Accenture Technology Vision 2014 for Consumer Packaged Goods

Accenture Technology Vision 2014 for Consumer Packaged GoodsSharpen Your Digital Edge

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2014Technology Trends

2 Accenture Technology Vision 2014 for Consumer Packaged Goods

Every business is a digital business now—but some use digital better than others to drive profitable growth. And, every consumer is a digital consumer—catching rides through Uber, listening to customized music feeds on Pandora and stockpiling pins of their favorite products on Pinterest.

Taking advantage of digital trends can give consumer packaged goods (CPG) companies the edge they need to appeal to consumers’ desires to have relevant, real-time and one-on-one interactions with your brands. Digital technology can enable anytime/anywhere shopping by making products and services available to consumers in communities, such as emerging markets, where physical stores may be hard to come by. New technologies can also add agility and speed to each and every thing that underpins the business, including people, processes and platforms.

In this paper, explore the next wave of technology disruptors and enablers that CPG industry leaders need to act on in the next three to five years as they continue the journey to becoming digital enterprises.

Using digital disruption to economically compete and win in today’s global markets

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Data Supply ChainUnleash your data to empower your employees, supply chain and consumers

Accenture Technology Vision 2014 for Consumer Packaged Goods 3

Tomorrow’s Digital DisruptorsThree technology trends are changing the game for CPG companies. It’s no longer a matter of deciding whether you want to play; it’s a matter of how big you want to win.

Claudia leaves for work at 6:55. She fires up a navigation app on her mobile phone to get the least congested route to her office. In the background, her app looks for deals based on her preferences and purchase history. A local coffee shop offers a deal in real time based on Claudia’s recent purchasing behavior and her preference for vanilla—as indicated through her “likes” on Facebook. Claudia gets the pop-up offer and instead of grabbing a cup at the office, she quickly swings through the drive-thru of the coffee shop to claim her 50% off beverage.


Source: Accenture; “Research Report: CPG Firms Slowly Evolving to Analytics-Driven Organizations;” p. 5; http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-CPG-Firms-Slowly-Evolving-to-Analytics-Driven-Organizations.pdf

Digital is dramatically redefining how CPG companies look at data. Data is not static, it should not sit in silos and it has no real endpoint. Rather, data is becoming part of a “circular economy” where it is used in an iterative way, rather than linearly. In an increasingly competitive environment, CPG companies will pull data from across the value chain over and again and use it to make better business decisions and to deliver personal experiences, not just personalized products.

For instance, the coffee shop delivered the right product at the right price at the right time and place, ultimately driving repeat purchases and building a one-on-one relationship with Claudia. You, too, can be there when your consumer needs you. Imagine that ability to embed your brand in consumers’ lives—at scale. What if location data from other users like Claudia was accessible as part of your analytics environment. You’d see purchasing patterns

around the clock. You could quickly identify and fill gaps in demand versus supply. You’d know just the right time to strike with a mobile offer – and the data flowing back would make you smarter each time.

Data is becoming a better demand signal than ever before. CPG companies who have traditionally struggled to obtain retailer point of sale (POS) data can leapfrog to more meaningful data from location-aware, context-aware, in-store sensors, such as iBeacons, brand loyalty programs, video analytics, digital coupons and more. This data, when captured, will live and breathe through the data supply chain, being shared, used and even returned—just like other products.

The benefits are realized beyond the store too. Data provides a real-time window into the warehouse and factory, informing the best ways to get the right product to the right location at the right

time. In a hyper-customized marketplace, predictive forecasting can show which specific variants to push out based on consumer demand, eliminating out of stocks and increasing sales. And in the factory, machine learning algorithms will help maximize manufacturing uptime by alerting employees to predictive maintenance before repair is needed.

A data supply chain automates the flow of data across the value chain and will alert suppliers, retailers and teams across your company so all are ready to deliver on consumer expectations. Those alerts and insights will be packaged for consumption at the moment of need, whether arriving via mobile or even wearable technology, and advanced real-time analytics will provide actionable context. An automated flow of data will inform employees of their next best action, so they spend more time executing rather than figuring out what to execute.

