Ce diaporama a bien été signalé.

The last mile: The next battleground for businesses adapting to changing consumer behaviour

17

Partager

Prochain SlideShare
Innovation on the last mile
Innovation on the last mile
Chargement dans…3
×
1 sur 21
1 sur 21

The last mile: The next battleground for businesses adapting to changing consumer behaviour

17

Partager

Description

With online shopping in Canada poised to surge, the last mile is quickly becoming the next major opportunity for brand differentiation. From offering drive-through pick-up services to easy returns, it’s the perfect time to think big if you want to stand out.

Is your organization ready? View our presentation on the last mile to discover how improving the last mile, improves the customer experience.

Transcription

  1. 1. The last mile: The next battleground for businesses adapting to changing consumer behaviour
  2. 2. The digital consumer Online shopping has re-shaped all aspects of the buying experience, from product research through to purchase and beyond. Customers already expect: Choice Flexibility Personalization Now, consumer businesses must go beyond ‘anytime, anywhere’.
  3. 3. The improvement imperative Canadian online retail is predicted to increase 70% by 2018, from $20 billion in 2013 to $34 billion*. The ever-increasing volume of online purchases means consumer businesses must prepare strategies now to serve their consumers any way they want to be served, or risk getting left behind. * Source: Forrester Research
  4. 4. ‘Any way’ This is a seamless integration of channels and platforms. Particularly important is the last mile, an often overlooked but key piece of the purchase experience between the sale and the final touch-point of delivery. way
  5. 5. ‘Any way’ Today’s consumer, the Consumer-in-Chief, is highly evolved and demands an ‘any way’ experience– expecting any and all last mile options, including: Ship home purchases made in-store Pick up online purchases in-store Drive-through pick-up points Flexible and hassle-free returns
  6. 6. The distribution dilemma The last mile typically accounts for 75%-85% of total distribution costs. How do companies balance increasing customer demands and the bottom line?
  7. 7. Innovators welcome Right now, the last mile presents both an opportunity and a threat to those putting the pieces together. As businesses look for solutions, truly innovative thinking and non-traditional players may rise to the top.
  8. 8. In- and out-of-the-box solutions Car-door delivery pick-up locations Drive-through pick-up Lockers at pick-up locations
  9. 9. Case study: SmartCentres is Canada’s largest developer and operator of unenclosed shopping centres. The business has traditionally been bricks-and-mortar stores: physical real estate. But with online shopping increasing, it was time for something new.
  10. 10. (Case study continued...) Penguin Pick-Up takes flight SmartCentres knows that 95% of Canadians live within 15 km of a SmartCentre location*. The opportunity: parcel delivery centres in convenient locations offering a one-stop-shop for click-and-collect. The result: Penguin Pick-Up, a network of pick-up locations that customers can access at their own convenience. * Source: SmartCentre press release
  11. 11. (Case study continued...) Bridging the gap Penguin Pick-Up integrates convenience for retailers, brands and manufacturers as well as consumers by offering: Delivery for not only SmartCentres tenants but others in the network Safe and secure storage of merchandise Easy pick-up and returns
  12. 12. Now trending: #pickup 45% of U.K. consumers used click-and-collect services over Christmas 2013. 19% of U.S. customers clicked-and-collected their purchases in 2014, up from 12% in 2013. Source: Forrester Research
