Customer experience

Transcript

Customer experience

Reshaping ICT, Reshaping Business
Retailing without walls:
La trasformazione del punto vendita in un contesto di multicanalità
Maurizio Tomasso
Head of Retail CEMEA&I, Fujitsu Technology Solutions
Copyright 2013 FUJITSU
Un contesto in continuo cambiamento
«Lidl abandonne le
"hard discount"
en France»
Le Monde AFP Oct. 2012
1
«Our hypermarkets are
great, but we will need
them less and less , as the
future is multichannel»
Philip Clarke, DG Tesco, les Echos
Aprile 2013
2
AUCHAN agrees with CARREFOUR on
hypermarket basics
Carrefour and Auchan agree they need to breathe life back
into hypermarkets. The comments came during a
conference organised by LSA.
Carrefour CEO Georges Plassat noted: “Reduced
investments and over-centralised policies to maintain low
costs have harmed the quality of our sites.
Our stores do not have the freedom they should enjoy to
work locally and, consequently, the hypermarket has lost
its human touch. “It must become attractive again […] with
a strengthened fresh produce offering, making shopping
pleasurable again and, overall, an offer that answers
clearly identified needs and customer expectations.”
3
“Reduced investments and over-centralised policies to maintain low
costs have harmed the quality of our sites. Our stores do not have the
freedom they should enjoy to work locally and, consequently, the
hypermarket has lost its human touch.”
Georges Plassat, CEO Carrefour
AUCHAN agrees with CARREFOUR on
hypermarket basics
Carrefour and Auchan agree they need to breathe life back
It is not by displaying
the overwhelming
ranges
of our 'FMCGs Friends'
into hypermarkets.
The comments came during
a
conference organised by LSA.
that we will makeCarrefour
it work.
What
makes
the difference is price and choice
CEO Georges
Plassat
noted: “Reduced
investments and over-centralised policies to maintain low
first.” Customer service
wasthealso
part of potential success
costs have harmed
quality ofa
ourlarge
sites.
Our stores do not have the freedom they should enjoy to
Philippe Baroukh,workHead
ofconsequently,
Auchan
hypermarkets
locally and,
the hypermarket
has lost
its human touch. “It must become attractive again […] with
a strengthened fresh produce offering, making shopping
pleasurable again and, overall, an offer that answers
clearly identified needs and customer expectations.”
4
«We would love to open
Amazon retail stores”
Jeff Bezos, CEO Amazon,
CNET Nov. 2012
5
Il perimetro di indagine
Qual è la vostra visione del
futuro del punto vendita nella
Vostra azienda?
 Tema principale
“Future of the Store in a multi-channel
Environment “
Quali sono le sfide del punto vendita?
Puntate sull’efficienza o sulla
customer experience ?
Come trasformare le sfide di oggi in fattori di
successo domani attraverso il miglioramento
dell’efficienza del punto vendita e della Customer
experience?
Come valutate le tecnologie a
supporto di questi obiettivi?
 Metodologia


Fase1: Qualitativa - 20 intervistati in modalità face to
face e telefonica nel periodo Settembre /Novembre 2012
Come evolverà la gestione dei dati
dei Clienti tra sistemi e
organizzazioni differenti?
Fase 2: Quantitativa - 161 interviste nel periodo
gennaio/Febbraio 2013
Qualil tecnologie vorreste
utilizzare in futuro?
6
Composizione del campione:
Tipologia di punto vendita e Paesi coinvolti
Type of Store
Nationality of Respondent
100%
Non food - Between 0 to 1000 m²
52% 90%
80%
Non food - More than 1000 m²
18%
70%
France
Germany
Others*
Italy
Italy
UK
Germany
Others*
60%
Food - From 0 to 1000 m²
10%
50%
40%
Food - More than 1000 m²
10%
30%
20%
Other
10%
10%
0%
Face to Face (N=20)** Questionnaire (N=161)**
*Others : Portugal, Belgium, Netherlands, UAE
** : Multiple countries covered by HQ representatives
Fujitsu International Retail Survey 2013 – N=161
7
Composizione del campione:
Posizione e ruolo degli intervistati
Area di autorità di
decisione
Posizione
Head of Division / Head of
Department / Area Manager /…
52%
Chairman of the Board / Vice
President / Managing Director/…
Other
Mainly financial
decisions
29%
Mainly IT decisions
19%
Funzione
General management
35%
Sales & Mkt
27%
IT
13%
Finance & Purchase
9%
Other
13%
8
58%
48%
I principali risultati
The Future of
Multi-Channel
Stores
Il punto vendita sarà una piattaforma per ingaggiare
i propri “connected customers”
Store Challenges
Due priorità per il punto vendita
Aumentare le vendite e gestire il capitale umano
Customer Experience
Store Efficiency
Gli operatori sono alla ricerca del giusto mix di
esperienza ed efficienza
Customer Datas
I dati raccolti nel punto vendita devono essere integrati
in una unica visione del cliente
Store Technologies
I nuovi progetti tecnologici per i il punto vendita
nascono per fornire soluzioni multicanale –
“the store is not alone anymore”
9
Il punto vendita sarà una piattaforma per
ingaggiare i propri «connected customers»
“It's the 'central hub' of every activity”
“Combining proximity and digital”
“To make the web work better with the
stores and the stores better with the
web”
“The store must be a customer
experience, something pleasant where
the products are highlighted"
10
L’importanza del punto vendita è in crescita
0%
20%
40%
60%
80%
100%
Global
Country
Store type
5,4
Europe
9% 13%
14%
16%
16%
16% 5% 9%
6,5
6,8
7,4
5,6
10 extremely
Important
1 totally no
important
How has the importance of the concept of "store“ changed during the last three years?
