OmniCanal Luxe et Prêt-à-Porter : 9 Stratégies Gagnantes
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SOMMAIRE OMNICANAL - Retail OmniCanal, c’est quoi ? - Comportement des consommateurs OmniCanal - 9 Stratégies Gagnantes pour ’OԾ䲹Բ - Meilleures Enseignes "OmniCanal" - Les plus Grandes Marques de Luxe dans le monde - Les marques de Luxe, devraient-elles devenir "OmniCanal" ? - Comportement des Consommateurs Fortunés - Comparatif comportemental des différentes ééپDzԲ - Comment réussir ’OԾ䲹Բ ?
OmniCanal Luxe et Prêt-à-Porter : 9 Stratégies Gagnantes
- 1. OmniCanal Prêt-à-Porter & Luxe 9 Stratégies Gagnantes ©Stephany Gochuico @stephgo77
- 2. Sommaire Retail OmniCanal, c’est quoi ? Comportement des consommateurs OmniCanal 9 Stratégies Gagnantes pour ’OԾ䲹Բ Meilleures Enseignes "OmniCanal" Les plus Grandes Marques de Luxe dans le monde Les marques de Luxe, devraient-elles devenir "OmniCanal" ? Comportement des Consommateurs Fortunés Comment réussir ’OԾ䲹Բ ?
- 3. OmniCanal Omni :- préfixe référant à tout Canal :- ensemble des moyens et de lieux de distribution d’un produit
- 6. Les consommateurs font… Photo courtesy: Quarticon.com
- 7. Les consommateurs achètent… AT ANY TIME AW ANY WHERE AD ANY DEVICE
- 9. 9 Source: Accenture “Seamless Retailing Research Study 2014” Showrooming… Webrooming…
- 10. 10 Source: Google “The New Multi-Screen World: Understanding Cross-platform Consumer Behaviour,” August 2012, 15738 respondents
- 11. 11 Source: Google “The New Multi-Screen World: Understanding Cross-platform Consumer Behaviour,” August 2012, 1611 respondents.
- 12. 12 Source: Google “The New Multi-Screen World: Understanding Cross-platform Consumer Behaviour,” August 2012.
- 13. 13 Source: Ipsos OTX/Google 2012 Holiday Shopping Intentions Survey, 1500 respondents.
- 14. 14 Source: Ipsos OTX/Google 2012 Holiday Shopping Intentions Survey, 1500 respondents
- 15. 15 Source: Forrester Research “European Technographics® Consumer Technology Online Survey”, Q4 2012
- 16. 16 Photo Courtesy: National Retail Federation “Mobile Retail Initiative”, 2011 Retail OmniCanal
- 19. 9 Stratégies Gagnantes pour ’OԾ䲹Բ
- 21. OmniRetail Matrix1 : Stratégie 21 ©Stephany Gochuico
- 22. Stratégie #1 : Client 22 “ ” There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else. -Sam Walton, Founder of Wal-Mart Stores Inc.
- 23. Stratégie #2 : Organisation Transversale 23
- 24. Équipes Web, Mobile & Magasins sont AMIS 24
- 25. Gestion des retours commandes entre AMIS 25
- 26. Stratégie #3 : Centraliser les données 26 #1 Clients #3 Stocks #2 Références produits
- 27. 27 Source: Vandelay Sales Stratégie #4 : Gestion des stocks en temps réel avec RFID
- 28. RFID : Radio Frequency Identification Réseau Internet Étiquette RFID (antenne & puce) Lecteur RFID (émetteur & récepteur radio) Serveur de base de données Autres bases de données Encapsulation (packaging de l’étiquette RFID)
- 29. Source: L2 Intelligence Report & Richrelevance “OmniChannel Retail” 30 July 2014 % des Enseignes qui utilisent la RFID
- 30. 30 Enseignes qui ont une visibilité temps réel sur les stocks en magasin
- 31. 31 Stratégie #5 : Optimisation de l’éxecution des commandes Source: Forna
- 32. 32 RETAIL DISTRIBUTION CENTER E-COMMERCE/MOBILE DISTRIBUTION CENTER Éxecution des commandes en SILO
- 33. 33 RETAIL DISTRIBUTION CENTER E-COMMERCE/MOBILE DISTRIBUTION CENTER *SHIP FROM STORE Éxecution des commandes OmniCanal *Expédier depuis le magasin.