  13. 13. Now trending: #pickup One French hyper-market chain has 352 click-and-collect locations, with sales in the segment jumping 68% compared to overall growth of 4.7%. A U.K. grocer launched a full click-and-collect service at customer-specified times and locker systems for picking up both food and non-food orders. Source: Forrester Research
  14. 14. Consumer demand Being able to buy online and pick up at a convenient location is ‘very important’ to about 41% of multi-channel shoppers. Even then, about 47% of shoppers use in-store pick-up to avoid online shipping costs. 25% prefer to collect their orders the same day they buy them and 10% pick up their purchases in-store because they find it more convenient than home delivery. Source: Forrester Research
  15. 15. Reflection required The last mile is changing and becoming more complex. The impacts are far-reaching, with implications for: Supply chain Staff Technology Real estate Analytics
  16. 16. Consider this Efficiently managing supply chains is both a competitive advantage and a brand differentiator: 72% of the supply chain leaders Deloitte surveyed said that service levels would be a key differentiator in the years to come. Organizations will need to invest in the processes and systems required to effectively manage inventory across each channel.
  17. 17. Consider this Warehousing and logistics decisions will need to consider the needs of traditional and online channels, and support efficient and fast order fulfilment and delivery. Store formats, distribution centre networks and even the choice of shipping partners will need to be determined based on their contribution to giving consumers what they want, quickly and efficiently.
  18. 18. Ask yourself the right questions Are you collecting and analyzing data throughout the last mile? How do your operations currently handle the last mile? Do you understand your consumers’ purchasing patterns and needs? Is your distribution system working efficiently? Have you adjusted inventory with online purchases forecasted to increase? Who are your partners? Are you connecting with your consumer from moment of sale to delivery?
  19. 19. Last mile The last mile is the next battleground Companies that best meet consumers’ expectations and deliver a brand experience of choice and customization will be better positioned to get ahead of the competition.
  20. 20. The first word on the last mile For more information about the consumer evolution, read our report The consumer evolution: Changing behaviours trigger new business models To learn more about how you can develop a strong last-mile strategy for your business, contact one of our leaders: Ryan Brain National Consumer Business Leader rbrain@deloitte.ca 416-643-8210 Jennifer Lee National Omnichannel Leader jenniferlee@deloitte.ca 416-874-3344 Rob Carruthers Atlantic Consumer Business Leader rcarruthers@deloitte.ca 902-721-5645 Lucie Lazar Quebec Consumer Business Leader lulazar@deloitte.ca 514-393-7388 Rick Kohn British Columbia Consumer Business Leader rkohn@deloitte.ca 604-640-3228 Sherri Penner Ontario Consumer Business Leader spenner@deloitte.ca 905-323-6014
  21. 21. www.deloitte.ca Deloitte, one of Canada’s leading professional services firms, provides audit, tax, consulting, and financial advisory services. Deloitte LLP, an Ontario limited liability partnership, is the Canadian member firm of Deloitte Touche Tohmatsu Limited. Deloitte operates in Quebec as Deloitte s.e.n.c.r.l., a Quebec limited liability partnership. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. © Deloitte LLP and affiliated entities. Designed and produced by the Deloitte Design Studio, Canada. 14-2442M

