Customer-Centric Retailing 101: Customer Intelligence and ... - Stores
Customer-Centric Retailing 101: Customer Intelligence and ... - Stores
Customer-Centric Retailing 101: Customer Intelligence and ... - Stores
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The 2012 Omni-Channel Retail Experience<br />
Aberdeen’s November 2010 Cross-Channel Roadmap report indicates that<br />
74% of multi-channel retail operations are characterized by separate <strong>and</strong><br />
siloed channels, resulting in poor br<strong>and</strong> <strong>and</strong> customer management. This<br />
year’s results indicate that leading retailers are making the move to align the<br />
br<strong>and</strong>, align their product offerings, <strong>and</strong> align their marketing messages to<br />
achieve a uniform customer experience across all channels For example,<br />
50% of Leaders (see definition below) surveyed indicated their top strategic<br />
objective for 2012 is to ensure product availability across all channels. This<br />
one strategy incorporates the alignment of the br<strong>and</strong>, product assortment,<br />
<strong>and</strong> messaging, for an integrated multi-channel view at all levels of the<br />
organization.<br />
Between November <strong>and</strong> December 2011, Aberdeen investigated the state<br />
of omni-channel retail operations for 80 organizations (see definition<br />
below). This Analyst Insight will examine how retailers are aligning the<br />
br<strong>and</strong> across channels for a seamless shopping experience.<br />
<strong>Customer</strong> Dem<strong>and</strong> is Driving Channel Integration<br />
Omni-channel retailing is all about the continuous enhancement of multichannel<br />
workflow integration within merch<strong>and</strong>ising, order management,<br />
marketing, <strong>and</strong> customer experience. Omni-channel retailing is defined as a<br />
set of integrated processes <strong>and</strong> decisions that support a unified view of a<br />
br<strong>and</strong> from product purchase, return, <strong>and</strong> exchange st<strong>and</strong>point irrespective<br />
of the channel (in-store, online, mobile, call center, or social).<br />
According to 49% of respondents for this report, the top business pressure<br />
driving retailers to focus on a channel integration strategy is lost sales<br />
opportunity costs (Figure 1). Sales can be lost due to myriad factors,<br />
including price, product availability, technology failure, or customer service<br />
issues. In difficult economic times, customer loyalty diminishes contraction,<br />
<strong>and</strong> price / promotions become a determining factor for customer traffic.<br />
According to the October 2011 <strong>Customer</strong>-<strong>Centric</strong> <strong>Retailing</strong> report, the<br />
second top pressure felt by 39% of retailers surveyed is that price is driving<br />
the shopping decisions of their customers.<br />
When it comes to lost sales opportunity, retailers need to be aware of their<br />
competition, especially from a product <strong>and</strong> pricing st<strong>and</strong>point. Price<br />
matching can only go so far; the retailer that has the product in stock <strong>and</strong><br />
can deliver to the customer via their channel of choice at the right time <strong>and</strong><br />
right price will win the business. Besides the obvious opportunity cost of<br />
not making the sale, retailers are also spending money on marketing<br />
programs to promote the products, merch<strong>and</strong>ising strategies for allocating<br />
the products to stores <strong>and</strong> other channels, <strong>and</strong> staff to meet the anticipated<br />
January, 2012<br />
Analyst Insight<br />
Aberdeen’s Insights provide the<br />
analyst perspective of the<br />
research as drawn from an<br />
aggregated view of the research<br />
surveys, interviews, <strong>and</strong><br />
data analysis<br />
Demographics<br />
Of the 80 responding retail<br />
organizations, demographics<br />
include the following:<br />
Job title: Senior Management<br />
(27%); EVP / SVP / VP (14%);<br />
Director (14%); Manager<br />
(25%); Consultant (15%);<br />
other (5%)<br />
Department / function: Sales<br />
<strong>and</strong> Marketing (37%); IT<br />
(17%); Corporate<br />
Management (11%); Finance<br />
(6%); Supply Chain / Logistics<br />
(17%); other (12%)<br />
Segment: Apparel (14%);<br />
Consumer Products (17%);<br />
Specialty (18%); Grocery<br />
(9%); Hospitality (14%);<br />
Consumer Electronics (16%);<br />
Other (12%)<br />
Geography: North America<br />
(64%); APAC region (11%)<br />
<strong>and</strong> EMEA (25%)<br />
Company size: Large<br />
enterprises (annual revenues<br />
above US $1 billion)- 35%;<br />
midsize enterprises (annual<br />
revenues between $50<br />
million <strong>and</strong> $1 billion)- 22%;<br />
<strong>and</strong> small businesses (annual<br />
revenues of $50 million or<br />
less)- 43%<br />
This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research <strong>and</strong><br />
represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.<br />
<strong>and</strong> may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
The 2012 Omni-Channel Retail Experience<br />
Page 2<br />
dem<strong>and</strong>. Overcoming the competitive challenges can alleviate some of the<br />
wasteful spending, while contributing to top-line sales.<br />
The second pressure, identified by 42% of respondents, is customer<br />
expectations of a similar experience regardless of channel. This pressure<br />
indicates that consumers are anxious for “anytime, anywhere” retailing,<br />
which puts a heavy focus on digital channels. This means that products must<br />
be available across all channels (rather than be channel-specific).<br />
Furthermore, pricing structures must be consistent <strong>and</strong> “in-line” across<br />
supported channels, <strong>and</strong> the overall experience must meet certain br<strong>and</strong><br />
objectives. Aberdeen data from this year’s omni-channel survey shows that<br />
the top three elements of an omni-channel strategy are the quality of the<br />
overall shopping experience (54%), secure transactions (49%), <strong>and</strong><br />
merch<strong>and</strong>ise availability (43%). These elements require retailers to align<br />
their business processes <strong>and</strong> technology across channels to ensure that<br />
customers can purchase, fulfill, <strong>and</strong> return orders through separate<br />
channels. This poses a serious problem, however, as 58% of respondents<br />
indicated little to no integration of their business processes, <strong>and</strong> 56%<br />
