Existing Brand Mapping
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WELCOME
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Workshop RedcatsFebruary 15th, 2001
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Agenda
9.30 - 9.45 Welcome (David Newhouse) 9.45 - 10.15 Strategic overview (Hartmut Krämer)10.15 - 10.30 Financial highlights (Bertrand Vinot)10.30 - 10.45 Q/A10.45 - 11.00 E-commerce challenges & prospects at Redcats (Hartmut Krämer)11.00 - 11.30 La Redoute on-line (Paul Delaoutre)11.30 - 11.45 Coffee break11.45 - 12.15 Optimization of international development (Pascal Bazin)12.15 - 12.30 Q/A12.30 - 1.30 Lunch
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Agenda
1.30 - 2.00 Catalog conception (Nicolas Bernard)
2.00 - 2.15 Q/A
2.15 - 2.45 Customer Relationship Management (Patrick Terrier)
2.45 - 3.00 Q/A
3.00 - 3.30 Bus transfer to Leers (Logistics Center)3.30 - 5.00 Presentation and visit of the logistics Center
(Patrick Terrier / Gérard Seulin)
5.00 - 6.00 Q/A with Redcats management
6.00 - 6.30 Bus transfer to train station
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REDCATS
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Strategic overviewStrategic overview
Hartmut Krämer
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Outline
Redcats and its home shopping competition in key markets
Drivers of growth & profitability
Strategic focus Existing brand mapping Leveraging of common ressources
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Main competitors - Home Shopping
Net Sales
30 000 40 000
50 000
60 000 70 000
M F
RF
OTTOQUELLE
Net Sales
-
20 000
40 000
60 000
80 000
100 000
120 000
1996 1997 1998 1999
M F
RF
OTTO
QUELLE
REDCATS
/NECKERMANN
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Main competitorsFrance Home Shopping Market
QUELLE-NECKERMANN
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Main competitorsUS Home Shopping Market
Net Sales
- 500
1 000 1 500 2 000 2 500 3 000 3 500 4 000 4 500
1997 1998 1999
M U
SD
JC PENNEYSPIEGEL GroupLANDS'ENDBRYLANEFINGERHUT/MACY/BLOOMINGDALE
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Main competitorsUK Home Shopping Market
Net Sales
- 200 400 600 800
1 000 1 200 1 400 1 600 1 800 2 000
1996 1997 1998 1999
M G
BP GUS
LITTLEWOODSGRATTANREDCATS UK
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0
200
400
600
800
1000
1200
1400
1996 1997 1998 1999
Net
Sal
es -
MSE
K
H&M ROWELLSHALENSCELLBESREDCATS NORDIC
Main competitorsSweden Home Shopping Market
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Strategic focus
Leader in customer satisfactionAn internationally well-positioned portfolio of currentbrandsSuccessful implementation of new organisation with
shared services and infrastructureMulti-channel retailer with emphasis on being a majore.commerce player : double digit % share of salesDevelop Home / Lifestyle business in Europe and USA
External growth in Europe and USA
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Existing brand mapping
Market PotentialCompetencyPositioning GLOBAL EUROPE / USA LOCAL
French Lifestyle La RedouteScandinavian Lifestyle Redcats Nordic
Lane Bryant Roamans/Jessica LondonLarge Sizes Men KingSizeSenior Apparel To be named Daxon - Edmée - CelaiaChildren Apparel To be named VertbaudetHome + LeisureLow income / credit Empire - Maison de ValérieSportswear Modern SomewhereSportswear Classic CyrillusBudget / Off price Apparel To be named Chadwick's /Lerner /Empire /Josefson
American Lifestyle Brylane HomeLarge Sizes Women
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Leveraging of common ressources
New organisationLa Redoute Redcats UKRedcats NordicBrylane as one Specialized Brands from FranceOperational Center France
New top management team to improve competitive position and to shape future strategic portofolio developmentSuccesful development in E.commerceHave the tools and the environment to develop, attract andretain the best people
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New organization : Principles
STRONG FOCUS IN EACH GEOGRAPHIC MARKET
To focus on the retailing business To control customer satisfaction To manage strategic mapping brands
TO CONCEIVE AND DEVELOP THE FORMATS OF TOMORROW
COMMON BACK OFFICE INFRASTRUCTURE
To reach and exceed critical size To generate economies of scale To have a profit centre To raise expertise To open up the activity to third parties