MOVE FROM CHORE TO MORECPG companies are far more focused on data management activities than on analytic capabilities that inform decisions, such as data visualization or predictive modeling.

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BUILDING YOUR DATA SUPPLY CHAIN

To get started:

Unlock it.

Think about where you can get the raw ingredients to manufacture the most valuable insights. Develop a data architecture strategy that enables movement of data and breakdown of data silos, so that users can access the breadth of available information and increase ROI on data and analytics investments.

Let it flow.

Key to uncovering new insights are tools that enable movement and examination of data, including data services platforms and data discovery tools. Make data available and look for gaps against the critical parts of the value chain. For example, trade marketing may be a spot in the value chain where optimization can drive major impact.

Package it for action.

Rather than trying to put an ocean of data through a funnel, isolate one key problem and develop a data supply chain for it. Identify how to capture the right data, put it in the right format and share it at the right moment. Realize that data distribution is not limited to people inside the company—it may include packaging data for customers, regulators or even consumers.

A 360° VIEW OF CONSUMERSAccenture has been working with Verizon Wireless to design, build and bring to market a new service that helps US retailers, publishers, venues and other enterprises understand and engage with audiences more precisely, efficiently and profitably. Verizon Wireless Precision Market Insights is powered by the layering of behavioral audience insights based on mobile engagement, location and demographic information. Source: Accenture; “Accenture Customer Insight;” p. 3; http://www.accenture.com/us-en/Pages/insight-accenture-customer.aspx

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Digital/Physical BlurConnect across the value chain through context-rich intelligence


Lena heads for the drug store with a quick hit list of health and beauty items she wants to purchase before a weekend trip. She enters the store and opens the retailer’s mobile app, which knows the store location, based on geospatial data pulled from Lena’s phone. The app syncs up with Lena’s shopping list app, which then highlights those items on an interactive map of the store. Within minutes, she easily finds everything she needs, aside from one item that is out of stock. Not to worry – she selects the “home delivery” option and that item is on its way.

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Meanwhile, the retail system notices Lena’s order and informs CPG field agent Alex that there is a potential stock issue. Cues from Lena’s shopping experience guide some of the actions that Alex will take on his store visit. He resolves the issue on the fly and is sure to email Lena a promo code that she can apply to her next online purchase with that brand.


When digital technology is seamlessly infused in real-world processes, it yields rich and contextual information to augment experiences. Consumers want personal and in-context interactions. That’s why wearable devices are now more prevalent than ever (and increasing).

Technology will become a central part of the way consumers interact with brick and mortar retailers. Imagine walking down the isle of a store and the best deals, healthiest items, or lactose-free products get more visual emphasis based on the preferences you have set. Endless isle displays will unlock product customization and offer consumers new levels of detail about products. The future will also include more smart wearables, such as heads-up displays, that literally augment your vision.

Data collected through these devices can provide demand visibility from the aisle back, enabling micro-adjustment of the supply chain. Furthermore, when a business integrates data from across the value chain, these feedback loops can expose quality and inventory gaps so those issues can also be resolved before they affect profitability. Field sales professionals can monitor stock levels and manage merchandising and other supply and sales activities.

The combination of data visualization and mobile devices enables sales people in stores to ‘see’ compliance issues and consumer preferences when they look at a shelf, and therefore can create more meaningful consumer interactions and more insights for customers. Even employees in the field

or at their desk will be empowered to make decisions at the moment of need. Rather than having to mine information out of a report, data insights will be easily accessible to employees, even after business hours, so they can quickly resolve issues without being pulled away from their personal time.

You will also realize the benefits of the digital/physical blur beyond the commercial side of the business. Digital devices in manufacturing plants and on production floors will enable plant management to see “inside” manufacturing processes to identify issues before they strike and enable higher uptime. And distributors will use technology to better plan routes and manage vehicle checks.

SELLING SMARTERGartner predicts that the field service industry alone stands to save $1B annually by 2017 just by using smartglasses.

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CPG companies can take advantage of the real-time intelligence that wearable devices, smart objects and machines provide.

