Reshaping ICT, Reshaping Business - fujitsu.com without walls.pdf · AUCHAN agrees with CARREFOUR...
Transcript of Reshaping ICT, Reshaping Business - fujitsu.com without walls.pdf · AUCHAN agrees with CARREFOUR...
Retailing without walls: La trasformazione del punto vendita in un contesto di multicanalità
Reshaping ICT, Reshaping Business
Copyright 2013 FUJITSU
Maurizio Tomasso Head of Retail CEMEA&I, Fujitsu Technology Solutions
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Un contesto in continuo cambiamento
Copyright 2013 FUJITSU
«Lidl abandonne le "hard discount" en France»
Le Monde AFP Oct. 2012
2
Un contesto in continuo cambiamento
Copyright 2013 FUJITSU
«Our hypermarkets are great, but we will need them less and less , as the future is multichannel»
Philip Clarke, DG Tesco, les Echos Aprile 2013
3
Un contesto in continuo cambiamento
Copyright 2013 FUJITSU
AUCHAN agrees with CARREFOUR on
hypermarket basics
Carrefour and Auchan agree they need to breathe life back
into hypermarkets. The comments came during a
conference organised by LSA.
Carrefour CEO Georges Plassat noted: “Reduced
investments and over-centralised policies to maintain low
costs have harmed the quality of our sites.
Our stores do not have the freedom they should enjoy to
work locally and, consequently, the hypermarket has lost
its human touch. “It must become attractive again […] with
a strengthened fresh produce offering, making shopping
pleasurable again and, overall, an offer that answers
clearly identified needs and customer expectations.”
4
Un contesto in continuo cambiamento
Copyright 2013 FUJITSU
AUCHAN agrees with CARREFOUR on
hypermarket basics
Carrefour and Auchan agree they need to breathe life back
into hypermarkets. The comments came during a
conference organised by LSA.
Carrefour CEO Georges Plassat noted: “Reduced
investments and over-centralised policies to maintain low
costs have harmed the quality of our sites.
Our stores do not have the freedom they should enjoy to
work locally and, consequently, the hypermarket has lost
its human touch. “It must become attractive again […] with
a strengthened fresh produce offering, making shopping
pleasurable again and, overall, an offer that answers
clearly identified needs and customer expectations.”
“Reduced investments and over-centralised policies to maintain low
costs have harmed the quality of our sites. Our stores do not have the
freedom they should enjoy to work locally and, consequently, the
hypermarket has lost its human touch.”
Georges Plassat, CEO Carrefour
It is not by displaying the overwhelming ranges of our 'FMCGs Friends'
that we will make it work. What makes the difference is price and choice
first.” Customer service was also a large part of potential success
Philippe Baroukh, Head of Auchan hypermarkets
5
Un contesto in continuo cambiamento
«We would love to open Amazon retail stores”
Jeff Bezos, CEO Amazon, CNET Nov. 2012
Copyright 2013 FUJITSU
6
Il perimetro di indagine
Tema principale
“Future of the Store in a multi-channel Environment “
Come trasformare le sfide di oggi in fattori di successo domani attraverso il miglioramento dell’efficienza del punto vendita e della Customer experience?
Metodologia Fase1: Qualitativa - 20 intervistati in modalità face to
face e telefonica nel periodo Settembre /Novembre 2012
Fase 2: Quantitativa - 161 interviste nel periodo gennaio/Febbraio 2013
Qual è la vostra visione del futuro del punto vendita nella
Vostra azienda?
Quali sono le sfide del punto vendita? Puntate sull’efficienza o sulla
customer experience ?
Come valutate le tecnologie a supporto di questi obiettivi?
Come evolverà la gestione dei dati dei Clienti tra sistemi e
organizzazioni differenti?
Qualil tecnologie vorreste utilizzare in futuro?
