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All-Channel Experience Being Relevant to Digital Shoppers in Retail and Consumer Goods DREAMFORCE 2012

Digital Shopper Relevancy - Dreamforce

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Page 1: Digital Shopper Relevancy - Dreamforce

All-Channel

Experience

Being Relevant to Digital Shoppers

in Retail and Consumer Goods

DREAMFORCE 2012

Page 2: Digital Shopper Relevancy - Dreamforce

2 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Agenda

Digital Shopper Relevancy Profiting from the All-Channel Experience

Capgemini Client Example: Cycle 30

A Telco provider going eRetail

Social Media Engagement

“Acquire to Inspire”

How to be Relevant ?

The Myth of All Channels

Kees Jacobs, Capgemini

Brian Girouard, Capgemini

Rohit Kapoor, Capgemini

Wendy Gonzalez, Cycle 30

Kees Jacobs, Capgemini

Brian Girouard, Capgemini

Page 3: Digital Shopper Relevancy - Dreamforce

Digital Shopper Relevancy Profiting from the All-Channel Experience

Page 4: Digital Shopper Relevancy - Dreamforce

4 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Digital Shoppers* Weave In and Out of Multiple Channels

During the “All-Channel Shopping Journey”

(*) shoppers who use one or more digital channels in one or more phases of their journey

Shoppers are no longer loyal to an individual channel but rather to an experience across all channels

Page 5: Digital Shopper Relevancy - Dreamforce

5 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

16,000 Consumers

9 Countries

2,000 Consumers

4 Countries

16,000 Consumers

16 Countries

10 Years + 34,000 Consumers + 18 Countries =

Countless Insights Into Shopping Behavior

Consumer Relevancy 2002 Future Consumer 2007 Digital Shopper Relevancy

Page 6: Digital Shopper Relevancy - Dreamforce

6 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Digital Shopper Relevancy

16,000 Consumers in 16 Countries

Canada

USA

Mexico

Brazil

Sweden Finland

China

India

Australia

Russia Germany France

Italy

UK

Spain

Turkey

The Objective: To understand how a range of channels and devices are used and valued by shoppers

during the All-Channel Shopping Journey

Page 7: Digital Shopper Relevancy - Dreamforce

7 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Looking at the Different Dimensions of Digital Shopping Behavior

Digital

Channels

Shopping

Journey

Phase

Market

Maturity

Shopper

Demographics

Attitudes &

Expectations

6 distinct segments

of digital shoppers

with specific behavior

and preferences

in their digital

shopping journeys

Product

Category

Page 8: Digital Shopper Relevancy - Dreamforce

8 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Segment 1: Techno-Shy Shoppers

Techno-Shy Shoppers Passive attitude to technology

Digital channels not important

Only little recent online shopping

Prefer personal contact

Bought online during last six months

1

Page 9: Digital Shopper Relevancy - Dreamforce

9 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Segment 2: Value Seekers

Value Seekers Price-Sensitive,

Looking for best deals

Fashion & Personal Healthcare

More women than men

2

Bought online during last six months

Page 10: Digital Shopper Relevancy - Dreamforce

10 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Segment 3: Occasional Online Shoppers

Bought online during last six months

Occasional Online

Shoppers Fewer online transactions

Use digital for choosing & tracking

Better educated, majority > 45 yrs

3

Page 11: Digital Shopper Relevancy - Dreamforce

11 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Segment 4: Rational Online Shoppers

Bought online during last six months

Rational Online Shoppers 2nd most active segment

Know what they want

Fashion & Electronics

Less interested in social & mobile

4

Page 12: Digital Shopper Relevancy - Dreamforce

12 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Segment 5: Digital Shopaholics

Digital Shopaholics Highest rate of online purchases

Heavy use of digital thru Journey

Social, share opinions

Expect fully integrated experience

Men, working full time, educated

Bought online during last six months

5

Page 13: Digital Shopper Relevancy - Dreamforce

13 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Segment 6: Social Digital Shoppers

Social Digital Shoppers Frequently shop online, but

purchase < avg in most categories

Social media, smartphones,

identification are important

Young & from developing markets

6

Bought online during last six months

Page 14: Digital Shopper Relevancy - Dreamforce

14 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Developing Countries Have a High-Degree of Digital-Savvy

