = 140
Source: Capgemini Analysis
Figure 13: Retailers by Type of Initiatives Launched (Customer-Facing vs. Internal
Operations)
Grocery 79%35%
Fashion 93%43%
Home Improvement 21% 79%
Internal Operations Initiatives Launched in stores Customer-Facing Initiatives Launched in stores
Average 85%34%
Electronics 100%20%
Digital technologies can enhance back-end
operations, building better connections with the
consumer. Areas include:
Robotics for stock inventory management. Brad
Bogolea, CEO of Simbe Robotics, a robotic shelf
auditing and analytics startup, says: “Today a large-
format mass-market retailer may spend 250 human
hours per week auditing. We can do the same job in
that store in about 2-3 hours8
.”
In-store analytics. According to Bridget Johns, Head
of Marketing and Customer Experience at in-store
analytics company RetailNext: “Our retail customers
typically see 6-8% increases on conversion from
implementing ecommerce style in-store analytics.
Another 6% increase when they align staff to
consumer traffic. For instance, for a multi-category
retailer just focusing on the shoe department, we
see 20 to 30% lift in sales through a combination
of staffing initiatives, merchandising initiatives, and
marketing initiatives9
.”
Visibility. The digital store of the future will have a
digital back-end operation that gives managers
and associates full visibility of inventory across
channels, connecting to the supply chain. A number
of startups have developed technologies that auto-
alert consumers who have a click-and-collect
order when they are in proximity to a store. If the
customer opts to collect, it sets in motion a process
whereby the parcel is ready to be collected when
the customer walks in-store.
Associate-focused solutions. A number of start-
ups have developed solutions that help tie store
associates to where consumers are. By deploying
beacons throughout the store, retailers are able to
take that data and match it to video feeds of the
physical store. Retailers therefore understand where
consumers are versus their store associates, moving
associates in real-time to where they are needed to
serve consumers.
250
hours Vs
2-3hours
Time taken
for humans
Vs a robot
every week for
auditing, as per
Simbe Robotics
16. 16
Figure 14: Path to a Digital Sprinter
Source: Capgemini Future of Retail Store Survey
What path do we take to the store of
tomorrow?
The road to the store of the future will be different
depending on the digital maturity of each
organization. Drawing on our research data, we
Benefits Realized
ImplementationofDigitalInitiativesIn-Store
Digital initiatives
are implemented
in majority stores
Digital initiatives
are not
implemented/
Implemented in
few stores
Low level of benefit
N=500
High level of benefit
Strugglers Digital Sprinters
Laggards Early Gainers
5% 18%
37% 40%
Early Gainers need to scale fast. Early Gainers
have got one thing right – they have focused on digital
initiatives that deliver value. But Early Gainers cannot
just understand what works, they must also scale
those initiatives, with many having not yet delivered
across a majority of stores. This means addressing
some of the key challenges of Early Gainers, such as
their limited ability to use consumer data from online
or in-store to improve the consumer experience and
store operations. One way forward is dedicated data
labs. US-based retail chain Nordstrom, for instance,
has set up the Nordstrom Data Lab to develop new
offerings backed by data-driven insights10
.
Strugglers should invest in sound governance
mechanisms. Strugglers have implemented digital
initiatives in a majority of their stores but are failing
to derive the desired benefits. Poor governance
is a likely factor in this: Strugglers fare even worse
than Laggards in having a clear view of where to
invest in new technologies and digital initiatives. One
way forward is to carve out these responsibilities to
a standalone unit. In 2010, Walmart established its
see four main groups (see Figure 14), with Digital
Sprinters the most advanced.
Walmart Global eCommerce division. It did so by
consolidating its ecommerce activities around the
world, setting the stage for an organization-wide
effort to build a digital footprint and integrate it with
physical shopping experience11
.
Laggards Need to Inject a Dash of Aggression
in their Digital Initiatives. Laggards perform
poorly in areas that include digital governance,
store associate empowerment, inventory data
and consumer data usage. They have also limited
implementation to a small subset of their stores.
