The e-commerce journey of Collishop, Dreamland and Dreambaby.

1 Introduction

Peter BosDigital Platform Manager e-com/e-mkt solutions

Responsible for creating and realizing the vision on the e-commerce/e-marketing solutions needed to build, operate and maintain the websites, apps, e-mails, social activities, ... of the brands of the Colruyt Group.

Background:I work for Colruyt Group since 1998 first as developer, designer, solution architect and enterprise IT architect in all kinds of domains of the retail organization.Working in the e-marketing/e-commerce domain for the last 5 years.

Who am I?

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2 Colruyt Group

Bakery1900-1930

Wholesale trade1930-1955

Discounter1955-1997

Retail Group1997-Today

Genesis and growth of Colruyt Group

Jozef Colruyt Franz Colruyt Jo ColruytJef ColruytFrans Colruyt

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Our mission

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Activities

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Some key figures of Colruyt Group

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Nonfood: Collishop, Dreamland, Dreambaby

1030 Dreamland + Dreambaby129 Collishop

24 shops – 15.600m² Dreambaby43 shops – 68.800 m² DreamlandCollishop 1 showroom + 3 pop ups

400+ collection points

Assortment: • 75k Dreamland • 5k Dreambaby • 20k Collishop

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Corporate services - CCX

Premedia

E-Factory

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Which touchpoints do we support?

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…Social Apps

E-Commerce webshops

Mobile Apps

Marketing websites

E-mail marketing

Kiosk Apps

Digital Campaigns

What do we support today ?

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260 integrations from Mainframe and other systems

More than dan 65 customer facing websites, apps and kiosks.

In house knowledge of more than 40 solutions and technologies

3 The journey of Collishop, Dreamland and dreambaby

Trigger to change platform – Business

Adapt to fast changing customer needs Segmentation and personalization More and better product info Better customer interaction (omnichannel) Better UX, multi-device support is basic

Economics Total market is 8 billion euro’s, 50% goes to non Belgian websites TCO down

Less dependent on IT in day-to-day business

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Trigger to change platform – IT

IT drivers Java + HTML custom developed websites were end of lifeToo work intensive to be able to support business

requirements From IT as disabler to IT as enabler Should we invent the wheel ?

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4 Key lessons learned

8 key lessons learned

1. Know your value proposition2. This is NOT an IT project3. Base principles are clear4. Get your content and data right5. Teamwork6. UX: Measure, measure, measure7. Think performance from day 18. Invest in the organization

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Lesson #1: Know your value proposition

• Who are my customers• What is my USP ?• Where do I stand for ?• What are the priorities ?• …

• Risk if not done• End result is unclear for the customer• Inconsistent decisions later• Unable to decide where to go for customizations and where out-of-the box

• Methodology: business model canvas (Osterwalder & Pigneur)

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Lesson #2: This is NOT an IT project

Stream # 1: Product information

Stream # 2: Content creation

Stream # 3: Change & organisation setup

Stream # 4: IT stream

• Get the business on board from day 1:• Availability: not on top of job• Size of the business team• Take their constraints into accounts (ex. Holiday’s)

• Final impact will be in the business:• Process changes• Role changes• Migration• …

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Lesson #3: Base principles are clear

• Principle #1: think from the point of view of the customer:• What does he needs?• ASK the customer, do not assume !• ASK again …

• Principle #2: time is leading• Not all at once• Establish release management from the start• Work agile

• Principle #3: Out-of-the-Box as base principle• Define “what” instead of “how” (working with the package)• Deviate where really a business case• Setup strict governance• End-result: 70-80% out of the box usage.

Time

Scope Cost

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Lesson #4: Get your content and data right !

• Customer• Product• Facets• Product SKU

• Location• SEO

• Banners• Text• Images

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Lesson #5: Teamwork

• Manage partners• All together in one room• Daily standups• Agreements are clear and decisions are fast !• Work hard, play hard !

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Lesson #6: UX: Measure, measure, measure

• Measure at the start• Adjust frequently …

• Behavior• UX• Capability

… but avoid impact of changes on each other.

• What to measure ?• KPI, impact on turnover, conversion,

customer satisfaction, …

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Lesson #7: Think performance from day 1

• NFR’s are crucial

• Setup a caching strategy:• What data can be cached, which cannot ?• How long/fresh must the data be ?• Which techniques are we going to use to cache ?

• Take caching/performance along in the design• Do not make heavy pages as pass through• Be careful how (often) you call back office systems

• Make sure you have this expert skillset in your team and create context that this is discussable.

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Lesson #8: Invest in the organization

• Get the right skills (business and IT) on board before the project starts (train or hire).

• Implementation partners are great, but relying only on implementation partners is very tricky.

• Avoid being trapped between your implementation partner and IBM labs with no expertise of your own

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6 Conclusion

Conclusion

• Although it was a bumpy road, we learned a lot but now reached a point we can really unleash the power of the platform.

• We are not at an endpoint, but at a starting point !

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Questions