Contenu connexe Similaire à Digirati and the +26%; KeyNote for the Retail Leaders Forum, 2014 Similaire à Digirati and the +26%; KeyNote for the Retail Leaders Forum, 2014 (20) Plus de Ben Gilchriest (20) Digirati and the +26%; KeyNote for the Retail Leaders Forum, 201410. On'average'Retail'and'CPG'sectors'are'making'good'ground'but'only'a'quarter'of'companies'
are'in'the'‘DigiraM’'quadrant'and'many'are'falling'into'transformaMon'traps'''
The'Biggest'Transforma<on'Traps'
Retail'&'CPG'Digital'Maturity'
• A$decadealong$history$with$digital$disrupLon$has$seasoned$
retailers,$producing$a$number$of$DigiraL$(26%).$
• For$CPG,$less$than$25%$are$‘DigiraL’,$with$many$other$
companies$lagging$far$behind.$
• The$most$significant$barriers$to$Digital$TransformaLon$are$desire,$
money,$and$tools.$
No'“burning'plaCorm”'/'sense'of'urgency'
FASHIONISTAS
39%$
DIGIRATI
“We'don’t'have'
<me'for'this'right'
now”'(53%)$
Not'enough'funding'
The “What”
33%$
RETAIL (global)
Limita<ons'of'IT'systems'
30%$
Roles'&'responsibili<es'not'clear'
CPG (global)
28%$
Unclear'business'case'
BEGINNERS
CONSERVATIVES
The “How”
27%$
Business'units'implemen<ng'in'silos'
24%$
“We'don’t'know'how'
to'do'that”'(52%)$
“I’ll'lose'influence'in'my'
company”'(23%)$
“It’s'not'worth'the'
risk”'(18%)$
Source:$“Digital$TransformaLon;$a$roadmap$for$billion$dollar$organizaLons”,$a$Capgemini$a$MIT$publicaLon,$
2011;$“The$Digital$Advantage;$how$digital$leaders$outperform$their$peers$in$every$industry”,$Capgemini$–$MIT$
publicaLon,$2012;$“Embracing$Digital$Technology$a$a$New$Strategic$ImperaLve”,$Capgemini$–$MIT,$2013.$
Copyright$©$2014$Capgemini.$All$rights$reserved.$
10$
11. The'race'to'respond'means'that'some'fundamentals'are'at'risk'of'being'missed'
54%
INFORMATIONAL$
46%
$
44%
TRANSACTIONAL$
$
$
$
$
$
$
SOCIAL$
$
$
$
$
$
$
$
Shopping$cart,$home$
delivery,$online$
payment,$inastore$
availability$etc.$
$
Product$catalogue,$
product$search,$store$
informaLon,$store$
locaLon$etc.$
30%
RELATIONAL$
$
Related$items,$
product$
recommendaLons,$
user$history,$website$
personalizaLon$etc.$
$
$
$
$
Reviews,$raLngs,$
social$media$
integraLon$etc.$
Increasing'complexity'
Informing$customers$about$
product,$service$and$
business$offerings$
FacilitaLng$and$supporLng$
the$enLre$buying$and$
fulfillment$process$$
Building$1atoa1$
relaLonships$with$
customers,$loyalty$and$
repeat$purchases$
Engagement$with$a$wider$
customer$group$via$
integraLon$of$social$media$
plaqorms$$
Source:$“Digital$Commerce;$a$commentary$on$the$Australian$Retail$Sector”,$DT$AU$Lab,$2013.$A$Capgemini$–$
University$of$Sydney$Business$School$publicaLon.$Assessment$of$89$Australian$retailers$across$63$separate$
criteria$for$Digital$Commerce..$
Copyright$©$2014$Capgemini.$All$rights$reserved.$
11$
14. And'they'apply'pragmaMc'approaches'that'balance'customer]driven'design'with'
investments'that'may'have'unclear'ROIs'
OUTSIDE-IN THINKING
INSIDE-OUT DESIGN
Business'
TradeOffs
OUTSIDE-IN DESIGN
Customer'
Customer'
Customer'
Business'
Technology'
Technology'
TradeOffs
Define$customer$needs$&$
design$endatoaend$
experience$
THINK LIKE A START-UP
Business'
Technology'
Define$business$value$and$
Design$/$adjust$/$
where$tradeaoffs$need$to$ implement$technology$to$
be$made$
support$customer$
TECHNOLOGY AS INFRASTRUCTURE
Technology as infrastructure
Technology as a tool
*!
!
value
Path 2; start-up
thinking approach
*!
*!
*!
*!
Path 1; traditional
approach
!
!
•
!
•
time
•
Design technology for a highly
specific purpose.
For example, capture
timesheets.
Opportunity for innovation is
limited as technology has a
highly specified purpose.
•
•
•
Design technology to enable
multiple uses.
Open architecture that can be
adapted by end users.
For example, installing smart
sensor grids, or building
community platforms.
Source:$“Our$Digital$Future”,$Capgemini$Australia,$2013;$Assoc.$Professor$Kai$Riemer,$University$of$Sydney$Business$School.$$
Copyright$©$2014$Capgemini.$All$rights$reserved.$
14$
15. In'summary,'
WE ARE IN THE 2 MACHINE AGE
ND
DIGITAL MATURITY MATTERS; +26%
ANY COMPANY CAN BUILD A DIGITAL DNA
TAKE ACTION NOW TO CREATE YOUR DIGITAL ADVANTAGE
16. Ben Gilchriest
Digital Transformation Lead, ANZ
Capgemini Consulting
@BenGilchriest
THIS'PRESENTATION'&'THE'MAIN'STUDIES'
REFERENCED'ARE'AVAILABLE'ON'SLIDESHARE'
'
SLIDESHARE.NET/BENGILCHRIEST'
March,'2014'