Calzedonia Group From ECommerce to Digital Business

November 24th, 2015 – ORIF Amsterdam

> About 4.000 stores Worldwide (80% franchisee)

> Business: lingerie, undergarment, socks and

clothing with 4 different brands, Calzedonia (1986),

Intimissimi (1996), Tezenis (2003), Falconeri (2009)

> A more recent experiment in wine distribution and

food service with Signorvino (2011)

CALZEDONIA GROUP

OUR BRANDS

OUR VISION

> One-brand stores where you will find a deep

assortment of products and staff expertise

> The entire value chain managed in-house

> First the Distribution; then the Production; at the

end the Communication that gives value to products

with a very competitive target Price

OUR VISION

OUR NEXT

CHALLENGE

A NEW CHANNEL, ONLINE. WHY?

> A new business opportunity

> International markets: presence at places that

don’t have our brick and mortar stores yet

> Customer oriented: a good service is also to give

customers the opportunity to order online and to

receive the goods at home or in the office

> Multichannel possibilities

OUR TAKE-AWAYS

#1 A cultural change: ECommerce vs. Digital

Business

#2 An hygienical approach: Online operations

#3 The real plus for a retailer: Channel integration

A 3-STEP PROJECT

> Involve your customer

#1 DIGITAL BUSINESS

More than 17.000 #imastory uploads

8 TV-Commercials to promote the entire Intimissimi bra range

#1 DIGITAL BUSINESS

#spiritiliberi

> Involve your customer

> Online Shop vs. Digital Opportunities

#1 DIGITAL BUSINESS

> Electronic-Commerce vs. Editorial-Commerce

#1 DIGITAL BUSINESS

> Focus on the customer

#1 DIGITAL BUSINESS

> A company inside the

company, a company for the

company

> Internal integration (eg.

Customer Service)

> Centralized logistical

platform

#2 ONLINE OPERATIONS

> Single websites for both

Commercial and

Communication purposes

> Statement: brick and mortar

stores compliance (same

pricelists, new products live at

the same time in store as

online), no specific promotions

on the online channel

#2 ONLINE OPERATIONS

> Think global, then act local

> 60% of

transactions by

Dankort > Pick & pay

required

> SEM cost is very high

> Coupon-codes not popular

> Wire transfer required

> Mature market

> Coupon code very

popular

> Payment at delivery

required

> Pick & Pay required

> Higher rate of returns

> Price comparison engine very

common

> Paypal is used in 50% of total

purchase

> Lower AOV

> Carrier must support

delivery in PO

#2 ONLINE OPERATIONS

#3 CHANNEL INTEGRATION

ecommerce

channel conflict

stores

ecommerce

channel conflict business opportunity

#3 CHANNEL INTEGRATION

stores

> Weekly newsletter with the New Arrivals in store

> Instore newsletter subscription (22% CR)

> Store locator searches (x2,24 vs. Desktop website)

> Pay & Collect in store

> E-gift card

#3 CHANNEL INTEGRATION

PAY & COLLECT IN THE STORE

RETURN IN THE STORE

FOCUS ON

TRENDS

FACEBOOK GROWTH

0

750000

1500000

2250000

3000000

6/2011 12/2011 6/2012 12/2012 6/2013 12/2013 6/2014 12/2014 09/2014

FB likes

/ecomm/ launch

OUR SOCIAL ROI

% on online revenues online customer

service satisfaction

SOCIAL COMMERCE > Reaction: listen & answer

VERY INTIMISSIMI PEOPLE

> Exclusive shipping promotions for newsletter/VIP members

> Exclusive newsletter treats (ex. final sales with promo code, ...)

> WOW-Effect Customer Service on social networks

> Invisible loyalty: R.A.K. by member status

> Member Get Member activity

VERY INTIMISSIMI PEOPLE

MOBILE

0

275000

550000

825000

1100000

1/2012 6/2012 1/2013 6/2013 1/2014 6/2014 1/2015 6/2015

Smartphone visits

/m/ launch

+397%

+124%

w/o mobile website with mobile website

MOBILE

Dec 2012 Dec 2014

Visits Sales

> Festive season with vs. w/o mobile website

NEXT STEP

> Customer Relationship Management

> Loyalty

> iOS app

on twitter @teuzzi

on linkedin.com/matteo.molon

GRAZIE.