Riaprono i negozi Moda e Lusso: One-channel è la stella polare - EY WEBINAR
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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 experience Armando BRANCHINI, Fashion & Luxury Senior Advisor Elena DE CO', Head of TAS-Strategy Fashion & Luxury Roberto LAROCCA, Retail and Distribution Senior Advisor Cosa e come fare, oggi, nelle aree di interazione tra consumatore e marca&prodotto Sicurezza e servizio: le priorità per la riapertura Riccardo BOVETTI, Consumer Product and Retail Mediterranean Leader for Assurance L’innovazione a sostegno dell’esperienza e del posizionamento Riccardo BIGIO, Executive Director Fashion & Luxury and MED area leader Digital & Innovation CRM e Clienteling per una relazione personalizzata col cliente, nella Fase 2 Luca 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 termine Giovanni PASSALACQUA, Partner - Strategy & Operation Floriana D’ANGELO, Senior Manager - Strategy & Operation / Consumer Product & Retail Q&A e Conclusioni Armando 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
Pre Covid During Covid New Short term Strategy .
Next Protect the Business
Situation Lockdown Normal
• E-commerce boost
• Cost management
Physical Stores reopening
-30-40%
Organic • Ensure safety
F&L Penetration
Growth
Expected at 20-27% • New selling ceremony,
E-Comm. Penetration
Penetration
+40% Beauty +6-12% stores as ateliers
12-15%* and Cosmetics
Building the New Normal
Traffic Stores Traffic rebound expected to
• Physical retail remains
Physical -7% CAGR Closed take 6 -12 months strategic
Retail • One Channel approach
• Quick Wins (impact 2020):
loyalty and revenue boost
(*) 14,7% overall, 12% for Personal Luxury Goods
One customer, One Brand, One Channel
Outstanding
Personal
Consistent
Seamless
Customer
Experience
across brand’s
touchpoints
Source: EY Future Consumer Index, April 2020
Customers are multi channel – One Channel customer experience
Online
~70% business 2008 2008 1994
~15% ~10%
Digitally launch
online sales influenced Physical
Online
(12% in luxury) ~5% store 2017 2012 2015
ShowRooming* opening
~55% Ropo:
Research online, ~60%
purchased offline
Multi-channel
~30%
Only physical
(*) Seen in physical store, bought onlineOne Channel «Recipe»
Top Commitment and
Organization &
Change Management Sales & Marketing
Accountabilities
Program
Operational Processes IT
Source: EY Future Consumer Index, April 2020Winning the One Channel challenge – One brand, One Customer, One Channel
Outstanding and seamless customer experience What consumer wants
Web Physical Store-
Franchising How to achieve it
1. Strong ownership and top
Sito Physical management commitment
E-commerce Store-DOS
2. Selection of right partners
3. Capabilities
4. Strict program management
Apps control
Social
media
Future proof strategy
BRANDS → Role and future
profits
RETAILERS → survival
Customer
ServiceFinal Recommendation
4
3
2
Identify the
target and be 1
focused on the
next step
Source: EY Future Consumer Index, April 2020Sicurezza 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 Servizio
Definizione e attuazione Definizione e attuazione di
delle procedure volte a nuove modalità di servire nella
salvaguardare la sicurezza ricerca di bilanciare la
dei clienti e del personale potenziale minore propensione
all’acquisto post lock down
Store Operation Procedure
Strumento per cogliere anche l’evoluzione dell’equilibrioServizio e sicurezza: alcuni key topics
► Gestione degli ingressi e delle code
► Nuove modalità di ingresso
► Vendita su appuntamento
► Gestione esposizione del merchandise
► Gestione degli spazi e merchandise
► Ridefinizione layout fisico
► Chiusura del ciclo di pagamento
► Gestione del fitting room
► «Cerimonia» di vendita
► Sanificazione spazi e merce
► Rivisitazione delle misure di performance del punto
► Performance Management vendita
► Nuovo ruolo del venditore e definizione incentivi
compatibili con la nuova figuraL’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
► Company status and specific needs
► Digital readiness assessment ► Benchmark with competitors