Description

With online shopping in Canada poised to surge, the last mile is quickly becoming the next major opportunity for brand differentiation. From offering drive-through pick-up services to easy returns, it’s the perfect time to think big if you want to stand out.

Is your organization ready? View our presentation on the last mile to discover how improving the last mile, improves the customer experience.

Transcription

  1. 1. The last mile: The next battleground for businesses adapting to changing consumer behaviour
  2. 2. The digital consumer Online shopping has re-shaped all aspects of the buying experience, from product research through to purchase and beyond. Customers already expect: Choice Flexibility Personalization Now, consumer businesses must go beyond ‘anytime, anywhere’.
  3. 3. The improvement imperative Canadian online retail is predicted to increase 70% by 2018, from $20 billion in 2013 to $34 billion*. The ever-increasing volume of online purchases means consumer businesses must prepare strategies now to serve their consumers any way they want to be served, or risk getting left behind. * Source: Forrester Research
  4. 4. ‘Any way’ This is a seamless integration of channels and platforms. Particularly important is the last mile, an often overlooked but key piece of the purchase experience between the sale and the final touch-point of delivery. way
  5. 5. ‘Any way’ Today’s consumer, the Consumer-in-Chief, is highly evolved and demands an ‘any way’ experience– expecting any and all last mile options, including: Ship home purchases made in-store Pick up online purchases in-store Drive-through pick-up points Flexible and hassle-free returns
  6. 6. The distribution dilemma The last mile typically accounts for 75%-85% of total distribution costs. How do companies balance increasing customer demands and the bottom line?
  7. 7. Innovators welcome Right now, the last mile presents both an opportunity and a threat to those putting the pieces together. As businesses look for solutions, truly innovative thinking and non-traditional players may rise to the top.
  8. 8. In- and out-of-the-box solutions Car-door delivery pick-up locations Drive-through pick-up Lockers at pick-up locations
  9. 9. Case study: SmartCentres is Canada’s largest developer and operator of unenclosed shopping centres. The business has traditionally been bricks-and-mortar stores: physical real estate. But with online shopping increasing, it was time for something new.
  10. 10. (Case study continued...) Penguin Pick-Up takes flight SmartCentres knows that 95% of Canadians live within 15 km of a SmartCentre location*. The opportunity: parcel delivery centres in convenient locations offering a one-stop-shop for click-and-collect. The result: Penguin Pick-Up, a network of pick-up locations that customers can access at their own convenience. * Source: SmartCentre press release
  11. 11. (Case study continued...) Bridging the gap Penguin Pick-Up integrates convenience for retailers, brands and manufacturers as well as consumers by offering: Delivery for not only SmartCentres tenants but others in the network Safe and secure storage of merchandise Easy pick-up and returns
  12. 12. Now trending: #pickup 45% of U.K. consumers used click-and-collect services over Christmas 2013. 19% of U.S. customers clicked-and-collected their purchases in 2014, up from 12% in 2013. Source: Forrester Research
  13. 13. Now trending: #pickup One French hyper-market chain has 352 click-and-collect locations, with sales in the segment jumping 68% compared to overall growth of 4.7%. A U.K. grocer launched a full click-and-collect service at customer-specified times and locker systems for picking up both food and non-food orders. Source: Forrester Research
  14. 14. Consumer demand Being able to buy online and pick up at a convenient location is ‘very important’ to about 41% of multi-channel shoppers. Even then, about 47% of shoppers use in-store pick-up to avoid online shipping costs. 25% prefer to collect their orders the same day they buy them and 10% pick up their purchases in-store because they find it more convenient than home delivery. Source: Forrester Research
  15. 15. Reflection required The last mile is changing and becoming more complex. The impacts are far-reaching, with implications for: Supply chain Staff Technology Real estate Analytics
  16. 16. Consider this Efficiently managing supply chains is both a competitive advantage and a brand differentiator: 72% of the supply chain leaders Deloitte surveyed said that service levels would be a key differentiator in the years to come. Organizations will need to invest in the processes and systems required to effectively manage inventory across each channel.
  17. 17. Consider this Warehousing and logistics decisions will need to consider the needs of traditional and online channels, and support efficient and fast order fulfilment and delivery. Store formats, distribution centre networks and even the choice of shipping partners will need to be determined based on their contribution to giving consumers what they want, quickly and efficiently.
  18. 18. Ask yourself the right questions Are you collecting and analyzing data throughout the last mile? How do your operations currently handle the last mile? Do you understand your consumers’ purchasing patterns and needs? Is your distribution system working efficiently? Have you adjusted inventory with online purchases forecasted to increase? Who are your partners? Are you connecting with your consumer from moment of sale to delivery?
  19. 19. Last mile The last mile is the next battleground Companies that best meet consumers’ expectations and deliver a brand experience of choice and customization will be better positioned to get ahead of the competition.
  20. 20. The first word on the last mile For more information about the consumer evolution, read our report The consumer evolution: Changing behaviours trigger new business models To learn more about how you can develop a strong last-mile strategy for your business, contact one of our leaders: Ryan Brain National Consumer Business Leader rbrain@deloitte.ca 416-643-8210 Jennifer Lee National Omnichannel Leader jenniferlee@deloitte.ca 416-874-3344 Rob Carruthers Atlantic Consumer Business Leader rcarruthers@deloitte.ca 902-721-5645 Lucie Lazar Quebec Consumer Business Leader lulazar@deloitte.ca 514-393-7388 Rick Kohn British Columbia Consumer Business Leader rkohn@deloitte.ca 604-640-3228 Sherri Penner Ontario Consumer Business Leader spenner@deloitte.ca 905-323-6014
  21. 21. www.deloitte.ca Deloitte, one of Canada’s leading professional services firms, provides audit, tax, consulting, and financial advisory services. Deloitte LLP, an Ontario limited liability partnership, is the Canadian member firm of Deloitte Touche Tohmatsu Limited. Deloitte operates in Quebec as Deloitte s.e.n.c.r.l., a Quebec limited liability partnership. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. © Deloitte LLP and affiliated entities. Designed and produced by the Deloitte Design Studio, Canada. 14-2442M

Plus De Contenu Connexe

Livres associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir

Livres audio associés

Gratuit avec un essai de 30 jours de Scribd

Tout voir

×