indicate little to no integration of technology.<br />
Figure 1: Top Omni-Channel Pressures<br />
Lost sales opportunity costs<br />
<strong>Customer</strong> expects similar experience<br />
regardless of channel<br />
Inconsistent br<strong>and</strong>ing across channels<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
35%<br />
42%<br />
49%<br />
0% 10% 20% 30% 40% 50% 60%<br />
Percentage of Respondents, n=80<br />
Source: Aberdeen Group, December 2011<br />
The third major pressure felt by 35% of retail respondents is inconsistent<br />
br<strong>and</strong>ing across channels. According to the June 2011 Multi-Channel Retail<br />
Marketing report, retailers have identified a dramatic shift in the way<br />
customers want to be marketed to, with the emergence of digital channels<br />
<strong>and</strong> prominence of social media. As retailers use multiple channels to<br />
connect with their customers, the br<strong>and</strong> must remain consistent.<br />
Inconsistent messaging, pricing, promotions, or experiences cause customer<br />
confusion, leading to low customer satisfaction <strong>and</strong> reduced spending.<br />
“As we successfully penetrate<br />
new markets <strong>and</strong> deliver a<br />
consistent br<strong>and</strong> experience to<br />
more <strong>and</strong> more customers, we<br />
expect to reap many benefits<br />
from higher volume production<br />
<strong>and</strong> procurement. Done right,<br />
this should translate into lower<br />
costs <strong>and</strong> even better quality<br />
for our customers, while<br />
assuring very healthy margins<br />
for us <strong>and</strong> our channel<br />
partners.”<br />
~ Manager, Small Consumer<br />
Electronics Retailer, North<br />
America
The 2012 Omni-Channel Retail Experience<br />
Page 3<br />
Retailers need to ensure that certain principles, such as br<strong>and</strong>ing <strong>and</strong> style<br />
guidelines <strong>and</strong> the voice of the retailer, are evident in all communications<br />
<strong>and</strong> all touch points, regardless of channel.<br />
Defining the Leaders<br />
Aberdeen used three key performance criteria to distinguish the Leaders<br />
from the Followers: current customer satisfaction, current on-time order<br />
delivery, <strong>and</strong> year-over-year change in revenue. Aberdeen defines “Leaders”<br />
as the top 30% of aggregate performance scorers using the criteria in Table<br />
1 below. “Followers” represent the remaining 70% of scorers. When looked<br />
at as a unified set of performance these Key Performance Indicators (KPIs)<br />
are the basis from which to underst<strong>and</strong> how top performers are improving<br />
or enhancing omni-channel retailing.<br />
Table 1: Top Performers Defined as Leaders<br />
Definition of Maturity<br />
Class<br />
Leaders:<br />
Top 30% of aggregate<br />
performance scorers<br />
Followers:<br />
Remaining 70% of<br />
aggregate performance<br />
scorers<br />
Mean Class Performance<br />
Current <strong>Customer</strong> Satisfaction (CSAT): 95%<br />
Current On-Time Order Delivery: 98%<br />
Year-over-year increase in revenue: 19%<br />
Current <strong>Customer</strong> Satisfaction (CSAT): 79%<br />
Current On-Time Order Delivery: 84%<br />
Year-over-year increase in revenue: 6%<br />
Source: Aberdeen Group, December 2011<br />
A Leading Approach to Omni-Channel <strong>Retailing</strong><br />
As Figure 2 shows, leading retailers have identified three key strategic<br />
actions in response to the pressures mentioned earlier. First, 50% of<br />
Leaders, compared to 38% of Followers, ensure product availability across<br />
all channels. By ensuring products are available to customers through their<br />
channel of choice, retailers are not alienating their single-channel customers.<br />
Rather, they are exp<strong>and</strong>ing product availability, <strong>and</strong> allowing for up-sell <strong>and</strong><br />
cross-sell opportunities. Cross-department collaboration is required to<br />
make this a reality, as order management <strong>and</strong> fulfillment strategies must be<br />
aligned for in-store, web, mobile, call center, <strong>and</strong> social orders. Product<br />
information updates must also be a key component to maintaining accurate<br />
product availability <strong>and</strong> pricing for all channels.<br />
Thirty-one percent (31%) of Leaders, compared to 21% of Followers, are<br />
developing an omni-channel marketing <strong>and</strong> promotions plan. According to<br />
data from the 2011 Cross-Channel Roadmap report, all retailers, Best-in-<br />
Class included, were lagging in their channel unification processes for<br />
marketing <strong>and</strong> loyalty, with only one-third (33%) of respondents enabling<br />
cross-channel loyalty promotions. It is not surprising that that leading<br />
retailers have made this a core strategic item for 2012. A roadmap for<br />
“<strong>Customer</strong>s simply want it<br />
now. The product must be<br />
available, shipping or pick up<br />
easy, payment a non-event. To<br />
us this is a top=line issue. Price<br />
compression in consumer<br />
electronics means you have to<br />
get every sale. Making sure<br />
your customer can get what<br />
they want when they want is<br />
paramount to growing your<br />
business.”<br />
~ Charles Brown, Executive at<br />
The Source<br />
Best-in-Class Definition<br />
Aberdeen used three key<br />
performance criteria to<br />
distinguish Best-in-Class<br />
companies in the November<br />
2010 Cross-Channel Roadmap<br />
report:<br />
Current customer<br />
satisfaction (CSAT): 91%<br />
Year-over-year increase in<br />
average basket size: 22%<br />
Year-over-year increase in<br />
revenue: 21%<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897
The 2012 Omni-Channel Retail Experience<br />
Page 4<br />
creating an omni-channel promotions plan will alleviate the problems caused<br />
by inconsistent offers between various channels, <strong>and</strong> will help to stop<br />
customers from price shopping channel to channel as another competitive<br />
complexity.<br />
Figure 2: Best-in-Class Strategic Actions<br />
Percentage of Respondents<br />
60%<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
50%<br />
38%<br />
Ensure product availability<br />
across all channels<br />
31%<br />
21%<br />
Develop an omni-channel<br />
marketing <strong>and</strong> promotions<br />
plan<br />
Leaders Followers<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
25%<br />
18%<br />
Establish omni-channel<br />
performance metrics<br />
n=80<br />
Source: Aberdeen Group, December 2011<br />