► Implementation roadmap
► Mapping of digital enablers
► Innovation scouting ► Fit with specific value chain needs
► Integration context and modalities
► Removal of organizational boundaries
► Organization ► Mix of functions and competences
► Objectives, incentives and top management support
► Coherence with crisis management and restart plan
► Test & Learn pilots ► Test & Learn pilots results
► Large scale deploymentInnovation scouting: 200+ digital enablers that help facing the
most pressing market challenges in the short and medium term
WHAT WHY HOW
► Structured innovation ► Anticipate market and ► Providers of specific products
scouting approach technology trends and and services
potential future evolutions
► Each solutions linked to ► Partners for the co-
specific Fashion/Luxury value ► Technology is necessary to development of technology
chain needs compete with market leaders and business solutions
► 200+ startups and innovative ► More suitable to the current ► Potential targets for
companies mapped crisis than ad hoc solutions acquisition
and enterprise transformation
Platform Product Corporate Completion Engagement
Web
Integration Intelligence,
Ecommerce marketing
with 3rd Other SW Product Merchand- Sales and Logistic and analytics
platform Operations Payments and
party online development development ising retail fulfillment and
development communica-
platforms reporting
tionVirtualization 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 ► Appointment booking ► Chatbots ► 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
DIFFERENT «SALES PLACE»
Online Sales In-store
Increased traffic ONE Reduced traffic
CHANNEL
CRM tools & techniques are key in the reshape of the
customer experience based on:
Personalization Direct Engagement
Products / Preferred One-to-One Personalization Communication
Fit-size Sales Place dialogue Channel & TypesThe key capabilities of CRM
5. Integration 1. Clients’ Database
4. Marketing 2. Segmentation
Automation and Analysis
3. Clienteling
Nothing new and maybe many companies already have this tools.
HOW those are designed, deployed, used is keyThe key capabilities of CRM
1 Clients’ Database 2 Segmentation and Analysis
Make In-store appointment a "privilege“
Big & Rich of Attributes. e.g. maximizing conversion also Online with
Collection of behavioral data during clustering:
lockdown • Higher Customer lifetime value (CLV)
Previous purchases phases for best fit / • Digital addictied vs adverse
• …
size to leverage in store appointment
…
Otherwise start to create data To drive personalized product
collection campaign and build it related communication and CTA…
(with privacy rivalidation)
… considering trustThe key capabilities of CRM
3 (Mobile) Clienteling
Store Managers / Sales Assistants to directly engage
customers inviting for in-store visits ensuring trust.
Engage Ensure
with pre-shopping sessions and
Schedule the client with in-store presence of
product presentation in-store appointments favorites product & security
ALL IN THE CLIENTELING APP - Keeping the control of the client reations and data
HQ CRM Team to plan Push campaign into the Store rep APPThe key capabilities of CRM
4 Marketing Automation 5 Integration
• Personalized experience of Full integration for data collection
massive online clients and experience
• Preferred Sales Place: Drive personalization
to store Drive to online Front-end Back end
• Based upon Clustering,
personalized message & preferred
Product focused Touchpoints,… Supply chain
• … In store Stock
Maximizing conversion inventory, …HOW the new normal is designed, deployed, used is key
There are also organizational implications
Store Reps CRM HQ team
Key role in the client relationship Analytic CRM
management
Training and reskilling Centralized campaigns
management and planning
The technology to achieve all this quickly and progressively is now widely available, and people
could 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
progressivelyRuolo 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:
