Presentation given at the Oracle Customer Xperience Day in Bucharest on the 26th of November. Why ZMOT starts the journey on digitalization and All Channel Experience and how Oracle Products fit in this.

1. Seamless Customer Experience
Management.
Ruben Spekle
Solution Architect
Capgemini

2. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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3. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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4. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
4

5. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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6. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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7. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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8. All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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9. Research finding: sustainable success requires more than ‘doing a
bunch of digital initiatives’ – you need to organise for it
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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10. What we found: Digital Transformation and
Business Performance go hand in hand
Digital Maturity Model
Revenue Generation
Profitability
Market Valuation
Digital Intensity
+6%
BEGINNERS
-11%
+26%
-12%
+12%
-4%
FASHIONISTAS
+9%
-10%
-24%
+9%
-7%
+7%
DIGIRATI
CONSERVATIVES
Transformation Intensity
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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11. And by-the-way: Some industries are more mature than others…
Telcos
• Fast to launch digital initiatives
• Need to integrate and align initiatives
across silos
Telecoms
Travel and
hospitality
Average industry
maturity:
Retailers
High
Technology
Retail
• Strong in social and mobile
• Need to focus on cross-channel
consistency, worker
enablement and analytics
Banking
Pharmaceuticals
Consumer
Packaged Goods
Insurance
Manufacturers
• See less opportunity / threat in digital
transformation
• Need a transformative digital vision and
the leadership drive to develop impetus
Utilities
Insurers
Manufacturing
• Strong digital governance
capabilities, but
• Regulatory worries and a riskaverse culture
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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12. Organisations can benefit from the
synergetic convergence of physical and digital
Store
Conversion↑
Customer
Satisfaction
(NPS) ↑
+
=
Sustainable
Revenue ↑
Digital
Channel
Conversion↑
Sustainable
Profit ↑
Sustainable
Cost ↓
Channel
Cost ↓
Fulfilment
Cost ↓
IT Cost ↓
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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13. But: there is no ‘one-type’ of digital shoppers - it’s important to
understand different types of Digital Shopping Behavior
1. Techno-Shy Shoppers
2. Value Seekers
3. Occasional Online Shoppers
4. Rational Online Shoppers
5. Digital Shopaholics
6. Social Digital Shoppers
Source: Capgemini, Digital Shopper Relevancy, 2012
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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14. It’s all about organising yourself around your customer
OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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15. Why do shoppers make the choices that they make, and how is this
changing because of digital channels ?
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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16. Digital Shopper Relevancy is about understanding shopper needs
and perceptions across 5 Key Attributes
Traditional
Relevancy
Criteria for
Physical Channels
Access
Experience
Price
Product
Service
Easy to reach stores
Illustrative
Friendly and clean
store
Competitive pricing
Wide and deep
assortment
Customer Service
No damaged goods
in store
Compelling
promotions
Freshness/ Quality
Complaints
handling /
return policy
Easy to navigate
stores
Maximum opening
hours
Availability
(no stock-outs)
Inspirational
Atmosphere
Loyalty program
“Making it
Easy for
You”
Additional
Relevancy
Criteria for
Digital Channels
“All About
Your
Experience
”
“Lowering
Your costs “
“Better
Stuff, Better
Life”
“Whatever it
takes for
You”
e-Commerce
(mobile, social,
web)
Inspirational
Content
Dynamic Pricing
Wider and deeper
assortment
Personalized offers
Flexible deliveryoptions ( home,
store-pick-up etc.)
Community
engagements
(share
experiences)
Mobile in-store
Shopping support
Social Shopping
Location-based
pricing
Personalized
Pricing
Advanced /
visualized product
information and
(usage) advice
Solution Pricing
Price
Comparison
Product
Comparison
Technologyenabled staff –
support in-store
Interactive service
via digital channels
(e.g. click-to-chat,
social media)
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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17. How can you be most relevant to digital shoppers?
Illustrative
2. Differentiate on a compatible
value attribute
1. Dominate on one value attribute
3. Maintain parity on others
5
4
3
Access
3
Experience
Price
3
Product
Service
Successful companies dominate on one attribute, differentiate on a second and compete
at parity on the remaining three
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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18. Example: Burberry
Differentiate on SERVICE
Dominate on EXPERIENCE
On par with competition on the rest
5
4
3
Access
3
Experience
3
Price
Product
Service
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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19. Client Example: Burberry B2C & B2B
1
4
Social Media Campaigns
 In-store Retail Theatre technology for
unrivalled audiovisual experience for
customers in stores
 iPads introduced in
selected stores globally
 Consistent messages to customers
across all mediums
 Youtube and Facebook campaigns for
Burberry Body fragrance
 Own social-media
site, artofthetrench.com
 Brand promotion on
Chinese social media sites
 Country-specific Twitter accounts
3
More than 11 million page
views on the groups social
media site artofthetrench.com

Digital Stores
8.7 million Facebook fans
and nearly 600,000 twitter
followers

 Dynamic audiovisual content to engage,
entertain, and interact with customers
 Online luxury shopping experience through
personalized customer service
 Click to Chat and Click to Call in real time
2
11% growth in store sales can
be attributed in large part to
ongoing investment in multichannel customer engagement

3
Spring/Summer 2011
women’s-wear show, watched
by over one million people
across more than 180
countries
Live-Streaming
 Live streaming of fashion shows directly to flagship
stores
 Streaming of shows in 3D in five countries
 Autumn/Winter 2011 womenswear show
on the video screens in Piccadilly Circus
1