A third action identified as crucial for Leaders in 2012 is to establish omnichannel<br />
performance metrics (25%). Retailers have had st<strong>and</strong>ard metrics in<br />
place to determine their relative success within a specific channel. However,<br />
as new channels emerge, <strong>and</strong> the shopping experience continues to evolve,<br />
retailers are re-thinking how they measure success. Leaders, in particular,<br />
are establishing new ways to gauge the overall shopping experience by<br />
combining tried <strong>and</strong> true metrics with emerging technology metrics, from<br />
customer satisfaction scores <strong>and</strong> mystery shopping reviews to return on<br />
marketing investment <strong>and</strong> revenue. An increased focus on on-time order<br />
delivery, for example, ensures the seamless execution of the order,<br />
incorporating pricing <strong>and</strong> promotions with supply chain technology. It allows<br />
for an end-to-end view of the retail enterprise, touching on all customer<br />
touch-points <strong>and</strong> interaction points.<br />
Aberdeen Insights — How Do Leaders Use Metrics?<br />
Ultimately, new shopping channels require more cohesive measurement <strong>and</strong><br />
sharing of performance metrics. As a result, retailers must ensure they are<br />
able to measure <strong>and</strong> quantify the impact of their omni-channel strategy.<br />
Continued...<br />
“We have experienced a 5 %<br />
increase in customer<br />
satisfaction by providing the<br />
same product offering across all<br />
channels.”<br />
~ Director of IT, Large General<br />
Merch<strong>and</strong>ise Retailer, Europe
The 2012 Omni-Channel Retail Experience<br />
Page 5<br />
Aberdeen Insights — How Do Leaders Use Metrics?<br />
Thirty-one percent (31%) of Leaders indicate they can quantify the impact of<br />
their strategy <strong>and</strong> have the data to validate it, <strong>and</strong> an additional 46% can<br />
quantify it, but do so using a soft measurement (i.e., a “gut” feel). Followers,<br />
by comparison, are less than half as likely to quantify the impact of their<br />
strategy (16% <strong>and</strong> 19% respectively). Quantifying the omni-channel impact<br />
also requires retailers to rethink how they measure success. For example,<br />
according to Aberdeen’s September 2011 Mobile <strong>and</strong> Tablet Demystified<br />
report, the most important metrics to measure include customer<br />
satisfaction, percentage of business from repeat customers, gross margin,<br />
cross-sell <strong>and</strong> up-sell, <strong>and</strong> marketing’s contribution to company revenue.<br />
Measuring these metrics is all part of the strategy to reap exp<strong>and</strong>ed<br />
commerce benefits, such as improved customer satisfaction, improved<br />
customer profitability, <strong>and</strong> increased br<strong>and</strong> awareness.<br />
Figure 3: Leaders Use of Omni-Channel Metrics<br />
Percentage of Respondents<br />
80%<br />
70%<br />
60%<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
71%<br />
19%<br />
Inventory metrics<br />
measured <strong>and</strong><br />
tracked across<br />
channels<br />
64%<br />
32%<br />
Sharing of<br />
performance metrics<br />
46%<br />
20%<br />
Metric-based<br />
compensation<br />
incentives<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
43%<br />
14%<br />
Measurement of<br />
CSAT at every<br />
touch-point<br />
Leaders Followers n=80<br />
Source: Aberdeen Group, December 2011<br />
The social channel is also changing the way retailers are measuring success.<br />
According to the August 2010 Social Media ROI report, the most valuable<br />
social media KPIs include the quality of customer insights, number of repeat<br />
visitors, <strong>and</strong> quality of new sales leads. The wide assortment of metrics for<br />
various channels indicates that establishing st<strong>and</strong>ard performance metrics<br />
will allow retailers to better underst<strong>and</strong> their omni-channel success. Figure 3<br />
above indicates that Leaders are more consistent than Followers in the<br />
measurement of inventory <strong>and</strong> customer satisfaction metrics across<br />
channels, sharing of performance metrics across channels, <strong>and</strong> to provide<br />
metric-based compensation to employees. The connection between these<br />
metrics cannot be overlooked, as improved inventory allocation will impact<br />
on-time order delivery. On-time orders reduce inventory costs, which will a<br />
positive impact on GMROI.<br />
"By tracking individual<br />
performance metrics <strong>and</strong><br />
providing a pay-off we can<br />
increase performance <strong>and</strong><br />
change the aspects of individual<br />
performance driven toward the<br />
ideal characteristic.”<br />
~ Donald Clark, CIO at Sanuk
The 2012 Omni-Channel Retail Experience<br />
Page 6<br />
Omni-Channel Capabilities<br />
To execute an omni-channel retail strategy, retailers must develop a<br />
foundation of business process, organizational, knowledge, <strong>and</strong> performance<br />
management capabilities.<br />
Leaders have shown that executive buy-in for an omni-channel strategy,<br />
improved tracking of technology performance, <strong>and</strong> enabling the customer to<br />
own the experience are keys to omni-channel success (Figure 4). To<br />
execute the strategy at h<strong>and</strong> properly, <strong>and</strong> fulfill the customer’s<br />
expectations, retailers need the support of senior management to make<br />
omni-channel retailing a key pillar of the business.<br />
Fifty-seven percent (57%) of Leaders, compared to 46% of Followers, have<br />
executive buy-in for their omni-channel strategy. This buy-in allows for<br />
retailers to develop an appropriate IT <strong>and</strong> business process roadmap for<br />
enabling an all-channel experience. Without senior leadership’s support,<br />
roadblocks will form, from a budgeting, staffing, <strong>and</strong> training st<strong>and</strong>point.<br />
Followers do not have that same level of executive support, which hinders<br />
the development of new technology <strong>and</strong> processes, <strong>and</strong> discourages new<br />
ideas. Their executives do not provide the necessary direction to make the<br />
omni-channel experience dynamic to the customer. In fact, 54% of retailers<br />
that have executive buy-in indicate a large extent of integration of<br />
technology tools across all channels, compared to only 30% of those<br />
without senior level buy-in.<br />
Figure 4: Process <strong>and</strong> Organization Capabilities<br />