Laggards need better governance, more use of
data to increase in-store personalization, and
a transformation in associate empowerment.
Laggards also need to have a greater level of
involvement from their C-level executives in store
transformation. While over 94% of digital sprinters’
executives considered in-store digital transformation
as a top management priority, only 64% of laggards
thought so.
17. 17
CONCLUSION
Over the next decade, stores will face more change than they have experienced in the past half century as they
race to meet customer expectations. Retailers should see these heightened expectations as an opportunity
to accelerate their ongoing digital transformation. The importance of the physical store is evidenced by the
increasing number of ecommerce players who are opting for physical spaces. Stores are relevant in our
technology-enabled age, but only if bricks-and-mortar retailers make a digital connection with their consumers.
Research Methodology
The research for this study was conducted in the following phases:
Consumer Survey
This phase involved conducting a survey of
6,000 consumers across the US, the UK, France,
Germany, Italy, Spain, Sweden, Netherlands and
China in November 2016.
Survey of Retail Executives
This phase involved conducting a survey of
500 senior retail executives across the US, the
UK, France, Germany, Italy, Spain, Sweden,
Netherlands and China in November 2016.
The retail executives surveyed were part of the
retail operations or strategy teams. 47% of retail
executives surveyed belonged to organizations
that had revenues of more than $5 billion.
Focus Interviews with Retail Tech Startups
We interviewed 24 startups focusing on retail
technologies to understand how the upcoming
retail innovations could transform stores.
Focus Interviews with Store Managers
We interviewed select store managers for
international brands with stores in London to
understand the level of implementation, benefits
and challenges for in-store digitization initiatives.
Split of Senior Retail Execu
Sweden
Italy
China
11%11%
11% 1
Sp
ain
Netherlands
1
1%
11%
Split of Consumers by Country
Italy
Netherla
nds
Spain China
US
11%
9%
9% 14%
13%
Sweden
France Germany
UK
11%
11% 11%
11%
Split of Senior Retail Executives by Country
Sweden
Italy
China US
UK
11%11%
11% 12%
11%
Sp
ain
Netherlands
Fran
ce
Germany
1
1%
11%
11%
11%
Split of Consumers by Country
Italy
Netherla
nds
Spain China
US
11%
9%
9% 14%
13%
Sweden
France Germany
UK
11%
11% 11%
11%
18. 18
Unlock the True Value of Retail with
The Smart Digital Store from Capgemini and Intel
Capgemini’s Smart Digital Store framework and platform offers a breadth of services, tools and accelerators, which can
help retailers kickstart their store transformation journey, regardless of where they start.
Our capabilities include:
ƒƒ Vision and strategy definition
ƒƒ Road mapping
ƒƒ Standard architecture, components and integration to leverage both new and existing solutions
ƒƒ Real-time analytics
ƒƒ Developing innovation agenda for retailers, including discovery, deployment and scale, through our Applied Innovation
Exchange Network
ƒƒ Specific ready-made solutions include:
-- Digital kiosks and endless aisles
-- Smart digital wall and connected tablet
-- Client-assist tablet and service tailoring
-- Context-based workforce management
-- Connected Bag (including facilitating cross-sell/ up-sell opportunities and streamlined checkout)
-- Point of Sale (POS) solutions
Why Us? Our priority is to create measurable business value for our retail clients. Our integrated approach within the
Smart Digital Store framework ensures that we tailor the right solution to suit each retailer’s specific needs while ensuring
that initiatives don’t operate in isolation. We help retailers shape their unique brand vision for what success looks like today
and tomorrow and provide the connective tissue between the key ingredients in the retail store experience – the customer,
the store associate, the product and the physical store itself.
Our partnership with Intel enables our clients to gain competitive advantage, through the latest, reliable and scalable
technology, along with real world industry experience. Together, Capgemini and Intel are building the Future of Retail.