According to Accenture research of digital consumers, they plan to buy:

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59%

Source: Accenture; “Racing Toward a Complete Digital Lifestyle: Digital Consumers Crave More;” Accenture Digital Consumer Tech Survey 2014; p.6; http://www.accenture.com/us-en/Pages/insight-digital-consumer-tech-survey-2014.aspx

Source: MobileWorldLive; “Smart glasses may save field services $1B by 2017;” November 6, 2013; http://www.mobileworldlive.com/smart-glasses-may-save-field-services-1b-2017-gartner


No more lack of context.

Establish platforms that enable creation and delivery of contextual information. This includes infrastructure upgrades to process data and integration with retailer, supplier and distributor systems in near real time.

Get personal, then ensure execution excellence.

Deliver digital coupons and offers that are highly relevant, based on a solid mix of rich social CRM data and awareness of that consumer’s individual needs, preferences and history. Dynamic analytic engines can help to identify the right offers to share one-on-one with consumers at the right moment; and digital content management will move this personalized marketing content.

Align your supply chain with trade promotions, marketing and brand teams to ensure products are available to meet consumer demand. For instance, if teams are running a new global campaign, you need to have the right amount of product in the right markets where the promotion is running.

Test and toss.

Pilot programs to evaluate the effectiveness of digital promotion tactics and technologies. If they don’t move the needle, move on.

FINDING CLARITY AMID THE BLURHow to seize opportunities as digital and physical worlds collide:

CONSISTENT BRAND IMMERSION TO BUILD BRAND LOYALTY

of consumers find it frustrating to be presented with inconsistent offers, experiences or treatment through different channels when shopping for the same product or service.

Source: Accenture; “Digital Customer: It’s time to play to win and stop playing to lose”; 2013 Global Consumer Pulse Research; p. 12; 2013, http://www.accenture.com/microsites/global-consumer-pulse-research/Pages/home.aspx

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What if consumers were part of your field force? Imagine your brand runs a Facebook promotion that asks consumers to post a picture of them enjoying your product in real-time. Thousands of brand loyalists snap a selfie while brushing their teeth with your toothpaste—in a hotel bathroom, at a restaurant or at home, after breakfast. You don’t just get a marketing campaign, you get instant access to a wealth of insights from across the globe—use patterns or consumption time versus time of purchase. For participating in the promotion, consumers receive a 20 percent off digital coupon for the toothpaste, leaving everyone smiling.

From Workforce to CrowdsourceExpand your workforce and idea pool to differentiate from the competition


2 Frito-Lay press release; http://www.fritolay.com/about-us/press-release-20140311.html 3 Gizmodo, “Inside Quirky’s Ambitious Plan to Smarten Up Your Home;” October 10, 2013; http://gizmodo.com/inside-quirkys-ambitious-plan-to-smarten-up-your-home-1433682861

Crowdsourcing provides access to new ideas that increase consumer relevance and sales, an expanded and cost-effective workforce, and unique capabilities. Technology can connect CPG companies to this source of power at scale. Cloud, social and collaboration technologies are literally changing the face of today’s workforce and engaging target consumers in product innovation and marketing campaigns.

The scale and diversity of the crowd can enable unique capabilities—not just as extra bodies, but as able bodies that provide specialized skills not available from your internal workforce. Through the crowd you have the flexibility to hire temporary talent – by the week, day, hour or even minute – as you need it to manage margins. Take analytics for example.

Accenture’s 2013 CPG research about analytics-driven organizations shows that many companies surveyed—between 27 and 37 percent—are feeling some constraints in their ability to hire people with more advanced analytics skills. The crowdforce can fill this gap. Companies like Facebook, GE and MasterCard are turning to Kaggle, a global network of computer scientists, mathematicians and data scientists—to help them solve problems ranging from retail store location optimization to airline flight optimization. Talking to thousands of experts exposes them to thousands of approaches—and likely better solutions.

You may also look to your internal crowd for fresh perspectives. Rather than using traditional teams for traditional functions, such as marketing, look to other areas of the business for the next promotion idea.