7
Composizione del campione: Tipologia di punto vendita e Paesi coinvolti
10%
10%
10%
18%
52%
Other
Food - More than 1000 m²
Food - From 0 to 1000 m²
Non food - More than 1000 m²
Non food - Between 0 to 1000 m²
Fujitsu International Retail Survey 2013 – N=161
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Face to Face (N=20)** Questionnaire (N=161)**
Others*Italy
Germany
*Others : Portugal, Belgium, Netherlands, UAE
** : Multiple countries covered by HQ representatives
Type of Store Nationality of Respondent
Others*
Italy Germany
UK
France
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Composizione del campione: Posizione e ruolo degli intervistati
Fujitsu International Retail Survey 2013 – N=161
19%
29%
52%
Other
Chairman of the Board / VicePresident / Managing Director/…
Head of Division / Head ofDepartment / Area Manager /…
Posizione
48%
58%
Mainly IT decisions
Mainly financialdecisions
Area di autorità di decisione
13%
9%
13%
27%
35%
Other
Finance & Purchase
IT
Sales & Mkt
General management
Funzione
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I principali risultati
Due priorità per il punto vendita
Aumentare le vendite e gestire il capitale umano Store Challenges
I dati raccolti nel punto vendita devono essere integrati
in una unica visione del cliente Customer Datas
Gli operatori sono alla ricerca del giusto mix di
esperienza ed efficienza
Customer Experience
Store Efficiency
I nuovi progetti tecnologici per i il punto vendita
nascono per fornire soluzioni multicanale –
“the store is not alone anymore”
Store Technologies
Il punto vendita sarà una piattaforma per ingaggiare
i propri “connected customers” Multi-Channel The Future of
Stores
10
Il punto vendita sarà una piattaforma per ingaggiare i propri «connected customers»
Copyright 2011 FUJITSU
“It's the 'central hub' of every activity” “Combining proximity and digital” “To make the web work better with the stores and the stores better with the web” “The store must be a customer experience, something pleasant where the products are highlighted"
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L’importanza del punto vendita è in crescita
10 extremely
Important
1 totally no
important
9% 13% 14% 16% 16% 16% 5% 9%
0% 20% 40% 60% 80% 100%
Europe 6,5
5,6
7,4
6,8
5,4
Country
Food
> 1000m²
Non food
> 1000m² 6,3
7,0
Store type Global
Fujitsu International Retail Survey 2013 – N=161
How has the importance of the concept of "store“ changed during the last three years?
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Per l’ 86% il punti vendita è il luogo del servizio al cliente
58%
67%
76%
81%
86%
A pick-up point
A place of events,discovery andexperiences
Exposure to the brand
A shopping point
A place for service
Country Store type Food
> 1000m² Non food
> 1000m²
72% 94%
56% 91%
45% 88%
70% 46%
50% 76%
47%
75%
51%
69%
Fujitsu International Retail Survey 2013 – N=161
Thinking about the role “store”, to what extent do you agree or disagree regarding the following statements? The store is ...
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mean is > 0,3 higher compared to Global mean is 0,3 lower compared to Global
Global Food
> 1000m²
Non food
> 1000m²
Hypermarket and supermarket 6,8 6,7 6,5 7,8 5,8 7,9 6,5
City-centre urban model 6,9 6,9 7,2 7,1 6 7,0 7,1
Click and collect 6,1 5,5 6,8 5,5 6,3 6,9 5,6
Drive 5,6 5 6,2 5,8 5,4 6,3 4,9
Online shopping 7,2 8,1 7,3 6,8 6,5 7,6 7,2
L’attrattività dello shopping on line oggi…
Fujitsu International Retail Survey 2013 – N=161
How do you rate the attractiveness of the following distribution model?
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… e in futuro
mean is > 0,3 higher compared to Global mean is 0,3 lower compared to Global
Hypermarket and supermarket 5,8 5,6 5,8 6,9 4,4 7,3 4,8
City-centre urban model 6,5 6,4 6,8 6,7 5,6 6,9 6,1
Click and collect 6,3 5,8 7,2 5,9 5,9 6,0 5,3
Drive 5,6 4,9 6,3 5,5 5,5 6,9 4,5
Online shopping 7,8 8,5 8,2 7,3 7,3 6,9 7,4
Global Food
> 1000m²
Non food
> 1000m²
Fujitsu International Retail Survey 2013 – N=161
How do you rate the importance of the following distribution models for the future of your business?
