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Riaprono i negozi Moda e Lusso: One-channel è la stella polare
EY WEBINAR
Benvenuto
Stefano VITTUCCI
Consumer Products and Retail Italian Leader
Introduzione di Settore
Armando Branchini
Fashion & Luxury Senior Advisor
EY WEBINAR | FASHION & LUXURY
Riapertura dei negozi moda e lusso – cosa fare subito – nella direzione omnichannel
Benvenuto - Stefano VITTUCCI, Consumer Products and Retail Italian Leader
Coordinamento - Armando BRANCHINI, Fashion & Luxury Senior Advisor
Rifondare la customer experienceArmando BRANCHINI, Fashion & Luxury Senior AdvisorElena DE CO', Head of TAS-Strategy Fashion & LuxuryRoberto LAROCCA, Retail and Distribution Senior AdvisorCosa e come fare, oggi, nelle aree di interazione tra consumatore e marca&prodotto
Sicurezza e servizio: le priorità per la riaperturaRiccardo BOVETTI, Consumer Product and Retail Mediterranean Leader for Assurance
L’innovazione a sostegno dell’esperienza e del posizionamentoRiccardo BIGIO, Executive Director Fashion & Luxury and MED area leader Digital & Innovation
CRM e Clienteling per una relazione personalizzata col cliente, nella Fase 2Luca GRIVET FOIAIA, Partner - Technology Advisory
Ruolo del Customer Care nella Strategia One Channel Irene PIPOLA, Partner – Strategy & Operations
Verso il modello One-Channel
One Channel – La trasformazione nel breve termineGiovanni PASSALACQUA, Partner - Strategy & OperationFloriana D’ANGELO, Senior Manager - Strategy & Operation / Consumer Product & Retail
Q&A e ConclusioniArmando BRANCHINI, Fashion & Luxury Senior Advisor
Brick & Mortar Store and e-Commerce as two separate retail channels
Often underperforming
and
delivering poor service and experience to the customer
Brick & Mortar Store becomes a Hub
Delivering appropriate service and experience to the customer
and
Giving a new meaning to the huge investments made in brick & mortar stores
Rifondare la Customer Experience
Conversazione a tre:
Armando Branchini – EY Fashion & Luxury Senior Advisor
Elena De Cò – Head of TAS-Strategy Fashion & Luxury
Roberto Larocca – EY Retail & Distribution Senior Advisor
Stores reopening and new Retail scenarios – Restart and Future Proof strategy
E-Comm.
PhysicalRetail
Pre CovidSituation
During CovidLockdown
NextNew
Normal
Traffic-7% CAGR
Stores Closed
Traffic rebound expected to take 6 -12 months
OrganicGrowth
Penetration12-15%*
+40% Beauty and Cosmetics
-30-40% F&L
(*) 14,7% overall, 12% for Personal Luxury Goods
Penetrationat 20-27%Expected
Penetration+6-12%
Physical Stores reopening
• Ensure safety
• New selling ceremony, stores as ateliers
Short term Strategy . Protect the Business
• E-commerce boost
• Cost management
Building the New Normal
• Physical retail remains strategic
• One Channel approach
• Quick Wins (impact 2020): loyalty and revenue boost
One customer, One Brand, One Channel
Source: EY Future Consumer Index, April 2020
Outstanding
Personal
Consistent
Seamless
Customer Experienceacross brand’s
touchpoints
Customers are multi channel – One Channel customer experience
~15% online sales
(12% in luxury)
~60% Multi-channel
~55% Ropo:Research online, purchased offline
~30% Only physical
~5% ShowRooming*
(*) Seen in physical store, bought online
~10% Online
~70% Digitally
influenced
Online business launch
Physicalstore
opening
2008 2008 1994
2017 2012 2015
One Channel «Recipe»
Source: EY Future Consumer Index, April 2020
Top Commitment and Change Management
Program
Organization & Accountabilities
Sales & Marketing
Operational Processes IT
Winning the One Channel challenge – One brand, One Customer, One Channel
Social media
Apps
PhysicalStore-DOS
CustomerService
Sito E-commerce
How to achieve it
1. Strong ownership and top management commitment
2. Selection of right partners
3. Capabilities
4. Strict program management control
Future proof strategy
BRANDS → Role and future profits
RETAILERS → survival
Outstanding and seamless customer experience What consumer wants
Physical Store-Franchising
Web
Final Recommendation
Source: EY Future Consumer Index, April 2020
Identify the
target and be
focused on the
next step
1
2
3
4
Sicurezza e servizio: le priorità per la riapertura
Riccardo BOVETTI, Consumer Product and Retail Mediterranean Leader for Assurance
Servizio e sicurezza: l’equilibrio che sposta le priorità
Sicurezza
Definizione e attuazione delle procedure volte a salvaguardare la sicurezza dei clienti e del personale