Shoppers

Dominant in developing

markets

Smallest segment, but

relatively big in Spain, France &

Germany

43% are “Digital Savvy”

Value

Page 15: Digital Shopper Relevancy - Dreamforce

15 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

The Internet Remains the Most Important Enabler of the

All-Channel Shopping Journey

Source: Capgemini

Ranked on a scale of 1 to 5 where 1 = not at all important and 5 = extremely important

Separating hype from reality is critical for social media and smartphone apps

2.79

2.87

3.02

3.32

3.57

3.90

1 2 3 4 5

Phone (via call center)

Smartphones (specific apps)

Social media

In-store technology (such as kiosks)

E-mail (such as newsletters, offers)

Internet sites

Page 16: Digital Shopper Relevancy - Dreamforce

16 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Women are More Engaged Than Men When Using Digital

Channels. They are More Interested In:

Source: Capgemini, Digital Shopper Relevancy, 2012

Receiving personalized offers and recommendations; this is the case

across all countries

Receiving inspirational content through digital channels (such as “how-

to” videos)

Finding out about new products in blogs, receiving messages and offers

from retailers based on location, and in participating in online

communities provided by retailers.

Using digital devices inside the physical store to order products that are

not available in the store.

Comparing different products before making the final purchasing decision

and being offered visual aids to help them choose the most suitable

product.

Page 17: Digital Shopper Relevancy - Dreamforce

17 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

1,0 2,0 3,0 4,0 5,0

The Techno-Shy

The Rational Online Shopper

The Occasional Online Shopper

The Convenience-Seeker

The Digital Shop-a-Holic

The Social Digital Shopper

Digital Channels Likely Increase the Amount Spent In Stores for

50%+ of Digital Shoppers

Over half of consumers are likely to spend more money in physical store, if they have used

digital channels to research products beforehand.

I am likely to spend more at the physical store if I have used digital

channels to research products before going to the store

1,0 2,0 3,0 4,0 5,0

The Techno-Shy

The Rational Online Shopper

The Occasional Online Shopper

The Convenience-Seeker

The Digital Shop-a-Holic

The Social Digital Shopper

I am likely to spend more with a retailer if their services are available at

any time via any channel

1=strongly disagree, 5= strongly agree

Source: Capgemini, Digital Shopper Relevancy, 2012

The Value Seeker

The Digital Shopaholic The Digital Shopaholic

The Value Seeker

Page 18: Digital Shopper Relevancy - Dreamforce

18 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Most Digital Shoppers Expect Major Changes in All-Channel

Experience In Future

Source: Capgemini, Digital Shopper Relevancy, 2012

Half of all consumers expect that by 2020

most physical retail stores will just be

showrooms to select and order product

Roughly 30-40 % of the traditional segments

are more doubtful about the pace of digital

development of shopping experience

Roughly 80 % of Social Digital Shoppers and

Digital Shopaholics expect to see fully

transformed role of physical stores by 2020

56% of global consumers expect seamless

integration of multichannel shopping

experience by 2014

I expect that by 2020 most physical retail stores will just be showrooms to select and

order product, and the delivery will be done separately at my convenience

I expect my favorite retailers to provide seamless integration of their online, physical

and mobile shopping experience by 2014

0% 20% 40% 60% 80% 100%

The Techno-Shy"

"The Rational Online Shopper"

"The Occasional Online Shopper"

"The Convenience-Seeker"

The Digital Shop-a-Holic"

"The Social Digital Shopper"

Positive indication Neutral indication Negative indication

0% 20% 40% 60% 80% 100%

The Techno-Shy"

"The Rational Online Shopper"

"The Occasional Online Shopper"

"The Convenience-Seeker"

The Digital Shop-a-Holic"

"The Social Digital Shopper"

Positive indication Neutral indication Negative indication

“The Value Seeker”

“The Digital Shopaholic”

“The Value Seeker”

“The Digital Shopaholic”

Page 19: Digital Shopper Relevancy - Dreamforce

19 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Digital Shopper Relevancy in Action

via the Salesforce.com Platform

Page 20: Digital Shopper Relevancy - Dreamforce

20 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Capgemini invites you to view any of our 3 demos

Loyalty

Management

Social

Clientelling All-Channel

Experience

Booth 601

Page 21: Digital Shopper Relevancy - Dreamforce

Capgemini Client Example: Cycle 30

A Telco provider going eRetail

Page 22: Digital Shopper Relevancy - Dreamforce

Salesforce.com Confidential

• Cycle30 to provide a “next generation”

platform in support of GCI‟s iPhone

offering (with online expansion into both

urban and rural Alaska).