within the Group and possibly outside the Group
TO STRENGHTEN COMPETITIVE ADVANTAGE
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Provide all companies with a complete and competitive order preparation / dispatching service Eveil et Jeux
Add to e-commerce offering remote selling distribution services Fnac.com
Develop network pick-up points ; complement available functionalities (sales / credit card payment)
Pooling logistics and distributioninfrastructures for out-of-store sales businesses
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E-commerce challenges and prospects at Redcats
Hartmut Krämer
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Redcats: one of the three main business models of PPR’s e-commerce strategy
A strategy to gain market share on current competition Increased flexibility of the offering: frequent renewal
of the product range More efficient direct marketing
An important productivity gain potential Cost reduction in terms of catalogs, call-centers,
mailing
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Redcats: e-commerce
Major competitive advantages for Redcats A strong expertise in selling through pictures Infrastructure for home delivery and return management Important customer database Know-how in CRM and one-to-one marketing Strong presence on high usage Internet markets (Scandinavia,
US) 40 e-commerce sites (15% to 20%) of internet customers are not standard mail order
customers
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Major challenges and opportunities
Adapting product dimension (conception/sourcing) to the rythm possibilities of the web
Scalability of technical infrastructure
Mutualisation of development costs
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E-COMMERCE : KEY ACTIVITY DATA1999 2000
% of sales through internet
La RedouteLa Redoute 0.2% 1.5%
EllosEllos 2.9% 5.2%
BrylaneBrylane 0.2% 3.8%
Chadwicks 0.2% 7.0%
Brylane Home - 8.0%
Dec-00
2.7%
5.8%
6.6%
12%
11.5%
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Financial highlights
Bertrand Vinot
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in million Euros NET SALES 4 355EBITDA 270CAPEX (Operational, non-financial) 75ROCE (total) 14 %ROCE (excluding Brylane(1) ) 28 %HEADCOUNT 22 900
(1) A two stage acquisition (1997 & 1999)
1999 Key financial data
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(1) Denmark, Estonia, Finland, Norway, Sweden
(2) Austria, Belgium, Germany, Portugal, Spain, Switzerland
A worldwide home shopping company
In million Euros
2000 Figures%
France 1 973 41 UK 620 13
Scandinavia (1) 285 6 Other Europe (2) 205 4 Total Europe 3 083 64
USA 1 738 36
Asia 13 0 Total 4 834 100
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A sustained international development through acquisitions
In billion Euros
1996 1997 1998 1999 2000
Redcats North America
Redcats Nordic
1996 Perimeter2.4
2.7
4.14.4
4.8
2.8 2.8 32.6
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A multichannel distribution group
1999 2000
Catalogs 95.2% 94.5%
Retail 4.5% 3.4%
E.Commerce 0.3% 2.1%
100% 100%
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A retail group dedicated to its customers’ well-being through a large variety of products
% net Sales 2000
Apparel 69
Home 23Services & Other 8
100
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The most internationally diversified group in the home shopping world
Net Sales(Billion Euros)
% of SalesOutside home country
1 Otto Versand 20.5 39
2 Quelle / Neckermann 7.4 17
3 Redcats 4.8 59
4 JC Penney 4.2 0
5 Gus 3.2 17
6 Littlewoods 1.9 15
(1999 data, except redcats 2000)
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Key operational factors
• Present in 17 countries
• 18 global or local catalogs
• 93 billion of catalog pages
• 85 million parcels / year
• 60 million customer addresses worldwide
• 100 million phone calls
• 40 Web sites
• More than 100 stores
• 22 900 associates
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La RedouteE-commerce
Paul Delaoutre
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La Redoute 2000 Web sites’ sales
4.6 Millions single visits (3.5 Millions in France) 250 000 clients bought on our sites (161 000 in France) 5 % of visitors placed an order (9% in Dec)
338 000 orders (172 000 in France) More than one million articles sold on the line (604 000 in France)120 000 catalog demands in France.