Wondering where to start? Get in touch with us now.
Capgemini’s Smart Digital Store Framework
SmartStoreControl
Real-Time Product TrackingReal-time Sales Tracking
Location-basedBehaviorMonitoring
DynamicStoreLayout
Customized Products
Context-based Workforce Management
In-storeCustomerTracking
Responsive/InteractiveMedia
Tailored Add-on Services
Endless Aisle
Knowledgeable Brand Ambassador
CustomerProfiling
Fault&FraudDetection
Assortment & Price Differentiation
Service Tailoring
PersonalizedRecommendations
HeatingandLighting
Dynamic LabelsSmart PDAs
CustomerDevices
TrafficTracking&Heat-map
RFID
Clienteling Apps
TrackingTechnologies
SmartDigitalSignage
Product Imaging
Digital Changing Room
Location-basedOffers
& Digital Asset Mgt.
FormatMgt.
Merchandising/P&A
Store Ops
SCM and Logistics
CustomerMgt.
LossPrevention
MarketingMgt.
FacilitiesMgt.
Pricing
HR Mgt.
CRM
Training and
Development
CORE
PhysicalStore
Product
Employee
Customer
Analytics | Platform | Data | Security
CAPABILITY END POINT PROCESS PROCESS END POINT CAPABILITY
19. 19
1 Net Promoter Score measures the loyalty that exists between a provider and a consumer. It is calculated based on responses
on a 0-10 scale to a single question: How likely is it that you would recommend our company/product/service to a friend or
colleague?
Net Promoter, NPS, and the NPS-related emoticons are registered service marks, and Net Promoter Score and Net
Promoter System are service marks, of Bain & Company, Inc., Satmetrix Systems, Inc. and Fred Reichheld
2 Capgemini Future of Retail Store Survey
3 Capgemini Future of Retail Store Survey
4 Capgemini Future of Retail Store Survey
5 Capgemini Future of Retail Store Survey
6 WSJ, “Staples Finds New Use for Its Stores: Office Space”, April 2016
7 Advertising Age, “Welcome to the ‘Unstore’ of the Future: Retailers Go Experiential”, April 2016
8 Capgemini Future of Retail Store Survey
9 Capgemini Future of Retail Store Survey
10 Github.IO, Presentation on Nordstrom Data Lab for the Strata Conference in 2013
11 For more details refer to Capgemini Consulting’s Digital Masters research paper on “Walmart - Where Digital Meets Physical”
https://www.capgemini-consulting.com/walmart-where-digital-meets-physical
References
20. 20
Discover more about our recent research on digital transformation
Organizing for Digital: Why Digital
Dexterity Matters
Walmart: Where Digital Meets Physical
Remixing the Customer Experience
for a Digital World
An interview with
Transform to the power of digital
Renée Gosline
Assistant Professor MIT Sloan School of Management
N° 08 OCTOBER 2015
The New Innovation Paradigm for the Digital Age:
Faster, Cheaper and Open
#DTR7
N° 08 OCTOBER 2015
The New Innovation Paradigm for the Digital Age:
Faster, Cheaper and Open
#DTR8DIGITALTRANSFORMATION
INSTITUTE
Consumer Insights: Finding and Guarding
the Treasure Trove
Organizing for Digital:
Why Digital Dexterity
Matters
Walmart : Where Digital
Meets Physical
An interview with Renée
Gosline Assistant
Professor MIT Sloan
School of Management
Digital Transformation
Review n° 8: The New
Innovation Paradigm for
the Digital Age: Faster,
Cheaper and Open
Consumer Insights:
Finding and Guarding the
Treasure Trove
Rewired: Crafting a Compelling Customer
Experience
Rewired: Crafting a
Compelling Customer
Experience
Privacy Please: Why Retailers Need
to Rethink Personalization
Fixing the Cracks: Reinventing Loyalty
Programs for the Digital Age
Digital Dynasties: The Rise of Innovation
Empires Worldwide
Update on Original Research “The Innovation Game: Why and How Businesses
are Investing in Innovation Centers”
Fixing the Cracks:
Reinventing Loyalty
Programs for the
Digital Age
Digital Dynasties:
The Rise of Innovation
Empires Worldwide
Privacy please: Why
Retailers Need to Rethink
Personalization
21. About the Authors
Jerome is head of Capgemini’s Digital Transformation Institute. He works closely with industry leaders and
academics to help organizations understand the nature and impact of digital disruptions.