Percentage of Respondents<br />
60%<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
57% 57% 57%<br />
46%<br />
Executive buy-in for<br />
omni-channel<br />
strategy<br />
43%<br />
Tracking of omni-<br />
channel technology<br />
failure rates<br />
27%<br />
Ability to purchase,<br />
return, exchange<br />
product through any<br />
channel<br />
Leaders Followers<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
50%<br />
24%<br />
Ability to ship online<br />
orders from the<br />
store<br />
n=80<br />
Source: Aberdeen Group, December 2011<br />
Fifty-seven percent of Leaders are currently tracking omni-channel<br />
technology failure rates, compared to 43% of Followers. Omni-channel<br />
retailing consists of multiple operational modules (merch<strong>and</strong>ising, marketing,
The 2012 Omni-Channel Retail Experience<br />
Page 7<br />
supply chain / logistics, data <strong>and</strong> analytics, CRM, etc.) <strong>and</strong> multiple channels<br />
(in-store, online, mobile, social, call center), which means there are many<br />
moving parts to every interaction or transaction. Leaders are doing a much<br />
better job of monitoring all these interrelated technologies, <strong>and</strong> ensuring<br />
they do not experience critical down-time. Down-time is one of several<br />
reasons retailers are feeling the pressure of lost sales opportunity costs; if<br />
the consumer cannot check out, or cannot access product information, they<br />
will most likely move on to a retailer that can fulfill their request. Order<br />
management technology, for example, is closely tied to all channels of<br />
operations. A critical failure of this system will impact every channel, <strong>and</strong><br />
result in lost sales opportunities.<br />
Leading retailers are more than twice as likely as Followers to enable<br />
customers to dictate the channel experience. Leaders shine in two specific<br />
areas within this channel experience. First, Leaders' customers can<br />
purchase, return, <strong>and</strong> exchange products through any channel. This allows<br />
customers to purchase an item through one channel <strong>and</strong> return or exchange<br />
it through another channel. <strong>Customer</strong>s are seeking a similar experience<br />
regardless of channel. This capability allows for that seamless transition<br />
between channels, <strong>and</strong> removes the complexities for the customer. Target,<br />
for example, allows customers to order products online <strong>and</strong> return or<br />
exchange them in-store as part of their omni-channel strategy.<br />
The second part of the channel experience is the ability to ship online<br />
orders from the brick <strong>and</strong> mortar store. As mentioned above, lost sales<br />
opportunity costs are the biggest driver for omni-channel strategic growth.<br />
Shipping online orders from the store helps maintain on-time order<br />
fulfillment rates, <strong>and</strong> eliminates the risk of the customer turning to a<br />
competitor due to an out of stock situation. The online store is continuing<br />
to gain traction, <strong>and</strong> retailers must ensure they can meet growing dem<strong>and</strong>.<br />
The store may be closer than the nearest distribution center, <strong>and</strong> therefore<br />
will be able to get the product to the customer sooner without added<br />
shipping costs. Additionally, if the distribution center is out of stock on an<br />
item, the store network can fulfill the order seamlessly, without the<br />
customer worrying about the product being back-ordered.<br />
It’s all in the Data<br />
Today’s retail world is data driven. Retailers have vast amounts of data on<br />
h<strong>and</strong> about their customers, their suppliers, their employees, <strong>and</strong> their<br />
business as a whole. When it comes to data collection <strong>and</strong> dissemination,<br />
Leaders are head <strong>and</strong> shoulders above the Followers across several key<br />
areas of the business. Leaders are more than twice as likely (79% versus<br />
38%) as Followers to have accurate dem<strong>and</strong> data across all channels. This is<br />
consistent with Aberdeen’s findings from the June 2011 Mission Critical<br />
Merch<strong>and</strong>ising report, which indicated that more than one half of all<br />
retailers are striving to improve their dem<strong>and</strong> forecasts <strong>and</strong>, as a result, the<br />
accuracy of their merch<strong>and</strong>ising plans, assortment-mix, inventory allocation,<br />
<strong>and</strong> replenishment. Assessing dem<strong>and</strong> is crucial for retail success, as<br />
inaccurate dem<strong>and</strong> sensing leads to lopsided merch<strong>and</strong>ise assortments. By<br />
“There is a huge inefficiency in<br />
having product in the wrong<br />
channel that cannot satisfy the<br />
dem<strong>and</strong> in the other channel<br />
(e.g. brick-<strong>and</strong>-mortar stores v.<br />
internet customer). There is<br />
also a huge issue with not<br />
having the correct product in<br />
the retail store since it cannot<br />
carry all of the items shown online<br />
(in our situation).”<br />
~ Director of Corporate<br />
Management, Small Specialty<br />
Retailer, North America<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897
The 2012 Omni-Channel Retail Experience<br />
Page 8<br />
accurately assessing dem<strong>and</strong> for all channels of commerce, Leaders can<br />
allocate the proper assortment for stores, as well as distribution centers for<br />
web, mobile, <strong>and</strong> call center orders. Sharing this information across channels<br />
helps reduce dreaded stock-out situations, which drive customers to the<br />
competition, or over-stock situations where merch<strong>and</strong>ise needs to be<br />
liquidated at a loss. Dem<strong>and</strong> data also drives staffing decisions, with more<br />
associates (in-store or call center) required during peak shopping times to<br />
eliminate overly long waits. Retailers that can accurately predict dem<strong>and</strong> for<br />
all channels have reduced lost sales opportunities costs by 12%, compared<br />
to only a 7% decrease for those unable to predict dem<strong>and</strong>.<br />
Figure 5: Data-<strong>Centric</strong> Capabilities<br />
Percentage of Respondents<br />
90%<br />
80%<br />
70%<br />
60%<br />
50%<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
79%<br />
Accurate dem<strong>and</strong> data for<br />
all channels<br />
64%<br />
38% 36%<br />
<strong>Customer</strong> data collection<br />
for all channels<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