1999 Budget 2000 2000 Sales
InternationalFrance
Total
1714
31
4865
113
6384
147
(In million FF)
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-
5 000 000
10 000 000
15 000 000
20 000 000
25 000 000
JAN FEBR MARCH APRIL MAY JUNE JULY AUG SEPTEMB OCT NOVEMB DÉCEM-
2 000 000
4 000 000
6 000 000
8 000 000
10 000 000
12 000 000
14 000 000
Initial Dem.Sales
laredoute.fr’s 2000 monthly sales
Demand Sales
AN EFFICIENT WAY TO REACH NEW CUSTOMERS
• 10% of new customers
• 16 000 new web buyers in France = 3% of La Redoute new buyers (against 1.1% of total sales)
Market share : La Redoute’s share of the French e-commerce market (approx. 4 bn FF in 2000) is in excess of 4% vs a 1.2% global share of the French retail market.
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Internet: a rising part of sales
Austria 5.4 8.3Switzerland 4.9 8.2
UK 4.3 9.2USA 3.7 13.3
Spain 2.0 4.4Belgium 1.6 1.9
Portugal 1.0 1.8France 1.1 3.0
% of total sales in 2000
% of sales in December 2000(in %)
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Our e-commerce approach
E-commerce E-business
E-CRM
100% dynamic web platform – Customization of contents and services – integrated production workflow
Deep integration into mainframes and legacy functionalities and databases
Commercial Intelligence
Knowledge Management
Rules engines
No e-commerce without e-business
No e-CRM without e-businessNo e-commerce without client intelligence
France’s first fully web enabled call center, alloweb is a multi-content, multi-access, relationship tool dealing with entering and outgoing 14 000 monthly contacts
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E-Marketing : a clear territory and positioning
Competitive field : The leading site in people and home equipment
Positioning : laredoute.xx, evolves as fast as fashion and is always up to date
Client Promises : Product offers : frequent update. Additional offers to the
catalogue Services : map locator, search tools, Style Advisor, all in one
order, secured payment ... Prices : variable prices and dynamic merchandizing
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An ambitious « net-chandizing » - 27 « Daily Bargains »- 9 daily « Coups de Cœur »- 50 specials web commercial events / year- A product policy involving the whole company
through a Web Commitee- 5% of Novelty products specific to the web
Nouveautés Nouveautés Nouveautés
Nouveautés
Nouveautés
Nouveautés
B.A du jourOffre personnelle
Chronofolies...
Coup de cœurB.A dans chaque boutique
Nouveaux prixExclusivités
...
Fête des pèresOffre Grand froidRentrée scolaire
Les invités de la saison...
Produits associésConseils d’achatDossiers tendance
Conseil en styleRecherche par marque, couleur...alloweb, ...
Mise en ligne progressive dans la saison
Ventes rapides de 1 heure à 7 jours 10 à 100 codifs produits
e-mailing & offres promos
Merchandising de 1 à 7 jours 100 à 1.000 codifs produits
Quinzaines commerciales de 1 à 3 semaines 1.000 à 5.000 codifs produits
Fonds de rayonréférencement permanent 40 à 100.000 codifs
env. 8 mois
Femme Lingerie EnfantHomme Sport Maison Image&Son
Jeux& Micro
Electro-ménager
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What’s going on ?
