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AVOIDING THE ME-TOO CORNER 5 digital consumer relevancy scenarios. Powered by Oracle
San Francisco,
2 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
In the age of ‘Digital Transformation’ …
3 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
.. the Customer Experience changes the most …
Have you seenour latest offer on fresh lamb ?
I’ve read thatpesticides werefound on some
organic veg !
4 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
… and avoiding a Me-Too position …
5 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
…in the midst of a quickly evolving customer base...
4. Rational Online Shoppers 5. Digital Shopaholics 6. Social Digital Shoppers
1. Techno-Shy Shoppers 2. Value Seekers 3. Occasional Online Shoppers
Source: Capgemini, Digital Shopper Relevancy, 2012
6 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
… and shifting demographics …
7 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
… requires understanding consumer relevancy ..
Ease of Access
Product
Price Service
Experience
Ease of Access
Product
Price Service
Experience ?
?
?
?
?
8 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
Access Experience Price Product Service
Friendly and clean
store Easy to reach stores
Easy to navigate
stores Compelling
promotions Freshness/ Quality
Maximum opening
hours
Availability
(no stock-outs)
No damaged
goods in store
Inspirational
Atmosphere
Customer Service
Complaints
handling /
return policy
Loyalty program
Wide and deep
assortment
Competitive pricing
Traditional
Relevancy
Criteria for
Physical Channels
“Better
Stuff, Better
Life”
“Making it
Easy for
You”
“Lowering
Your costs “
“All About
Your
Experience
”
“Whatever it
takes for
You”
Dynamic Pricing
Mobile in-store
Shopping support
Advanced /
visualized product
information and
(usage) advice
Product
Comparison
e-Commerce
(mobile, social,
web)
Flexible delivery-
options ( home,
store-pick-up etc.)
Personalized
Pricing
Additional
Relevancy
Criteria for
Digital Channels
Personalized offers
Technology-
enabled staff –
support in-store
Interactive service
via social media
Wider and deeper
assortment
Solution Pricing
Inspirational
Content
Community
engagements
(share
experiences)
Social Shopping
Location-based
pricing
Price
Comparison
… with digital channels adding crucial criteria …
Illustrative
9 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
Distribution in country / market
Demographics
Channel Behaviour & Preferences
Understand different shopper attributes
Consumer Relevancy Attributes
Price
Product
Service
Experience
Ease of Access
Identify most relevant
shopper segments
Digital Shopper Relevancy Consumer Segments
The Value-Seeker
The Occasional
Online Shopper
The Rational
Online Shopper
The Digital
Shop-a-Holic
The Social Digital
Shopper
The Techno-Shy
1
2
3
4
5
6
Key segment
Key segment
Secondary segment
Understand your current position and
digital performance
Your current positioning & objectives
• Move clients to the store.
• Convey the proximity concept.
• Develop private label brand image.
• Develop image of Fresh Products.
• Help clients to obtain savings.
• Ease the buying process.
• Enable new ways to redeem coupons.
• Get closer to the to consumer habits.
• Develop global brand image.
Strategic objectivesConsumer
relevancy attributes
Ease of Access
Price
Product
Service
Experience
Your current digital performance
Above average / Best in class
On average
Below average
Average = Best in class level
Awareness Choose Transact Deliver After Sales
Online Social
Networking
Catalogue
Online/ Mobile
Product Search
Online
comparison
Management
Mobile Phone
Marketing
Direct
Promotion
Online R2C
Advice
Online C2C
Advice
Online
Availability
Indicator
Mobile
Commerce
Contact Centre
In-store Digital
Display
Online Size
Guides
Online Product
Visual
Store Cross-
Selling
Loyalty Card
Gift Card
Contact Centre
Transact
Kiosk Transact
Mobile Transact
In-store Device
Transact
Social Network
Transact
Next Day
Delivery
Time Slot
Delivery
Click n Collect
in store
Delivery
Tracking
Service at
Delivery
Delivery
Location Flex
Returns
M–C Query/
Complaints
Enablers Level of Development
Customer Journey
Global1
1) Global: Global standard level of development
Global Global Global Global
Illustrative
Social
Media
… articulating a balanced all-channel strategy …
10 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
… and then the mapping of digital capabilities …
Multi-channel Experience
Personalized Environment Social Media Integration
CRM –
Marketing & Service
Automated
Decisioning
Insight &
Analytics eCommerce
Se
cu
rity
Integration and Orchestration
ERP SCM ECM Oracle
Retail Finance
Common
BO Function
11 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
… on the right solution platform …
Multi-channel Experience
Personalized Environment Social Media Integration
CRM – Marking & Service
Automated
Decisioning
Insight & Analytics
eCommerce
Security
Integration and Orchestration
ERP SCM ECM Oracle
Retail Finance
Common
BO Function
12 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
… and creating the right roadmap …
13 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
… for accelerated implementation.
„No Requirements‟ App Rhythms Implementation Sprint
14 Copyright © Capgemini 2012. All Rights Reserved
Avoiding the Me-Too Corner
Find out more
The information contained in this presentation is proprietary.
© 2012 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.
www.capgemini.com
About Capgemini
With around 120,000 people in 40 countries, Capgemini is one of
the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues
of EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers
business and technology solutions that fit their needs and drive
the results they want. A deeply multicultural organization,
Capgemini has developed its own way of working, the
Collaborative Business Experience™, and draws on Rightshore®,
its worldwide delivery model.