57%<br />
29%<br />
Order management<br />
information is shared<br />
across channels<br />
Leaders Followers n=80<br />
Source: Aberdeen Group, December 2011<br />
To help drive accurate dem<strong>and</strong> data, Leaders are 1.8 times more likely (64%<br />
compared to 36%) to collect <strong>and</strong> aggregate customer data for all channels.<br />
The sheer volume of customer data that is available makes this capability<br />
increasingly important. <strong>Customer</strong>s are shopping <strong>and</strong> interacting through<br />
more channels than ever before <strong>and</strong> retailers need to continue to collect<br />
relevant <strong>and</strong> accurate data for these customer interactions. This data can be<br />
used for dem<strong>and</strong> sensing, marketing programs, merch<strong>and</strong>ise assortments, instore<br />
layouts, staffing levels, <strong>and</strong> customer engagement strategies. Leading<br />
retailers are more efficient in how they collect, aggregate, <strong>and</strong> share data.<br />
Additionally, retailers collecting customer data for all channels reported a<br />
17% increase in average transaction value, compared to a 10% increase for<br />
those without this capability. Followers are missing out on an incredible<br />
opportunity to learn about their customers, which in turn will allow them to<br />
learn more about their business <strong>and</strong> help shape their future omni-channel<br />
roadmap. Brooks Brothers, for example, collects customer data across all<br />
channels, <strong>and</strong> aggregates this data into a centralized customer database for<br />
targeted marketing promotions.<br />
The third area of data capabilities where the Leaders are raising the bar is in<br />
the sharing of order management information across channels (57% versus
The 2012 Omni-Channel Retail Experience<br />
Page 9<br />
29%). Order management systems keep track of customer orders, product<br />
information, stock levels, <strong>and</strong> fulfillment. Sharing this data across channels<br />
allows for more visibility into the business, <strong>and</strong> makes it possible for<br />
managers to make more agile business decisions regarding their<br />
merch<strong>and</strong>ise mix, marketing promotions, pricing structures, <strong>and</strong> vendor<br />
relationships. Sixty-four percent (64%) of Leaders are also using product<br />
information management (PIM) technology to update product information in<br />
real-time, which has a direct impact on the three highlighted capabilities in<br />
this section.<br />
Best-in-Class Enabling Technology<br />
Combined with the capabilities mentioned in the section above, technology<br />
solutions are the second part of solving the omni-channel puzzle.<br />
Omnichannel solutions work with the inherent capabilities of retailers to<br />
meet customer dem<strong>and</strong>s while building out their channel integration<br />
strategies. Aberdeen data has shown that leading retailers use technology<br />
enablers in three distinct areas to improve their omni-channel processes:<br />
customer-facing, data-driven, <strong>and</strong> marketing technology.<br />
Core <strong>Customer</strong> Technology<br />
Figure 6 below shows the evolution of the omni-channel environment, <strong>and</strong><br />
the new norm for top performing retailers.<br />
Figure 6: <strong>Customer</strong>-Facing Technology<br />
Percentage of Respondents<br />
80%<br />
60%<br />
40%<br />
20%<br />
0%<br />
79%<br />
54%<br />
Retail e-commerce<br />
solution<br />
71%<br />
42%<br />
Integrated call<br />
center for order<br />
processing<br />
64%<br />
34%<br />
Cross-channel<br />
order<br />
managementready<br />
POS<br />
Leaders Followers<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
50%<br />
24%<br />
Online chat tool<br />
n=80<br />
Source: Aberdeen Group, December 2011<br />
Seventy-nine percent (79%) of Leaders, compared to 54% of Followers, use<br />
an e-commerce storefront as part of their omni-channel strategy. The digital<br />
storefront is moving to the front <strong>and</strong> center of the retail l<strong>and</strong>scape, with<br />
more retailers deploying mobile web storefronts as well. The virtual store
The 2012 Omni-Channel Retail Experience<br />
Page 10<br />
allows for the increased use of web analytics to personalize marketing<br />
content <strong>and</strong> product recommendations. According to the February 2011<br />
Next Generation <strong>Customer</strong> Loyalty report, retailers that are able to<br />
personalize online marketing messages have seen 16% increase in retention<br />
rates, <strong>and</strong> a 15% increase in response rates. Aberdeen’s data is also showing<br />
that Leaders are twice as likely as Followers to use an online chat tool. The<br />
online chat tool serves as a customer engagement point. It can be used to<br />
offer product recommendations <strong>and</strong> consultations, answer customer<br />
inquiries or complaints, or to simply chat about specific features of the<br />
product. Retailers like Home Depot have extended the simple use of an<br />
online chat tool to their mobile application, allowing for instant access to a<br />
br<strong>and</strong> representative.<br />
Leaders are nearly twice as likely as Followers to use an integrated call<br />
center for order processing. The integrated call center acts as another key<br />
customer interaction point. The call center can process web, store, or<br />
mobile orders, <strong>and</strong> arrange for delivery or pick-up at a time <strong>and</strong> location of<br />
the customer’s choice. Additionally, when the call center is integrated with<br />
other channels, call center representatives have real-time access to product<br />
information, availability, delivery timeframes, pricing <strong>and</strong> promotions, <strong>and</strong><br />
related product recommendations. This seamless transition between the<br />
channels is what the customer is looking for out of its omni-channel<br />
experience.<br />
The final customer-related technology enabler that Leaders are more likely<br />
to use than their competitors is the cross-channel order management-ready<br />
point of sale (POS) system. The POS is the lifeline of brick <strong>and</strong> mortar store.<br />
It has evolved from the simple cash register to a marketing, data collection,<br />
<strong>and</strong> inventory engine. An order management-ready POS system links the<br />
brick <strong>and</strong> mortar store to the other available channels, <strong>and</strong> can help to<br />