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Due priorità per il punto vendita Aumentare le vendite e gestire il capitale umano
Copyright 2013 FUJITSU
“The biggest challenge is improving sales while reducing costs” “Large volumes, lots of customers“ “The challenge is to optimise staffing
while keeping a significant level of
proximity to the customer"
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La sfida per i retailer: vendere di più, vendere meglio
mean is > 10% higher compared to Global mean is 10% lower compared to Global
Sales 63% 42% 76% 64% 72%
Human resources 43% 47% 57% 44% 19%
Marketing 37% 47% 35% 44% 19%
Supply Chain 28% 28% 33% 13% 31%
IT 20% 14% 27% 23% 6%
Global
Fujitsu International Retail Survey 2013 – N=161
What are your main challenges in store?
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Sales
Increase the average sale per customer
(62%)
Selling new product and services (52%)
Extend product availability &
assortment beyond store inventory (44%)
Human resources
Keep significant level of proximity to the
customer (52%)
Employee motivation and creating brand ambassadors (49%)
Training of employees on technologies and
products (39%)
Marketing
Attracting and retaining new
customers (73%)
Develop customer profiles and increase
customer loyalty (47%)
Support consistent brand experience across multiple channels (39%)
Supply Chain
Reduce costs through optimization of stock management (69%)
Ensure frequent / more accurate
updates to stock (44%)
Optimize transport costs (42%)
IT
Manage a customer over several channels
(41%)
Create a consistent IT infrastructure (41%)
Develop an information system
that is simple, responsive and
efficient in line with SLA (38%)
Analisi di dettaglio
Fujitsu International Retail Survey 2013 – N=161
In your opinion what are the 3 key challenges?
18
La ricerca del giusto mix di esperienza ed efficienza
Copyright 2013 FUJITSU
“The real challenge is to work on productivity without harming the customer experience”
“We must find a balance between customer service and the cost of this service” “The real priority is to reintroduce proximity to the customers”
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Efficienza operativa e customer experience le priorità per creare valore
Both store efficiency and customer experience 58% 56% 69% 49% 59%
Customer experience 18% 25% 8% 13% 25%
Store efficiency 17% 14% 14% 31% 13%
None of both 3% 3% 6% 0% 3%
Global
Fujitsu International Retail Survey 2013 – N=161
What are your current priorities for driving increased value from the store?
20
Una diversa maturità tecnologica in Europa
Global
Loss prevention tools 5,9 5,9 5,6 6,1 6,1
Back office integration 5,7 5,5 5,5 5,9 6,1
ESL 5,7 6,4 5,8 5,6 4,9
Mobile Phones 5,4 4,9 5,6 6,0 4,9
Online based services 5,2 5,5 5,2 5,3 5,2
RFID 5,2 5,4 4,9 5,7 5,0
Scan Tunnel 5,1 5,9 4,7 5,6 4,4
Big data 5,1 5,3 5,2 4,9 5,0
Social Clienteling 5,1 5,2 5,0 5,7 4,4
Biometrics 4,9 5,4 4,5 5,4 4,6
Hybrid shopping (Click and Collect) 4,9 5,0 4,7 4,9 5,2
Personal Self Scanning 4,9 6,4 4,0 5,5 3,8
Self check out 4,9 5,5 4,6 4,8 4,7
Hybrid shopping (Drive) 4,7 4,9 4,6 4,7 4,8
Kiosks 4,5 4,7 3,9 5,6 3,8
Fujitsu International Retail
Survey 2013 – N=161
In your opinion, how do you
categorize the following
technology solutions with
respect to the increase of
customer experience or store
efficiency
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Una rappresentazione dinamica del mercato
100% CUSTOMERS EXPERIENCE
100% STORE EFFICIENCY
LO
WER
VA
LUE
FOR
B
USI
NES
S
A : Back office integration B : Big data
C : Biometrics D : ESL
E : Hybrid shopping (Click and collect)
F : Hybrid shopping (Drive)
G : Kiosks H : Loss prevention tools
I : Mobile Phones J : Online based services
K : Personal Self Scanning
L : RFID M : Scan Tunnel
N : Self check out O : Social Clienteling
C M
L
K N
F
D
B
E
G Il valore è medio o
