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The relevance of Stores for Digital Shoppers
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The relevance of
Stores for
Digital Shoppers
Kees Jacobs
September 2014
2 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
Consumers increasingly weave in and out of multiple channels, including stores, during the “All-Channel Shopping Journey”
Source: Capgemini Digital Shopper Relevancy Study, 2012;
Personal
ConvenientRelevant
Engaging
Flexible
Value for Money
Rewarding
Novel
Innovative
Exciting
Caring Trusting
Moments of Truth
Shoppers are no longer loyal to an individual channel
but rather to an experience across all channels
3 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
It‟s important to follow your customer‟s voice
56% of companies
described themselves as customer centric. Only
12% of their customers
agreed
4 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
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
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 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
5 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
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
Access Experience Price Product Service
2. Differentiate on a compatible
value attribute
3. Maintain parity on others
1. Dominate on one value attribute
Illustrative
6 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
But: what is relevant for your Digital Shoppers ?
technology-enabled consumers
shopping journey
18 countries*18,000 consumers
foo
d
fashionall-channel experience
health & personal care
DIY
ele
ctr
on
ics
digital channels
tab
lets
smartphones
kio
sks
e-commerce
social media
access
experience
pric
e
product
serv
ice
appsweb
Canada
USA
Mexico
Brazil
Sweden Finland
China
India
Australia
RussiaGermanyFrance
Italy
UK
Spain
Portugal
Japan
Netherlands
7 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
There is no „one‟ digital shopper
Reluctant Digital Shopper (11%)
Not comfortable using technology; prefer
physical stores
Value-Conscious Digital Shopper (29%)
Prefer in-store shopping, but comfortable
using the Internet & email
Socially-Engaged Digital Shopper (41%)
Heavy users of digital technologies and
comfortable using Social Media
True Digital Shopper (19%)
Purchases online most frequently, use
apps, sacrifice personal data for
customized deals.
We found 4 distinct behaviour patterns in mature markets
8 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
Sweden is in the middle-group in terms of „digital shopper savvyness‟
9 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
Most important 2nd most
important
3rd most
important4th most important 5th most important
6th most
importantLeast important
Australia Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Canada Traditional store Internet site Email In-store technology Social media Smartphones Phone – call center
Finland Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
France Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Germany Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Italy Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Japan Internet site Traditional store Email In-store technology Smartphones Social media Phone – call center
Netherlands Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Portugal Internet site Email Traditional store In-store technology Social media Smartphones Phone – call center
Spain Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Sweden Internet site Traditional store Email In-store technology Smartphones Social media Phone – call center
UK Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
USA Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Brazil Internet site Traditional store In-store technology Email Social media Smartphone Phone – call center
China Internet site Traditional store Smartphones In-store technology Email Social media Phone – call center
India Internet site Smartphones Email In-store technology Social media Traditional store Phone – call center
Mexico Internet site Traditional store In-store technology Social media Email Smartphone Phone – call center
Russia Internet site Traditional store In-store technology Email Social media Smartphones Phone – call center
Total Internet site Traditional store Email In-store technology Smartphones Social media Phone – call center
In the early phases of the shopping journey, internet has surpassed
stores as preferred channel
Importance of different channels to learn about products and promotions :
10 © 2013 Capgemini. All rights reserved.
All-Channel Experience | 2014
Nevertheless, physical stores still reign – for now
However, in the future, the majority
of shoppers (51 percent) say they
will spend more money online than
in-store.
In addition to the smartphone‟s
ubiquitous growth, in-store digital
interactions (eg via kiosks) are
popular amongst shoppers,
suggesting that the introduction of
more technology into retail stores
would be a welcome shift for the
consumer.
Store is still the favored destination; 72% of shoppers saw the store as important or very
important compared to 67% for the Internet
Only 14 per cent of shoppers strongly indicate that physical stores have become less important
for them.
The relevance of the physical store in the purchase and payiment of a product
11 Copyright © Capgemini 2014. All Rights Reserved
ClientAssist | 2014
How should stores anticipate digital shopper behaviours ?
12 Copyright © Capgemini 2014. All Rights Reserved
ClientAssist | 2014
For example via Clienteling: merging in-store and digital customer engagement
CLIENTELING (N)
- A CAPABILITY TO MANAGE PERSONAL
CUSTOMER ENGAGEMENT IN A WAY THAT
DRIVES TRAFFIC TO YOUR STORE, PROVIDES AN
EXCEPTIONAL IN-STORE SHOPPING EXPERIENCE
AND KEEPS YOUR CUSTOMERS COMING BACK
FOR MORE.
The store is the best place to work “all senses”
ClientAssist Engage Customers Across Clicks and
Bricks to Improve Sales and Loyalty
14 Copyright © Capgemini 2014. All Rights Reserved
ClientAssist | 2014
A new and differentiating approach to Clienteling: ClientAssist
Cloud-Based
Integration Platform
Mobile Clienteling
Technologies In-Store Single View of Customer
Single View of the Customer
Focus on the Store Via Proven Hothouse Methodology
Actionable
Insights & Campaigns
15 Copyright © Capgemini 2014. All Rights Reserved
ClientAssist | 2014
This requires more than „throwing technology into the store‟
Store managers and store staff
feel uncomfortable with digital
tools and perceive it as a threat
Resistance From Stores
to Digital Changes
After the initial push, stores return
to old ways of working
Benefits Disappear After
Initial Focus
Stores do not understand how to
maintain relationships with
customers beyond transactional
interactions
Lack of Customer Focus
Costly new technology-driven
initiatives are continually tested
but in many cases never rolled out
further
Pilots Hardly Make It to
Full Rollout
16 Copyright © Capgemini 2014. All Rights Reserved
ClientAssist | 2014
The best way to prove succes is via a Hothouse: a bottom-up change approach that enables direct, small-scale „doing and learning‟
Agile Implementation
(scrum-team iterations)
Piecemeal Scope
(create optimal conditions)
Focus on Quick Results
(managing high impact)
Collaborative Approach
(multiple disciplines
with common focus)
Deep Customer Insights
(contextual understanding)
Regional Scope
(focus on selected customers)
Where the top-down vision and strategy meets the bottom-up change mobilisation
Grow Share of Heart: increase loyalty by truly taking care of customers
Grow Share of Wallet: increase spending of current customers
Grow Share of Market: attract new customers, grow current customers
Showing the tangible business value in real-life !
Mgt.
Central
Ops
Region
Channel
Customer
Traditional Hothouse
The relevance of Stores for
Digital Shoppers
Kees.Jacobs@Capgemini.com
THANK YOU !
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