- 34. 34 versus >50 km distance 0-5 km distance E-COMMERCE/MOBILE DISTRIBUTION CENTER Solution OmniCanal : Expédier depuis le magasin Source: Stephany Gochuico
- 35. Proposer aux Clients OmniCanal des options de commande Source: New Look website
- 36. Click&Collect : immédiat, économique Source: New Look website
- 38. 38 Stratégie #6 : Progamme de Fidélisation
- 39. 39 *Source: Deloitte National Research Survey and Loyalogy “Loyalty Plus Research Study” Jan 2013 88% of businesses with loyalty programs are more profitable than their competitors who do not use this solution.*
- 40. 40 Source: Demand Metric Benchmark Report “Employee Engagement: Revenue Growth Strategy for 2014” Dec 2013 L’Engagement élevé des employés = l’Accroissement de la fidélité des clients
- 41. 41 Source: Maxxing Stratégie #7 : Campagnes OmniCanal
- 42. Stratégie #8 (OmniRetail Matrix2) : Canaux Online/Offline 42 ©Stephany Gochuico
- 43. 43 Source: NBS System “Benchmark of E-Commerce Solutions” June 2013 C.A. > €15M > €15M > €150M > €15M > €15M <€1.5M<€15M Plateformes E-commerce avec des capacités OmniCanal
- 44. 44 Source: Monetate & Business Insider “How Retailers And E-Commerce Sites are Driving Sales by Getting More Socail” 25 March 2014 Email Search Social
- 45. 45 Source: AddShoppers & Market Realist “Must-know: Why social networks are influencing e-commerce sales,” 26 September 2014. Social Commerce
- 47. If you make customers unhappy in the physical world, they might each tell 6 friends. If you make customers unhappy on the Internet, they can each tell 6,000 friends.” -Jeff Bezos, CEO of Amazon 47 Social Commerce “
- 49. 49 VERO MODA QR Code Fashion Store
- 50. 50 HOINTER QR Code Jeans Store
- 52. 52 4 Modèles du Digital In-Store Source: Keyrus Management
- 53. Technologie iBeacon : 53 Source: Nitro Mobile Solutions Maximiser les ventes OmniCanal
- 54. Défi : Vision 360° des données 54
- 55. Stratégie #9 (OmniRetail Matrix3) : Technologie 55©Stephany Gochuico
- 56. 56 Les Enseignes doivent travailler avec un Intégrateur de Systèmes
- 58. 58 Source: Retail Info Systems “OmniChannel Readiness,” October 2013 #1 Apple & Nordstrom 45.8% | #2 Macy’s 37.5% | #3 Walmart 33.3% | #4 Target & Best Buy 20.8% Meilleures Enseignes OmniCanal (US)
- 59. 59 Source: Webcredible UK “Omni-Channel Customer Experience,” November 2012 #1 Burberry | #2 Waterstones | #3 Debenhams | #4 Topshop | #5 Harrods #6 John Lewis | #7 Marks & Spencer | #8 Boots | #9 Next | #10 Ted Baker Meilleures Enseignes OmniCanal (UK)
- 60. Les Plus Grandes Marques de Luxe dans le monde Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014”
- 61. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” FENDI (Rome) Brand value $3.02 billion
- 62. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” COACH (New York) Brand value $3.13 billion
- 63. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” RALPH LAUREN (New York) Brand value $4.04 billion
- 64. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” BURBERRY (London) Brand value $5.94 billion
- 65. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” TIFFANY & CO. (New York) Brand value $5.16 billion
- 66. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” CHANEL (Paris) Brand value $7.81 billion
- 67. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” CARTIER (Paris) Brand value $8.94 billion
- 68. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” ROLEX (Geneva) Brand value $9.08 billion
- 69. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” PRADA (Milan) Brand value $9.98 billion
- 70. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” GUCCI (Florence) Brand value $16.13 billion
- 71. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” HERMES (Paris) Brand value $ 21.84 billion
- 72. Source: Forbes “World’s Most Valuable Luxury Brands” & Statista “Brand value of the leading 10 most valuable luxury brands worldwide in 2014” LOUIS VUITTON (Paris) Brand value $25.87 billion
- 73. Le Luxe doit être inaccessible. Les marques de Luxe doivent être “anti-OmniCanal” aussi ?
- 75. 75Source: Google & Ipsos MediaCT “How Affluent Shoppers Buy Luxury Goods, A Global View”, Quantitative 400 interviews per country, Qualitative 28 interviews overall, January – April 2013 Profils
- 76. 76Source: Google & Ipsos MediaCT “How Affluent Shoppers Buy Luxury Goods, A Global View”, Quantitative 400 interviews per country, Qualitative 28 interviews overall, January – April 2013
- 77. 77Source: Google & Ipsos MediaCT “How Affluent Shoppers Buy Luxury Goods, A Global View”, Quantitative 400 interviews per country, Qualitative 28 interviews overall, January – April 2013 Comment les enseignes atteindre le mieux des clients fortunés ?
- 78. 78Source: Google & Ipsos MediaCT “How Affluent Shoppers Buy Luxury Goods, A Global View”, Quantitative 400 interviews per country, Qualitative 28 interviews overall, January – April 2013 Des clients fortunés achètent comment ?
- 80. Source: Barclays, University of Liverpool Generation Y = Millennials
- 81. Source: pewinternet.org Millennials = Generation Y
- 83. Réponse : Les marques de Luxe doivent être “OmniCanal”.