Interactive New Website
2
4

250,000 signed up to receive
free samples of Burberry Body
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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20. Our value proposition: transforming businesses to deliver a seamless
& relevant customer or citizen experience across all touchpoints
Customers are not loyal to a single channel but to an experience across channels !
Our client’s proposition
Capgemini’s Service proposition
All-Channel Consulting Services
(eg. ACE strategy, Customer journeys &
experience, CRM / digital marketing, Digital
Transformation)
All-Channel IT Services
(eg. Solution Architecture Leadership, Cloud Services
orchestration, Mobile Platforms, Agile, Big Data)
All-Channel Managed Services
(eg. Social Media engagement, Digital Asset
Management, Consumer Insights)
Strong Credentials
& Experience
Tier One
Alliance Partners
Capgemini’s All-Channel Experience delivers improved consumer insights, differentiated consumer
engagement, increased loyalty, higher sales-conversion, more profit and ultimately: business continuity!
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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21. And to do it well, it is complex…
new and integrated Business and IT Capabilities
People
Managing
involved and
motivated staff
with relevant
performance
rewards
Process
Managing
streamlined and
customer-focussed
ways of working
across the company
Orchestrating
dynamic, front-end IT
solutions integrated with a
cost-effective , reliable IT
foundation
Technology
Customer Channel Proposition: case for change
Seamless convergence of physical and digital channels offering a relevant and personalised experience across all relevant touchpoints
Customer
Commerce
Content
Managing a personal and
relevant dialogue with
individual customers
Managing high-quality
and rich inspirational
content across all
channels and touchpoints
Fulfilment
Performance
Managing maximised sales
conversion leveraging
optimal merchandising
and pricing across all
channels
Efficiently delivering
the orders across all
channels at the
location and time your
customers prefer
Optimising the
performance of your
business across all
channels
Single View of Data
Using the same set of realtime (internal and external) data for all strategic, tactical and operational activities
Demand Driven Business Operations
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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22. The Business and IT Capabilities that enable a full All-Channel
Experience in a closer look
Compelling Case
for Change
Business Proposition
Development
Innovation, Vision and
Roadmap
Business Case
Development
Content
Management
Cross Channel Service
Management
Web Content
Management
Integrated Marketing &
Campaign
Management
Digital Asset
Management
Social Media
Engagement
Fulfillment
Management
Finance &
Performance
Management
e/s/m commerce
Order Orchestration
Payment / Fraud / FX
Management
Merchandising
Management
Transport and Delivery
management
Finance – Allocation
and KPI’s
Pricing & Promotion
Management
Customer
Management
Warehouse Mgt / 3rd
Party Mgt / DSV Mgt
Commerce
Management
Single View of Data
Big Data and
Warehouse
Insight & Analytics
Integration & Orchestration
Standards based
Integration
Business Process
Orchestration
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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23. How Capgemini and Oracle make All-Channel Experience reality
Our joint OCommerce proposition
Compelling Case for
Change
Business Proposition
Development
Innovation, Vision and
Roadmap
Business Case
Development
Commerce
Management
Fulfillment
Management
Finance &
Performance
Management
Customer
Management
Content
Management
Cross Channel Service
Management
Web Content
Management
e/s/m commerce
Order Orchestration
Payment / Fraud / FX
Management
Digital Asset
Management
Merchandising
Management
Transport and Delivery
management
Finance – Allocation
and KPI’s
Pricing & Promotion
Management
Warehouse Mgt / 3rd
Party Mgt / DSV Mgt
DO
O
Integrated Marketing &
Campaign
Management
ELO U
QA
FU O A
SI N PPLI C TI O S
A N
Social Media
Engagement
VI TR E
U
Single View of Data
Big Data and
Warehouse
Insight & Analytics
Integration & Orchestration
Standards based
Integration
Business Process
Orchestration
BPM SUI TE
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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24. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
25

25. OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
26

26. RESULTS:
1.5 years time savings and $4 million implementation cost savings over alternative approach
Better insight on regional sales performance
Higher profit margins
RESULTS:
Pop-up advertising increased by 45%
Site stickiness increased by 8%, with a 3.5
million hour increase in sessions and ad viewing
Over 830 million questions asked by users in the
past year with 3 billion results presented
OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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27. • 81% of companies with strong capabilities and
competencies for delivering customer experience
excellence are outperforming their competition
(Source: Peppers & Rogers Group)
• 86% of consumers have quit doing business with a
company because of bad customer
experience.(Harris Ineteractive, Customer
Experience Impact Report)
•It takes 12 Postitive service experiences to make up
for one negative experience (Understanding
customers by Ruby Newell Legner)
OCommerce: Marketing & Comms Plan | January 2013
© 2012 Capgemini. All rights reserved.
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28. Further information? Please reach out!
Ruben Spekle
(Oracle) Solution Architect
ruben.spekle@capgemini.com
Capgemini
http://www.linkedin.com/in/rubenspekle
twitter.com/ruben_spekle
All-Channel Customer Experience Event | Lisbon | 4 July 2013
© 2013 Capgemini. All rights reserved.
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29. About Capgemini
With more than 120,000 people in 40 countries, Capgemini is one
of the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues
of EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers
business and technology solutions that fit their needs and drive
the
results
they
want.
A
deeply
multicultural
organization, Capgemini has developed its own way of
working, the Collaborative Business ExperienceTM, and draws on
Rightshore ®, its worldwide delivery model.
www.capgemini.com
The information contained in this presentation is proprietary.
© 2012 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.