seamless customer experience management bucharest 26th november 2013

Seamless Customer Experience Management.

Ruben SpekleSolution ArchitectCapgemini

2© 2012 Capgemini. All rights reserved.

OCommerce: Marketing & Comms Plan | January 2013


All-Channel Customer Experience Event | Lisbon | 4 July 2013



Research finding: sustainable success requires more than ‘doing a bunch of digital initiatives’ – you need to organise for it



What we found: Digital Transformation and Business Performance go hand in hand

Digital Maturity Model Revenue Generation

-11% +26%

-24% +9%

Profitability Market Valuation

+6% +9%

-4% -10%

-12% +12%

-7% +7%

Transformation Intensity

Dig

ital I

nten

sity

BEGINNERS

FASHIONISTAS

CONSERVATIVES

DIGIRATI



And by-the-way: Some industries are more mature than others…

Banking

Consumer Packaged Goods

Insurance

Manufacturing

Pharmaceuticals

Retail

High Technology

Telecoms

Travel and hospitality

Utilities

Average industry maturity:

Telcos• Fast to launch digital initiatives• Need to integrate and align initiatives

across silos Retailers• Strong in social and mobile• Need to focus on cross-channel

consistency, worker enablement and analytics

Manufacturers• See less opportunity / threat in digital

transformation• Need a transformative digital vision and

the leadership drive to develop impetus

Insurers• Strong digital governance

capabilities, but• Regulatory worries and a risk-

averse culture



Organisations can benefit from the synergetic convergence of physical and digital

+ =Sustainable

Profit ↑

Sustainable Revenue ↑

Sustainable Cost ↓

Store Conversion↑

Digital Channel

Conversion↑

Customer Satisfaction

(NPS) ↑

Fulfilment Cost ↓

IT Cost ↓

Channel Cost ↓



But: there is no ‘one-type’ of digital shoppers - it’s important to understand different types of Digital Shopping Behavior

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



It’s all about organising yourself around your customer



Why do shoppers make the choices that they make, and how is this changing because of digital channels ?



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 RelevancyCriteria 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 RelevancyCriteria forDigital Channels

Personalized offers

Technology-enabled staff –support in-store

Interactive service via digital channels (e.g. click-to-chat,

social media)

Wider and deeper assortment

Solution Pricing

Inspirational Content

Community engagements

(share experiences)

Social Shopping

Location-based pricing

Price Comparison

Illustrative

Digital Shopper Relevancy is about understanding shopper needs and perceptions across 5 Key Attributes



How can you be most relevant to digital shoppers?

Successful companies dominate on one attribute, differentiate on a second and compete at parity on the remaining three


4

3 3

5

3

2. Differentiate on a compatible value attribute

3. Maintain parity on others

1. Dominate on one value attribute

Illustrative



Example: Burberry


3

5

3 3

4

Differentiate on SERVICE

On par with competition on the rest

Dominate on EXPERIENCE



Interactive New Website Dynamic audiovisual content to engage,

entertain, and interact with customers Online luxury shopping experience through

personalized customer service Click to Chat and Click to Call in real time

Live-Streaming Live streaming of fashion shows directly to flagship

stores Streaming of shows in 3D in five countries Autumn/Winter 2011 womenswear show

on the video screens in Piccadilly Circus

Digital Stores In-store Retail Theatre technology for

unrivalled audiovisual experience for customers in stores

iPads introduced in selected stores globally

Consistent messages to customers across all mediums

Social Media Campaigns Youtube and Facebook campaigns for

Burberry Body fragrance Own social-media site,

artofthetrench.com Brand promotion on

Chinese social media sites Country-specific Twitter accounts

8.7 million Facebook fans and nearly 600,000 twitter followers

More than 11 million page views on the groups social media site artofthetrench.com

1 1

11% growth in store sales can be attributed in large part to ongoing investment in multi-channel customer engagement

22

Spring/Summer 2011 women’s-wear show, watched by over one million people across more than 180 countries3

3

4

250,000 signed up to receive free samples of Burberry Body

4

Client Example: Burberry B2C & B2B



Our value proposition: transforming businesses to deliver a seamless & relevant customer or citizen experience across all touchpoints

Capgemini’s All-Channel Experience delivers improved consumer insights, differentiated consumer engagement, increased loyalty, higher sales-conversion, more profit and ultimately: business continuity!

Customers are not loyal to a single channel but to an experience across channels !

