1. Multi Channel Retail Thinking

2. Project Management Thinking

Rob Stone, Principal

11th April 2006

What is Multi Channel Retail (MCR)

Charteris defines MCR as:

One view of the customer

One supply chain

One service policy

One assortment/product range across multiple channels

Background

Difficult retail environment

Internet shopping maturing

Retailers’ upgrading websites

Industry view is that successful retailers providing integrated shopping

More customer information available

Technology costs falling

Mail Order and E-commerce account for 11% of total retail sales

Record Numbers via Web and TV Shopping

ICD Oct 05

The Survey - Who we spoke to

Turnover above £200 million

40 blue chip, high street retailers

Senior Board, Middle Management

Anonymous

Questioned about Multi Channel Retailing

Channel Penetration

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Call Centres Catalogues Digital TV In-store Kiosks M-commerce Stores Web site

Channel

YES

Key Findings♦ The most admired retailers were

perceived to have their full range of products and services across all channels

♦ Retailers still focussed on battling for transactions rather than winning the war for life time value

♦ Key issue – channels managed separately and often at too low a level

♦ Level of service inconsistent across the channels

♦ Lack of integration is causing significant “leakage”

Multi Channel Retailers

Best – Argos & Next

Key Findings♦ Expansion Areas

♦ into m-commerce (30%) ♦ in-store kiosks (18%) ♦ and digital TV (15%)

♦ Most admired multi channel model♦ Argos… large range available♦ Tesco… strong brand♦ Amazon… dominant on web

What does it all mean?

4 key areas

Responsibility & Strategy

Cultural Change

Customer & Brand

Supply Chain

That if addressed will increase customer base.

These changes will be driven by significant reduction in the cost of Technology

Responsibility & Strategy

The Multi Channel Retailer Test:Q1 Who is responsible for sales through all your channels?

Q2 Who champions the customer?

Q3 Is that person on the Board?

Q4 Can they set agendas for Technology, Logistics, Customer Service, Product Assortment and developing new customer services?

Q5 Have they summarised the vision for MCR in the organisation and communicated it to all levels?

Q6 Can you see the MCR plan for 3 months, 6 months 3 years and 5 years?

Q7 What are the published KPI’s for MCR

How many would you score?

Cultural Change

Does everyone understand what retailing will look like in 3, 5 and 10 years time?

If selling to a customer is made up of many touch points who gets the credit?

Do senior managers really understand the recent technology changes and what it means to retailing?

Do buyer, managers, merchandisers, stock handlers, sales assistants, store designers, customer service assistants and directors know what will need to changes about their job for MCR?

Customer & Brand

“We have a strong information flow within each channel silo, rather than across them”

“it’s difficult to manage consistency across the different channels”

“lifetime value measurement is a key criterion that we’ve started to develop within channels”

Who champions the customers?

How do your customers see your channels?

Do you want to drive sales to the shop or on line?

Which is more cost effective for your retail operation?

Do you treat the same customer in different ways in different channels - price?

Do you have a 360 view of the customers wants and needs?

Supply Chain - A Customers View

Can I get my goods when and where I want them – in store or delivered?

How come you have run out of stock in store and why didn’t you offer me a delivery from the web stock?

If my product is faulty can I take it back to a store or send it back by post?

Is it the same price on line as in store and if not why should I pay more in store?

Can I order it in store and have it delivered direct.

Can I order on line a collect it on Saturday when I am shopping?

Can I have timed delivery slots?

Since May 2005 Woolworth has allowed customers to buy over 300,000 products for home delivery via its 824 stores EPoS

The New Shopping Landscape

Retailing faces the convergence of influences which are dramatically altering the landscape:

impact of change24x7 culturereducing cost of ITPC + broadband penetratione-commerce changing consumers’ behaviournew retail formatsnew channels (iTV)new channel specialists (ebay, Amazon)Specialist /mass market polarisationno barriers from cost or age

Thenew

shopper

Birth of the New ShopperBehaviour polarisation:

loyal to strong brands, disloyal to weak

Technically savvy, literate and competent with ITAll agesAll socio-economic groupsSophisticated comparison shoppersSpeed of availability and delivery increasingly crucial:

“I want it now!”Has eBay saved the Post Office?

Not a slave to a channel – ingenious users of channels for their advantageConvenience and certainty

Need for a New Retailer

Offer reasons for customers to come back

Consistency across channels of:

range

price

expert service

Mass market vs niche – which playing field?

Single view of customer

Weak brands won’t survive

Multi-Channel Retailing Journey

Project Management Thinking

Christmas Present?

Planning

Requirements Gathering

Tracking and Control

Look and Feel

Go-Live Migration

Christmas Present?

Business focus on 12 weeks to early January

50% revenue in Q4. 25% in December

Business drives a September / October launch

Still require stabilisation period

Still require business involvement

Still require Christmas Change Freeze

Initial Project Sign-off

Mid Q1 after January rush over

Business readiness

ITT / Review responses

Planning

Software development or Change programme?

Always listen to the team pessimist

Treat all channels alike

Web / Call Centre / Mail Order

Common catalogue

Customer-centric view

More marketing involvement = More time

Customer Conversion / Retention

Website tagging

Pricing feeds

Performance / Response Times

Design it in from beginning

Requirements Gathering

Business team needs deep business knowledge

Are they being taken out of the business to support the change programme?

Do the requirements support the MCR model?

Difficult to break out of silo mindset

Single customer? Common catalogue? Common prices?

Release Genie from IT Bottle

Gathering requirements versus wishes

Want versus Need. Expectation management

Tracking and Control

Project manger should own the planDo not detach yourself from planning and reporting process

Track internal and external dependencies

Are you being challenged by the Project Board?

Are benefits being delivered?

Management ReportingQuality thinking timeGood …. and bad newsPlanned activities in period …. Deviations… Reasons… Actions

Look and Feel

Customer JourneyConsistency between channels

Basket / trolley / cart

Entering payment card details

Persona driven design?

Story BoardsAgree basic layout

Alignment problems on website

Anomalies from real data

Who will sign-off design?Marketing manager / Sponsor / CEO

Time consuming

Go-Live Migration

Legacy data

Ditch or convert?

Data cleansing exercise

Data mapping issues

Separate domain knowledge

Misuse of fields

Customer name (title, forename, surname)

Migration Metrics

Go-live timings

Minimise system outage