How brands are modernizing planning for the digital era_anaplan_Carter's_L'Oreal_Estee Lauder
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How brands are modernizing planning for the digital era_anaplan_Carter's_L'Oreal_Estee Lauder
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How brands are modernizing planning for the digital era_anaplan_Carter's_L'Oreal_Estee Lauder
- 1. How Brands are Modernizing Planning for the Digital Era
- 2. How Brands Are Modernizing Planning for the Digital Era Scott Thistlethwaite VP, Finance & Strategy Ben Pivar CIO Erika Vazquez AVP Retail & eCommerce Ara Gopal Head of Industry Solutions
- 3. Digital Transformationmobile social chat bots chatbots IoT unified commerce subscriptions AI video augmented realitypersonalization data security cloud voice assistants wearables Bitcoin RPA crowdsourcing facial detection smart shelves
- 4. Traditional vs. Digital Organizations Data Corporate Applications Traditional Enterprise Data Digital Tools Digital Enterprise Limited, mostly internal, siloed Large packaged suites, complex integration, expensive Siloed, reporting focused, large gaps in process visibility Higher volume, variety and velocity Scalable, cloud based, visual, intelligent, easy to integrate Customer and value (not activity) focused, transparent, real time collaboration, empowered employees
- 6. “Our replenishment has been more accurate. We no longer get excess inventory of what we don’t need. Now we get the right amount of inventory for what we do need” -Store Manager, Kiehl’s Valley Fair -20% daily stock levels +1% in-store availability 130% promo plan achievement “Now that we have less inventory, we don’t need our offsite storage that’s on the other side of the mall” -Store Manager, Kiehl’s BocaRaton “We’ve seen a reduction of inventory in store, much less inventory to manage. Saving us time and allowing us to focus on what we do best…selling!” -Store Manager, Kiehl’s Palo Alto
- 8. Carter’s Digital Strategy Product Development, Merchandising & Supply Chain Enterprise Selling Channels • Pursue close and personal relationship with our customers • Enhance customer experiences • Deepen affinity and loyalty for our brands • Improve tools from concept to delivery of final product • Increase speed • Eliminate inconsistencies and errors as information flows between groups • Automate everyday, manual intensive tasks • Free up employees for higher value work • Improve collaboration and communication $30 million reduction in inventory + carrying costs 10–15% reduction in excess and obsolescent inventory Value delivered through Anaplan
- 10. Speed Insight Innovation Execution Continuous Digital Transformation = Digital Reinvention FOUNDATIONS OF DIGITAL REINVENTION
- 11. Anaplan – The Digital Reinvention Platform Realtime Collaboration Reveal the Learning Hidden in Data Deeper Analytics Creative & Agile Business Design Continuous Visibility Across the Org Speed Insight Innovation Execution Unified Data & Modeled Business Scenario Building & ‘what- if’ analysis Always-on Connected Plans
- 12. Want to learn more? MEET THE ANAPLAN TEAM AT Booth #635/734 ON LEVEL 1
Notes de l'éditeur
- I want to start with the idea of digital transformation. It is clearly top of mind for everyone here, and the types of initiatives could vary from company to company. But the fundamental objective of any digital transformation is to use technology to reimagine or reinvent one or more aspects of how you do business. But too many companies go through these digital initiatives without considering what needs to fundamentally change in the org to be able to drive true change. Ben I want to start with your thoughts on this topic – I am sure as CIO you get asked about this everyday. How do you and Carter’s approach digital transformation?
- 1. This is a tough change for any company isn’t it? Especially for large global organizations. Erika – if I could go to you next, from L’Oreal’s perspective what types of initiatives are you working on and what challenges do you see as you are embarking on some of these digital initiatives? [Hit on global complexity, some of the challenges you are trying to solve] 2. And Scott, even if change happens, speed is often the differentiator in the marketplace. What are you seeing at Estee Lauder that makes this rapid change really challenging? [Hit on having the right foundations / platform to be able to accelerate without overwhelming the business] 3. Lets talk a bit more about setting up the right foundations to be able to drive ongoing transformation Erika, in your case you came at it from a business user perspective sitting in supply chain didn’t you? How did you decide that Anaplan platform approach was the right one for you? What impact did this have in your business? How did you deliver value? [Start with why Anaplan and then present next slide]
- 4. and Scott yours is again a slightly different perspective from finance and marketing. How did Estee Lauder approach this? What are some of the ways you are leveraging Anaplan? Ben Carter’s has been using Anaplan across various parts of your business. You talked about striving to become a digital enterprise. How did you make Anaplan a part of your overall digital transformation?
- What advice do you have for those here in the room as they look at technology platforms to support their digital journeys? Ben Scott EWrika
- Before we go to Q&A, because its that time of the year, I have to ask you real quick – what is your new years resolution (professionally of course?)