facilitate delivery of an out-of-stock item, or fulfill an online order during the<br />
in-store pick-up. The POS can also collect a lot of customer data for<br />
retailers, who can incorporate this data into the order management system<br />
to track customer spending habits accurately. Retailers using a cross-channel<br />
order management-ready POS have a customer satisfaction score of 89%,<br />
compared to a score of 83% for those not using this technology as a result<br />
of increased visibility into the order <strong>and</strong> fulfillment process. Marks &<br />
Spencer is an example of a retailer using a cross-channel order<br />
management-ready POS to increase order visibility for higher customer<br />
satisfaction <strong>and</strong> improved on-time order rates.<br />
Data is Driving Retail<br />
The use of data intelligence technology in retail is continuing to evolve, with<br />
Leaders making more informed decisions about many facets of the business<br />
as a result. Aberdeen data shows that 86% of Leaders, compared to 55% of<br />
Followers, use a business intelligence (BI) stack as part of their omni-channel<br />
strategy. A BI stack consists of data collection, analysis, reporting, <strong>and</strong><br />
dashboards, <strong>and</strong> can be used to assess the status of the business. The BI<br />
stack makes it possible for retailers to analyze customer, financial, <strong>and</strong><br />
“Inventory availability across<br />
channels will reduce markdown<br />
cost. Seamless interactions<br />
with customers across all<br />
channels will increase sales. In<br />
depth customer information /<br />
history across all channels at<br />
point of interaction with<br />
customer will increase sales.<br />
~ Gordon Russell, Corporate<br />
Management at In the Pink<br />
<strong>Stores</strong>, Inc.<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
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The 2012 Omni-Channel Retail Experience<br />
Page 11<br />
operational data across all channels. It also makes for quicker decisions by<br />
management for changes to the business plan.<br />
For example, according to the October 2011 Retail Business <strong>Intelligence</strong><br />
report, the median time to decision after an event for those retailers using<br />
BI was about 20 minutes, compared to 48 hours for retailers not using BI.<br />
This shows the importance of a BI stack for a retailer. Losing two complete<br />
business days before a decision can be made can be catastrophic for<br />
promotional calendars or the merch<strong>and</strong>ising mix. The ability to make that<br />
decision in twenty minutes can help satisfy customer dem<strong>and</strong>, <strong>and</strong> decrease<br />
the odds of customer ab<strong>and</strong>onment.<br />
Figure 7: Data Enablers<br />
Percentage of Respondents<br />
90%<br />
75%<br />
60%<br />
45%<br />
30%<br />
15%<br />
0%<br />
86%<br />
55%<br />
Business <strong>Intelligence</strong><br />
stack<br />
71%<br />
58%<br />
Centralized data<br />
warehouse<br />
Leaders Followers<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
50%<br />
21%<br />
Predictive Analytics<br />
n=80<br />
Source: Aberdeen Group, December 2011<br />
Fifty percent (50%) of Leaders, compared to a mere 21% of Followers, are<br />
using predictive analytics in their omni-channel approach to retail. Predictive<br />
analytics use statistical modeling <strong>and</strong> theory to analyze information <strong>and</strong><br />
make predictions about future events. These predictions are used to design<br />
marketing campaigns, cross-sell campaigns, product recommendations, <strong>and</strong><br />
dem<strong>and</strong> sensing. By aggregating all channel data into a single repository, the<br />
predictive analytics application can make better predictions for omnichannel<br />
customer behavior <strong>and</strong> purchasing patterns. Leading retailers are<br />
using predictive analytics as a core part of advancing their current marketing<br />
capabilities.<br />
Figure 7 above also shows that Leaders are 1.2 times more likely to use a<br />
centralized data warehouse than Followers (71% compared to 58%). The<br />
siloed nature of multi-channel retail operations is still a barrier to data<br />
sharing. Many retailers view the individual channel as its own business unit,<br />
with a distinct data collection strategy. Leaders, however, are moving<br />
beyond the traditional siloed nature of retail. The centralized data<br />
“Visible data across all channels<br />
can stimulate healthycompetition<br />
within the<br />
business, streamline <strong>and</strong> make<br />
the deal approvals uniform /<br />
consistent...which maintains or<br />
grows margin...which maintains<br />
compliance <strong>and</strong> shortens the<br />
sales cycle.”<br />
~ Vice President, Corporate<br />
Management, Small CPG<br />
Company, North America
The 2012 Omni-Channel Retail Experience<br />
Page 12<br />
warehouse allows for separate channels to share information on the<br />
customer <strong>and</strong> the business. The single data warehouse serves the needs of<br />
all operating channels, allowing employees to pull the data they need to<br />
better assist their customers. As retailers collect <strong>and</strong> analyze data across<br />
channels, the centralized data warehouse will help provide the seamless<br />
movement between channels that consumers seek.<br />
Marketing Technology<br />
Leading retailers have identified three key marketing technology<br />
components for driving their omni-channel strategy: social media monitoring<br />
tools, cross-channel promotion <strong>and</strong> marketing management solutions, <strong>and</strong> a<br />
catalog management system.<br />
Currently, 54% of Leaders use social media monitoring tools, compared to<br />
30% of Followers. Leading retailers collect massive amounts of customer<br />
data through social networks, <strong>and</strong> use this information for marketing <strong>and</strong><br />
engagement opportunities. Retailers such as Best Buy <strong>and</strong> New York &<br />
Company have used social listening to respond in real-time to customer<br />
inquiries, with an increased focus around the holiday shopping season.<br />
Figure 8: Marketing Enablers<br />
Percentage of Respondents<br />
60%<br />
45%<br />
30%<br />
15%<br />
0%<br />
54%<br />
30%<br />
43%<br />
34%<br />
Social media monitoring Cross-channel<br />
tools<br />
promotion <strong>and</strong><br />
marketing management<br />
solution<br />
Leaders Followers<br />
36%<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897<br />
14%<br />
Catalog management<br />
system<br />
n=80<br />
