Varejo 2010 indo ao encontro do consumidor inteligente

© 2010 IBM Corporation

Varejo 2010:Indo ao Encontro do Consumidor Inteligente

© 2010 IBM Corporation2

*Note: ‘Home Merchandise’ refers to stores in which one shops for TVs, games, appliances, hardware, home décor and/or home furnishings;

Source: IBM Institute for Business Value Analysis Retail 2010, n=32,087; http://en.wikipedia.org/wiki/Baby_boomers;

http://en.wikipedia.org/wiki/Generation_Jones; http://www.jour.unr.edu/outpost/specials/genx.overvw1.html;

http://en.wikipedia.org/wiki/Generation_Y; http://en.wikipedia.org/wiki/Generation_Z;

IBV pesquisou 33,087 consumidores em 6 países em segmentos distintos para entendersuas características de hoje

Markets surveyed Segments surveyed Ages surveyed

United States

Canada

United Kingdom

China

Brazil

India

n=13,960

n= 3,998

n= 5,508

n= 3,011

n= 3,011

n= 2,599

Department stores

Discount, dollaror club stores

Specialty apparel stores

Pharmacy & Healthand Beauty aid (HBA)

Grocery

Home Merchandise*

n=5,143

n=4,680

n=4,833

n=4,771

n=8,016

n=4,644

Generation Z (15–19)

Generation Y (20–30)

Generation X (31–43)

GenerationJones (44–55)

Baby Boomers (56+)

n=1,344

n=7,161

n=8,817

n=7,215

n=7,550


Notes: *‘Home Merchandise’ refers to stores in which one shops for TVs, games, appliances, hardware, home décor

and/or home furnishings

Source: IBM Institute for Business Value Analysis Retail 2010, n=3,011; http://en.wikipedia.org/wiki/Baby_boomers;

http://en.wikipedia.org/wiki/Generation_Jones; http://www.jour.unr.edu/outpost/specials/genx.overvw1.html;

http://en.wikipedia.org/wiki/Generation_Y; http://en.wikipedia.org/wiki/Generation_Z

IBV pesquisou 3,011 consumidores brasileiros emsegmentos para entender suas características de hoje

Segments surveyed

Department stores

Discount, dollar or wholesale stores

Specialty apparel stores

Drug / Health & Beauty aid stores

Grocery

Home Merchandise*

n=503

n=502

n=502

n=501

n=501

n=502

Ages surveyed

Generation Z (15–19)

Generation Y (20–30)

Generation X (31–43)

Generation Jones (44–55)

Baby Boomers (56+)

n=175

n=1,196

n=1,028

n=512

n=100


Hoje, mais de 50% da população mundialvive em áreas urbanas

Rural

Urbana

Source: IBM Institute for Business Value analysis, UN World Population Prospects: The 2007 Revision Population Database; “Wealth Gap Creating a Social Time Bomb,”

10/23/08, Guardian newspaper UK; “Burgeoning bourgeoisie.” The Economist, February 14, 2009

� Em 2008, população urbana > população rural

� Algumas cidades maiores que alguns países

� Em 2020, 16 cidades com mais de 20 milhões de pessoas

� A maioria delas em países emergentes

0.7 1.0 1.3 1.7 2.3 2.9 3.5 4.2

1.8 2.0 2.4 2.7 3.0 3.3 3.4 3.5

25%

50%

75%

100%

1950 1960 1970 1980 1990 2000 2010F 2020F

© 2010 IBM Corporation55 9/23/2010

A demografia do consumo em 2020

Novo mercado - 5.5 bilhões de pessoas responsáveispor 57% do consumo mundial


Nos mercados em desenvolvimento, a face do varejista está mudandorapidamente

Open Space Glass WindowsNo Utilities On the MainsCash in a Tin Cash in a TillStock Protected Stock on a ShelfOwner at the Door Till at the DoorOwner serves Self Service

© 2010 IBM Corporation77 9/23/2010

22% da população (1.46 bilhões pessoas), on-line e o número irá subir para2.2 bilhões em 2013

O número de telefonescelulares é 9 vezesmaior que o número de carros nos mercadosemergentes

Apenas os americanosacessam: 1,000,000,000,000 web pages65,000 iPhone apps10,500 estações de rádio5,500 revistas200+ canais de TV a cabo

63% dos adultos pesquisamem redes sociais, e 47%das vezes são influenciadospelo que leem

Source: Internetworldstats.com; Strategy Analytics; Informa; Teleco, social networks - www.marketingcharts.com, Sept 22, 2008 Markettools), Americans acces: www.creativethinking.com, June, 2009

A tecnologia mudou a forma comoconsumidores interagem, obtem informaçãoe compram produtos e serviços


Consumidores mais informados, mais demandantes e com mais poder

Store POS

Web

Mobile

Immersive

Source: IBM Global Retail Industry


9/23/2010

Instrumentados Interconectados Maisdemandantese com altasexpectativas

+ +

Conclusão: Os clientes hojeestão mais inteligentes


O consumidor inteligente é:

