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DIGITAL TRANSFORMATION

IN 7 STEPSMASTERING DIGITAL DISRUPTION IN RETAIL

BASED UPON THE DIGITAL TRANSFORMATION OF

MASTERING DIGITAL DISRUPTION IN RETAIL

We are Duval Union Consulting, a consultancy company that helps companies master digital

strategies and transformation. CLICK FOR MORE INFO

http://www.duvalunionconsulting.com














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MASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAIL

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http://www.dearmedia.be


In this presentation we will show you how we helped

Belgian retailer Torfs master digital disruption.

PLEASE NOTE THAT ALL INDICATIONS ARE FICTIONAL

MASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAIL

https://www.torfs.be/






DIGITAL IS TRANSFORMING THE WORLD


Torfs is a a Belgian retailer in shoes. The organization has more than 70 stores in Belgium.

The company originates from the end of World War II. After a period of selling shoes on the marketplace in Mechelen, founder Karel Torfs decided to start Schoenen Torfs in 1948

and opened four stores together with his wife.

The company went from father to son and in 1986, Wouter Torfs (son of the third generation) came in play. Under his charge the family company grew out to become an established retailer in Belgium, best known for its family values and motivated employees. Therefore, Torfs has been elected Best Employer & Best

Workplace in Belgium several times.

Retail companies, however, have quite some challenges with new challengers and that’s why Torfs & Duval Union Consulting have worked together to master the digital transformation of Torfs.









We have reached a stage in digital evolution where “online” is no longer a gimmick at the sideline of our activities.



Digital and online services are evolving at an unseen speed and this speed continues to increase with new trends like social and mobile media.

40

30

20

10

0

First commercial available year

1870 80 90 10 20 30 40 50 60 70 80 90 10 151900 2000

Electricity (46)

Telephone (35)Radio (31)

Television (26)

PC (16)Mobile phone (13)

The web (7)

1873

18761897

1926

19271983

1991

Technology Adoption (Years until used by one-quarter of American population)

source: singularity.com





Digital in all its forms is transforming the very essence of the world we live in.



Sectors that did not anticipate transformation and “lost the game”: ‣ Music ‣ Classifieds ‣ Print ‣ Photography ‣ …

Sectors currently transforming at high speed: ‣ Media ‣ Retail ‣ Recruitment ‣ Communication ‣ …





After 20 years of online activity, the world is realizing that digital technologies are changing the

way we do business.


MASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAIL





TO SURVIVE DISRUPTION YOU NEED TO BRING DIGITAL FROM THE SIDELINES TO THE CORE OF YOUR ORGANIZATION.

THE BUSINESS

DIGITAL (at the

sideline)

DIGITAL IN THE CORE






THE BUSINESS

DIGITAL (at the sideline)

DIGITAL IN THE CORE

DIGITAL IN THE CORE

DIGITAL IN THE CORE

DIGITAL IN THE CORE


IF IT’S NOT POSSIBLE (YET) TO INTEGRATE DIGITAL IN THE CORE, YOU SHOULD START NEW DIGITAL FIRST BUSINESSES NEXT TO YOUR TRADITIONAL COMPANY.

THE BUSINESS

DIGITAL (at the

sideline)






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THE REAL POWER OF DIGITAL IS HAPPENING IN A TRANSVERSAL WAY THROUGHOUT YOUR ENTIRE ORGANIZATION AND IS IMPACTING EVERY DIVISION IN YOUR COMPANY.






IN ORDER TO CHANGE THE

WORLD?

HOW BIG SHOULD CHANGE BE?






HOW BIG SHOULD CHANGE BE IN ORDER TO CHANGE THE WORLD?