Multiple goods manufacturers are tapping into the power of the crowd to create new products—products with guaranteed demand based on consumer desires. Frito-Lay received approximately four million entries in its “Do us a Flavor” contest, resulting in three new flavors of Lays released last year.2 And GE has outsourced its entire home automation product line to Quirky, a crowd-sourced product development firm.3

Some companies are taking crowdsourcing a step further and asking consumers to crowd “fund” products, paying before the product even enters production, and thus guaranteeing demand. Others are finding ways to crowdfund internally—such as offering “innovation dollars” to sales teams so they are empowered to influence where the business invests in innovation.

FIELD AGENTResearch company Field Agent has 260,000 users enabled with an iPhone app that pays them to conduct basic field research. These agents conduct retail audits, secret shopping, even polls or online research on a company’s behalf for just dollars per “job.” Participants are paid via PayPal once they’ve completed the task requested.

Source: Field Agent blog online at http://blog.fieldagent.net/field-agent-app-crowdsources-data-gathering/


Co-create.

Bring consumers into the fold for product innovation. They will offer comments, feedback and suggestions about the flavor, fragrance and color of the brands they love—and do it for free.

Staff up for the short term.

Leverage an expanded workforce to gain immediate access to specialized skills, such as analytics, as needed. Pay by the week, by the day or even better, by the winning submission. You’ll alleviate margin pressure while also increasing the speed, scalability and diversity of your perspectives. But carefully consider how you will manage information security and confidentiality agreements with this dynamic, virtual workforce.

Bring the store to you.

Rather than deploying your people to the field for store visits, use the crowd to share information about poorly displayed products or lack of inventory. This flexibility can be especially important in emerging markets where stores might be difficult to physically reach, and this is one of the easiest ways to pilot crowdsourcing. Then make sure the data from the store checks flows through your sales, marketing, supply chain and service organizations to enable employees to rectify issues more quickly.

WHAT IT MEANS TO RALLY THE CROWD

There are a variety of ways to begin leveraging the power of the crowd:

CONTRIBUTING AT SCALE THROUGH reCAPTCHADid you know that the scrambled code you enter on websites to prove you are a human is actually transcribing text from books that can’t be scanned digitally, one word at a time? Together, these tiny acts add up to more than 150,000 hours of work per day into digitizing the history of human literature.Source: http://www.google.com/recaptcha/learnmore

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Business of ApplicationsCreating an ecosystem for flexibility and responsiveness What if your numerous systems and data sources could be easily integrated with each other on the fly, enabling the flexible and easy app development that exists in today’s consumer market? You would be able to easily code and release apps to serve any number of business roles without the cost and effort of major system upgrades. This is the promise of the business of applications.

Think back to our field agent Alex. He was able to resolve the out of stock issue quickly because, behind the scenes, his mobile app was bringing together insights from multiple in-house, customer, and even consumer data sources. There was no complicated login, no paperwork to lug, no return trip to the office to get supplemental information from other systems. What if Alex’s daily calendar prioritized his store visits based on which location had the most burning issue to resolve? This is the power of digital in the field.

Mobile apps provide customer and consumer data at the point of need. CPG companies must consider how they can build more modular platforms and applications that will provide the user experience that customers and consumers demand. Michelin tire company did it by rolling out a mobile app store capability—

an app factory and a set of APIs so that independent tire dealers can develop better apps for their customers. Walgreens is using Apigee’s API management platform to integrate their systems into a broad array of third-party apps that leverage Walgreens’ services. Their first open API is for QuickPrints, a Walgreens service that enables photo printing directly from iPhone, iPad and Android mobile devices.4

Consumers expect an app-based solution can solve just about every problem, and increasingly those apps integrate with each other to create an ecosystem that keeps the consumer’s attention. Brands can also employ an ecosystem approach in which they identify the major apps their consumers, employees and customers use, then integrate with them to drive better ongoing engagement. This may mean exposing more of the data supply chain to outside developers – for instance,

serving product data to e-commerce sites, or offering a coupon engine to retailer applications.

Apps will even extend much deeper into your value chain. Imagine a world where farmers supplying ingredients for your products are enabled with information to understand commodity prices before those commodities come off the field. Expect in the future, as agriculture data flows more freely, manufacturers will gain a better understanding of where their supply is coming from. They will use that data to plan their production schedules and warehousing capacity for the next several quarters.

Apps—and the flexible data and platform integration that powers them—can bring to bear the fresh ideas that just didn’t have the funding. In the business of applications, implementing new initiatives with less overhead is possible.