• GCI required an online ordering system

to enable its wireless customers order

Phones, Accessories & Plans quickly.

• GCI required the capability of

understanding website visitor navigation

& behaviour.

• Cycle30 identified Force.com as

the platform for the online ordering

site.

• The online solution as well as the

backend master data

management applications are built

using Force.com Platform, &

Force.com Sites.

• Integrated with a Payment

Gateway, Credit Check vendor and

Billing system.

• Deemed secure by an external

Security Auditing Agency.

• Quick go to market – the Online Ordering Site went

live in 4 months.

• Ability to scale without investments in additional

Hardware or Software.

• Expanding consumer base by reaching out to remote

customers who did not have access to GCI retail

stores.

• True channel ordering experience via Web channel

consistent with Call Center & Store

• A site and services that cater to a wide variety of

digital shopper segments

• Improving CSR efficiency by enabling them to focus

on order fulfillment rather than order capture.

CHALLENGE SOLUTION VALUE

OVERVIEW

• Cycle30 : provider of “Order-to-Cash” capabilities for telco

companies

• Capgemini engaged as Systems Integrator for its new Force.com-

based platform.

• Initial roll-out at GCI (Alaska-based Telecommunication company)

GCI's Online Ordering Site is a one of its kind Telecom eCommerce site built on Force.com platform. It is aligned to Cycle30's strategic direction of offering Cloud based Telecom solutions to its clients.

Cycle30’s Online Ordering Project

Page 23: Digital Shopper Relevancy - Dreamforce

Key Features

• Intuitive, step-by-step process for ease of ordering. • Styling aligned to GCI’s corporate style guidelines. • Information rendered dynamically based on selected handset. • Dynamic Plan rules to included gratis plans and features. • Ability to change selection at any point of ordering process.

Dynamic Plan & Feature Selector

Page 24: Digital Shopper Relevancy - Dreamforce

Key Features

• Simplified checkout process, with ability to navigate back, giving more control to the consumer.

• Ability of Porting In numbers from other carriers. • Frontend validations to assist correct information entry. • Backend validations & rules for adhering to key business processes.

Checkout Process

Page 25: Digital Shopper Relevancy - Dreamforce

Key Features

• Administration Module with ability of real time update to Online Site (Price, Availability, etc.)

• Ability to schedule device, accessory, plan & feature visibility on online site. • Access from within GCI’s corporate network. • Can store device & accessory images • Audit history for capturing any change to the master records

Master Data Administration

Note: Records for representative purpose only. Non production data.

Page 26: Digital Shopper Relevancy - Dreamforce

Solution Overview

Force.com Platform (Bespoke eCommerce Business

Process Logic)

Consumer

GCI Website Force.com Sites based

e-Commerce Website

Order

Confirmation

Email

Payment Gateway

Business Users

(Customer Support Reps)

Order & Lead

Management &

Custom Reports

Campaign

Monitor

Kenan Billing System

MULE ESB Credit Check

Gateway

Page 27: Digital Shopper Relevancy - Dreamforce

Social Media Engagement

“Acquire to Inspire”

Page 28: Digital Shopper Relevancy - Dreamforce

28 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Social Media Monitoring: GCI

“I really need to call GCI

and get cable soon. Cuz

going to buffalo wild wings

every Sunday is gonna get

expensive.”

“$#&3w GCI I want to

switch to direct tv”

5,688 posts about GCI

were monitored from

August 11th to September

11th

“(…)Well time to ditch

ACS and sign up for new

company now, So long

ACS, GCI i'm on my way.”

