dunnhumby forrester webinar 16 11 2016

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Page 1: Dunnhumby forrester webinar 16 11 2016
Page 2: Dunnhumby forrester webinar 16 11 2016

REBECCA CLAYTONGlobal Head of Marketingdunnhumby@rebclayton

Rebecca has over 20 years of experience in driving growth for complex organisations. Having joined dunnhumby earlier this year, Rebecca was previously was CMO at EMAP and Ascential plc, a leading publishing and events organization. With a specialism in marketing transformation and organization change to drive revenue growth, Rebecca also led marketing for Experian and QAS where she was responsible for achieving key customer goals. Originally from New Zealand, Rebecca is a passionate advocate the power of the customer to drive business performance.

MARC FISCHLIChief Client Officer dunnhumby@fischlimarc

Marc is responsible for dunnhumby’s retail consulting business across all regions. He joined dunnhumby in 2007 to work in international expansion and new business development. Prior to this, Marc worked on the development of Tesco’s Operating Model and its deployment to China, Japan and the US. He has led two of Diageo’s country business units (France and Poland), and managed Diageo’s Asian strategy team, as well as working as a consultant for Marakon Associates. He obtained an MBA from the London Business School in 1997.

Page 3: Dunnhumby forrester webinar 16 11 2016

Bringing Customer-Centricity to Retail

Page 4: Dunnhumby forrester webinar 16 11 2016

23%of consumers do

price checks in-store

› Source: Forrester Report “The Truth About Showrooming [119021]” October 15, 2014, North American Consumer Technographics Online Benchmark Survey 2014, Q2 2014 Forrester/Internet Retailer B2B Buy-Side Survey

i 26%of consumers expect the

information or service they need immediately and in context

56% of B2B buyers expect to make the majority of work purchases online

52%of consumers say that price/value is

more important than brand

60% Increase in consumer online

spending 2012 to 2015

Empowered and entitled

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We’ve entered the age of the customer

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Entitled customers are changing the game

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Revenue growth depends on meeting their demands

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But retailers face unique challenges on the road to customer-centricity

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I think most retailers today are paying lip service to customer-centricity, but they are not really changing their model. They are still product-centric.

- Marketing Director, UK kitchenware and home improvement retailer

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1. Retailers still treat CX tactically› The top business initiatives in large global retail firms are

still focused on operational efficiency• Only 9% of respondents ranked “improving customer experience”

number one of their top priorities this year

›Retail hasn’t transformed from product-led to customer-led

› There’s another fundamental problem too…

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2. CEOs have delegated this critical work

CMO / SVP of marketing

CEO

SVP of eCommerce / online sales

CIO / SVP of IT

Chief customer officer / SVP of customer experience

CTO / SVP of technology

Chief digital officer / SVP of digital

55%

26%

7%

4%

4%

3%

3%

“Who sets the vision and strategy for customer-centricity in your organization?”

Base: 200 customer experience, analytics and marketing professionals at global grocery/select retailers Source: A commissioned study conducted by Forrester Consulting on behalf of Dunnhumby, April, 2016

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3. Retailers have a data problem – but it’s not the one you think

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3. Retailers have a data problem – but it’s not the one you think

“How mature do you consider your organization as compared to industry peers with respect to the following?”

Base: 200 customer experience, analytics and marketing professionals at global grocery/select retailers Source: A commissioned study conducted by Forrester Consulting on behalf of Dunnhumby, April, 2016

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3. Retailers have a data problem – but it’s not the one you think›Data, data everywhere, but not a drop to…

• 28% of retailers say that their inability to effectively use data is a critical or serious barrier to customer centricity efforts

• Nearly two-thirds say that managing data and inability to create a single customer view hamper their ability to be customer centric

› A major root cause: 66% of retailers struggle with a lack of internal analytics resources

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“We are still far away from mature customer-centricity. We do very limited customer recognition and most of the time only segment customers. Our current efforts do not satisfy customer-centricity.”

- VP Marketing, Large Chinese Grocery/Supermarket

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39%

don’t have a roadmap or plan to resolve.

Lack of internal analytics/data science resources

21%

don’t have consensus on the need to resolve this challenge!

4. Retailers don’t have a plan to solve these problems

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33%

don’t have a roadmap or plan to resolve.

Inability to measure the value of customer analytics efforts

22%

don’t have consensus on the need to resolve this challenge!

4. Retailers don’t have a plan to solve these problems

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41%

don’t have a roadmap or plan to resolve.

Utilizing customer data effectively

15%

don’t have consensus on the need to resolve this challenge!

4. Retailers don’t have a plan to solve these problems

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29%

don’t have a roadmap or plan to resolve.

Resolving conflicts between channel owners

21%

don’t have consensus on the need to resolve this challenge!

4. Retailers don’t have a plan to solve these problems

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“In the next 3 – 5 years, retailers that focus on customers will be the ones that survive; those that focus on the bottom line, won’t.”

- Director of Marketing, UK convenience retail chain

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It’s time to accelerate your customer-centricity journey

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Four steps to start with now1. Measure your existing customer-centricity efforts

• Make “customer value” a key metric instead of (or alongside) campaign performance

• Lose “last touch” attribution, and begin measuring the whole engagement cycle

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Four steps to start with now1. Measure your existing customer-centricity efforts

2. Use those metrics to attract executive attention• Tie KPIs to customer goals, not channel goals

• Bring merchants, trade, and product managers together

• Pilot programs that let you “own” an entire customer lifecycle – not just a customer segment

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Four steps to start with now1. Measure your existing customer-centricity efforts

2. Use those metrics to attract executive attention

3. Create a plan to evolve your customer-centric maturity• Start centralizing customer insights -- 60% of firms operating

at a “strategic” level of customer-centricity are centralized

• Assess your data and technology gaps, and build a five-year roadmap – but build it so its future-proof

• Tie opportunities to investments and prioritize accordingly

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Four steps to start with now1. Measure your existing customer-centricity efforts

2. Use those metrics to attract executive attention

3. Create a plan to evolve your customer-centric maturity

4. Identify partners to support your efforts• Consider reducing the number of vendors you work with, but

deepen the partnerships you keep

• Use partners wisely: to bridge resource gaps, to vet new technologies, and to help make the case for investment

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MARC FISCHLIChief Client Officer dunnhumby@fischlimarc

Marc Fischli: A global retail perspective

Page 27: Dunnhumby forrester webinar 16 11 2016

REBECCA CLAYTONGlobal Head of Marketingdunnhumby@rebclayton

MARC FISCHLIChief Client Officer dunnhumby@fischlimarc

Your questions

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