All-Channel Consulting Services(eg. ACE strategy, Customer journeys & experience, CRM / digital marketing, Digital Transformation)

All-Channel IT Services(eg. Solution Architecture Leadership, Cloud Services orchestration, Mobile Platforms, Agile, Big Data)

All-Channel Managed Services(eg. Social Media engagement, Digital AssetManagement, Consumer Insights)

Our client’s proposition Capgemini’s Service proposition

Strong Credentials & Experience

Tier One Alliance Partners

http://images.google.co.uk/imgres?imgurl=http://www.overnight-marketing.com/images/designer_goods/Burberry-logo.jpg&imgrefurl=http://www.overnight-marketing.com/&usg=__qea3szPViwD2ktGfpnTwtRMpzkU=&h=150&w=150&sz=25&hl=en&start=11&um=1&tbnid=9CSFAwK78lmAxM:&tbnh=96&tbnw=96&prev=/images?q=Burberry+logo&hl=en&safe=active&rlz=1T4RNWN_enGB302GB302&um=1

http://www.oracle.com/index.html



People Process

Technology

Managing involved and

motivated staff with relevant performance

rewards

Orchestrating dynamic, front-end IT solutions integrated with a cost-

effective , reliable IT foundation

Managing streamlined and

customer-focussed ways of working

across the company

And to do it well, it is complex… new and integrated Business and IT Capabilities

Customer

Managing a personal and relevant dialogue with individual customers

Content

Managing high-quality and rich inspirational

content across all channels and touchpoints

Single View of DataUsing the same set of realtime (internal and external) data for all strategic, tactical and operational activities

Demand Driven Business Operations

Customer Channel Proposition: case for changeSeamless convergence of physical and digital channels offering a relevant and personalised experience across all relevant touchpoints

Commerce

Managing maximised sales conversion leveraging

optimal merchandising and pricing across all

channels

Fulfilment

Efficiently delivering the orders across all

channels at the location and time your

customers prefer

Performance

Optimising the performance of your

business across all channels



The Business and IT Capabilities that enable a full All-Channel Experience in a closer look

Compelling Case for Change

Customer Management

Content Management

Commerce Management

Fulfillment Management

Finance & Performance Management

Cross Channel Service Management

Integrated Marketing & Campaign

Management

Web Content Management

Digital Asset Management

Business Proposition Development

Innovation, Vision and Roadmap

Business Case Development

e/s/m commerce

Merchandising Management

Pricing & Promotion Management

Order Orchestration

Transport and Delivery management

Payment / Fraud / FX Management

Finance – Allocation and KPI’s

Social Media Engagement

Warehouse Mgt / 3rd Party Mgt / DSV Mgt

Single View of Data

Insight & AnalyticsBig Data and Warehouse

Integration & OrchestrationStandards based

IntegrationBusiness Process

Orchestration



How Capgemini and Oracle make All-Channel Experience reality Our joint OCommerce proposition

Compelling Case for Change

Customer Management

Content Management

Commerce Management

Fulfillment Management

Finance & Performance Management

Cross Channel Service Management

Integrated Marketing & Campaign

Management

Web Content Management

Digital Asset Management

Business Proposition Development

Innovation, Vision and Roadmap

Business Case Development

e/s/m commerce

Merchandising Management

Pricing & Promotion Management

Order Orchestration

Transport and Delivery management

Payment / Fraud / FX Management

Finance – Allocation and KPI’s

Social Media Engagement

Warehouse Mgt / 3rd Party Mgt / DSV Mgt

Single View of Data

Insight & AnalyticsBig Data and Warehouse

Integration & Orchestration

ELOQUA

Standards based Integration

Business Process Orchestration BPM SUITE

DOO

FUSION APPLICATIONS

VITRUE



RESULTS: 1.5 years time savings and $4 million implementation cost savings over alternative approach Better insight on regional sales performance Higher profit margins

RESULTS: Pop-up advertising increased by 45% Site stickiness increased by 8%, with a 3.5 million hour increase in sessions and ad viewing Over 830 million questions asked by users in the past year with 3 billion results presented



• 81% of companies with strong capabilities and competencies for delivering customer experience excellence are outperforming their competition (Source: Peppers & Rogers Group)

• 86% of consumers have quit doing business with a company because of bad customer experience.(Harris Ineteractive, Customer Experience Impact Report)

•It takes 12 Postitive service experiences to make up for one negative experience (Understanding customers by Ruby Newell Legner)



Further information? Please reach out!

Ruben Spekle(Oracle) Solution Architect

[email protected]

Capgemini

http://www.linkedin.com/in/rubenspekle

twitter.com/ruben_spekle

mailto:[email protected]

http://www.linkedin.com/in/rubenspekle

http://twitter.com/ruben_spekle

http://www.linkedin.com/in/arjankramer

www.capgemini.com

The information contained in this presentation is proprietary.© 2012 Capgemini. All rights reserved.

Rightshore® is a trademark belonging to Capgemini.

About Capgemini

With more than 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 ExperienceTM, and draws on Rightshore ®, its worldwide delivery model.

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seamless customer experience management bucharest 26th november 2013

Business

digital transformation

digital channelsall

digital shopaholics6

rights reser

digital shopper relevancy

social digital shopperssource

bunch of digital initiatives

type of digital shoppers