- 84. Les marques de Luxe “OmniCanal”
- 85. Source: L2 Intelligence Report & Richrelevance “OmniChannel Retail” 30 July 2014 propose aux clients une visibilité temps réel sur les stocks en magasin
- 86. Source: xxx a une visibilité temps réel sur les stocks en magasin et un service Click&Collect
- 87. Source: Webcredible “Omni-Channel Customer Experience,” November 2012 Burberry Bespoke : Partage sur les réseaux sociaux My Burberry Trench coat fait sur mesure avec un outil Web interactif
- 89. Investissement de 100% à chaque élément de stratégie
- 90. Proposer à chaque Client une expérience personnalisée 90Source: Capgemini Consulting “Digital Shopper Relevancy,” July 2012, 16000 respondents, 16 countries (Australia, Brazil, Canada, China, Finland, France, Germany, India, Italy, Mexico, Russia, Spain, Sweden, Turkey, UK, USA).
- 91. 91 Source: RIS News Custom Research “OmniChannel Readiness”, October 2013 Développer des Capacités OmniCanal
- 92. 92 OmniCanal : Cher… Difficile… Énergivore… Très lent… mais Inévitable…
- 93. Retailers estimate they lose $65M (€47M) for every billion dollars (€721M) in revenue due to a lack of OmniChannel readiness.” “ Source: Retail Info Systems “OmniChannel Readiness,” October 2013
- 94. Différenciateur OmniCanal : L’innovation en permanence à tous les niveaux. Source: Stephany Gochuico
- 95. Contact : Stephany GOCHUICO Consultante OmniCanal / CrossCanal 95 Twitter : @stephgo77 E-mail : stephgo@rocketmail.com Linkedin : www.linkedin.com/in/stephanygochuico Merci pour votre attention.
Editor's Notes
- #19: fusionner les mondes physiques et digitaux
- #23: Walmart is present in 27 countries, total 10,942 retail units (4,203 in the US) Il y a seulement un patron. Le client. Et il peut virer tout le monde dans l'entreprise, simplement en dépensant son argent ailleurs.
- #28: Solution : Item-Level RFID
- #31: Tesco, top 3 Global Retailer ranked by 2013 Deloitte report of the 250 largest retailers around the world for fiscal 2011 Deloitte LLP “Global Powers of Retailing 2013 Retail Beyond”
- #35: 0 km for Click and Collect 0€ cost on packaging boxes Delivery within 3H Customers will be happy Customers will order more Customers will get instant refund
- #38: Click & Collect dans les Galeries Lafayette et BHV Marais
- #39: The most important driver of growth and profitability To understand and influence customer behaviour To reward loyal customers To combat retail competition To have 360° Customer Insight Customer Loyalty Program: Coupons – Loyalty Points – Loyalty Vouchers – Promotions – Instant rewards
- #40: The most important driver of growth and profitability To understand and influence customer behaviour To reward loyal customers To combat retail competition To have 360° Customer Insight Customer Loyalty Program: Coupons – Loyalty Points – Loyalty Vouchers – Promotions – Instant rewards
- #41: Employee engagement is the measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work
- #46: The data below was provided by AddShoppers, utilizing proprietary social commerce platform called Social Apps which includes Smart Sharing Buttons, Social Analytics, and ROI Tracking. AddShoppers embed tracking codes on over 10,000 retailers’ websites worldwide to determine whether sales revenue can be attributed to a referral from a social media site.
- #48: Si vous faites des clients insatisfaits dans le monde physique, chacun pourrait dire à 6 amis. Si vous faites des clients insatisfaits sur Internet, chacun peut dire à 6,000 amis.
- #50: Un grand mur tactile connecté au web : Gain d’espace et de stockage. Vero Moda Online pop-up store, Aarhus – Denmark
- #51: Dans le magasin de jeans Hointer (Seattle), chaque modèle exposé possède un QR Code. Le client le scanne grâce à une application dédiée. Un modèle à sa taille est automatiquement envoyé en cabine d’essayage.
- #73: http://www.afr.com/p/lifestyle/life_leisure/louis_vuitton_bespoke_arm_candy_6FmbucCf8gwEGmZo4BHMFP
- #77: Nouveaux marchés, marchés matures, marché japonais
- #83: A social network service or social networking service, most often called SNS, is a medium for establishing social networks of people who share interests and/or activities. Social networking sites allow users to share ideas, activities, events, and interests within their individual networks.
- #87: Les vendeurs Burberry ont des iPads pour avoir la visibilité de stock en magasin ou l’information des produits. Burberry offre le Click&Collect en magasin sur des achats en ligne. Burberry has equipped every sales associates across their 300 stores worldwide with an iPad in a bid to increase customer loyalty, in-store experience and collect valuable shopping analytics.
- #93: L’escalier est long, large et haut, mais que la vue sera belle la-haut !