Source: Aberdeen Group, December 2011<br />
Leaders are also using a cross-channel promotion <strong>and</strong> marketing<br />
management solution to further their omni-channel strategy. This<br />
technology is important for aligning the marketing team’s br<strong>and</strong> message,<br />
along with the making promotional offers <strong>and</strong> language consistent. Too<br />
often, consumers are confused by disjointed channel offers. By moving<br />
towards a cross-channel marketing solution, leading retailers are able to<br />
reduce the clutter that customers must wade through when making a<br />
purchase decision. According to the June 2011 Multi-Channel Retail
The 2012 Omni-Channel Retail Experience<br />
Page 13<br />
Marketing report, 41% of Best-in-Class retailers have made developing<br />
consistent br<strong>and</strong>ing across channels their top strategic priority. The crosschannel<br />
solution will serve as the main hub for implementing a consistent<br />
approach to marketing communications objectives.<br />
A final marketing solution Leaders are using is a catalog management<br />
system. A catalog management system allows retailers to update product<br />
catalogs across channels with accurate product information, pricing,<br />
functionalities, related products, <strong>and</strong> product features. The increased use of<br />
digital channels makes this technology important for retailers, as all catalog<br />
information needs to be up to date <strong>and</strong> reflective of changing inventory. The<br />
seasonal nature of retail also plays a role in the need for these updates.<br />
Case in Point<br />
Take, for example, the case of a large general merch<strong>and</strong>ise retailer based in<br />
North America. This retailer operates brick <strong>and</strong> mortar stores, an online<br />
commerce site, <strong>and</strong> call center locations. The main problem facing the<br />
retailer, however, was inconsistent assortments across channels. According<br />
to the Director of IT, “We had a multi-channel strategy in place, but we did<br />
not provide a consistent experience across these channels. We had an<br />
enormous number of SKU’s that were channel specific. While our loyal<br />
customer base remained intact, we were driving our fringe customers away<br />
by forcing them to shop in a specific channel.”<br />
To improve upon their omni-channel strategy, the retailer overhauled their<br />
strategic approach to their channel options. According to the Director, “the<br />
message came down from the top. Senior management fully backed our<br />
move to align the channels, specifically from a product availability <strong>and</strong><br />
marketing st<strong>and</strong>point.” This retailer revamped their inventory <strong>and</strong> fulfillment<br />
strategies to ensure product availability across channels. Additionally, the<br />
retailer made order fulfillment from separate channels a possibility, to<br />
alleviate the issues surrounding out-of-stocks.<br />
From a technology st<strong>and</strong>point, the retailer centralized their product data,<br />
allowing stores <strong>and</strong> other channels to pull inventory for customer order<br />
fulfillment. They were also able to better manage their marketing efforts by<br />
not duplicating or sending disjointed offers across channels. According to<br />
the Director, “the new omni-channel approach has left us with a more<br />
consistent br<strong>and</strong> across channels, <strong>and</strong> has resulted in better order fulfillment<br />
rates. Additionally, we have experienced a 5 % increase in customer<br />
satisfaction by providing the same product offering across all channels.”<br />
Key Takeaways <strong>and</strong> Recommendations<br />
Channel integration processes continue to evolve as customers turn to<br />
emerging digital channels to meet their shopping requirements. The<br />
prospect of a lost sale is daunting, <strong>and</strong> consumers are seeking a seamless<br />
omni-channel experience. To alleviate these customer concerns, leading<br />
retailers are aligning the br<strong>and</strong> <strong>and</strong> sharing customer, product, order,<br />
financial, <strong>and</strong> operational data across channels. The rise of the digital channel<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
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The 2012 Omni-Channel Retail Experience<br />
Page 14<br />
is moving the web experience to new heights, with the advent of mobile<br />
technology that can be used in the store or on the go. An integrated<br />
approach to data sharing is a key component for omni-channel success, <strong>and</strong><br />
Leaders are embracing it as they launch new products through new<br />
channels.<br />
For retailers re-thinking, re-launching, or just developing an omni-channel<br />
strategy, the following steps will spur performance improvements.<br />
Recommendations for Followers<br />
Measure customer satisfaction at every customer touch<br />
point. Currently, only 14% of Followers are measuring customer<br />
satisfaction across all customer touch points. <strong>Customer</strong> satisfaction<br />
is the driver of personalized relationships; as consumers move<br />
through the buying channels, Followers need to build on these<br />
relationships. To underst<strong>and</strong> better how the customer perceives<br />
the br<strong>and</strong>, Followers need to develop customer satisfaction<br />
guidelines <strong>and</strong> inquiries for every channel. These inquiries include<br />
POS CSAT surveys, in-store intercepts, mystery shopping, social<br />
media monitoring, <strong>and</strong> call center campaigns. Once these initiatives<br />
have been put in place, Followers can get a better underst<strong>and</strong>ing of<br />
how they improve the customer experience, <strong>and</strong> begin to improve<br />
their customer satisfaction scores.<br />
Give consumers ownership of the channel experience. The<br />
customer expectation of a seamless experience across channels is a<br />
top omni-channel pressure for all retailers is. Currently, Followers<br />
are not providing this experience, as only 27% have the ability to<br />
purchase, exchange, <strong>and</strong> return a product through any channel, <strong>and</strong><br />
only 24% can ship online orders from the store. The lack of<br />
guidelines for sales, exchange, <strong>and</strong> returns settlement creates a<br />
disjointed experience. Increased executive buy-in for an omnichannel<br />
strategy is the first step from a business process st<strong>and</strong>point.<br />