Instrumentado


Consumidores tem um alto nível de confortocom algumas tecnologias, e este confortocontinua a aumentar com tecnologiasemergentes

75%

48%

32%

20%

7%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Website

Kiosk in store

TV (use of remote to

make purchases)

Mobile phone

None

Altern

ative technolo

gie

s

% selected of technologies

Consumers choice of alternative methods*

Source: IBM Institute for Business Value Analysis, Retail 2010, n=3011

*Note: Respondents selected ‘all that apply’


Generation Z is

the most willing

to use mobile phones

Generation Y isthe most willing to

use websites

Generations Y, X and Jones are the

most willing to use

kiosks

Generations Z and Baby Boomers are

the most willing

to use TVs to

shop and make

purchases

Cada geração mostra um mais alto nível de conforto em realizar compras com alguma das 4 tecnologias



50%

43%

0%

20%

40%

60%

80%

100%

No technology One or more technology

93% dos consumidores entrevistados estãoabertos a utilizar alguma tecnologia em seuprocesso de compras

Number of Instrumented Consumers

Source:IBM Institute for Business Value Analysis, Retail 2010, n=3011

*Note: Respondents selected ‘all that apply’

50% of consumers surveyed said they are willing to use two or more technologies for shopping and making purchases.

Technologies that consumers are willing to use to shop and to make purchases:

• Website• Kiosk in store • Mobile phone• TV

7%

93%

INSTRUMENTED =2 or more technologies

1 technology


O consumidor inteligente é:

Interconectado


Consumidores familiarizados com internet utilizam websites para compararem preços, serviços, promoções, e social networking

37%40%43%

56%

75%77%84%

88%96%

0%

20%

40%

60%

80%

100%

120%

Shop live with

your social

network

Schedule

appointments

Import your

social network

product

preferences

from this

retailer

Write or read

product

reviews

Access

personal

account

information

Access and

print digital

coupons

Schedule

product

deliveries

Access live

customer help

Compare

prices

Perc

ent ‘Y

es’sele

cte

d for

activity

Website activities

Source: IBM Institute for Business Value Analysis, Retail 2010; population who selected website technology, n=2263

Acc

ess

and

prin

t e-

coup

ons

Com

pare

pr

ices

Acc

ess

pers

onal

acco

unt

info

rmat

ion

Sch

edul

e pr

oduc

t de

liver

ies

Wri

te o

r re

ad

prod

uct r

evie

ws

Acc

ess

live

cust

omer

he

lp

Sch

edul

e m

eetin

g

with

in-s

tore

empl

oyee

s

Vie

w y

our

soci

al

netw

orks

frie

nds’

pref

eren

ces

Sho

p liv

e w

ith y

our

soci

al n

etw

ork


Consumidores estão dispostos a utilizarquiosques preferencialmente para revercaracterísticas de produtos, comprar e obterinformação sobre como utilizar os produtos

24%

58%

71%75%78%

87%

0%

20%

40%

60%

80%

100%

Post products on

your social network

account

Email product

information to

yourself or friend

Purchase ancillary

products

Obtain product

information/

instructions

Purchase itemsReview product

features

Perc

ent “

Yes’sele

cte

d for

activity

Kiosk activities

Source: IBM Institute for Business Value Analysis, Retail 2010, population who selected kiosk technology, n=1442


Para os que desejam utilizam seustelefones celulares para comprar, 77% estariam dispostos a comprar utilizando SMS

77%

20%

3%

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

Yes

Maybe

No

Percent selected

Text and buy it

Source: IBM Institute for Business Value Analysis, Retail 2010, population who selected mobile phone technology, n=596

Prive Button Front Cardigan Dark GrayText GDC to 467467


83% dos consumidores estariam dispostosa ajudar no processo criativo – variedade de produtos, disposição da loja e idéias de novosserviços

65%

18%

13%

2%

3%

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

Very likely

Somewhat likely

Neither likely nor

unlikely

Somewhat unlikely

Very unlikely

Lik

elih

ood

Percent selected

Likelihood to co-create


83% =‘Likely to co-create’


68% dos consumidores estariam dispostosa seguir varejistas nas redes sociais

How likely are you to ‘follow’ a retailer on a social network, such as Facebook or Twitter?

Source: IBM Institute for Business Value Analysis, Retail 2010, n=3,011

40%

28%

15%

6%

11%

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

Very likely

Somewhat likely

Neither likely nor

unlikely

Somewhat unlikely

Very unlikely

Lik

elih

ood

Percent selected

= 68% are ‘Likely to follow a retailer’


… porém existe um motivo para isto: amostras grátis


Note: *’preferred status’ referred to things such as access to special promotions or advance sales notices

ReasonRank

Being able to trial new products (free samples)

Receiving preferred consumer status*

Influencing product development or changes

Interacting with other consumers

Providing feedback to retailer on customer service or store experience

Learn new industry trends

Sharing feedback and reviews with people in my social network

1

2

3

4

5

6

7

Most important reasons for ‘following’ a retailer


O Consumidor Inteligente é :

Mais demandante e com altas expectativas


Foram analisadas relações entre o queconsumidores acreditam ser o mais importante e quais áreas os varejistas mais precisam melhorar