as a caring channel and resolution point of contact with For customers
brands
Digital as an opportunity to collect customer information and For brands
Sales
Marketing additional sales channel
Content Customer
“Customer care is the activity that 72% of the responders consider
Care fundamental for the increase of the corporate reputation for
E-commerce player and carriers”
e-commerce Customer care 72
framework
Purchasing process 53
Finance Channels Delivery 29
Social media 26
Resources involvement 18
Customer Loyalty program 13
Supply Chain Insight Payment systems 12
Printing & Advertising 11
Events organization 5
0 10 20 30 40 50 60 70 80
Source: Il Sole 24 oreAn excellent Customer Care might turn into improved economic performances
Typically complex Customer Care has been associated to the Service industry (Telco, Banking…) since it
represented a competitive arena to retain customers
• Customer satisfaction in the short
Increase percentage of
term (especially for those with less
An excellent Customer Sales from CC Upselling
expertise with the full digital service)
Care Service brings • Higher purchase/repurchase
different advantages propensity + 6-10 %
• Promotion to friends & family
A streamline Customer The optimization can lead to a first 80%
Single contact
Care management contact resolution of 80% on the total
contacts, resulting in a reduction of 20% Second interaction
allows to optimize the contacts to be managed reqiured
associated costsCustomer Care success factors
Customer Care Integration with every
sales channels (One Channel logic)
to:
• Guarantee coherence
• Allow agents to obtain the client
Solid competences and knowledge information history
on products to enable:
• Complete management service
• Upselling possibilities during
Inbound contacts
Easy access through different
channels: telephone and digital
Key differentiating (e.g. chat, WhatsApp, mail and
social)
elements
of kick starter
Customer Care
Customer Care Agent ownership to 1° First contact resolution through
solve issues and maintain an real time access of all the tracking
ongoing customer relationship – in tools for every case & order
case of no first contact resolutionContact 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:
WORLD CLASS
FROM COST TO
✓Set up of digital advanced tools: e.g.
PROFIT CENTER WhatsApp integrated with the sales platform
to simplify the access to the customer
✓Change of the monitoring model to
FIX THE BASICS foster sales (e.g. replace # of contacts
care/social and to allow the easy switch of
client management from public to private
and cost per contact to #contacts with mode
✓Implementation of a monitoring system to upselling outcome)
evaluate service quality and to align those ✓Evolution of monitoring systems to
mechanism with 3rd parties (#contacts ✓Set up of commercial training to agents guarantee the real time coverage of the
solved/time of resolution/ etc.) new channels
✓Implementation of an incentive scheme
✓Set up of an HUB for continuous CC to promote upselling ✓Implementation of advanced analytics to
improvement to exploit collected info maximize sales and any proactive
✓Introduction of digital tools to facilitate recontacts
✓Agents training and KM to address cross-channels sales (e.g. digital agenda
product info requests for store appointment) ✓Definition of profiling mechanism to
guarantee the same agent and ease
✓Introduction of basic tools of CRM/ routing/ ✓Evolution of the investment business “intimacy and emotional connection”
tracking calls cases to automatize the case model – to be based on topline vs
management process costOne 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
ADOPT A STRUCTURED
ONE CHANNEL STRATEGY AGILE APPROACH TO
TRANSFORMATION GUIDING INTRODUCE NEW
PRINCIPLES FOR THE SERVICES & SOLUTIONS
NEW NORMAL NOW
LAUNCH A COMPREHENSIVE
CHANGE MANAGEMENT PLAN
UNDERSTAND THE NEW WITHIN THE WHOLE
CHANGED NEEDS, PRIORITIES ORGANIZATION
AND EXPECTATIONS OF
CLIENTSLooking Forward – Gain Trust
THE COMPONENTS OF THE VIRUS FREE RECIPE
• ACQUIRE THE RIGHT CAPABILITIES
REGULATIONS
monitoring