“No local phone at home

for 3 days now. Thanks

GCI!!!”

Page 29: Digital Shopper Relevancy - Dreamforce

29 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Retail Gift Cards Example

Objective

• Are there any conversations about our products in Social

Media?

• What are these conversations about?

• Who are the people talking about us?

• What can we do to address them?

Page 30: Digital Shopper Relevancy - Dreamforce

30 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Twitter,

Facebook,

Blogs,

YouTube,

etc.

Filter out

the Noise

Respond

to

Customer

Scenario-

based

Priorities and

Response

Selection

Client SME

1

2 4 5

1. Collect Data/Conversations

2. Filter out Noise

3. Identify types of conversation

4. Build scenario based response model

5. Implement model

6. Continuous improvement cycle for responses with SMEs.

Social Media Respond

High Level Process

Identify and

Classify

Conversations

– Map to

Decision Tree

3

6

Page 31: Digital Shopper Relevancy - Dreamforce

31 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Capture - Data and Noise Overload

Introducing new Elements to the Mixture of Customer Communication

Capture Conversations across all platforms and sites

"I had purchased a gift

card and the recipient

never received it"

"The kids tried to use their

cards and had them

rejected"

“Unfortunately none of the

cards that I shipped

arrived on time.”

“Just the best service at

Card Q”

“The X card customer

service is so rude"

“Card Y doesn't provide

shipping info online so

there's no way to track it."

D

“It was an issue of Q, of

the cartridge”

1

Do we Z card &

electricity! This is what

we deal with every day

Ore. Wind farms seek

end to shutdowns, the

wind companies want to

Z card.

Page 32: Digital Shopper Relevancy - Dreamforce

32 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Capture & Filter out the Noise

Never buy a visa giftcard from X they steal 6 dollars off

your balance a month what a joke #unethical #stealing

why cant X be used for legal online gambling? smh.

misleading, it does say it can be used online!

0

2

4

6

8

10

12

14

16

15-m

ei

17-m

ei

19-m

ei

21-m

ei

23-m

ei

25-m

ei

27-m

ei

29-m

ei

31-m

ei

02-j

un

04-j

un

06-j

un

08-j

un

10-j

un

12-j

un

14-j

un

Ore. wind farms seek end to springtime shutdowns: The

wind companies want Bonneville to X power generators

out... http://bit.ly/kJmleW

Do we X power and electricity? ~Sarah Hitchcock This is

what I deal with daily!

Num

be

r of p

osts

00

0s

With a “tools only” approach, volume averaged at 284 daily posts, but

after our filtration process the average came down to 24 per day of

highly relevant conversations.

Brand X

Card Brand X

Card

2

Page 33: Digital Shopper Relevancy - Dreamforce

33 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Decision Tree

Who is posting?

Posts

What is their sentiment?

Current Customers

Positive Negative

No

Engagement

Required

Products Customer

Service

Neutral

Products Customer

Service Products

Customer

Service

SM Agent Engages Process Flow

57 Types of conversations

5 Levels of Decision Tree

9 Types classified as Severity One

3

Page 34: Digital Shopper Relevancy - Dreamforce

34 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Convert Data Overload to Actionable Insights

"I had purchased a gift

card and the recipient

never received it"

"The kids tried to use their

cards and had them

rejected"

“Unfortunately none of the

cards that I shipped

arrived on time.”

“Just the best service at

card Q”

“The X card customer

service is so rude"

“Card Y doesn't provide

shipping info online so

there's no way to track it."

Ore. wind farms seek end

to springtime shutdowns:

The wind companies want

Bonneville to Z card

Do we Z card and

electricity? ~Sarah

Hitchcock This is what I

deal with daily!

“It was an issue of Q, of

the cartridge”

Negative

Products Customer

Service

Acquired Product

"I had purchased a gift

card and the recipient

never received it"

Product Use

"The kids tried to use

their cards and had

them rejected"

Delivery

“Unfortunately none of

the cards that I shipped

arrived on time.”

Provided Solution

"I have faxed a

complaint and they

never responded"

Quality of Service

"Their customer service

is so rude"

Channel

Orientation

“Card Y doesn't provide

shipping info online so

there's no way to track

it."