Jerome Buvat
Head, Digital Transformation Institute
jerome.buvat@capgemini.com
@jeromebuvat
The authors would like to thank Apoorva Chandna and Caroline Runge from Capgemini’s Digital Transformation Institute; Didier
Bonnet, Global Practice Leader at Capgemini Consulting; Carin Van Vuuren, Bill Lewis, Steve Obana, Ben Gilchriest, Genevieve
Erb, Chai QunFoong, Michele Cerwin from Capgemini North America; Alex Smith-Bingham from Capgemini UK; Steve
Hewett from Capgemini Consulting UK; Olivier Trouve, Sebastien Levy from Capgemini Consulting France; Vincent Lepleux
from Capgemini France; Katja van Beaumont from Capgemini Nederland B.V; Adgild Hop from Capgemini Consulting Global;
Vivekanand Sangle from Capgemini India; and Pete Maulik, Franco Roncoroni, and Filippo Del Carlo from Fahrenheit 212 for
their contribution to this research.
Digital Transformation Institute
The Digital Transformation Institute is Capgemini’s in-house think-tank on all things digital. The Institute publishes research on
the impact of digital technologies on large traditional businesses. The team draws on the worldwide network of Capgemini
experts and works closely with academic and technology partners. The Institute has dedicated research centers in the United
Kingdom and India.
dti.in@capgemini.comDIGITALTRANSFORMATION
INSTITUTE
Kees is an industry recognized practioner with Capgemini’s global sector for consumer products and retail, with more than 25
years of experience in these industries. Kees is responsible for Capgemini’s strategic relationship with The Consumer Goods
Forum and has co-authored many research reports on the consumer products and retail industry
Kees Jacobs
Vice President, Capgemini
kees.jacobs@capgemini.com
@kees_jacobs
Melissa Davisson
Marc Rietra
Sumit Cherian
Subrahmanyam is a senior manager at the Digital Transformation Institute. He loves exploring the impact of
technology on business and consumer behavior across industries in a world being eaten by software.
Sumit is a senior consultant at the Digital Transformation Institute. He is an avid follower of industry innovations and how
digital technologies disrupt the business landscape.
Melissa is a principal consultant in the Retail Operations capability of Capgemini Consulting UK. She has deep
experience in retail consulting with grocery, clothing, homeware retailers in the UK and Internationally.
Marc has more than twelve years in retail working with leading brands in Europe. Marc leads Capgemini’s
consumer products and retail team in Germany.
Subrahmanyam KVJ
Senior Manager, Digital Transformation Institute
Principal Consultant, Capgemini
Principal Consultant, Consumer Product & Retail, Capgemini
subrahmanyam.kvj@capgemini.com
marc.rietra@capgemini.com
melissa.davison@capgemini.com
@Sub8u
@SumitCherian
Peter Lindell
Peter is a leader of Capgemini’s Consumer Products, Retail, Distribution and Transportation sector in Europe and globally
responsible for Innovation in the sector. With his 15+ years of experience in management consulting and IT, Peter is a key
adviser to global retail and consumer products companies.
Head of Consumer Products, Retail, Distribution and Transportation Sector, Capgemini
peter.lindell@capgemini.com
@peterlindell
@melissaldavison
Senior Consultant, Digital Transformation Institute
sumit.cherian@capgemini.com
21