11
Food
> 1000m²
7,0
Non food
> 1000m²
6,3
Per l’ 86% il punti vendita è il luogo del
servizio al cliente
Country
Store type
Food
> 1000m²
86%
A place for service
81%
A shopping point
76%
Exposure to the brand
A place of events,
discovery and
experiences
A pick-up point
67%
58%
72%
94%
75%
56%
91%
45%
50%
88%
76%
70%
69%
51%
46%
Thinking about the role “store”, to what extent do you agree or disagree regarding the following statements? The store is ...
12
Non food
> 1000m²
47%
L’attrattività dello shopping on line oggi…
Food
> 1000m²
Global
Non food
> 1000m²
Hypermarket and supermarket
6,8
6,7
6,5
7,8
5,8
7,9
6,5
City-centre urban model
6,9
6,9
7,2
7,1
6
7,0
7,1
Click and collect
6,1
5,5
6,8
5,5
6,3
6,9
5,6
Drive
5,6
5
6,2
5,8
5,4
6,3
4,9
Online shopping
7,2
8,1
7,3
6,8
6,5
7,6
7,2
mean is > 0,3 higher compared to Global
mean is  0,3 lower compared to Global
How do you rate the attractiveness of the following distribution model?
13
… e in futuro
Food
> 1000m²
Global
Non food
> 1000m²
Hypermarket and supermarket
5,8
5,6
5,8
6,9
4,4
7,3
4,8
City-centre urban model
6,5
6,4
6,8
6,7
5,6
6,9
6,1
Click and collect
6,3
5,8
7,2
5,9
5,9
6,0
5,3
Drive
5,6
4,9
6,3
5,5
5,5
6,9
4,5
Online shopping
7,8
8,5
8,2
7,3
7,3
6,9
7,4
How do you rate the importance of the following distribution models for the future of your business?
14
Due priorità per il punto vendita
Aumentare le vendite e gestire il capitale umano
“The biggest challenge is improving
sales while reducing costs”
“Large volumes, lots of customers“
“The challenge is to optimise staffing
while keeping a significant level of
proximity to the customer"
15
La sfida per i retailer:
vendere di più, vendere meglio
Global
Sales
63%
42%
76%
64%
72%
Human resources 43%
47%
57%
44%
19%
Marketing
37%
47%
35%
44%
19%
Supply Chain
28%
28%
33%
13%
31%
IT
20%
14%
27%
23%
6%
mean is > 10% higher compared to Global
mean is  10% lower compared to Global
What are your main challenges in store?
16
Analisi di dettaglio
Sales
Human resources
Increase the average
sale per customer
(62%)
Selling new product
and services (52%)
Extend product
availability &
assortment beyond
store inventory (44%)
Keep significant level
of proximity to the
customer (52%)
Employee motivation
and creating brand
ambassadors (49%)
Training of employees
on technologies and
products (39%)
Marketing
Attracting and
retaining new
customers (73%)
Develop customer
profiles and increase
customer loyalty
(47%)
Support consistent
brand experience
across multiple
channels (39%)
In your opinion what are the 3 key challenges?
17
Supply Chain
Reduce costs through
optimization of stock
management (69%)
Ensure frequent /
more accurate
updates to stock
(44%)
Optimize transport
costs (42%)
IT
Manage a customer
over several channels
(41%)
Create a consistent IT
infrastructure (41%)
Develop an
information system
that is simple,
responsive and
efficient in line with
SLA (38%)
La ricerca del giusto mix di esperienza ed efficienza
“The real challenge is to work on
productivity without harming the
customer experience”
“We must find a balance between
customer service and the cost
of this service”
“The real priority is to reintroduce
proximity to the customers”
18
Efficienza operativa e customer experience
le priorità per creare valore
Global
Both store efficiency and customer experience
58%
56%
69%
49%
59%
Customer experience
18%
25%
8%
13%
25%
Store efficiency
17%
14%
14%
31%
13%
None of both
3%
3%
6%
0%
3%
What are your current priorities for driving increased value from the store?