Positive

Customer

Service

Provided Solution

“Thanks, that fix worked,

glad to refill my card"

Quality of Service

“Just the best service at

card Q”

4

5

Page 35: Digital Shopper Relevancy - Dreamforce

35 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Typical Radian6 Enabled Process

Filter the Posts

Map to Scenario

based Model

Apply

Decision Tree

Page 36: Digital Shopper Relevancy - Dreamforce

36 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Compelling Outcomes

• 100% engagement of all product related and customer service related issues.

• Average response time improved from 43hrs to 4.5 hrs.

• Due to the engagement volume is growing at a rapid 22% month over month.

• 15%-20% of these conversations were negative in nature, with a potential to

significantly impact the brand. Post engagement it has dropped to less than 5%.

• 70% of the conversations revolve around Product transaction issues – Insights

leading to process improvements for transactions.

• Identified key influencers in unknown or new market segments that could generate

new revenue streams.

Capgemini provides excellent customer service on social media to our consumers who purchase gift cards. The listening and monitoring services have helped us understand our customers better and address their needs. Sr. Director of Customer Service

Page 37: Digital Shopper Relevancy - Dreamforce

37 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

How to be Relevant?

The Myth of All Channels

Page 38: Digital Shopper Relevancy - Dreamforce

38 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Digital Shopper Relevancy Requires Thorough Understanding of

Customer Needs and Perceptions Across 5 Key Attributes

Access Experience Price Product Service

• Friendly and clean

store • Easy to reach stores

• Easy to navigate

stores • Compelling

promotions

• Customer Service

• Freshness/ Quality

• Maximum opening

hours

• Loyalty program • Availability

(no stock-outs)

• No damaged goods

in store

• Inspirational

Atmosphere

• Complaints Handling

• Return policy

• Wide and deep

assortment

• competitive pricing

Traditional

Relevancy

Criteria for

Physical Channels

“Better Stuff,

Better Life”

“Making it

Easy for You”

“Lowering Your

costs “

“It is All About Your

Experience”

“Whatever it Takes

For You”

• Dynamic Pricing

• Mobile instore

Shopping support

• Advanced /visualised

product information

and (usage) advice

• Product Comparisons

• eCommerce (mobile,

social, web)

• Flexible delivery-

options ( home, store-

pick-up etc) • Personalised Pricing

Additional

Relevancy

Criteria for

Digital Channels

• Personalised offers

• Technology-enabled

staff -support instore

• Interactive service via

digital channels (eg

click-to-chat, social

media)

• Wider and deeper

assortment

• Solution Pricing

• Inspirational

Content

• Community

engegements

(„share

experiences‟)

• Social Shopping

• Location-based

pricing

• Price Comparisons

Page 39: Digital Shopper Relevancy - Dreamforce

39 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

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

Page 40: Digital Shopper Relevancy - Dreamforce

40 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Understand how Digital Shopper Behavior/Preferences Relate

to Your Positioning and Digital Performance

Distribution in country / market

Demographics

Channel Behaviour & Preferences

Understand different shopper attributes

Consumer Relevancy Attributes

Price

Product

Service

Experience

Ease of Access

Identify most relevant

shopper segments

Digital Shopper Relevancy Consumer Segments

The Value-Seeker

The Occasional

Online Shopper

The Rational

Online Shopper

The Digital

Shop-a-Holic

The Social Digital

Shopper

The Techno-Shy

1

2

3

4

5

6

Key segment

Key segment

Secondary segment

Understand your current position and

digital performance

Your current positioning & objectives

• Move clients to the store.

• Convey the proximity concept.

• Develop private label brand image.

• Develop image of Fresh Products.

• Help clients to obtain savings.

• Ease the buying process.

• Enable new ways to redeem coupons.

• Get closer to the to consumer habits.

• Develop global brand image.