4 Apigee, “Walgreens: Putting an API Around Their Stores;” online at http://apigee.com/about/customers/walgreens-putting-api-around-their-stores

Today’s Digital EnablersThe preceding trends were about disruptions in the way our businesses and markets behave, whereas the following technology trends provide the foundation. Accenture Technology Labs have identified three digital enablers that will help unlock the disruptors in 2014.


STARTING TO BUILD YOUR SOFTWARE COMPETENCY

To get started:

Take stock.

Inventory your current applications and consider which may benefit from a mobile and an app-driven approach. Talk to internal capability enablement groups, consumers and customers to learn which apps would be most valuable to them.

Move from “consuming apps” to “owning apps.”

Your employees, customers, consumers and partners expect more flexible, modular solutions. Delivering these requires a new approach to, and a renewed emphasis on, software development and maintenance where you build your own apps. More apps require more IT hands. You will need skilled talent and the right IT capacity to deploy and manage the apps that you are providing to customers, consumers and employees. If you don’t have those resources—or you don’t want the added responsibility—outsourcing is an option.

Create a platform on which to serve up insights.

Creating an app-based suite of solutions requires development of technology platforms that sit behind the application layer and can be accessed flexibly, therefore enabling app development on top of them.

GOT APPS?Accenture’s High Performance IT research confirms that 54 percent of top performers have deployed mobile-enterprise app stores, compared with just 22 percent of others. Source: Accenture; “High Performers in IT: Defined by Digital;” p. 16; 2013; http://www.accenture.com/microsites/high-performance-it/Pages/home.aspx


Harnessing HyperscalePower up to control and capitalize on mission-critical data Imagine an augmented reality shopping app that offers consumers contextualized, personalized deals in-aisle. Now imagine the data required to make that happen: deep social CRM data to understand the consumer’s history; analytics to turn that history into an ideal offer; location data to understand what retailer and what display are part of the picture; video recognition to ‘see’ the aisle and create an augmented reality experience; dynamic content management to provide customized content at the moment of need. Each of these requires processing power that was impossible a decade ago; together they require a whole new look at infrastructure.

Today’s digital trends, such as creating a data supply chain or leveraging the digital/physical blur, create an exponential need for data and processing power. Consumer growth trends, such as increased globalization and anytime/anywhere shopping expectations are also driving the need. The cloud has provided a cost-effective means to scale quickly to reach new markets. And today’s hyperscale hardware appliances enable the speed and power to perform real-time analytics on huge datasets in-house.

Big data has even bigger processing requirements, and the demand for processing at scale is surging. Lucky for CPG companies, the cost of hardware is

coming down. From advances in storage to power consumption to processors to server architecture, infrastructure innovations such as nonvolatile memory are paving the way for faster, cheaper and bigger hyperscale systems.

The cloud may have delivered the necessary scale and speed for some CPG companies as globalization has opened doors to new consumer segments. However, not all cloud solutions will be possible in emerging markets, such as China and India, where government policies call for data to be physically located within the country. Businesses in these countries can use local, but not multinational cloud providers, or physical data centers.


Inventory your IT.

Identify your data storage needs and the magnitude of devices producing data in your network (including sensors, smart meters, devices and data centers). Forecast their expected usage based on one-year and three-year business growth strategies.

Model before you modernize.

Update models of your digital business’s most demanding computing processes to understand the advantages, tradeoffs, opportunities and risks of hyperscale hardware choices.

Be flexible.

Maintain hybrid hyperscale deployment strategies that account for improvements in offerings across SaaS, PaaS, and hardware to support varying enterprise activities.

WAYS TO POWER UPHow to benefit from the renaissance in hardware innovation:

IT’S THE ERA OF “ALWAYS ON” The services provided by hyperscale data centers are expected to be up 100 percent of the time—not just 99.99999 percent of the time.


Architecting ResilienceBuilding a CPG enterprise that is ready for anythingRemember when Lena made her mobile purchase for that out of stock item while in the drug store? When she made that transaction, her credit card was never shared because the transaction was fully tokenized. She gains confidence that her personal information is not at risk and she is more likely to take advantage of customized marketing experiences and offers. The retail execution systems provided another kind of resilience – this time making sure the out of stock she experienced doesn’t affect other consumers. Both are critical to the experience consumers expect.