Source: IBM Institute for Business Value Analysis, Retail 2010

Preços/ Promoções

Serviço de Atendimento ao Cliente

Responsabilidade Social

Experiência na Loja

Conveniência

Produtos


Prioridades dos consumidores sãoPreços & Promoções e Produtos

75

100

125

75 100 125

Impact Score - Importance

Impact score

-Im

pro

vem

ent

Intelligent Consumers’ Priorities


Products

Convenience

Store Experience

Price/ Promotion

Social Responsibility

Customer ServiceHigh Importance/Low Improvement

Low Importance/Low Improvement

Low Importance/High Improvement

High Importance/High Improvement

Both importance and

improvement scores

are ≥ 100

75


A boa notícia: consumidores estão prontospara recompensar os varejistas que fazem a coisa certa - comprando mais

71%

14%

15%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Yes

No

Not sure

Percent selected

Likelihood to spend more with retailer if improvements are made


� Each generation had 60% or more of consumers state they would likely reward retailers for their improvements

– The percentage is greatest for Generation X (73%), Generation Y (72%) and Generation Z (71%)

� By segment, consumers shopping within Discount, dollar, wholesale stores (75%) are most likely to spend more with their retailer if improvements are made

– The percentage is 60% or above for all segments


Likelihood to RecommendA willingness to recommend one’s

primary retailer to friends and family

Purchase Intent

ANDA willingness to increase one’s purchases

if one’s primary retailer expanded its

assortment and offered products currently

found only at other stores

Staying Rate

ANDA willingness to stay with one’s primary

retailer, even if other retailers begin

offering competitive products or services

Antagonists Apathetics Advocates

Consumer Attitude

An Advocate is defined by three criteria

As ações dos consumidores são definidaspela experiência acumulada e direciona seucomportamento fututo


Advocates

Apathetics &Antagonists

Likelihood to Recommend

39% dos consumidores no Brasil advogama favor do seu varejista principal

Advocacy defined: the three requirements for advocacy


Purchase Intent+ Staying Rate+Advocacy =

Advocacy in Brazil has increased by 5 percentage points since last year.

= 39%

US (41%), UK (32%), Canada (31%), India (22%) and China (10%)


Principais motivos pelos quais osconsumidores trocam de varejistas

Source: IBM Institute for Business Value, Retail 2010; U.S. n=13,960, Canada n=3998, UK = 5508 India n=2599, China n=3011, Brazil n-3011,Note* Respondents had an option to selefct ‘prefer not to answer” US household income n=13,265, Canada n-3792, UK n-5237, india n=2473, china n=2910, Brazil n=2776

US, UK, Canada and Brazil consumers shift because the

‘store has lower prices or good

sale prices’

India consumers shift because

‘the products I want are not always available’

China consumers shift because ‘the product

selection was better because I could find the

products/brands that meet my preferences’


Conclusão: Oportunidade para osvarejistas pensarem e agirem de umanova maneira

Forneceremuma melhore maisinteligenteexperiênciana compra

Desenvolveremmerchandising e uma cadeialogística e de abastecimentomais inteligente

Construiremoperaçõesmaisinteligentes

+ + =


Para sobrevevir neste ambientecompetitivo, o varejo inteligente precisaotimizar 3 áreas:

MERCHANDISING e SUPPLY CHAIN

OPERAÇÕES

EXPERIÊNCIA DA COMPRA

RETAIL


A próxima geração do varejo : “Customer Centric & Smarter”

Digital multimedia displays

Electronic signs

Customer kiosks

Personal shopper devices

Unattended retailing

Consumer loyalty ID

technologies

Mobile inventory management devices

Asset monitoring system

Employee kiosks

Application and data integration infrastructure

Digital Video

Security

Mobile manager and POS devices

Wireless Networks

Consumer Mobile Devices


Nova Fronteira em CRM : Análise Preditiva

Captura Preditividade Ação

…

…

Data

CollectionDeployment

TechnologiesPlatform

Pre-built Content

Statistics

Attract Up-sell Retain

TextMining

DataMining

Data Collection delivers an

accurate view of customer attitudes and opinions

Predictive capabilities bring repeatability to

ongoing decision making, and drive confidence

in your results and decisions

Unique deployment technologies and

methodologies maximize the impact of

analytics in your operation


Download da pesquisa completa:

http://www-935.ibm.com/services/us/gbs/bus/html/ibv-the-smarter-consumer.html


Conclusão do Estudo: Indo ao Encontro do Consumidor Inteligente

All consumers will expect ubiquitous access to the information, products and services they want. And those retailers that deliver what they demand will thrive. Smarter consumers will thus produce smarter retailers,retailers that are better equipped to win a bigger share of the minds, hearts and wallets of the consumers they delight.


Mario Faria

• Partner, IBM: [email protected]

• Professor at BSP • Founder of the Digital Mad Men

[email protected]/fariamario

Twitter: mariofaria

Brasil – São Paulo+55 11 9783-5294

Documents

Varejo 2010 indo ao encontro do consumidor inteligente