19
Una diversa maturità tecnologica in Europa
Global
Loss prevention tools
5,9
5,9
5,6
6,1
6,1
Back office integration
5,7
5,5
5,5
5,9
6,1
ESL
5,7
6,4
5,8
5,6
4,9
Mobile Phones
5,4
4,9
5,6
6,0
4,9
Online based services
5,2
5,5
5,2
5,3
5,2
RFID
5,2
5,4
4,9
5,7
5,0
Scan Tunnel
5,1
5,9
4,7
5,6
4,4
Big data
5,1
5,3
5,2
4,9
5,0
Social Clienteling
5,1
5,2
5,0
5,7
4,4
Biometrics
4,9
5,4
4,5
5,4
4,6
Hybrid shopping (Click and Collect)
4,9
5,0
4,7
4,9
5,2
Personal Self Scanning
4,9
6,4
4,0
5,5
3,8
Self check out
4,9
5,5
4,6
4,8
4,7
Hybrid shopping (Drive)
4,7
4,9
4,6
4,7
4,8
Kiosks
4,5
4,7
3,9
5,6
3,8
20
Fujitsu International Retail
Survey 2013 – N=161
In your opinion, how do you
categorize the following
technology solutions with
respect to the increase of
customer experience or store
efficiency
Una rappresentazione dinamica del mercato
100% STORE EFFICIENCY
A
D
Il Valore per il business è reale e
focalizzato sull’efficienza
I
C
L
M
F
N
O
B
K
J
E
A : Back office integration B : Big data
C : Biometrics
D : ESL
E : Hybrid shopping (Click and collect)
F : Hybrid shopping (Drive)
G : Kiosks
H : Loss prevention tools
I : Mobile Phones
J : Online based services
K : Personal Self Scanning
L : RFID
M : Scan Tunnel
N : Self check out
O : Social Clienteling
G
Il valore è medio o
relativamente basso e
focalizzato sulla customer
100% CUSTOMERS EXPERIENCE
experience
21
HIGHER VALUE FOR
BUSINESS
LOWER VALUE FOR
BUSINESS
Il valore è relativamente
basso e basato
sull’efficienza
H
La tecnologia nel comparto food:
un driver evolutivo importante
H
100% STORE EFFICIENCY
D
E
B
A
J
F
G
K
I
O
L
C
HIGHER VALUE FOR
BUSINESS
LOWER VALUE FOR
BUSINESS
M
N
A : Back office integration B : Big data
D : ESL
E : Hybrid shopping (Click and collect)
G : Kiosks
H : Loss
prevention tools
100% CUSTOMERS
EXPERIENCE
J : Online based services K : Personal Self Scanning
M : Scan Tunnel
N : Self check out
22
C : Biometrics
F : Hybrid shopping (Drive)
I : Mobile Phones
L : RFID
O : Social Clienteling
I principali ostacoli nell’iplementazione delle
tecnologie nel punto vendita
Europe
29%
26%
19%
12%
Financial /
ROI / TCO
9%
Staff / skill Customers Management Technology
change
acceptance / marketing / /projects
management
strategy
Non food <
300 m²
29%
Food >
1000 m²
31%
18%
22%
38%
20% 8%
13% 13%6%
What is the main hurdle you face when implementing new store technologies?
23
I principali ostacoli nell’iplementazione delle
tecnologie nel punto vendita
Europe
29%
26%
Italia
19%
12%
Financial /
ROI / TCO
9%
23%
Staff / skill Customers Management Technology
change
acceptance / marketing / /projects
management
strategy
Non food <
300 m²
29%
Food >
1000 m²
31%
18%
22%
38%
21%
23%
18%
5%
20% 8%
13% 13%6%
What is the main hurdle you face when implementing new store technologies?
24
I dati raccolti nel punto vendita devono essere
integrati in una unica visione del cliente
“You need more information and that's
where the digital battle is being fought:
information and comparing information.”
25
Vi è ancora un potenziale considerevole nei progetti di
Customer Knowledge
0%
20%
40%
60%
80%
100%
Global
Country
6,8
Europe 4%
7,3
19%
31%
18%
10 Very good
14%
7% 3% 4%
1 Very low
How do you rate your customer knowledge?
26
7,0
7,8
7,7
I dati integrati nei sistemi CRM hanno fonti
eterogenee: è necessario integrarle
Europe
27%
21%
17%
Store data
Multi
stores
datas
14%
15%
Store and Store,
None of
online
online
above
channel channel
data
and social
network
data
Which of the following data types do you integrate in your CRM system as part of your business?