Servizio
Definizione e attuazione di
nuove modalità di servire nella ricerca di bilanciare la
potenziale minore propensione all’acquisto post lock down
Store Operation Procedure
Strumento per cogliere anche l’evoluzione dell’equilibrio
Servizio e sicurezza: alcuni key topics
► Nuove modalità di ingresso
► Gestione degli spazi e merchandise
► «Cerimonia» di vendita
► Performance Management
► Gestione degli ingressi e delle code
► Vendita su appuntamento
► Gestione esposizione del merchandise
► Ridefinizione layout fisico
► Chiusura del ciclo di pagamento
► Gestione del fitting room
► Sanificazione spazi e merce
► Rivisitazione delle misure di performance del punto vendita
► Nuovo ruolo del venditore e definizione incentivicompatibili con la nuova figura
L’innovazione a sostegno dell’esperienza e del posizionamento
Riccardo BIGIO, Executive Director Fashion & Luxury and MED area leader Digital & Innovation
«One Channel» roadmap: 4 fundamental steps to achieve short term results coherent with the long term strategy
► Digital readiness assessment
► Innovation scouting
► Organization
► Test & Learn pilots
► Company status and specific needs
► Benchmark with competitors
► Implementation roadmap
► Mapping of digital enablers
► Fit with specific value chain needs
► Integration context and modalities
► Removal of organizational boundaries
► Mix of functions and competences
► Objectives, incentives and top management support
► Coherence with crisis management and restart plan
► Test & Learn pilots results
► Large scale deployment
Innovation scouting: 200+ digital enablers that help facing the most pressing market challenges in the short and medium term
Ecommerce platform
development
Integration with 3rd
party online platforms
Other SW development
Product development
Merchand-ising
OperationsSales and
retailLogistic and fulfillment
Payments
Web marketing
and communica-
tion
Intelligence, analytics
and reporting
Platform Product Corporate Completion Engagement
► Structured innovation scouting approach
► Each solutions linked to specific Fashion/Luxury value chain needs
► 200+ startups and innovative
companies mapped
WHAT WHY HOW
► Anticipate market and technology trends and potential future evolutions
► Technology is necessary to compete with market leaders
► More suitable to the current
crisis than ad hoc solutions
and enterprise transformation
► Providers of specific products and services
► Partners for the co-
development of technology
and business solutions
► Potential targets for
acquisition
Virtualization and online stores differentiation
► VR / AR and virtual showrooms
► Sizing
► Progressive delivery, testing and personalization
► Smart mirrors
Inventory, delivery and returns
► Cross channel delivery
► Inventory management
► Returns
► AI merchandising
Digital sales assistance
► Sales assistance and feedback analysis
► Chatbots
► Appointment booking
► Search (AI semantic & visual)
CRM e Clienteling per una relazione personalizzata col cliente, nella Fase 2
Luca GRIVET FOIAIA, Partner - Technology Advisory
The new normal in the F&L sector
Online Sales In-store
Increased traffic Reduced traffic
CRM tools & techniques are key in the reshape of the customer experience based on:
ONE
CHANNEL
Personalization
Products / Fit-size
Preferred Sales Place
Direct Engagement
One-to-One dialogue
DIFFERENT «SALES PLACE»
Personalization Communication Channel & Types
The key capabilities of CRM
2. Segmentation and Analysis
4. Marketing Automation
1. Clients’ Database5. Integration
3. Clienteling
Nothing new and maybe many companies already have this tools.
HOW those are designed, deployed, used is key
The key capabilities of CRM
Clients’ Database1
To drive personalized product
related communication and CTA…
… considering trust
Segmentation and Analysis
Make In-store appointment a "privilege“
maximizing conversion also Online with
clustering:
• Higher Customer lifetime value (CLV)
• Digital addictied vs adverse
• …
2
Otherwise start to create data
collection campaign and build it
(with privacy rivalidation)
Big & Rich of Attributes. e.g.
Collection of behavioral data during
lockdown
Previous purchases phases for best fit /
size to leverage in store appointment
…
The key capabilities of CRM
(Mobile) Clienteling
Store Managers / Sales Assistants to directly engage
customers inviting for in-store visits ensuring trust.