In France, 23% of sales is additional « pure web » turnover
77% of the web sales is transferred from the paper catalogs
Average Purchase of 128 Euros (15% higher than average) and of 152 Euros + for « pure e-boutique » orders
0
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4
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JAN FEBMARCH APRIL
MAY JUNEJULY
AUG
SEPTOCT NOV DEC
Direct orders Additional orders
Web & mail order: additional sales through the clicks
A high end market and a specific product mix
61 % of e-boutique sales through Housing and technical products (vs 35% overall)
In million FF
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Web impacts on P&L Extra turnover in 2001
25% of additional sales 13% new customers better satisfied clients lead to improved sales ratios
Industrialization of sales allow economies of scale and productivity gains
Gains through strong decrease in cost of order processing (1/6 ratio or 8 F saved FF per order in 01)
Lighter and faster Customer relationship
Economies on commercial spending through cheaper and fewer mailings and on cost of boutique per customer
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2001 highlights
Additional growth will be searched through An increased coordination between Paper & Web marketing plans and
commercial pressure Launch of multi-channel sales campaigns using retail – catalogs –
paper mailings – web marketing
New paths to the customer will be explored through Sales of innovative products well adapted to internet channel and to
high level and fidelity-prone clients Keep leading CRM expertise and develop high-return services
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Catalog conceptionNicolas Bernard
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Catalogue creation
Focus on the global process
From the database to paper catalogue printing
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16 million addresses
THE CUSTOMER FILETHE CUSTOMER FILE
8 million buyers inthe last 4 seasons
4 million buyersin woman apparel
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MAPPING OF SECTIONS IN WOMANAPPAREL
liz claiborne
la mode sans se ruiner
créateurs,marques images
références
active wear
marques juniortipster
softgrey
couleur
bain moderne
côté femme
laura clément
marques jeans
double page chaussures
prix mini junior
édéisprix mini mode
best
bain classique
linéa moda
la boutique
prix mini classiqueimpeccables
tabliers 4ème de couverture
romantique=derhystop aff mode
on n'est pas des angesla city
Axe
2
Axe 1
SENIOR JUNIOR
SOPHISTICATED
CASUAL
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Positioning of the section Laura Clement
Target Her needs Competitors Life style Communication codes Casting
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Assortment of the section Laura Clement
Category of items Price level vs Market Level of Quality / Size range vs Redoute
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Collection creation Laura Clement
Double pages
Internal designers
Coherence with assortment
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Technical specifications
Fabric
Washing instruction
Size specification
Packing instruction
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Proposal of layout
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Fitting before photo
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Photos
Fast move from Argentic to digital photography
External photographers
Various photo locations
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Text implementation
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Photo combinations
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Artwork and printing
Syquests given to photograveurs for Artwork
Rotogravure printing in Europe
Big book of La Redoute 20.000.000.000 printed pages / year
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Final page
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Optimization of international development
Pascal Bazin
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Redcats: a unique combination ofcompetitive advantages
A portfolio of 18 brands / catalogs with a strong positioning on their customer
target / market a significative and constant growth professional and ambitious teams
A “Customer megabase” per country with high level of customer qualification easy multibrands access powerful analysis tools
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Powerful back-office internal organizations and systems well established in the main markets :
USA - the UK - FRANCE - SCANDINAVIA offering very competitive costs able to handle multi brands activities with a
common tool
Redcats: a unique combination ofcompetitive advantages
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This unique combination of competitive
advantages gives REDCATS very strong
opportunities of optimized international
development organized around 3 models
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First model : “Full exportation” Full concept & product offer Same catalog Central buying Similar direct marketing technics with local
support and back office
Vertbaudet UK
Optimization of international development
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Second model : “Exportation” Selection in product assortment Different catalog Central buying Potential different marketing technics with
local support and back office
La Redoute USAChadwicks UK
Optimization of international development
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Third model : “Licence” Integration in a brand / catalog of a product
know-how developed by an otherbrand / catalog
Vertbaudet SwedenDaxon Christmas Offer UK
Optimization of international development
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A real optimization of our international development based on a very strong and international know-how on Development of offers / buying capacities Realization of catalogs Deep local market know-how Competitive internal back-offices
In conclusion
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Customer Relation Management at REDCATS
Patrick Terrier
How Redcats’ order-takers are becoming How Redcats’ order-takers are becoming TELEMARKETEERSTELEMARKETEERS
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VIDEO: The Customer Relationship at MOVITEX
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Redcats Customer Relation DepartmentsThe strategic, operational interface of our Services
to the CustomerMain functionsMain functions
Order-taking
Before and after sales advice
Payment processing
Answering customer queries
Claims management.