relativamente basso e
focalizzato sulla customer
experience
Il valore è relativamente
basso e basato
sull’efficienza
A
O
H
I J
Il Valore per il business è reale e
focalizzato sull’efficienza
Fujitsu International Retail Survey 2013 – N=161
HIG
HER
VA
LUE FO
R
BU
SINESS
22
100% CUSTOMERS EXPERIENCE
100% STORE EFFICIENCY
LOW
ER V
ALU
E FO
R
BU
SIN
ESS
HIG
HER
VA
LUE FO
R
BU
SINESS
A : Back office integration B : Big data C : Biometrics
D : ESL E : Hybrid shopping (Click and collect) F : Hybrid shopping (Drive)
G : Kiosks H : Loss prevention tools I : Mobile Phones
J : Online based services K : Personal Self Scanning L : RFID
M : Scan Tunnel N : Self check out O : Social Clienteling
M
L
K
N
F
D
B
E
G
La tecnologia nel comparto food: un driver evolutivo importante
J
H
A
O
I
C
Fujitsu International Retail Survey 2013 – N=161
23
I principali ostacoli nell’iplementazione delle tecnologie nel punto vendita
Fujitsu International Retail Survey 2013 – N=161
What is the main hurdle you face when implementing new store technologies?
29% 26%
19%
12% 9%
Financial /ROI / TCO
Staff / skillchange
management
Customersacceptance
Management/ marketing /
strategy
Technology/projects
Europe
29%
31%
18%
38%
22%
13%
20%
13%
8%
6%
Non food <300 m²
Food >1000 m²
24
I principali ostacoli nell’iplementazione delle tecnologie nel punto vendita
Fujitsu International Retail Survey 2013 – N=161
What is the main hurdle you face when implementing new store technologies?
29% 26%
19%
12% 9%
Financial /ROI / TCO
Staff / skillchange
management
Customersacceptance
Management/ marketing /
strategy
Technology/projects
Europe
29%
31%
18%
38%
22%
13%
20%
13%
8%
6%
Non food <300 m²
Food >1000 m²
23% 21% 23% 18%
5%
Italia
25
I dati raccolti nel punto vendita devono essere integrati in una unica visione del cliente
Copyright 2013 FUJITSU
“You need more information and that's where the digital battle is being fought: information and comparing information.”
26
Vi è ancora un potenziale considerevole nei progetti di Customer Knowledge
1 Very low
4% 19% 31% 18% 14% 7% 3% 4%
0% 20% 40% 60% 80% 100%
Europe7,3
7,7
7,8
7,0
6,8
Country Global
10 Very good
Fujitsu International Retail Survey 2013 – N=161
How do you rate your customer knowledge?
27
I dati integrati nei sistemi CRM hanno fonti eterogenee: è necessario integrarle
Fujitsu International Retail Survey 2013 – N=161
Which of the following data types do you integrate in your CRM system as part of your business?
21% 17%
27%
14% 15%
Store data Multistoresdatas
Store andonline
channeldata
Store,online
channeland socialnetwork
data
None ofabove
Europe
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I nuovi progetti tecnologici per i il punto vendita nascono per fornire soluzioni multicanale – “the store is not alone anymore”
Copyright 2013 FUJITSU
“Manage the increasing complexity of the customer relationship including with the increase of the social networks” “More and more integration between physical networks and the Internet"
29
Le tecnologie rivoluzioneranno il modo di acquistare nel punto vendita
83% 75% 92% 79% 78%
75% 67% 90% 64% 69%
71% 53% 90% 67% 63%
71% 50% 80% 77% 72%
70% 69% 65% 72% 75%
65% 67% 71% 59% 56%
61% 42% 71% 69% 53%
58% 53% 59% 51% 69%
Global
Retailers will transform into service providers,
moving beyond just selling merchandise
Multichannel interaction will be the norm
In-store shopping will become a more
enjoyable experience
Technology will be the key to allow the in-store
purchase to be revolutionised
Increase of in-store productivity will be a key
driver for growth
M-retailing will emerge to complement e-
commerce
The store will remain a majority source of
revenue
Store revenue as a percentage of retailer
revenue will continue to decline
Fujitsu International Retail Survey 2013 – N=161
Thinking ahead the next five years, do you agree/disagree with the following statements. How is your store
concept developing ...