3
Engagewith pre-shopping sessions and
product presentation
Schedulein-store appointments
Ensure the client with in-store presence of
favorites product & security
HQ CRM Team to plan Push campaign into the Store rep APP
ALL IN THE CLIENTELING APP - Keeping the control of the client reations and data
The key capabilities of CRM
Marketing Automation
• Personalized experience of
massive online clients
• Preferred Sales Place: Drive
to store Drive to online• Based upon Clustering,
personalized message & preferred
Product focused
• …
4 Integration
Full integration for data collection
and experience
personalization
5
Supply chain
In store Stock
inventory, …Maximizing conversion
Front-end Back end
Touchpoints,…
HOW the new normal is designed, deployed, used is key
There are also organizational implications
Store Reps CRM HQ teamKey role in the client relationship management
Analytic CRM
Centralized campaigns management and planning
Training and reskilling
The technology to achieve all this quickly and progressively is now widely available, and peoplecould be realigned to the new normal
Consider a critical review of the available tools & technology,
with related process, skills to design a complete and ambitious “now normal” and realize it quickly and
progressively
Ruolo del Customer Care nella Strategia One Channel
Irene PIPOLA, Partner – Strategy & Operations
Customer Care is a fundamental component of the Omnichannel strategy
Client support through an effective Customer Care service should be seen:
5
11
12
13
18
26
29
53
72
0 10 20 30 40 50 60 70 80
Events organization
Printing & Advertising
Payment systems
Loyalty program
Resources involvement
Social media
Delivery
Purchasing process
Customer care
as a caring channel and resolution point of contact with brands
as an opportunity to collect customer information and additional sales channel
“Customer care is the activity that 72% of the responders consider fundamental for the increase of the corporate reputation for
E-commerce player and carriers”
For customers
For brands
Source: Il Sole 24 ore
Sales
Content
Channels
Supply Chain
Finance
Customer
Care
Digital
Marketing
Customer
Insight
e-commerce
framework
Increase percentage of Sales from CC UpsellingAn excellent Customer
Care Service brings
different advantages + 6-10 %
• Customer satisfaction in the short term (especially for those with less expertise with the full digital service)
• Higher purchase/repurchasepropensity
• Promotion to friends & family
Typically complex Customer Care has been associated to the Service industry (Telco, Banking…) since it
represented a competitive arena to retain customers
80%
20%
Single contact
Second interactionreqiured
An excellent Customer Care might turn into improved economic performances
A streamline Customer
Care management
allows to optimize the
associated costs
The optimization can lead to a first contact resolution of 80% on the total contacts, resulting in a reduction of contacts to be managed
Customer Care success factors
Key differentiating
elements
of kick starter
Customer Care
Easy access through different channels: telephone and digital (e.g. chat, WhatsApp, mail and
social)
Customer Care Integration with every sales channels (One Channel logic) to: • Guarantee coherence• Allow agents to obtain the client
information history
First contact resolution through real time access of all the tracking
tools for every case & order
Customer Care Agent ownership to solve issues and maintain an
ongoing customer relationship – in case of no first contact resolution
Solid competences and knowledge on products to enable:• Complete management service• Upselling possibilities during
Inbound contacts
1°
Contact center agenda to enable a strong Omnichannel support - Priority list
EY can provide immediate support and also pursue quick wins based
on clients Customer Care level of maturity:
FIX THE BASICS
FROM COST TO
PROFIT CENTER
WORLD CLASS
✓Implementation of a monitoring system to
evaluate service quality and to align those
mechanism with 3rd parties (#contacts
solved/time of resolution/ etc.)
✓Set up of an HUB for continuous CC
improvement to exploit collected info
✓Agents training and KM to address
product info requests
✓Introduction of basic tools of CRM/ routing/
tracking calls cases to automatize the
management process
✓Change of the monitoring model to
foster sales (e.g. replace # of contacts
and cost per contact to #contacts with
upselling outcome)
✓Set up of commercial training to agents
✓Implementation of an incentive scheme
to promote upselling
✓Introduction of digital tools to facilitate
cross-channels sales (e.g. digital agenda
for store appointment)
✓Evolution of the investment business
case model – to be based on topline vs
cost
✓Set up of digital advanced tools: e.g.