Through various media :
Telephone Mail Minitel (France) Internet
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Organisation
The departments are ‘services to customer’oriented and take into account the ever-increasing ratio of phone calls.
Approx. 100 M calls / year to Redcats .
85% of orders are by phone at Brylane.
65% at Redcats Nordic.
55% at La Redoute.
At Vertbaudet phoned-in orders increased from 12% in 1992 to 55% in 2000.
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Extended call center opening-hours. 24H a day, 7 days a week at Brylane 7 days a week at La Redoute, Redcats Nordic, Vertbaudet,
Empire Stores Before and after-sales advice development
La Redoute, LMDV, Advice from a specialised technician on specific products.
Capacity pooling Dedicated teams (sharing a common infrastructure) or
complete cross-brand adaptability Mail / phone versatility (Redcats Nordic) Multi-lingual operators (Cyrillus, Brylane) International development (USA, the UK, Sweden,
Portugal)
Objectives : Increase service rateUphold brand particularities
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New developments in Customer Relations
For CR operations, internet development generates: e.mail activity web call centers
E.mails
A new development in the operator’s job Learning to use new tools Written contact but not quite the same as a letter Quick, precise replies expected by customers More numerous contacts generated
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Web Call Center 100% interactivity with the Web-surfer
chats voice on IP, voice button, call-back...
REDCATS NORDIC / BRYLANE Specialised structure for answering e.mails
Ellos: 25000 emails/year Brylane: 45 000 emails/year
2 teams covering 15 hours / dayObjectives to answer within 2 hours
2001: the set-up of real Web call centers
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Effective Web call centers. La Redoute: today nearly 500 contacts daily 65% = e.mails
objectives = answer within 4 hours Interactive contact : different options used
1. the chat 2. the call-back (using normal telephone - 2nd line or GSM) 3. the voice on IP is rarely used
Areas for development Optimise organisation to be able to adapt to volume growth
January 2000 - 3000 contacts / monthDecember 2000 - 12000 contacts / month
Specialisation of operators according to the medium used Help in answering e.mails.
REDOUTE / CYRILLUS
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New developments in Customer Relations
Take advantage of customer contacts to generate additional sales
Different types of pro-active sales
Substitution: suggest a replacement article when item not available: another colour, similar product...
Services: promote services associated with the products:• extend a guarantee • open a credit account• subscribe to a magazine• …
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At Redcats Nordic and Brylane, the procedure is highly developed
At La Redoute, the procedure is in full boom as well
At the Specialised Brands, currently tested and implemented
New developments in Customer Relations Different types of pro-active sales
Additional sales: suggest a complementary item e.g. batteries for a game, cassettes for video recorders, ties for shirts etc. promote the ‘offer of the day’ e.g. highly visual, low priced sales offer suggest other items from the catalogue
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• Net perceptionNet perceptionThis tool will return a list of upsell items to the associate for offer to the customer
• Realtime recommendation engine• Using past buying history of the customer and knowledge gained
from a similar taste community• Combination of statistical or neural net modeling, trending and
filters - Liquidation of inventory - Selling staple items - Promoting new trends - …..
• BRYLANE: Tested this past FW 2000 with associates from Roaman’s 2% lift in sales
Generalisation this Spring
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Information system support Permanent dialogue between the product, Marketing
and CR sectors Support and training of operators Training of management to motivate sales staff Put into place instruments measuring activity
A real change of the tele-operators job