ID de Conteúdo:  

PMED.002

   |   Publicado a:   

25 de Fevereiro, 2019
Biblioteca Pessoal: Guardar

Tipo de Documento:  

CASOS DE USO

Use Cases de Retalho – Parte 2

Companies:

  1. TUI
  2. McDonald’s
  3. Asda
  4. Domino’s Pizza
  5. Autotrader
  6. Sephora
  7. Nordstrom
  8. Harvey Nichols

TUI — Integration of Digital and Physical Stores

Apresentação da Empresa

C:\Users\ourso\AppData\Local\Microsoft\Windows\INetCache\Content.Word\TUI-Logo.jpg

Company facts

  • Travel – Tour operator
  • Year founded: 1923
  • HQ: Hannover, Germany
  • Revenues: €18 B
  • Employees: 67.000
  • 20 M Guests
Omnichannel travel technology

Use Case

Integration of Digital and Physical Stores

Situação e Solução

As an experience center, the growing availability of retail store IoT technologies offers unparalleled opportunities for retailers to improve the customer experience, reaching known and unknown customer’s needs and tastes in real-time.

To respond effectively to customers’ increasing demands:

  • TUI is executing a new customer experience strategy on holiday shopping.
  • TUI’s omni-channel strategy aims to integrate digital and physical stores;
  • TUI launched the “Destination U” prototype in the U.K. that collects data from customers’ facial expressions, evaluates results and determines a personalized holiday experience.

Resultados

  • From its initial flagship store where first changes were made, TUI spread its technology integration process between online and offline across Germany.
  • They were able to reduce discounts and increase sales by 3 times in over 30 flagship omni-channel stores.

Fonte: Informação Pública

McDonald’s — Customer experience is the core of digital transformation

Apresentação da Empresa

Risultati immagini per mcdonald logo

Company facts

  • Restaurant chain
  • Year founded: 1940
  • HQ: Chicago, Illinois, USA
  • Revenues: $23 B
  • Employees: 375.000
  • 68 M Guests

Use Case

Customer experience is the core of digital transformation

Situação e Solução

Facing a digital world, McDonald’s needs to include sophisticated IoT technologies to maximize customer experience.

Following this general trend, McDonald’s has adopted a new digital strategy to adjust its offer to increasingly demanding customers, such as millennials and families.

  • The introduction of a new kiosk in the stores allows customers to order and then pick up a number with a digital locator that helps employees to serve customers at their table.
  • The receipt also includes a promotional code that can be used as a discount voucher. Customers are also asked to review McDonald’s food and get a price discount on the next purchase.

Resultados

  • +6% increase in Sales
  • – 2,500 cashiers in 2017
  • – 3,000 cashiers over 2018
  • 20.000 restaurants accept mobile ordering and payment
  • McDelivery in partnership with UberEATS
  • The store is now the largest contributor to retail revenue
  • The food retail company can collect data related to specific customers’ tastes and preferences and personalize its offering.

Fonte: Informação Pública

Asda — Adopting a retail commerce platform to invest in digital transformation

Apresentação da Empresa

http://www.asda.com/images/global/asda-social.png

Company facts

  • Grocery and general merchendise
  • Year founded: 1949
  • HQ: Leeds, West Yorkshire, England
  • Revenues: £22 B
  • Employees: 165.000

Use Case

Adopting a retail commerce platform to invest in digital transformation

Situação e Solução

For retailers, adopting a retail omni-channel commerce platform fundamentally means to start sharing, elaborating, and using data in real time, across the entire organization and across the broader network of partners and service providers

Asda implemented an end-to-end parcel solution for returns and collection of items to be shipped:

  • 600 stores
  • Real-time tracking of items
  • Over 5 million parcels returned in 2 years

Resultados

  • 18% of grocery online orders via app
  • App users 2X more loyal
  • Mobile shoppers spend up to 1.8X vs desktop
  • 15 million click & collect orders a year, of which 30% same day

Fonte: Informação Pública

Domino’s Pizza — Implement AI foundations to empower customer journey personalization

Apresentação da Empresa

Company facts

  • Restaurant chain
  • Year founded: 1960
  • HQ: Ann Arbor Township, Michigan, USA
  • Revenues: $2.47 B
  • Employees: 290.000

Use Case

Achieving operational excellence through operations automation

Situação e Solução

The consumer expects individualized support throughout the entire customer journey, from initial engagement to customer support. To better facing customers’ expectations on pizza quality and reducing the number of pizzas rejected, the company has developed its own vision for the “Internet of Food“ supported by Artificial Intelligence.

In 2016, Domino’s Pizza launched:

  • a chatbot app that allows customers to initiate an order by sending a one-word message (“pizza” or the emoji of the pizza);
  • an AI camera systems assuring that handmade pizzas are “cooked and cut to perfection,” according to Domino’s Pizza CEO Don Meij;
  • And, in Australia, Domino’s introduced a commercial autonomous delivery vehicle.