WhatsApp integrated with the sales platform
to simplify the access to the customer
care/social and to allow the easy switch of
client management from public to private
mode
✓Evolution of monitoring systems to
guarantee the real time coverage of the
new channels
✓Implementation of advanced analytics to
maximize sales and any proactive
recontacts
✓Definition of profiling mechanism to
guarantee the same agent and ease
“intimacy and emotional connection”
One Channel – La trasformazione nel breve termine
Giovanni PASSALACQUA Partner, STRATEGY & OPERATIONS
Floriana D’ANGELO Senior Manager, STRATEGY & OPERATION – CONSUMER PRODUCT & RETAIL
Looking Forward – Toward a One Channel Strategy transformation
GAIN TRUST & ATTRACT
TOWARD STORES &
PHYSICAL CHANNEL/
TOUCHPOINTS
UNDERSTAND THE NEW
CHANGED NEEDS, PRIORITIES
AND EXPECTATIONS OF
CLIENTS
ADOPT A STRUCTURED
AGILE APPROACH TO
INTRODUCE NEW
SERVICES & SOLUTIONS
LAUNCH A COMPREHENSIVE
CHANGE MANAGEMENT PLAN
WITHIN THE WHOLE
ORGANIZATION
ONE CHANNEL STRATEGY TRANSFORMATION GUIDING
PRINCIPLES FOR THENEW NORMAL NOW
Looking Forward – Gain Trust
THE COMPONENTS OF THE VIRUS FREE RECIPE
Health Services & operating guidelines
to guarantee the
HEALTH AND
SAFETY of all stakeholders
OPERATIONS
sustainability
INDUSTRIAL
relationships
management
BUSINESS
CONTINUITY
guarantee
WORKFORCE
management
Design of
TRAINING and internal & external
COMMUNICATIONto all the
stakeholders
REGULATIONS
monitoring
Supporting TECHNOLOGY
ENABLERS
scouting
• DEFINE AN INTERNAL – CROSS DEPARTMENT TASKSFORCE TO SPEED UP STRATEGIC DECISIONS & EXECUTION
• ACQUIRE THE RIGHT CAPABILITIES MIX AND SET A MULTIFUNCTIONAL TEAM TO ADDRESS THE DIFFERENT “RECIPE COMPONENTS”
<
Looking Forward – Understand new customer needs
KEY COMPONENTS TO BE TAKEN IN CONSIDERATION
NEW NEEDS, PRIORITIES
& EXPECTATIONS
Strengthened
1-to-1 RELATIONSHIP
Optimized
CROSS-CHANNEL
purchase process
A deep listening to
CUSTOMER voice
The Centrality of
ENGAGEMENT
ACTIVITIES
The potential related to
Sales ADVISORY SERVICES
The impact of
PRODUCT
PRESENTATION
Looking Forward – Adopt a “structured” Agile Approach
EMPHASIZE DEFINE IDEATE PROTOTYPE & TEST
DEVELOPMENT
Phases can be managed in parallel, be consequent or reiterated They are just different modalities that contribute to an integrated project
Learn from test
Looking Forward – Launch an adequate Change management plan
CULTURE &WAYS OF WORKING
COACHING& TRAINING
EMPLOYEE EXPERIENCE
PROCESSES, ROLES & ORGANIZATION
MANAGING THE
CHANGE
One Channel, lessons learnt
One lesson learnt from the disruption caused by Covid-19 pandemic: physical and digital channel have to permeate and boost each other along the entire funnel, while evolving their self-standing features
1. REVISE THE JOURNEY
ENGAGING ALONG THE OVERALL FUNNEL
CUSTOMER PORTFOLIO
New ServicesNew Initiatives
New Basics & Foundations
New Contents
2. RESHAPE THE SALES
«CARING» CEREMONYSales Process Review, Customer
profiling & Personalization, Store Assistant training & Coaching, virtual assistant
FROM… …TO
Store Assistant Personal Shopper
Virtual Assistant
VoC & Light Sentiment Survey, Customer Analytics Digital Audit, New service &
experience design
3. RENEW «EXCLUSIVE»
RETAIL, 50% STORE & 50% HUB
Drive to store & ship from store processes activation, online
booking launch, store premiumness strategy
Improve Store traffic & Upselling• Online booking• Click/Pay Collect• Return in storeSupport Efficiency• Ship from store
4. STRENGHTEN ECOMMERCE
& PRODUCT DISPLAYOperating model features
optimization, UX/UI and digital boost, info commerce & virtual
showrooming support
Q&A
Contatti
#IoRestoaCasa
Stefano Vittucci
Armando Branchini
Elena De Cò
Riccardo Bovetti
Riccardo Bigio
Luca Grivet Foiaia
Irene Pipola
Giovanni Passalacqua
Per ulteriori informazioni, visitate www.ey.com/covid-19
Roberto Larocca
Floriana D’Angelo
EY | Assurance | Tax | Transactions | Advisory
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