MIX AND SET A MULTIFUNCTIONAL
OPERATIONS BUSINESS TEAM TO ADDRESS THE DIFFERENT
sustainability CONTINUITY “RECIPE COMPONENTS”
guarantee
Health Services &
Design of operating guidelines
to guarantee the
TRAINING and Supporting • DEFINE AN INTERNAL – CROSS
internal & external HEALTH AND
COMMUNICATION SAFETY of all
TECHNOLOGY DEPARTMENT TASKSFORCE TO
ENABLERS
to all the stakeholders
scouting SPEED UP STRATEGIC DECISIONS &
stakeholders
EXECUTION
INDUSTRIAL
WORKFORCE
relationships
management
managementLooking Forward – Understand new customer needs
KEY COMPONENTS TO BE TAKEN IN CONSIDERATION
NEW NEEDS, PRIORITIES
The Centrality of & EXPECTATIONS A deep listening to
ENGAGEMENT CUSTOMER voice
ACTIVITIES
<
The potential related to Strengthened
Sales ADVISORY SERVICES 1-to-1 RELATIONSHIP
The impact of Optimized
PRODUCT CROSS-CHANNEL
PRESENTATION purchase processLooking Forward – Adopt a “structured” Agile Approach
Learn from test
EMPHASIZE DEFINE IDEATE PROTOTYPE DEVELOPMENT
& TEST
Phases can be managed in parallel, be consequent or reiterated
They are just different modalities that contribute to an integrated projectLooking Forward – Launch an adequate Change management plan
CULTURE &
WAYS OF WORKING
PROCESSES, ROLES &
ORGANIZATION
MANAGING THE
CHANGE
EMPLOYEE
EXPERIENCE
COACHING
& TRAININGOne 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 3. RENEW «EXCLUSIVE»
ENGAGING ALONG THE RETAIL, 50% STORE &
50% HUB
OVERALL FUNNEL 2. RESHAPE THE SALES 4. STRENGHTEN ECOMMERCE
VoC & Light Sentiment «CARING» CEREMONY Drive to store & ship from store & PRODUCT DISPLAY
Survey, Customer Analytics processes activation, online
Sales Process Review, Customer booking launch, store Operating model features
Digital Audit, New service &
profiling & Personalization, premiumness strategy optimization, UX/UI and digital
experience design
Store Assistant training & boost, info commerce & virtual
Coaching, virtual assistant showrooming support
New Basics & New Contents FROM… …TO
Foundations
Improve Store traffic & Upselling
• Online booking
• Click/Pay Collect
CUSTOMER • Return in store
PORTFOLIO Support Efficiency
Store Assistant Personal Virtual • Ship from store
Shopper Assistant
New Initiatives New ServicesQ&A
Contatti
Stefano Vittucci Riccardo Bigio
Stefano.Vittucci@it.ey.com Riccardo.Bigio@it.ey.com
Armando Branchini Luca Grivet Foiaia
Armando.Branchini@it.ey.com Luca.Grivet-Foiaia@it.ey.com
Elena De Cò Irene Pipola
Elena.De.Co@it.ey.com Irene.Pipola@it.ey.com
Roberto Larocca Giovanni Passalacqua
Roberto.Larocca@it.ey.com Giovanni.Passalaqua@it.ey.com
Riccardo Bovetti Floriana D’Angelo
Riccardo.Bovetti@it.ey.com floriana.dangelo@it.ey.com
Per ulteriori informazioni, visitate www.ey.com/covid-19
#IoRestoaCasaEY | Assurance | Tax | Transactions | Advisory EY è leader globale nei servizi professionali di revisione e organizzazione contabile, assistenza fiscale e legale, transaction e consulenza. La nostra conoscenza e la qualità dei nostri servizi contribuiscono a costruire la fiducia nei mercati finanziari e nelle economie di tutto il mondo. I nostri professionisti si distinguono per la loro capacità di lavorare insieme per assistere i nostri stakeholder al raggiungimento dei loro obiettivi. Così facendo, svolgiamo un ruolo fondamentale nel costruire un mondo professionale migliore per le nostre persone, i nostri clienti e la comunità in cui operiamo. © 2020 EY S.p.A.. All Rights Reserved. Questa pubblicazione contiene informazioni di sintesi ed è pertanto esclusivamente intesa a scopo orientativo; non intende essere sostitutiva di un approfondimento dettagliato o di una valutazione professionale. EYGM Limited o le altre member firm dell’organizzazione globale EY non assumono alcuna responsabilità per le perdite causate a chiunque in conseguenza di azioni od omissioni intraprese sulla base delle informazioni contenute nella presente pubblicazione. Per qualsiasi questione di carattere specifico, è opportuno consultarsi con un professionista competente della materia. ey.com
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