Resultados

  • It estimates $4.7 billion annually in global digital sales
  • 60% of Domino’s Pizza’s sales derive from the use of the digital platform, leveraging of new AI foundational capabilities, particularly with respect to:
    • customer interaction
    • quality of the food
    • food delivery.

Fonte: Informação Pública

AutoTrader— Define new KPIs for measuring customer experience level of maturity

Apresentação da Empresa

Company facts

  • Digital automotive marketplace
  • Year founded: 1975
  • HQ: Manchester, England, UK
  • Revenues: £311 M
  • Employees: 859
A screenshot of a cell phone

Description generated with high confidence

Use Case

Define new KPIs for measuring customer experience level of maturity

Situação e Solução

Using Net Promoter Score (NPS) alone only was not enough to effectively measure customers’ shopping experience and prioritize improvements in the long run.

To solve this, Auto Trader started monitoring customer satisfaction and NPS, making a comparison between Internet Explorer users with those using other browsers. The analysis showed that 22% of Internet Explorer users were less satisfied than those using other browsers. The approach is based on three key factors:

  • finding and identifying a relevant problem,
  • prioritizing issues to strategic planning improvements
  • measuring and understanding the impact on customer satisfaction.

Resultados

The company saw:

  • an increase in the overall customer satisfaction (+5 points)
  • 42% improvement of its NPS score
  • 12% increase in vehicle advertising views
  • 7% increase in time spent on site.
  • The adoption of a data-driven approach contributes to the optimization of the company’s decision-making process.

Fonte: Informação Pública

Sephora — Evolve towards micromerchandising strategies centered on CX strategies

Apresentação da Empresa

Company facts

  • Cosmetics chain
  • Year founded: 1969
  • HQ: Paris, France
  • Revenue: $13B
  • Employees: 25.000

Use Case

Evolve towards micromerchandising strategies centered on CX strategies

Situação e Solução

  • The beauty retailer needed to effectively converge the merchandising genome with the customer genome.
  • Sephora adopted a new supply-chain model based on simulations.
  • Incremental improvements, in fact, allowed the company to optimize inventory (and delivery) control at the right time and stores.
  • Sephora’s Flash Store aims to optimize the endless aisle by allowing customers to merge products purchasing online or in-store.
  • The beauty retailer introduced a digital card that consumers receive when they enter the store. Customer can simply scan the perfume tester with near field communication (NFC) and add the product to the digital cart.

Resultados

The implementation of a new delivery model marked:

  • an improvement of total reaction time
  • an improvement of the service to the stores
  • a reduction of safety stocks.
  • Over 60% of Sephora stores are replenished during the same week and before the next selling weekend (when more than 55% of sales occur).

Fonte: Informação Pública

Nordstrom — replicate in-store experience personalization with ecommerce clients

Apresentação da Empresa

Company facts

  • Fashion and apparel
  • Year founded: 1901
  • HQ: Seattle, Washington, USA
  • Revenues: $15 B
  • Employees: 72.500

Use Case

Replicate in-store experience personalization with ecommerce clients

Situação e Solução

Sales associates at Nordstrom’s are expected to deliver personalized product recommendations, and guide the customer through their store. However, as customers increasingly shop online, Nordstrom’s needed a way to replicate this personalized experience online.

  • The company adopted (and acquired) a solution allowing to replicate in-store experience personalization with e-commerce clients.
  • Strategic Partnering with technology company BevyUp, Nordstrom’s is able to initiate (or continue) conversations with customers online, and provide the same level of personalization on mobile.

Resultados

BevyUp’s partnership with Nordstrom resulted in:

  • +32% – Online Conversion Rate
  • x5 – Average Online Order Value
  • -50% – Store Return Decrease
  • The partnership was so successful that Nordstrom decided to acquire the company, and fully integrate it into their own employee app coming out in late 2018.

Fonte: Informação Pública

Harvey Nichols — An Integrated Merchandising Strategy

Apresentação da Empresa

C:\Users\ourso\AppData\Local\Microsoft\Windows\INetCache\Content.Word\harvey-nichols-stacked.png

Company facts

  • Luxury and department store
  • Year founded: 1813
  • HQ: London, UK

 

A picture containing person, indoor, man, wall

Description generated with very high confidence

Use Case

An Integrated Merchandising Strategy

Situação e Solução

The company faced the necessity to:

  • fill gaps between multiple solutions and disconnected systems
  • addressing data consistency and consolidated information.

To do so, the company adopted a consistent framework from which to integrate data from multiple sources.

The retailer has also implemented responsive tools to improve:

  • the online merchandising strategy
  • the entire performance of its website
  • a more individual-based shopping experience.

Resultados

After one year from the process implementation, Harvey Nichols registered:

  • significant improvements
  • in sales reporting, planning, and forecasting
  • 1,000,000 SKUs analyzed in near real time (15- minute intervals)
  • a new product attributes level (800,000) on a weekly basis
  • a 23% uplift in click-throughs from category pages

Fonte: Informação Pública

FIM DO DOCUMENTO

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