Strategic objectivesConsumer

relevancy attributes

Ease of Access

Price

Product

Service

Experience

Your current digital performance

Above average / Best in class

On average

Below average

Average = Best in class level

Awareness Choose Transact Deliver After Sales

Online Social

Networking

Catalogue

Online/ Mobile

Product Search

Online

comparison

Management

Mobile Phone

Marketing

Direct

Promotion

Online R2C

Advice

Online C2C

Advice

Online

Availability

Indicator

Mobile

Commerce

Contact Centre

In-store Digital

Display

Online Size

Guides

Online Product

Visual

Store Cross-

Selling

Loyalty Card

Gift Card

Contact Centre

Transact

Kiosk Transact

Mobile Transact

In-store Device

Transact

Social Network

Transact

Next Day

Delivery

Time Slot

Delivery

Click n Collect

in store

Delivery

Tracking

Service at

Delivery

Delivery

Location Flex

Returns

M–C Query/

Complaints

Enablers Level of Development

Customer Journey

Global1

1) Global: Global standard level of development

Global Global Global Global

Illustrative

Social

Media

Page 41: Digital Shopper Relevancy - Dreamforce

41 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Superior execution starts with putting the consumer in the center

and building capabilities to deliver an All-Channel Experience

Put the Consumer at the center Relevant Personal Engaging Truly all-channel

Define and Build the required Capabilities

Consumer Interaction Consumer Management Commerce Management Operations Management

Integrated & Flexible IT Services Platform

“powered by Saleforce.com”

Phased and controlled approach

Grow the All-Channel Experience

Accelerate revenue De-risk the new business

A future proofed platform Enhanced customer experience

Single View of Data

Demand Driven Business Operations

Awareness Choose Transact Deliver After Sales Care

Web

Social

Mobile

Instore

Etc…

All-Channel Experience Management

All-Channel

DigitalContentManagement

All-Channel

CustomerManagement

All-Channel

CommerceManagement

All-Channel

Distribution &OperationsManagement

All-Channel

CustomerServiceManagement

All-Channel

Sales & PerformanceManagement

2011 – H1 2011 – H2 2012 – H1 2012 – H2

Mo

bile

Pre

se

nce

Strategic Foundations Web Presence Social Network Presence

Future State

Current State

Mobile AppFactory

MED MED MED

Mobile WebFactory

MobileTicketing

HIGH HIGH HIGH

MDM

LOW MED LOW

Location Based Services

MED MED MED

AugmentedReality Game

MED MED MED

MobileCoupons

HIGH HIGH HIGH

MobileCompensation

HIGH HIGH HIGH

Google EarthEnterprise

LOWLOW MED

WidgetFactory

LOW LOW LOW

ProfilingEnhancements

MED LOWMED

Service Integration

ServiceManagement

Identity & Access Mgmt

BusinessProcess Mgmt

Strategy, ToolsIntegration

LOW LOW LOW

FacebookGame

MED MED MED

FacebookTicketing

LOW LOW MED

Bid-BasedCapacity Mgmt

HIGH HIGH MED

GroupReusable Portal

MED MED MED

Target ModelEnabler

MED MED MED

Diff Cost Time

Social Customer Profile

Social Enterprise

for Retail

Public Social Network

Employee Social Network

Customer Social Network

Listen & Engage

ConsumerMobileApps

Collaborate

Customer Service

SocialShoppping

StoreOperations

Marketing & Loyalty

Supply Chain/Financials

Social

Clienteling

Page 42: Digital Shopper Relevancy - Dreamforce

42 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Conclusion and Q&A

Page 43: Digital Shopper Relevancy - Dreamforce

43 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Digital Shopper Relevancy

Shoppers are no longer loyal to an individual channel but rather to an experience across all channels

You should be clear on your Digital Shopper Relevancy:

where to dominate, where to differentiate and where to compete at parity

??

??

??

??

Page 44: Digital Shopper Relevancy - Dreamforce

44 © 2012 Capgemini. All rights reserved.

Digital Shopper Relevancy | July 2012

Please contact us when you are interested in the Digital

Shopper Relevancy report and/or the demo

[email protected]

[email protected]

Page 45: Digital Shopper Relevancy - Dreamforce

The information contained in this presentation is proprietary.

It is for Capgemini internal use only.

Rightshore® is a trademark belonging to Capgemini.

© 2012 Capgemini. All rights reserved.

www.capgemini.com

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.