27
I nuovi progetti tecnologici per i il punto vendita
nascono per fornire soluzioni multicanale –
“the store is not
alone anymore”
“Manage the increasing complexity
of the customer relationship including
with the increase of the social networks”
“More and more integration
between physical networks
and the Internet"
28
Le tecnologie rivoluzioneranno il modo di
acquistare nel punto vendita
Global
Retailers will transform into service providers,
moving beyond just selling merchandise
83%
75%
92%
79%
78%
Multichannel interaction will be the norm
75%
67%
90%
64%
69%
In-store shopping will become a more
enjoyable experience
71%
53%
90%
67%
63%
Technology will be the key to allow the in-store
purchase to be revolutionised
71%
50%
80%
77%
72%
Increase of in-store productivity will be a key
driver for growth
70%
69%
65%
72%
75%
M-retailing will emerge to complement ecommerce
65%
67%
71%
59%
56%
The store will remain a majority source of
revenue
61%
42%
71%
69%
53%
Store revenue as a percentage of retailer
revenue will continue to decline
58%
53%
59%
51%
69%
Thinking ahead the next five years, do you agree/disagree with the following statements. How is your store
concept developing ...
29
L’uso del mobile : un ruolo importante in Italia
Food
Non food
> 1000m² > 1000m²
Global
Payment
6,4
7,0
6,7
6,8
4,7
6,4
6,4
Location based information
6,6
6,1
6,6
7,3
6,2
7,7
6,8
Customer localization
6,3
5,5
5,9
6,9
6,7
6,6
6,3
Social network integration with topics like Promo,
product information and shopping list
6,9
6,4
6,8
7,6
6,5
6,9
7,3
Scanning the items during/through personal self-scanning
5,7
5,8
5,8
6,8
3,6
7,5
5,8
How is mobile phone use most likely to impact your store environment?
30
Riassumendo: in Italia abbiamo rilevato che…
L’importanza dei punti vendita è maggiore che in altri contesti europei
(7,4/10 rispetto alla media di 6,5/10)
 L’importanza del punto vendita: l’85% definisce il pdv come
luogo del servizio, il 46% li considera un punto di semplice pick-up.
 Il 49% dei dirigenti intervistati interviewed crede che il valore del
punto vendita potrebbe crescere attraverso un miglioramento
bilanciato di efficienza e customer experience.
 Ancora oggi circa il 21% degli intervistati dispone di informazioni
che non utilizza.
 Per il 77%, le tecnologie deiventeranno decisive nel ridisegno
delle abitudini di acquisto nel punto vendita.
 I 3 principali progetti per il punto vendita per migliorare la store
efficiency e la Customer Experience: Social clienteling (54%),
Loss prevention tool (44%), Back office integration (44%)
31
Il punto di vista di Fujitsu
32
Le risposte di Fujitsu alle sfide del Retail
Future
of Stores
Multi-Channel
Store Challenges
Customer Experience
Store Efficiency
Customer Datas
Store Technologies
 Shaping tomorrow with you
 Esperienza nel punti vendita da 30 anni
 Approccio “Lean” e di miglioramento continuo
 Smart Sourcing e Retail as a Service per ridurre le OPEX
 RBA : Sales & Mktg, Supply Chain e Loss Prevention insieme
 Consulenza di processo
 Portfolio End to End
 Approccio basato su ROI per progetti tecnologici e funzionali
 Retail Business Analytics / SAP Hana / CRM Cloud Applications
 Applicazione POS MultiChannel per ridurre i data silos
 Offerta tecnologica per la Data Center efficiency
 Approaccio multicanale con COMO
 Innovazione nel Self Service
 Innovazione con investimenti in R&D
33
Dove stiamo investendo..
Multi-Channel
 Soluzioni PoS integrate, self service e
soluzioni multi-channel
 Mobile PoS, self-scanning, clienteling
e soluzioni di pagamento
Next Generation
PoS
 Nuova piattaforma PoS software (‘Como’)
 Multi-channel, multi-country, multi-deployment
 Integrazione “seamless” con ERP back office
Higher Value
Services
 Retail as a Service – store IT "out of the box"
 Next Generation SAP Solutions – HANA
 Social for Retail (‘social clienteling’)
Cloud for Retail
 On demand infrastructure – Fujitsu Global Cloud Platform
Fujitsu
 Retail solutions in the cloud – PoS, CRM
 Retail App Store – ISV application marketplace
34
Cosa ci rende unici…
Retail
Enterprise IT
Global Reach
Investimenti diretti
nello sviluppo di
prodotti, soluzioni,
software e servizi per
il Retail
Una forte integrazione
IT (front e back office,
retailing in the cloud,
third party partners)
Seguiamo i clienti
ovunque essi vogliano
sviluppare il proprio
business
Differentiated Customer Experience
The Retailer's IT Company
35
Il nostro più grande patrimonio:
Lavorare con i retailer in tutto il mondo
36
37

Customer experience

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