Once senior leadership backs this process, the rest of the<br />
organization will follow.<br />
Collect <strong>and</strong> analyze customer data across all channels.<br />
Currently, only a little more than a third (36%) of Followers are<br />
collecting customer information across channels. Disparate data<br />
collection techniques, guidelines, <strong>and</strong> applications are creating a<br />
customer data roadblock. Followers need to incorporate customer<br />
data capture procedures for all channels to ensure that relevant<br />
data is collected. Once relevant data is collected, Followers can<br />
purge their customer databases of duplicate <strong>and</strong> irrelevant data,<br />
which will make the information at h<strong>and</strong> actionable. Cross-channel<br />
<strong>and</strong> cross-departmental collaboration is required to build out an<br />
omni-channel data collection strategy.<br />
Share up-to-date fulfillment, planning, <strong>and</strong> execution<br />
information across channels. Currently, less than a quarter<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
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The 2012 Omni-Channel Retail Experience<br />
Page 15<br />
(24%) of Followers are sharing fulfillment, planning, <strong>and</strong> execution<br />
information with all necessary stakeholders. Accurate inventory<br />
information is critical to retail operations, from store-level<br />
assortments <strong>and</strong> displays to enterprise-wide marketing <strong>and</strong><br />
promotions campaigns. If this information is not up-to-date or<br />
readily available, disjointed offers <strong>and</strong> pricing strategies can exist.<br />
This information also ensures product availability is accurately<br />
broadcast through channels, enabling customer to receive orders<br />
on-time. Followers must develop a common merch<strong>and</strong>ising strategy<br />
for all channels as part of their information sharing practices.<br />
Recommendations for Leaders<br />
Develop formal <strong>and</strong> st<strong>and</strong>ardized omni-channel training.<br />
While 57% of Leaders have executive buy-in for the omni-channel<br />
strategy, they are sorely lacking in training, as only 14% have a<br />
formal omni-channel training strategy in place. Formal training helps<br />
keep employees engaged <strong>and</strong> productive, while outlining the key<br />
tasks they need to perform to meet <strong>and</strong> exceed the retailer’s omnichannel<br />
goals. Training must include guidelines for all stages of the<br />
customer lifecycle – before, during, <strong>and</strong> after the sale. As Leaders<br />
are able to communicate what is expected from employees, how<br />
their success will be measured, <strong>and</strong> what they need to do to<br />
succeed, management can revamp the omni-channel strategy<br />
depending on feedback from key stakeholders across all<br />
departments <strong>and</strong> channels. This information will be crucial to the<br />
future growth of an omni-channel environment.<br />
Measure <strong>and</strong> track marketing “recency”, frequency, <strong>and</strong><br />
monetary (RFM) metrics across channels. Currently, a mere<br />
29% of Leaders have established guidelines to measure these<br />
important metrics. This capability allows retailers to monitor the<br />
performance of marketing programs, <strong>and</strong> break down results by<br />
campaign or channel. It also helps justify marketing spend on specific<br />
customer segments, based on analysis of how much <strong>and</strong> how often<br />
certain customers buy. These metrics need to track across channels<br />
to allow retailers to prioritize the marketing appropriate channel<br />
mix.<br />
Include omni-channel loyalty programs into the overall<br />
omni-channel strategy. Currently, only 29% of Leaders have a<br />
fully integrated cross-channel customer loyalty application.<br />
Aberdeen data has shown that customer loyalty programs are<br />
channel-centric by nature. However, as consumers desire a<br />
consistent experience, loyalty components cannot lag behind.<br />
Developing a consistent loyalty program, where customers can<br />
register, check loyalty balances, redeem rewards, <strong>and</strong> access specials<br />
across all channels, must be a priority. According to the February<br />
2011 Next Generation <strong>Customer</strong> Loyalty report, retailers using a<br />
cross-channel loyalty platform have seen a 20% increase in customer<br />
© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
www.aberdeen.com Fax: 617 723 7897
The 2012 Omni-Channel Retail Experience<br />
Page 16<br />
retention rates (compared to 8% for all others) <strong>and</strong> 15% increase in<br />
customer re-activations rates (compared to 4% for all others).<br />
Channel integration remains vital to a successful omni-channel retail<br />
environment. Leaders are paving the way in their approach to a seamless<br />
shopping experience, <strong>and</strong> continue to evolve the way consumers interact<br />
<strong>and</strong> shop through their channel of choice. For more information on this or<br />
other research topics, please visit www.aberdeen.com.<br />
<strong>Customer</strong>-<strong>Centric</strong> <strong>Retailing</strong> <strong>101</strong>:<br />
<strong>Customer</strong> <strong>Intelligence</strong> <strong>and</strong><br />
Engagement Strategies; October 2011<br />
Mobile <strong>and</strong> Tablet Shopping<br />
Demystified: Adoption <strong>and</strong> the ROI<br />
Business Case; September 2011<br />
High Definition Digital Merch<strong>and</strong>ising:<br />
Rise of the Revenue- <strong>and</strong> <strong>Customer</strong>-<br />
<strong>Centric</strong> <strong>Retailing</strong> Experience; July<br />
2011<br />
Related Research<br />
State of Multi-Channel Retail<br />
Marketing: A Paradigm Shift for<br />
Reaching New <strong>Customer</strong>s; June 2011<br />
Next Generation <strong>Customer</strong> Loyalty:<br />
The Evolution of the Digital <strong>Customer</strong>;<br />
February 2011<br />
The Roadmap from Multi-Channel to<br />
Cross-Channel <strong>Retailing</strong>: The True<br />
ROI of Unified <strong>Customer</strong> Experience;<br />
November 2011<br />
Author: Chris Cunnane, Research Analyst, Retail, Hospitality, <strong>and</strong> Banking<br />
(chris.cunnane@aberdeen.com)<br />
For more than two decades, Aberdeen's research has been helping corporations worldwide become Best-in-Class.<br />
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© 2011 Aberdeen Group. Telephone: 617 854 5200<br />
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