12.000

10.000

8.000

6.000

4.000

2.000

0

2007

2008

2009

2010

2011

-2.000

2,0%

0,0%

-2,0%

-4,0%

-6,0%

-8,0%

-10,0%

-12,0%

-14,0%

Mill

ions

Sales

Net Profit

Rate of Net Profitability

(c) ZoneBourse.com - Thomson Reuters

EASTMAN KODAK COMPANY


http://ZoneBourse.com






KODAK STOCK EVOLUTION







EARNINGS BLOCKBUSTER VS. NETFLIX

1,750

1,500

1,250

1;000

750

500

250

0

JAN 2007 JAN 2008 JAN 2009 JAN 2010

Blockbuster

Netflix

Source: CNBC

Milli

ons







Waves of Digital Disruption

1995+ Music Photography Video Rental …

2010+ Print Media TV Travel HR …

2015+ Banking Healthcare Automotive Retail Education Telco …

2020+ All Safe havens will be subject to digital disruption …







DISRUPTION IS REAL, DEAL WITH IT!

DISRUPTION

MODELING

TRANSFORMATION






MODELINGMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAIL




DIGITAL TRANSFORMATION MODELINGDigital Transformation Modeling is a pragmatic methodology that allows organizations to run through a set of exercises and workshops to:

‣ clarify the possible impact of digital on their activities ‣ create future scenario’s and a strategic transformation mission ‣ create a positive roadmap of business ideas to build your own future ‣ permanently monitor and identify trends that can speed up

transformation




THREE QUESTIONS TO ANSWER

MASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAILMASTERING DIGITAL DISRUPTION IN RETAIL




1. WHAT IS HAPPENING NOW?

2. WHAT WILL HAPPEN NEXT?

3. WHAT ARE WE GOING TO DO?

THREE QUESTIONS TO ANSWER










THE GLASS HOUSE THE PACKAGE THE FROG THE GATEKEEPER THE TRAVELLER THE PARTICIPANT THE CYBORG

Step 1.

External analysis - Getting insights and understanding of the drivers of digital transformation

To kick off the digital transformation of Torfs, detailed insights and understandings about what is happening in and beyond the world of retail today were needed. This phase of the transformation is inspirational as it opens the eyes of the stakeholders of the company and gives a strong sense of what is already happening in the industry.






THE GLASS HOUSE

THE PACKAGE

THE FROG

THE GATEKEEPER THE TRAVELLER

THE PARTICIPANT

THE CYBORG

A world with increased transparency and higher accountability, with a new form of

proximity and the need for responsiveness…

… a world in which large monolithic structures are challenged by new

(smaller) players, operating online, worldwide and according to new rules…

… a world in which traditional partners becomes competitors and where everyone is trying to by-pass someone else…

… a world in which we have new opinion leaders deciding what is important and

what is not: new experts, our peers, but also driven by technology…

… a world in which mobile access is dominating everything else. Where people have access to everything, everywhere,

every time they want it…

… a world in which people want to participate and co-create the future…

… a world in which technology becomes part of everything we do,

where every object (including ourselves) is connected to the internet.

This is the world we live in today.

THE WHEEL OF CHANGE




Retailers are becoming more transparent towards consumers. There is a high demand in taking greater responsibility. The distance between consumer and company is getting smaller. Consumers demand a greater responsiveness of retailers. Communicating with consumers occurs bi-directional. Humanized organizations are thriving. Authenticity has never been more important than today.



THE GLASS HOUSE

Step 2. External analysis - The changing world of retail






THE GLASS HOUSE





Competitors are ‘unbundling’ or ‘rebundling’ their supply. New players are attacking traditional retailers through ’appification'. There is an immense long tail in retail. People want more personalized products. Buying products has become an experience. Speed is elementary, we want things now. Price is a big differentiator. Disruptors bet big on (self)-service. Traditional players aren’t as scalable as the new players.



THE PACKAGE







THE PACKAGE





Former partners and dealers are bypassing you by going

directly to the consumer. Traditional services are becoming more virtualized. Customers have far more options because of the huge

fragmentation of touchpoints.



THE FROG







If you can sell expensive cars online, you can sell anything online.

THE FROG





New gatekeepers change your position in the market.

People tend to buy what is being recommended.

There is a good is good enough attitude amongst your clients.

Employees and customers are becoming important ambassadors for

brands in retail.



THE GATEKEEPER







TRADITIONAL GATEKEEPERS

Crowd-sourced opinionsPeers as news distributorsAutomatic algorithmsNew “experts”

+ + + +THE GATEKEEPER





The location of retail is shifting vastly towards online & mobile. Smartphones make the process of consuming much easier. People are becoming an empowered self due to mobile technology. Instant gratification changes the rules: we want it here & now. There is a new way of working for your employees and your customers. Mobile ecosystems are introducing contextual awareness.