30
L’uso del mobile : un ruolo importante in Italia
mean is > 0,3 higher compared to Global
mean is 0,3 lower compared to Global
Payment 6,4 7,0 6,7 6,8 4,7 6,4 6,4
Location based information 6,6 6,1 6,6 7,3 6,2 7,7 6,8
Customer localization 6,3 5,5 5,9 6,9 6,7 6,6 6,3
6,9 6,4 6,8 7,6 6,5 6,9 7,3
Scanning the items during/through personal self-scanning 5,7 5,8 5,8 6,8 3,6 7,5 5,8
Social network integration with topics like Promo,
product information and shopping list
Global Food
> 1000m²
Non food
> 1000m²
Fujitsu International Retail Survey 2013 – N=161
How is mobile phone use most likely to impact your store environment?
31
Riassumendo: in Italia abbiamo rilevato che…
L’importanza del punto vendita: l’85% definisce il pdv come
luogo del servizio, il 46% li considera un punto di semplice pick-up.
Il 49% dei dirigenti intervistati interviewed crede che il valore del
punto vendita potrebbe crescere attraverso un miglioramento
bilanciato di efficienza e customer experience.
Ancora oggi circa il 21% degli intervistati dispone di informazioni
che non utilizza.
Per il 77%, le tecnologie deiventeranno decisive nel ridisegno
delle abitudini di acquisto nel punto vendita.
I 3 principali progetti per il punto vendita per migliorare la store
efficiency e la Customer Experience: Social clienteling (54%),
Loss prevention tool (44%), Back office integration (44%)
L’importanza dei punti vendita è maggiore che in altri contesti europei
(7,4/10 rispetto alla media di 6,5/10)
33
Le risposte di Fujitsu alle sfide del Retail
Approccio “Lean” e di miglioramento continuo
Smart Sourcing e Retail as a Service per ridurre le OPEX
RBA : Sales & Mktg, Supply Chain e Loss Prevention insieme Store Challenges
Retail Business Analytics / SAP Hana / CRM Cloud Applications
Applicazione POS MultiChannel per ridurre i data silos
Offerta tecnologica per la Data Center efficiency
Customer Datas
Consulenza di processo
Portfolio End to End
Approccio basato su ROI per progetti tecnologici e funzionali
Customer Experience
Store Efficiency
Approaccio multicanale con COMO
Innovazione nel Self Service
Innovazione con investimenti in R&D
Store Technologies
Shaping tomorrow with you
Esperienza nel punti vendita da 30 anni Multi-Channel Future of Stores
34
Dove stiamo investendo..
Soluzioni PoS integrate, self service e
soluzioni multi-channel
Mobile PoS, self-scanning, clienteling
e soluzioni di pagamento
Multi-Channel
Retail as a Service – store IT "out of the box"
Next Generation SAP Solutions – HANA
Social for Retail (‘social clienteling’)
Higher Value
Services
Nuova piattaforma PoS software (‘Como’)
Multi-channel, multi-country, multi-deployment
Integrazione “seamless” con ERP back office
Next Generation
PoS
On demand infrastructure – Fujitsu Global Cloud Platform
Retail solutions in the cloud – PoS, CRM
Retail App Store – ISV application marketplace
Cloud for Retail Fujitsu
35
Cosa ci rende unici…
Retail
Investimenti diretti
nello sviluppo di
prodotti, soluzioni,
software e servizi per
il Retail
Enterprise IT Global Reach
Una forte integrazione
IT (front e back office,
retailing in the cloud,
third party partners)
Seguiamo i clienti
ovunque essi vogliano
sviluppare il proprio
business
Differentiated Customer Experience
The Retailer's IT Company
36
Il nostro più grande patrimonio: Lavorare con i retailer in tutto il mondo