MANAGING OMNI-CHANNEL EFFECTIVELY

Break out 3 Marketing track 16:15 – 17:00

Sander De Keer, Digital Commerce & Transformation Consultant

Pieterjan Kempynck, Partner at Minds&More

What to expect from this session

Digital services boosting sales in a dealer network

E-commerce in retail

Framework

Q&A

Digital Transformation the new hype

What to expect from this session

Digital services boosting sales in a dealer network

E-commerce in retail

Framework

Q&A

Digital Transformation the new hype

Digital transformation is the profound and accelerating transformation of business activities, processes, competencies and models to fully leverage the changes and opportunities of digital technologies and their impact across society in a strategic and prioritized way.

Source: Strategyzer, Business Model Canvas

Source: DCoE, Colruyt Group

Source: Capgemini Consulting and MIT Sloan Center of Digital Business

What to expect from this session

Digital services boosting sales in a dealer network

E-commerce in retail

Framework

Q&A

Digital Transformation the new hype

Company Esko is a global supplier of integrated

solutions for the packaging and labels, sign and display, commercial printing and

publishing industries

Assignment Which digital business opportunities are there to increase sales

Sponsorship CEO and COO supported

Sales and Marketing

Is regionaly organised, with marketing centralized and sales per country and via dealers (major accounts,

directly serviced)

Value proposition (product leadership) Esko products and services drive profitability in the packaging and printing

supply chain by reducing time-to-market and raising productivity.

Case Kongsberg Consumables business

- cutting and finishing tables (to create special printing, packaging,…)

- high end machine – Norwegian R&D

- regional tech support teams

- consumables (knife blades, router bites…) sold via centralized call center (150k€ / year)

HOW TO GROW THIS BUSINESS AND POTENTIALLY DIGITALLY MODIFY THIS BUSINESS MODEL

General - Organisation + Strong believe and support for this project (CEO, factory, tech support, marketing,…)

+ High cross functional collaboration and clear ownership - Dealer and Sales resistance

- Skill set IT department

Customer + Clear understanding

Customer journey + Convenience, expertise and

speed of delivery - As is was too slow and

unreliable (Augmented services

(delivery time), consistent marketing communication)

PIM + Expertise present

- Expertise not centralized - No uniform product

descriptions

(centralized knowlegde gathering, standardisation)

Supply Chain - Add hoc, manual process

- No integration with warehouse or transport

partners

(integrated DHL, fulfillment processes)

Business Insights – No insights

- No expert support from call center

( added order history, most popular items, stock forecast,

feedback loop)

Results – Consumables business

E-commerce site, product development (management system table), centralized knowledge gathering/platform, Sales compensation (ambassedors)

- sales boost from 15Ok€ to almost 3m€ in two years

- tasks of ordering removed from service center

- results part of sales target (country) and dealers compensated with marketing budget

- extra sales arguments for selling machinary

- closer feedback loop R&D, tech support and customer operators

Company Colruyt Group, NF (ColliShop, DreamLand,

Dreambaby). 'Together, we create sustainable added value through value-

driven craftsmanship in retail’.

Assignment How can e-commerce better support our market proposition

Sponsorship Supported by Director Sales and

Marketing Sales and marketing are working together with

internal partners for all there projects and creations

Value proposition Their main focus lies on operational excellence

Case IBM WCS

- revamp online sales channel NF

- ColliShop, DreamLand, DreamBaby

HOW TO UPGRADE OUR ONLINE SALES CHANNEL AND INTEGRATE IN EXSITING OPERATING MODEL

General - Organisation

+ Support for this project (Director, marketing,…) + High cross functional collaboration, Agile, clear governance structure

+ No functional paralysis, release managemant - Skill set IT department (security, performance,…) and specific expert rolls

- Still to IT driven (vendor selection)

Customer + Clear understanding

Customer journey - Span of control total value

chain - Price alignment

(Augmented customer

experience management, Toptask, panels, usabilla,…)

PIM + Centralized pim

management (STEP) +Uniform product

descriptions - Enforcing processes

(PCM collaboration with purchase, p name)

Supply Chain - Legacy systems

- Limited integration with warehouses or transport

partners

(integrated BPOST and stores)

Business Insights + Insights available

- Insights to scattered

( added specific reports products, SEO

(searchmetrics), hotjar…)

Results – IBM WCS

New E-commerce platform, IBM WCS

- New organisation (expert rolls, KPI driven)

- Release management and future roadmap

- Communication plan HQ and stores

- Mobile and customer oriented approach

- Priority raised

Questions?