THE TRAVELER







THE TRAVELER





Communities are setting the tone in retail.

Gamification is introduced in retail to drive customer loyalty.

Digital technology is making it easier for consumers to collaborate.

New players are using the (financial) power of the crowd.

The sharing economy is changing the world forever.



THE PARTICIPANT







THE PARTICIPANT





Devices are becoming smart(er) because of the Internet Of Things.

Wearables are becoming mainstream.

People as quantified selves are consuming in different ways.

Robotics are improving logistics in retail.

Smart ‘big data’ is playing a bigger role than ever in retail.

Consumer monitoring is being implemented at light speed.



THE CYBORG







THE CYBORG





Step 3.

Internal analysis - What is the impact of digital disruption on Torfs?

In this phase we scored the performance of Torfs on each driver. This shows our client how big the impact of digital disruption is (or will be), how well they are performing and how vulnerable they are for new, disruptive players.




IMPACT




Step 3. Internal analysis - What is the impact of digital disruption on Torfs?




Monolithic vs atomic

Appification

Long Tail

Personalization

Experience

Speed

(Self-)service

Scalability

Bypassing

Virtualization

Fragmentation of touchpoints

New gatekeepers

Recommendations

Good is good enough

Ambassadorship

Place

Utility

Empowered self

Instant gratificationNew way of

workingContextual awareness

Community

Gamification

Collaboration

Power of Crowd

Sharing economy

Internet of Things

Wearables

Quantified self

Robotics

Data

Monitoring

Transparency

Responsibility

Proximity

Responsiveness

Bi-directional

Humanization

Authenticity


We measured how well Torfs scores on each of the drivers and which of the drivers are most impactful for Torfs.




Step 3. Internal analysis - What is the impact of digital disruption on Torfs?




The impact analysis we conducted, learned us that Torfs already has built up some strengths over the years. The organization has always been doing well in terms of being transparent, accountable and a human company. Combining these elements of The Glass House with offering a great service, results in a strong network and a good relationship with the customers. Despite these upsides, we’ve found that Torfs is still facing numerous challenges to compete with new, digital (and disruptive) players in retail such as Zalando. The company will need to take relatively big steps, however we see that Torfs will be able to make the leap forward and transform successfully towards a hybrid company where digital innovations and traditional values meet each other halfway.




2. What will happen next?





2. WHAT will happen NEXT?

Step 4.

Internal analysis - Scenario planning We do this exercise to combine the several digital disruptions and fragmented impulses into clear future scenarios. Each of these scenarios are realistic, are situated within 5 years from now and will give Torfs insights in their own, possible, position in the future.

For the scenario planning, the two most impactful metaphors of digital transformation were chosen by Torfs. Together we worked the future scenarios.






Step 4.

Internal analysis - Scenario planningHIGH DISRUPTION METAPHOR 1

LOW DISRUPTION METAPHOR 1

LOW DISRUPTION METAPHOR 2

HIGH DISRUPTION METAPHOR 2

NO CHANGE

HYPER DISRUPTIONDISRUPTION A

DISRUPTION B






Step 5.

Internal analysis - Most likely to happen Scenario

After writing down the possible, future scenarios for Torfs, we -together- chose the plot which seems most likable to happen in the retail industry from Torf’s perspective.

With this scenario in mind, we painted a more detailed picture of what will happen in the retail industry and how this will translate towards the different groups and generations of consumers for Torfs.

NO CHANGE HYPER DISRUPTIONDISRUPTION A DISRUPTION B

CLICK TO LEARN MORE ABOUT THE DIFFERENT GENERATIONS IN DIGITAL TRANSFORMATION



http://www.dearmedia.be/2015/07/28/how-to-approach-different-generations-in-digital-transformation/




Step 5.

Internal analysis Most Likable to happen Scenario

Together with Torfs, we’ve wrote a detailed scenario that describes the future of Retail and the company’s position in this scenario.