Consumers want to shop through digital and mobile channels. Accenture research shows that 89 percent of consumers now use at least one online channel (company website, review sites or others) when prospecting.5 All the while, consumers expect their information to be protected.

To stem any vulnerability and keep your mobile apps, in-store technology, e-commerce sites and CPG social network accounts up and running, you need to architect for resilience—building systems to survive failure, and then recovering quickly. For example, Netflix uses a program called Chaos Monkey—an attack force whose entire mission is to try and make Netflix’s systems fail. The company learns from each attack to build up resilience.6 This is the

kind of mindset very few CPG companies have, yet it is a critical factor for success in the digital world.

Resilience has long been a goal in manufacturing, but today’s stakes are higher. With economic pressures and increasing concern over quality, manufacturing processes need predictive optimization to maximize up-time and use of raw materials. On the sourcing side, think about resilience all the way back to the source of food, especially as the availability of food becomes a bigger issue. If farmers knew in advance which products were most in need, they could focus on growing and increasing yield of commodities that are in highest demand – all the while reducing waste.

5 Accenture; “Digital Customer: It’s time to play to win and stop playing to lose”; 2013 Global Consumer Pulse Research; p. 6; 2013, http://www.accenture.com/microsites/global-consumer-pulse-research/Pages/home.aspx 6 The Netflix Tech Blog; “Chaos Monkey Released Into The Wild;” July 30, 2012; http://techblog.netflix.com/2012/07/chaos-monkey-released-into-wild.html


Invest in your suit of armor.

During the budgeting process, look for security—and infrastructure-related investments that maximize business process resilience per dollar spent.

Mitigate business downtime risks.

Try to shift compute loads to public cloud infrastructure—either during peak times or while under attack.

Thwart threats.

Create a security road map to build advanced detection and external threat intelligence capabilities. Improving security will be increasingly important as you look to the crowd to expand your workforce.

ENGINEER TO BE A NONSTOP BUSINESS

How to reduce the operational risks of your digital business:

OPEN FOR BUSINESS, OPEN FOR ATTACKNearly 45 percent of those polled in Accenture’s High Performance IT survey say they are under-investing in cyber security. Source: Accenture; “High Performers in IT: Defined by Digital;” p. 33; 2013; http://www.accenture.com/microsites/high- performance-it/Pages/home.aspx


Destination DigitalBecoming a digital CPG company isn’t just about how to incorporate technology into the business; it’s about using technology to reinvent ourselves to thrive in this digital world. It’s an exciting future of opportunities that include creating and delivering context-specific information in near real time, accessing the expertise of the crowd to co-create products or solve business problems and developing modular apps that make life easier for your consumers, suppliers and customers to work harmoniously across the value chain.

Copyright © 2014 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

To read the full Accenture Technology Vision 2014 for additional insights, visit: accenture.com/technologyvision

For more information, please contact:

Seth Moser

Director, Consumer Goods and Services, Accenture Customer Innovation Network

[email protected]

Salena Gallo

Director, Global Marketing, Accenture Consumer Goods

[email protected]

Pietro Pieretti

Managing Director-Consumer Goods Enterprise Services, Accenture

[email protected]

Join the conversation on LinkedIn: http://bit.ly/AccentureConsumerGoods

About Accenture

Accenture is a global management consulting, technology services and outsourcing company, with approximately 289,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.

Shaping the Future of High Performance in Consumer Goods

Our Consumer Goods industry professionals around the world work with companies in the food, beverages, agribusiness, home and personal care, consumer health, fashion and luxury, and tobacco segments. With decades of experience working with the world’s most successful companies, we help clients manage scale and complexity, transform global operating models to effectively serve emerging and mature markets, and drive growth through evolving market conditions. We provide services as well as individual consulting, technology and operations projects in the areas of Sales and Marketing, Supply Chain, ERP, Global Operations and Integrated Business Services. To read our proprietary industry research and insights, visit www.accenture.com/ConsumerGoods.

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