A WORLD

… where online retailers explore the offline world & vice

versa … with a lot of fragmentation,

unbundling & new retail formulas

… where new business concepts of

retail thrive

… where retailers are

providing customers with online & offline

experiences

… where digital players

invest in automatization,

personalization & big data

… where brands still need retailers to

effectively reach consumers

… where retailers can

maintain & reinforce the relationship

with the customers




3. What are we going to do?






Step 6.

Business cases - Development of business ideas

The last step of the digital transformation of Torfs is the creating a longlist of business ideas focused on the most likely to happen future but keeping all four possible scenarios in mind.

This list is only a snapshot in time but Torfs can now start integrating and implementing the new business ideas in the company’s broader strategy and the complementing tactics of the organization, knowing that they’re armed against digital disruption.






Step 6.


Together with Torfs, we’ve brainstormed about business ideas for the company considering the designed scenarios and the (position of Torfs in the) future of Retail.

These business ideas were mapped on a realistic roadmap, consisting of business activities which rely on the classical strengths of Torfs (being a human & local retailer) to create a strong digital storyline and customer experience throughout online ánd offline.

We strongly believe that this hybrid approach offers Torfs (and in addition all retailers) great chances to successfully counter attacks from challengers such a Zalando and others.






Step 6.


Developing new business ideas is not an easy thing to do. Click on the banner to get inspired by 10 business models of hyper disruptors.


http://www.digitaltransformationbook.com/10-hyper-disruptive-business-models/#more-735










Step 7.

Next steps - Digital leadership development

After the development of business ideas and integrating these ideas into a realistic digital roadmap, it is crucial to develop digital leadership and implementing digital into the existing structure of the organization. We develop digital leadership in three steps:

1. Digital Leadership Assessment Mapping the “as is” situation and recommending building blocks to move towards the ideal “to be” situation.

2. Digital Leadership DevelopmentDesigning a program to improve internal skills and knowledge.

3. Digital Leadership Retention Identifying and securing (new) digital leaders within the company.






Step 7.

Next steps - Digital leadership development


CIO COO CbsOSalesMkt

CDO

Virtual Digital Leadership Team

Outside world

Digital Officers

DIGITAL OFFICE

Digital Leads

Digital Network

Board of Directors

Shareholders

CEO

In our book “Digital Transformation” we’ve described

several new roles and teams to incorporate digital transformation

within companies.






Step 7.

Next steps - Trendwatching

Because digital transformation and disruption are recurring powers it is needed to keep track of evolutions in technology and retail.

After the digital transformation of Torfs it is thus needed to monitor all new trends and keep our eyes on the possible scenarios to make sure that our client is able to change course in a fast but well thought way, which is aligned with the business strategy of the company.




SEVEN STEPS TO REMEMBER





WHAT IS HAPPENING NOW?

WHAT will happen next?

WHAT are we going to do?

1. Get insights and understanding of the drivers of digital transformation

2. Know the changing world of retail

3. Measure the impact of digital disruption on your company

4. Create realistic future scenarios

5. Paint the picture that is most likely to happen

6. Develop business ideas according to the scenario(s)

7. Develop digital leadership, implement digital in the company & monitor trends





“Substance, approach and especially style made Jo Caudron and his team the perfect fit to align the members of the entire management team in our digital transformation. It was a unique experience, which resulted in a shared vision of the management.

Initially only a handful of believers truly led the digital transformation project internally. Because of the workshops, however, the transformation mission has secured and gained widespread support throughout the company. We’re fully convinced that this support is an absolute must to really set things in motion.

Starting today, everything will change. All colleagues - regardless of levels, departments and structures - will work together in new and different ways. Open, forward-looking, no-nonsense but keeping both feet on the ground.

The best is yet to come!”

Barbara Torfs Director of Marketing

& Communication




CLICK IF YOU NEED HELP WITH YOUR











Want to learn more? Read more on Digital Transformation in our book!

CLICK TO BUY THE BOOK


http://www.digitaltransformationbook.com/order/




























































IN 7 STEPSMASTERING DIGITAL DISRUPTION IN RETAIL

BASED UPON THE DIGITAL TRANSFORMATION OF